2020 Budget (PDF)

CITY OF SUN PRAIRIE ADOPTED ANNUAL 2020 OPERATING & CAPITAL BUDGET BUDGET I Visitors can make their own custom wood signs at Board & Brush in downtown Sun Prairie. Mariah Haberman, of DiscoverWisconsin, and Board & Brush owner, Gina Gaspardo, show off their finished project. 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. Common Style Guidelines The Associated Press Stylebook provides an A-Z guide to issues such as capitalization, abbreviation, punctuation, spelling, numerals and many other questions of language usage. As it relates to the publication of this document, what follows are summaries of some of the most common style rules. States and Cities When the name of a state name appears in the body of a text, spell it out. When the name of a city and state are used together, the name of the state should be abbreviated (except for Alaska, Hawaii, Idaho, Iowa, Maine, Ohio, Texas and Utah). States should also be abbreviated when used as part of a short-form political affiliation. Examples: He was travelling to Nashville, Tenn. The peace accord was signed in Dayton, Ohio. The storm began in Indiana and moved west toward Milwaukee, Wis. Governmental Bodies Capitalize references to specific bodies, even without the locality or state name: the Virginia General Assembly, the General Assembly. Lowercase short forms and generic references: Republicans control the assembly. The council voted to raise parking fines. Government Buildings Capitalize Capitol and City Hall when referring to a specific building: the U.S. Capitol, the Capitol, the Virginia Capitol, the state Capitol, Richmond City Hall, City Hall. Lowercase general references: You can’t fight city hall. Capital, Capitol The city where a seat of government is located is the "capital." Do not capitalize. Do capitalize "U.S. Capitol" and "the Capitol" when referring to the building in Washington, D.C., or in a state capital: "The Texas Capitol is in the state's capital city, Austin." 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Source: Purdue Online Writing Lab III Table of Contents INTRODUCTION ................................................................... 1 Distinguished Budget Presentation Award .................................... 1 Message from the Mayor .............................................................. 2 Mayor & Council ............................................................................ 6 Directory of Staff ........................................................................... 7 Mission & Vision ............................................................................ 7 Organizational Chart ...................................................................... 8 Personnel Summary ....................................................................... 9 Sun Prairie, WI ............................................................................. 10 Community Profile and Comparisons .......................................... 12 BUDGET OVERVIEW ........................................................... 14 Budget Process ............................................................................ 15 Financial Structure and Organization .......................................... 18 Funds and Functional Areas ......................................................... 21 Funds by Type .............................................................................. 22 Budget Initiatives Overview ......................................................... 23 Summary of Budget Amendments ............................................... 24 Budget Initiatives Summary ......................................................... 25 COMPREHENSIVE FINANCIAL PLAN .................................... 28 Overview: Revenue & Expenditures ........................................... 29 Budget Comparison by Fund........................................................ 31 2020 Approved Budget Summary ................................................ 32 2020 Fund Balance Summary ...................................................... 33 Revenue Summary & Details ....................................................... 34 Expenditures Summary & Details ................................................ 37 Capital Expenditures .................................................................... 39 Debt Schedule .............................................................................. 40 Transfer Schedule ........................................................................ 41 Property Values and Tax Rate ...................................................... 42 IV Table of Contents DEPARTMENT BUDGET SUMMARY .................................... 44 General Government ................................................................... 46 Mayor ............................................................................... 47 City Council ....................................................................... 48 Municipal Court ................................................................ 50 City Attorney .................................................................... 52 City Administrator ............................................................ 55 Administrative Services .................................................... 57 City Clerk’s Office .............................................................. 59 Human Resources ............................................................. 62 Finance ............................................................................. 65 Assessing........................................................................... 68 Information Technology ................................................... 71 Building Maintenance ....................................................... 73 Healthcare In-Service ........................................................ 75 Public Safety ................................................................................ 76 Police Department ............................................................ 77 Fire Department ............................................................... 80 Emergency Medical Services ............................................ 82 Emergency Management .................................................. 84 Building Inspection ........................................................... 86 Public Works ................................................................................ 88 Public Works ..................................................................... 89 Public Services .................................................................. 91 Engineering ....................................................................... 92 GIS .................................................................................... 95 Refuse & Recycling ........................................................... 96 Transportation Fund ......................................................... 98 Wastewater Treatment Plant ......................................... 100 Stormwater Utility .......................................................... 102 Fleet In-Service ............................................................... 104 Health & Human Services .......................................................... 106 Colonial Club ................................................................... 107 Youth & Families ............................................................. 108 YMCA ............................................................................. 109 Community Schools ....................................................... 110 Cemetery ....................................................................... 111 V Table of Contents Culture & Recreation ................................................................. 114 Museum .......................................................................... 115 Recreation ...................................................................... 117 Family Aquatic Center..................................................... 120 Parks Maintenance ......................................................... 123 Sun Prairie Media Center ................................................ 125 Park Fund ........................................................................ 128 Library ............................................................................. 130 Tourism ........................................................................... 134 Conservation & Development ................................................... 136 Community Development............................................... 137 Planning .......................................................................... 138 Economic Development .................................................. 141 Forestry........................................................................... 143 Traffic Impact Fee ........................................................... 145 Tree Fund ........................................................................ 147 Other Financing Uses ................................................................. 150 Transfers ......................................................................... 151 Debt Service Fund ...................................................................... 154 General Debt Service Fund ............................................. 155 TID 6................................................................................ 158 Capital Projects Fund ................................................................. 160 Capital Improvement Plan .............................................. 161 TID 8................................................................................ 162 TID 9................................................................................ 164 TID 11.............................................................................. 166 TID 12.............................................................................. 168 TID 13.............................................................................. 170 Sun Prairie Utilities .................................................................... 172 Component Units ....................................................................... 178 Business Improvement District ....................................... 179 Community Development Authority .............................. 181 Agency Fund .............................................................................. 184 MPSIS .............................................................................. 185 VI Table of Contents A PPENDIX ........................................................................ 186 Appendix A: Resolutions ............................................................ 188 Appendix B: Budget Initiatives .................................................. 194 Revenue Initiatives ........................................................ 196 Housing & Neighborhoods Initiatives ............................ 206 Dynamic Economy Initiatives ......................................... 210 Complete Transportation Network Initiatives ............... 214 Human Services Initiatives ............................................. 220 Quality City Services Initiatives ...................................... 232 Employer of Choice Initiatives ....................................... 252 Appendix C: Financial Policies ................................................... 262 Capital Improvement Policy .......................................... 263 Investment Policy ......................................................... 265 Fund Balance Policy ....................................................... 270 Purchasing Policy ........................................................... 272 Budget Management and Amendment Policy ............... 277 Appendix D: Capital Improvement Plan .................................... 280 Appendix E: Forecast of Revenue and Expenditures ................. 288 Appendix F: Three-Year Work Plan ........................................... 292 Appendix G: Glossary ................................................................ 308 Appendix H: Acronyms ............................................................. 312 VII List of Tables Tables are listed only for the following budget document sections: Introduction, Budget Overview, and Comprehensive. INTRODUCTION Table 1: Budget Summary .............................................................. 2 Table 2: Approved Property Tax Levy ............................................ 3 Table 3: Staff Additions .................................................................. 4 Table 4: Personnel by Division ....................................................... 9 Table 5: Top Ten Employers ......................................................... 11 Table 6: Population Comparison .................................................. 12 Table 7: Square Miles Comparison .............................................. 12 Table 8: Property Tax Rate Comparison ...................................... 12 Table 9: City Rate ......................................................................... 12 BUDGET OVERVIEW Table 10: Funds and Functional Areas ......................................... 21 Table 11: Summary of Budget Amendments ............................... 24 Table 12: Budget Initiatives Summary .................................... 25-26 COMPREHENSIVE FINANCIAL PLAN Table 13: Net New Construction .................................................. 29 Table 14: State Shared Revenue .................................................. 29 Table 15: Budget Comparison by Fund ........................................ 31 Table 16: 2020 Approved Budget Summary ................................ 32 Table 17: 2020 Fund Balance Summary ....................................... 33 Table 18: General Fund Revenue Summary ................................. 37 Table 19: Function Summary (Revenues) .............................. 35-36 Table 20: General Fund Expenditure Summary ........................... 37 Table 21: Division Summary (Expenditures) ............................... 38 Table 22: Summary of 2020-2024 Capital Project Plans .............. 39 Table 23: Debt Schedule .............................................................. 40 Table 24: Transfer Schedule ........................................................ 41 Table 25: 2019 Property Values & Tax Rate ................................. 42 VIII List of Figures Figures are listed only for the following budget document sections : Introduction, Budget Overview, and Comprehensive. INTRODUCTION Figure 1: CIP 2020-2024 Funding Sources ...................................... 4 Figure 2: Organizational Chart ....................................................... 8 Figure 3: City of Sun Prairie, Population ...................................... 10 Figure 4: Unemployment Rate ..................................................... 10 Figure 5: City of Sun Prairie’s Equalized Value ............................. 11 Figure 6: Sun Prairie’s location in Wisconsin ............................... 11 Figure 7: Greater Madison Area .................................................. 12 BUDGET OVERVIEW COMPREHENSIVE FINANCIAL PLAN Figure 8: Revenue by Source as a Percent of Total Revenue ....... 32 Figure 9: Expenditures by Function as a Percent of Total Exp. .... 32 Figure 10: 2020 General Fund Revenues ..................................... 34 Figure 11: 2020 General Fund Expenditures ................................ 33 IX Did You Know… GEORGIA O’KEEFFE: THE “MOTHER OF AMERICAN MODERNISM” Georgia Totto O'Keeffe (November 15, 1887 – March 6, 1986) was an American artist. R ecognized as the "Mother of American modernism", O'Keeffe was best known for her paintings of enlarged flowers, New York skyscrapers, and New Mexico landscapes. Georgia O'Keeffe was born in a farmhouse located at 2405 Hwy T in the town of Sun Prairie, Wis. Her parents, Francis Calyxtus O'Keeffe and Ida (Totto) O'Keeffe, were dairy farmers. Her father was of Irish descent. Her maternal grandfather George Victor Totto, for whom O'Keeffe was named, was a Hungarian count who came to the United States in 1848. O'Keeffe was the second of seven children. By age 10, she had decided to become an artist, and w ith her sisters, Ida and Anita, she received art instruction from local watercolorist Sara Mann. She attended Town Hall School in Sun Prairie and high school at Sacred Heart Academy in Madison, Wis. Later in life, O'Keeffe began spending part of the year in the Southwest, which served as inspiration for her paintings of New Mexico landscapes and images of animal skulls, such as Cow's Skull: Red, White, and Blue 1 City of Sun Prairie 2020 Annual Budget City of Sun Prairie 2020 Annual Budget 2 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 2020 Annual Budget. The approved annual budget of $120.2 million (excluding transfers and internal service funds) represents a 4. 0 percent decrease in expenditures over 2019 ’s Revised Budget. This is primarily due to Sun Prairie Utilities ’ decreased capital expenditures within Capital Projects Funds for Fiscal 2019. Table 1: Approved Budget 2019 Revised Budget 2020 Approved Budget Dollars in thousands General Fund $25,031.2 $25,347.5 Special Revenue Funds 6,210.2 7,517.2 Debt Service Funds 6,918.8 7,366.4 Capital Projects 33,676.7 17,024.0 Enterprise Funds 52,450.4 62,018.1 Agency Funds 599.5 604.7 Permanent Funds 5.0 16.0 Component Funds 304.1 272.5 Total $125,196.0 $120,166.3 Note: Excludes Transfers and Fund Balance Applied accounts COUNCIL PRIORITIES 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 2020 budget includes an emphasis on quality city services, human services, and employer of choice. HOUSING & NEIGHBORHOODS Through the comprehensive planning process, the community voiced its desire to have housing options in all price ranges for those who desire to rent or own. Options like these offer 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 provides 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. DOWNTOWN & CENTRAL CORRIDOR VIBRANCY The City’s downtown area is easy to get to by bike, car, foot, or public transportation. The breadth of retail and personal services offer great options for people visiting and living in Sun Prairie . The downtown area, including Ashley Field, host 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. As the visioning and redevelopment plan come to a conclusion, we will use 2 020 as a time to contemplate the recommendations and plan for the future. 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 r obust 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. 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 2020 Annual Budget includes investments in all modes o f transportation through our continued funding of street reconstruction and rehabilitation, a full year of funding for the Madison Metro express bus route, share‐ride taxi, bike path replacement, and trail connection design. HUMAN SERVICES The Common Council expects that the City will provide a wide range of human services to assist residents to live to their full potential. Service partners funded in the 2020 Annual Budget include the Sun Prairie Public Library, the YMCA, Community Schools, Colonial Club, and Neighborhood Navigators. 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. In 2019 the Cit y has reinforced this commitment through the installation of solar panels on the Westside Community Services Building expansion project, Wastewater expansion’s sustainability projects, and the purchase of an electric vehicle. The 2020 budget includes the purchase of three hybrid squad cars, city hall bathroom updates which include energy efficient components, and investments in software which provide efficiencies and process automation. QUALITY CITY SERVICES City services are efficient, friendly, and access ible. 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 2020 Annual Budget continues to allocate resources to maintaining current services while also anticipating future needs. A funding pledge has been made to provide funding for five new firefighters to assist in 24/7 staffing of st ation two as a result of the City’s growing west side. 3 City of Sun Prairie 2020 Annual Budget EMPLOYER OF CHOICE The City provides excellent public services, which can only be made available by dedicated and talented staff. Our community benefits from employees who have an amazing workplace culture where people work together toward common goals. As the C ity’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 mode st increase in staffing each year. In 2019, Alders approved 6.61 additional FTE through the budget process, as well as an additional 1.5 FTE through mid‐ year budget amendments. The 2020 Annual Budget includes funding for 3.75 FTE of additional staff, as well as position reclassifications of some existing staff. Additionally, the 2020 Annual Budget includes an investment in our current staff by providing educational reimbursements and training opportunities to solidify our commitment to retain quality employees. ECONOMY AND REVENUES VALUATION The proposed budget balances community needs and priorities with the current economic outlook of modest growth. Local government finances are subject to levy limits. The City is currently well 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 the highest increase in its history of net new construction in 2019. Net new construction totaled $173 million, which is an increase of 20 percent over last year. The City ’s equalized value (market value) increased by $325 million in 2019 for a total value of $3.31 billion. In 2019, the city realized increases in both residential and commercial property values. The 2020 Approved Budget includes a modest increase in the tax levy of 5.1% which is a 2.557% tax increase or a $52 increase on the average home in the City Sun Prairie, compared to 20 19’s tax increase of $74 on the average home. TABLE 2: APPROVED PROPERTY TAX LEVY Dollars in thousands 2019 2020 General Fund $14,963.6 $15,874.8 Grants Fund 7.0 18.0 Library Fund 1,605.2 1,631.9 Transportation Fund 285.7 347.8 Recreation Fund - 36.6 Debt Service Fund 6,449.9 6,567.0 Health In-Service Fund - 20.0 Fleet In-Service Fund 50.0 50.0 Total $23,361.3 $24,547.0 STATE SHARED REVENUES AND EXPENDITURE RESTRAINT PROGRAM During the 2018 budget, the City planned to increase expenditures beyond the state of Wisconsin limit for the Expenditure Restraint program causing the loss of the funds for the 2019 Budget. This decision coincided with the closure of the City’s Tax Increment District #7 (TID7) in 2017. The closure of TID7 realized a $347,000 payment of excess funds reserved for this purpose. The City received $557,000 in 2018 from the expenditure restraint program. The new construction that occurred in 2017 more than made up for the difference of $210,000. This 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 2019 Revised Budget meets the Expenditure Restraint program limits to qualify for receiving the aid in 2020. The 2020 Annual Budget does not use monies from the Expenditure Restraint program to balance the general fund budget. By doing this, the City has eliminated the reliance of these funds for operations. The City will be directly allocating these resources to the capital projects fund to offset future projects. The City received a decrease of $14,783 in the 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 will not increase in the future. For a city that is growing rapidly, this translates into a continued loss of future revenue. TRANSPORTATION AIDS Highway aids increased by $203,955 over 2019. This is due to the increase in lane miles within the city, increased costs attributed to streets maintenance and increased state budget for GTA. 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 were intended to cover the cost of the residential contract for the collection of waste to residential properties. In 2020, sanitation fees will remain the same. WATER POLLUTION CONTROL FUND The Water Pollution Control Facility is in the process of developing 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 will begin construction in 2020. The 2019 B udget included a rate increase of 9.3% in anticipation of this project. The 2020 B udget includes an additional rate increase of 11.2% to fund the plant expansion. STORMWATER FUND The Stormwater Utility is in the process of constructing a regional storm water facility on the west side. The land was acquired in 2017 and construction will begin in 2020. The rate increase of 15% in 2019 is sufficient to cover the budgetary needs of the fund in 2020. City of Sun Prairie 2020 Annual Budget 4 SUN PRAIRIE UTILITIES Sun Prairie Utilities (SPU) manages the City’s Electric and Water System. In 2019, SPU increased rates for both electric and water. The simplified (inflationary) water increase took effect August 5, 2019 and the full, conventional electric increase took effect October 1, 2019. In 2020, the electric utility will focus on designing a system study upgrade to the Business Park Substation, as well as implementing a new outage management system. The water utility is in the process of obtaining Public Service Commission (PSC) approval for a lead lateral replacement program, whereby residents may apply for a 50% grant to offse t the cost of this replacement. This program is expected to start in 2020. In addition, the water utility is looking to enhance service reliability to its low ‐pressure system with initiatives for the installation of a pressure relief valve and the start of construction on its eighth well. Currently, SPU does not plan to file for an electrical rate increase but will file a full, conventional water rate increase. The amount of the water utility rate increase granted by the PSC will undoubtedly depend on whether the PSC approves SPU’s proposed customer -side lead lateral program and how much PSC includes for funding. As of January 24 th, 2020, SPU is awaiting primarily questions on its filing. 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 operating challenges the C ity has are salaries and healthcare. The 2020 budget includes a 1.5% cost of living increase as of January 1, 2020. Employees receive 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 receive a 1.5% increase for the first payroll in January and a 1% increase in the first payroll in July. The union represented paramedics receive a 3.5% 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 C ity faces in the future. The C ity converted to a high‐ deductible healthcare plan in 2016 to attempt to reduce the rising cost of healthcare benefits. The C ity 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 years not to exceed 6.9% in 2020 and 8.9% in 2021. The budget does not include any plan changes including the city’s contribution to the HSA/HRA for the high‐deductible plan. In 2020, the City will increase its ongoing expense for wellness benefits by $50,000; from 2019’s contribution of $20,000 to $70,000. This incre ase will fund a joint Employee Wellness Clinic with Sun Prairie Area School District. The clinic is to tentatively open July 1, 2020 at the Sun Prairie Dean Clinic site and then move to the CHUMS location in the fall of 2022. The City entered the Wisconsin Retirement System (WRS) 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. Currently employees enrolled in the Wisconsin Retirement System will pay 6.75% in 2020, an increase from 6.55% in 2019. The C ity contribution for public safety employees (police and paramedics) will increase to 11.74% in 2020 from 10.72% in 2019. For all other employees, the City is required to pay 6.75% in 2020, an increase from 6.55% in 2019. STAFFING The 2020 Annual Budget includes additions to s taffing to strengthen service to the community as described below. Table 3: Staff Additions Budgetary Costs w/ Benefits* FTE Funding Source Start Date Description Community Events Coordinator $81,700 1.00 General/Rec/BID / Tourism Funds 01/01/2020 BID/Tourism Manager $6,900 - BID/Tourism 01/01/2020 Rec. Program Specialist Hours Increase $32,800 0.25 General / Rec Fund 01/01/2020 Neighborhood Navigators Expansion $19,400 - General/Grant 01/01/2020 Library Year-Round Sunday Hours $6,800 - General Fund 01/01/2020 Rec Programming Expansion $15,800 - General/Rec Fund 01/01/2020 Police Officer $67,500 1.00 General Fund 05/01/2020 Forestry Maintenance Worker $46,700 1.00 General Fund/SWU 05/01/2020 HR Staffing Increase (FT from PT) $39,000 0.50 General Fund/ CATV/WWTP/ SWU/SPU 07/01/2020 Wastewater Intern (2) $19,400 - Wastewater Fund 01/01/2020 *Budgetary Costs rounded CAPITAL IMPROVEMENT PLAN The City Council approved a five‐year capital improvement plan (CIP) for 2020‐2024. The 2020 CIP projects have been included in the 2020 budget. Please see Appendix D for a list of these projects. The CIP includes projects for infrastructure, equipment and vehicles. FUNDING SOURCES Although v arious funding source s are used for capital projects, the primary funding source is capital borrowing. The City ’s funding sources include general obligation debt (41%), general obligation debt abated by enterprise funds (25.4%), grants and donations (0.2%), traffic impact fees (1.4%), park impact fees (2.0%), fund balance or retained earnings (30%). General Obligation Debt 41% Enterprise General Obligation Debt 25% Grants & Donations 0% Traffic Impact Fees 1% Park Impact Fees 2% Fund Balance / Retained Earnings 30% Figure 1: CIP 2020 - 2024 Funding Sources 5 City of Sun Prairie 2020 Annual Budget TAX INCREMENT DISTRICTS (TIDs) The availability of tax increment financing is one of the major tools used for economic development. As the City expands and establishes more tax increment districts, it becomes imperative to closely monitor and plan the development of each district. The City currently has six active tax increment districts. Four of the six districts have advances from the general fund. Two of the districts have begun to pay back the advances but the remaining districts will continue to require funding from the general fund for several years. The current budget includes issuing new debt for recent private investment in the districts as well as refinancing debt to mitigate the pressure placed on the general fund. 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. The City will close TID6 in 2020. TAX INCREMENT FINANCING DISTRICT #8 (TID8) Currently this district has a general fund advance of approximately $1. 5 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 $450,000. The project period for TID9 closes in 2022. The 2020 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 also includes economic incentive payments f or FC Lands and 2G Engineering, based upon the approved development agreements. This district continues to see new development. The TID is anticipated to remain open until 2027. TAX INCREMENT FINANCING DISTRICT #11 (TID11) TID11 currently does not receive assistance from the general fund. The fund continues to see new development and the 2020 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 $ 530,000. The 2019 valuation for TID12 decreased by approximately $3 million due to a valuation change of the Northwood Properties Inc. property during open book. The TID is anticipated to close in 2035, which is two years earlier than allowed. TAX INCREMENT FINANCING DISTRICT #13 (TID13) TID 13 has a general fund advance of approximately $ 1.3 million which the City expects will be repaid by 2023. The City has seen continued development in 2018 and 2019, which has significantly increased the value of the area. The project period for this TID ends in 2032. 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 2020 budget includes $45,000 for this purpose. 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 2020 Approved B udget maintains investment in our existing infrastructure as well as provides a similar level of municipal service as in previous years. Paul T. Esser Mayor City of Sun Prairie 2020 Annual Budget 6 MAYOR & CITY COUNCIL Paul T. Esser Mayor Emily Lindsey Aldermanic District 1 Steve Stocker Aldermanic District 1 Bill Conners 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 7 City of Sun Prairie 2020 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 Lee Igl Director of Public Works 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 Andrew Pulvermacher Budget Analyst 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 2020 Annual Budget 8 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 80 for a full description of the City ’s relationship to the Sun Prairie Fire Department. Figure 2: Organizational Chart 9 City of Sun Prairie 2020 Annual Budget CITY OF SUN PRAIRIE PERSONNEL SUMMARY 2019 to 2020 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 4.00 4.31 4.56 4.56 0.00 Administration 2.00 3.00 3.00 3.00 0.00 Administrative Services 2 n/a n/a n/a 1.00 1.00 Human Resources 3 2.80 3.50 3.50 4.00 0.50 Finance 2 4.63 6.00 6.00 5.00 -1.00 Assessing 4 4.75 4.00 4.00 2.00 -2.00 Information Technology 6.13 5.00 5.00 5.00 0.00 Building Maintenance 2.00 2.00 3.00 3.00 0.00 Police Department 5 73.40 72.90 76.00 77.00 1.00 Emergency Medical Services 14.00 14.00 14.00 14.00 0.00 Building Inspection 5.00 5.00 6.00 6.00 0.00 Public Services 6 n/a n/a n/a 3.00 3.00 Public Works 7 10.00 11.00 13.00 11.00 -2.00 Engineering 8 5.25 7.00 7.00 6.00 -1.00 GIS 1.00 1.00 2.00 2.00 0.00 Sanitation 10 seasonal seasonal seasonal seasonal Wastewater Utility 10.00 10.00 10.00 10.00 0.00 Stormwater Utility 5.30 5.00 5.00 5.00 0.00 Fleet In-Service Fund 4.00 4.00 4.00 4.00 0.00 Museum stipend 1.00 1.00 1.00 0.00 Recreation Programs 9 3.00 3.00 3.50 4.75 1.25 Family Aquatic Center 10 seasonal seasonal seasonal seasonal Parks Maintenance 8.25 7.00 8.00 8.00 0.00 Sun Prairie Media Center 4.38 5.00 5.00 5.00 0.00 Sun Prairie Public Library 11 22.25 23.51 24.10 23.43 -0.67 Community Development 12 n/a n/a n/a 1.00 1.00 Planning 12 4.00 5.00 5.00 4.00 -1.00 Economic Development 3.00 3.00 3.00 3.00 0.00 Forestry 13 1.00 1.00 1.00 2.00 1.00 Sun Prairie Utilities 31.53 31.90 31.90 31.90 0.00 234.67 241.12 251.56 252.64 1.08 1The City Mayor and City Council members are elected positions. 8Move 1.0 to Public Services 2Promotion to Admin. Services from Finance 9Amendment 13: Community Events Coordinator and 0.25 Rec Program Hours Increase. 3Amendment 11: HR staffing increase (PT to FT) 10LTE and seasonal positions are not included in the FTE count. 4Staff attrition 11Reclassed "Page 1" positions to seasonal, reducing FTE count by 2.625. 5Amendment 10: Add 1.0 Police Officer 12Move to Community Development from Planning 6Move 2.0 from Public Works and 1.0 from Engineering 13Amendment 20: Forestry Maint. Worker 7Retirement and move to Public Services 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 Table 4: Personnel by Division 2017 FTE 2018 FTE GENERAL GOVERNMENT PUBLIC SAFETY PUBLIC WORKS CULTURE & RECREATION COMMUNITY DEVELOPMENT City of Sun Prairie 2020 Annual Budget 10 ABOUT SUN PRAIRIE SUN PRAIRIE, WI 2.30% 718 $67,512 $260,000 2.8% GROWTH 0.8% GROWTH POPULATION 34,926 UNEMPLOYMENT RATE MEDIAN AGE NUMBER OF BUSINESSES MEDIAN HOUSEHOLD INCOME MEDIAN HOME VALUE 34 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 S chool District is the fastest growing school district in Wisconsin. 28,000 29,000 30,000 31,000 32,000 33,000 34,000 35,000 36,000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Figure 3: City of Sun Prairie, Population S o urce: U.S. Census Bureau, Population Division ECONOMY Sun Prairie also benefits from a strong and diverse local economy. The City’s 2019 -unemployment rate of 2. 3 percent, was significantly lower than the State of Wisconsin as a whole (3.3 percent). 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 8.00% 9.00% 10.00% 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Figure 4: Unemployement Rate Source: Wi s cons in Depa rtme nt of Workforce Devel opme nt City of Sun Prairie State of Wisconsin 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. 11 City of Sun Prairie 2020 Annual Budget ABOUT SUN PRAIRIE Sun Prairie’s Top Ten Employers account for nearly twenty-five percent of total city employment. Table 5: Top Ten Employers Employer Employees Sun Prairie School District 1,501 City of Sun Prairie 677 Colony Brands 505 QBE Insurance 450 Prairie Athletic Club 330 Wisconsin Distributors 310 Royle Printing 274 Target 274 Continental ContiTech 264 Frontier 250 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 9.8 percent in 20194. 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. O ver 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 2019, the C ity had net new construction growth of 5.22 percent or $172.8 million 3. $2.0 $2.2 $2.4 $2.6 $2.8 $3.0 $3.2 $3.4 $3.6 $3.8 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Figure 5: City of Sun Prairie's Equalized Value ($ in billions) Source: Wi s cons in Depa rtme nt of Re ve nue Additionally, personal income within the c ity of Sun Prairie continues to grow. Per capita personal income has risen over $6,500 since 2009 to $34,587. This continues to exceed the per capita personal income of the state of Wisconsin as a whole. EDUCATION The majority of Sun Prairie residents are in the Sun Prairie 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 operates 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 policies 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 stat e 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 2020 Annual Budget 12 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 1Mosiman, 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. Table 6: Population Table 7: Square Miles Madison 258,328 Madison 78.95 Sun Prairie 35,586 Fitchburg 34.92 Fitchburg 29,726 Sun Prairie 12.23 Middleton 21,141 Middleton 8.92 Stoughton 12,957 Verona 6.30 Verona 12,635 Stoughton 4.92 Monona 7,922 Monona 3.26 per $1,000 assessed value City Rate Sun Prairie 24.9258$ Madison 8.9033$ 39.5% Verona 23.7910$ Stoughton 8.1920$ 38.4% Fitchburg 23.2462$ Fitchburg 7.9608$ 34.2% Madison 22.5562$ Sun Prairie 8.0860$ 32.4% Monona 21.7295$ Middleton 6.0999$ 31.3% Stoughton 21.3573$ Monona 6.5257$ 30.0% Middleton 19.4819$ Verona 5.7957$ 24.4% Table 8: Property Tax Rate % of Property Tax Table 9: City Rate Figure 7: Greater Madison Area 13 City of Sun Prairie 2020 Annual Budget Did You Know… HISTORY OF GROUNDHOG DAY For over 50 years, the Sun Prairie members and supporters have been proclaiming Sun Prairie to be "The Groundhog Capital of the World." This proclamation has caused reverberations from the halls of Congress, to the coal fields of Pennsylvania, and in the news media of the country. Groundhog Day is tied to Candlemas Day, a centuries old celebration day in Europe. Folklore states: "If the day is bright and clear there'll be two winters in the year." City of Sun Prairie 2020 Annual Budget 14 BU DGET OVERVIEW: CONTENTS Budget Process .......................................................................................... 15 Financial Structure & Organization ............................................................ 18 Funds and Functional Areas ........................................................................ 21 Fun ds by Type ............................................................................................ 22 Budget Initiatives Overview ....................................................................... 23 Summary of Budget Amendments ............................................................. 24 Budget Initiatives Summary ....................................................................... 25 15 City of Sun Prairie 2020 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 Five‐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 MARCH Departments update the five ‐ year capital improvement plan MAY Finance Department prepares 5‐year capital improvement plan document JUNE Presentation of the 5 ‐Year Capital Improvement Plan to Committee of the Whole Finance Department begins working on the revenue and expenditure forecast and 5 ‐ year request for service changes JULY Departments start entering cost to continue estimates. Finance Department updates personnel budgets. AUGUST Council approves the 5 ‐year Capital Improvement Plan. The first year of the plan is incorporated into the budget Committee of the Whole reviews the financial management plan and sets priorities. 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. NOVEMBER 5TH, 2019 Public Hearing regarding budget document NOVEMBER 19TH, 2019 Council approves budget City of Sun Prairie 2020 Annual Budget 16 BUDGET PROCESS FIVE-YEAR CAPITAL IMPROVEMENT PLAN The budget cycle begins in March with the development of the five ‐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. The Capital Improvement Policy and the Debt Management Policy outline the structure to which the Five ‐Year Capital Improvement Plan must adhere. The cost of the capital expense and an es timated 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 approval of the CIP and forwards the document to City Council for a final vote and approval. The Council approves the CIP by July. The first year of the CIP is incorporated into the A nnual Budget that is presented to Council in October. FIVE-YEAR FINANCIAL MANAGEMENT PLAN The second phase of budget development is the creation of the Five Year Financial Management Plan (FMP). City departments articulate significant operational needs that may not be included in a traditional forecast of revenues and expenditures. Examples include: • a change in service or service delivery • a need for additional personnel or equipment due to growth of the city ANNUAL 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 The 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 simultaneous ly 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 state statute. Once the budget is finalized, the tax levy rate is calculated and property tax bill distribution begins. The budget takes effect January 1 of each year. 17 City of Sun Prairie 2020 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 depar tments, to increase total expenditures within a fund, to utilize contingency funds, or to transfer budgeted funds between capital projects. Budget amendments are completed in the last half of the year ; e nsuring adequate information related to revenue and e xpenditure 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% of the tot al 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 2020 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 to accumulate funds to pay remaining principal, interest, and related debt service costs. TIF 6 is expected to close at the end of its life in 2020. 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 const ruction completed by a developer and later dedicated and accepted by the City. This is a non‐ major fund. Tax Increment Financing District Funds The City has 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 2020 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. 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. City of Sun Prairie 2020 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. T he 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 Da vid 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 2020 Annual Budget FUNDS AND FUNCTIONAL AREAS Table 10: 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 X X X X X X Assessing X Information Technology X X X X Building Maintenance X Public Safety Police Department X Fire Department X Emergency Medical Services X Building Inspection X Emergency Management X Public Works Public Services X X X X Public Works X X X X X Engineering X X X GIS X X X Refuse and Recycling X X Transportation Fund X X Wastewater Treatment Plant X X Stormwater Utility X X Fleet Maintenance X X Health & Human Services Colonial Club X Youth & Family X YMCA & Community Schools X Cemetery X Culture & Recreation Sun Prairie Media Center X X Recreation X X X Family Aquatic Center X Parks Maintenance X Museum X X Tourism X X Sun Prairie Public Library X X X Conservation & Development Community Development X Planning X Economic Development X X Forestry X Traffic Impact Fee X Sun Prairie Utilities X City of Sun Prairie 2020 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 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 250 Park Fund 251 Street Tree Fund 260 Library Fund 270 Tourism Fund 275 Transportation Fund 280 Recreation 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 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 Business Improvement District 850 Community Development Authority AGENCY FUND FUND # FUND 900 MPSISC 910 Tax Agency Fund 23 City of Sun Prairie 2020 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 describe s justifies the proposal in terms of how the initiative will advance the City ’s ability to improve services or enhance administrative efficiencies. The description and justification includes information on al l items related to the proposal including personnel costs, operational expenditures, and capital equipment. Given the City’s limited resources, Department Managers provide a thorough description and justification of the proposal. These detailed proposals greatly improve the decision making process for Administration and the Mayor in making final determinations and, eventually, provide adequate information to the Council Members. Examples of items addressed in the 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 2020 Annual Budget 24 SUMMARY OF BUDGET AMENDMENTS Table 11: Summary of Budget Amendments Increase / (Decrease) Expenditures Revenues Fund Balance Borrowing Tax Levy Notes Amendment 1 - 53,320 - - (53,320) Revenue Fee Increase Initiatives Amendment 2 285,596 - - - 285,596 Firefighters Hoopla, Library Champion Signs, Year-Round Sunday Hours Amendment 4 1,445 19 - - 1,426 Board and Committee Pay Amendment 5 25,000 20,000 - - 5,000 Transit Scientific Study Amendment 6 16,500 - - - 16,500 Network Switch Replacement Amendment 7 10,000 - - - 10,000 Colonial Club Donation Increase Amendment 8 5,600 3,850 - - 1,750 Park and City Bike Racks Amendment 9 22,522 11,713 - - 10,809 Neighborhood Navigators Expansion Amendment 10 76,838 - - - 76,838 Police Officer (5/1 Start) HR Staffing Increase, PW Maintenance Worker Step Increase, Election Official Wage Increase Amendment 12 2,280 - - - 2,280 Project Management Software Amendment 13 84,977 74,356 - - 10,621 Community Events & Sponsorship Coordinator Amendment 14 23,012 - - - 23,012 Childcare for City Meetings (1 Year Pilot Program) Amendment 16 16,000 14,000 - - 2,000 Electronic Message Board Amendment 17 12,000 - 12,000 - - Water Fountain Replacements Amendment 18 3,000 - - - 3,000 EMS Educational Reimbursement Amendment 19 7,000 6,000 - - 1,000 International Fair Amendment 21 (16,012) - - - (16,012) Reduce Childcare pilot from 1 Year to 1 Quarter Total Amendments 951,160$ 478,783$ 12,000$ 25,200$ 435,176$ 23,297 Amendment 3 23,297 - - - - - 19,380 Amendment 15 Amendment 11 253,200 241,200 - - 12,000 64,185 44,805 Highway Safety Screening and HAWK Pedestrian Fleet Fund Contribution, Program Specialist Hours, Forestry TechnicianAmendment 20 34,720 9,520 - 25,200 - 25 City of Sun Prairie 2020 Annual Budget BUDGET INITIATIVES SUMMARY Table 12: Budget Initiatives Summary Description FTE Total Revenues Tax Levy Revenue Initiatives Commercial Plan Misc. Service Fees - (1,000) - (1,000) Commercial Plan Review Fees - (4,000) - (4,000) Fire Alarm and Fire Sprinkler Permit Fees - (22,000) - (22,000) Application and Permit for Street Occupancy Privileges - (1,000) - (1,000) Barricade rental - (500) - (500) Park Shelter Rental Fees - (23,010) - (23,010) WPPI Economic Development Grant - (1,000) - (1,000) DVD/CD Open Records request Fees - (810) - (810) Subtotal - (53,320)$ -$ (53,320)$ Housing & Neighborhoods Housing Needs Assessment - 60,000 60,000 - Zoning and Subd. Ord rewrite - 20,000 20,000 - Good Neighbor Project - 7,000 7,000 - Subtotal - 87,000$ 87,000$ -$ Dynamic Economy BID/Tourism Manager Expansion - 6,864 6,864 - Project Management Software for Econ. Development - 2,280 - 2,280 Comm. Events & Sponsorship Development Coordinator 1.00 84,977 74,356 10,621 Subtotal 1.00 94,121$ 81,220$ 12,901$ Complete Transportation Network Local Bus Service Study - 100,000 95,000 5,000 HAWK pedestrian crossing - 241,200 241,200 - Highway Safety Screening - 12,000 - 12,000 Prairie Lakes Traffic Study - 17,000 17,000 - Park and City Bike Racks - 5,600 3,850 1,750 Subtotal - 375,800$ 357,050$ 18,750$ Human Services Colonial Club Donation - 10,000 - 10,000 International Fair (Special Event) - 7,000 6,000 1,000 Rec. Program Specialist Hours Increase 0.25 33,946 33,946 - Hoopla Digital Services - 12,000 - 12,000 Library Champion Signs - 4,500 - 4,500 Neighborhood Navigators Expansion - 22,522 11,713 10,809 Year-Round Sunday Hours - 6,797 - 6,797 Professional Services for Library's Marketing, Analysis, and Fundraising - 32,386 32,386 - Wisconsin Library Association Membership - 1,500 1,500 - Library Furniture & Equipment - 20,000 20,000 - Summer School Wraparound Care Program - 20,800 20,800 - Subtotal 0.25 171,451$ 126,345$ 45,106$ City of Sun Prairie 2020 Annual Budget 26 BUDGET INITIATIVES SUMMARY Table 12: Budget Initiatives Summary, continued Description FTE Total Revenues Tax Levy Quality City Services Board and Committee Pay - 1,445 19 1,426 Childcare for City Meetings (1 Quarter Pilot Program) - 7,000 - 7,000 Police Officer- 05/01 Start 1.00 76,838 - 76,838 Firefighters (5 FTE) - 405,689 120,093 285,596 Forestry Maintenance Worker- 05/01 Start 1.00 47,599 47,599 - Media Center Storage Backup Installation - 20,000 20,000 - Youth in Government Programming - 500 500 - In-House Video Replacement - 44,013 44,013 - Assistant Chief of Police Vehicle - 49,500 49,500 - Media Center Volunteer Tracking Software - 1,600 1,600 - Network Switch Replacement - 16,500 - 16,500 Radio Remote Broadcast Upgrade - 4,000 4,000 - Core Server Node Replacement - 20,000 20,000 - TelVue Hypercaster Upgrade - 19,105 19,105 - Camera Power Supplies - 900 900 - Message Board - 16,000 14,000 2,000 Toolcat Aerial Lift - 11,800 11,800 - Water Fountain replacements - 12,000 12,000 - Fleet Contribution - 50,000 50,000 - Subtotal 2.00 804,489$ 415,129$ 389,360$ Employer of Choice Staffing Increase- 07/01 Start 0.50 39,028 39,028 - EMS Professional Development Reimbursement - 3,000 - 3,000 Maintenance Worker 2 - Promotional Position - 11,440 5,777 5,663 Employer Clinic - 50,000 50,000 - Ceiling Tile Replacement - 24,000 24,000 - ACM Conference Attendance - 3,000 3,000 - 2nd Floor Lobby Wallpaper and Finishes Repair - 15,000 15,000 - Wastewater Interns (2) - 19,377 19,377 - Increase Election Official Wages - 13,717 - 13,717 Subtotal 0.50 178,562$ 156,182$ 22,380$ GRAND TOTAL - ALL INITIATIVES 3.75 1,658,103$ 1,222,926$ 435,176$ 27 City of Sun Prairie 2020 Annual Budget Did You Know… PRESIDENT VAN BUREN President Martin Van Buren (born Maarten Van Buren; December 5, 1782 – July 24, 1862) was an American statesman who served as the eighth president of the United States from 1837 to 1841. He was the first president born speaking a language other than English (Dutch) and the first born after the United States had declared its independence from Great Britain. A founder of the Democratic Party, he had previously served as the ninth governor of New York, the tenth United States secretary of state, and the eighth vice president of the United States. Van Buren's most lasting achievement was as a political organizer who built the Democratic Party and guided it to dominance in the Second Party System, and historians have come to regard Van Buren as integral to the development of the American political system. AUGUST BIRD Augustus Allen Bird (April 1, 1802 – February 25, 1870) was an American pioneer and politician. He was the 2nd Mayor of Madison, Wisconsin, represented the Madison area for two terms in the Wisconsin State Assembly, and was one the commissioners responsible for establishing the first Capitol building located at Madison, Wisconsin, used by the territorial government and Wisconsin Legislature until 1863. In 1836, Bird moved to the Wisconsin Territory, settled in Milwaukee, and engaged in a construction business. The Governor of Wisconsin Territory Henry Dodge appointed Bird to a three-man commission to plan the new territorial capitol, and, in June 1837, Bird set out with about forty workmen from Milwaukee to the site of the new capitol in Madison, cutting a road from Milwaukee to Madison in the process. City of Sun Prairie 2020 Annual Budget 28 COMPREHENSIVE FINANCIAL PLAN: CONTENTS Overview: Revenue and Expenditures ....................................................... 29 Budget Comparison by Fund ...................................................................... 31 2020 Approved Budget Summary .............................................................. 32 2020 Fund Balance Summary .................................................................... 33 Revenue Summary & Details ..................................................................... 34 Expenditures Summary & Details .............................................................. 37 Capital Expenditures .................................................................................. 39 Debt Schedule ............................................................................................ 40 Transfer Schedule ...................................................................................... 41 Property Values and Tax Rate .................................................................... 42 29 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 20 20 is $112.2 million of which $87. 1 million will be used to fund operations. Funding sources include fees, utility rates, and intergovernmental funds. The C ity’s largest operating revenue source is property taxes; 2020 property taxes will provide $18.0 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 2022. 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 201 9 (budget year 2020) was 5.22 %, a continued increase over the past five years. The 2019 increase was larger due to the construction of a Hilton Garden Inn Hotel, new retail outlets such as TJ Maxx, Home Goods, and Five Below, as well as the completion of a new home improvement store, Mernard’s. The city does not expect to maintain this level of new growth and is forecasting a five-year average future increase of 1.52%. 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 propert y values increased , on average , 4.3% in 2019, 3.2% in 2018 and 14.9% in 2017. $ 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 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% 5.22% TABLE 13: NET NEW CONSTRUCTION AS A PERCENT OF EQUALIZED VALUE INTERGOVERNMENTAL REVENUE The State provides the C ity with funding through shared revenue, state aid, a nd 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 f uture. 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. Due to the growth of the City in 2019, 0.89% of net new construction was not available for increases in expenditures due to the cap. Dollars in thousands 2020 2019 2018 2017 2016 State Shared Revenue 692 695 698 689 691 State Aid – Exempt Computers 291 291 285 250 290 State Aid – Personal Property 103.2 118.0 - - - Total State Shared Revenue 1,087.0 1,104.9 982.7 939.3 981.0 Percent Change -1.6% 12.4% 4.6% -4.2% -7.6% State Expenditure Restraint - - 557.3 582.9 570.9 Percent Change -4.4% 2.1% 0.2% TABLE 14: STATE SHARED REVENUE 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 T ax Increment Financing District 7 (TID7) in 2017. (Closing a tax increment district has the effect of increasing the a mount 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, the City qualified for expenditure restraint funds which will be received in 2020. Unless the growth of the city slows, it is expected that the C ity will have to exceed the limit every two years 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 0.5 percent of the gross receipts used to calculate the actual 2018 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 July 27, 2020 (sec. 79.097(3)(b), Wis. Stats.). Starting on January 1, 2020, the video service fee (percentage) imposed by a municipality must equal the percentage applied on December 31, 2018 less 0.5 percent ( sec. 66.0420(7)(b)2m., Wis. Stats. The increased construction activity has added to the C ity’s license and permit revenue through increased building permits. It would be to the City’s detriment to use the temporary upturn in building related revenues for permanent operating cost increases. Therefore, the 2020 budget plans to expend the additional revenue from licenses and permits to pay for one-time expenditures that can be eliminated in future budgets. The level of income from building permits is projected to slowly decline in the near future. City of Sun Prairie 2020 Annual Budget 30 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. The 20 20 Annual Budget includes a rate increase for the Water Pollution Control Facility. The rate increase is driven by Wastewater Utility ’s plant expansion. The Wisconsin Public Service Commission (PSC) regulates rates for the Electric Utility and the Water Utility. Submitted for PSC approval, the City’s Water Utility presented a plan to provide financial assistance to property owners who need to replace a lead service line. The plan would include a rate increase to cover the additional $150,000 utility cost of the program. In 2019, SPU increased rates for both electric and water. The simplified, inflationary water increase took effect August 5, 2019 and the full, conventional electric increase took effect October 1, 2019. In 2020, there is no plan to file for an electric increase – but SPU does plan to file a full, conventional water rate increase. The amount of the increase SPU is granted will undoubtedly depe nd on whether the PSC approves SPU’s proposed customer-side lead lateral program and how much PSC includes for funding. As of Jan 24 th, 2020, SPU has not reached “round 1” of additional questions on that filing. 31 City of Sun Prairie 2020 Annual Budget BUDGET COMPARISON BY FUND Table 15: Budget Comparison by Fund 2018 2019 % vs. '18 2019 % vs. '19 2020 % vs. '19 REVENUE ($ in '000s) Actual Org. Budget Actual Rev. Budget Org. Budget Org. Budget Rev. Budget General Fund 22,781.9 24,300.3 6.7% 24,464.8 0.7% 25,315.5 3.5% Special Revenue Funds 4,324.0 4,119.7 -4.7% 4,119.7 0.0% 5,076.4 23.2% Debt Service Funds 6,663.2 6,640.2 -0.3% 6,640.2 0.0% 6,796.3 2.3% Capital Projects Funds 19,646.9 15,931.4 -18.9% 31,006.6 94.6% 15,710.9 -49.3% Permanent Funds 5.0 25.0 399.8% 25.0 0.0% 24.0 -4.0% Enterprise Funds 48,678.4 46,990.2 -3.5% 54,537.1 16.1% 58,946.4 8.1% Component Units 312.4 290.2 -7.1% 290.2 0.0% 272.5 -6.1% Agency Funds 590.2 599.5 1.6% 599.5 0.0% 604.7 0.9% Total Revenues/Resources $ 103,002.0 $ 98,896.5 -4.0% $ 121,683.2 23.0% $ 112,746.6 -7.3% 2018 2019 % vs. '18 2019 % vs. '19 2020 % vs. '19 EXPENDITURES ($ in '000s) Actual Org. Budget Actual Rev. Budget Org. Budget Org. Budget Rev. Budget General Fund 22,623.3 24,504.3 8.3% 25,031.2 2.2% 25,347.5 1.3% Special Revenue Funds 4,948.0 5,571.7 12.6% 6,210.2 11.5% 7,517.2 21.0% Debt Service Funds 6,624.3 6,911.8 4.3% 6,918.8 0.1% 7,366.4 6.5% Capital Projects Funds 16,507.4 16,012.6 -3.0% 33,676.7 110.3% 17,024.0 -49.4% Permanent Funds 5.0 5.0 0.0% 5.0 0.0% 16.0 219.9% Enterprise Funds 38,919.4 42,858.0 10.1% 52,450.4 22.4% 62,018.1 18.2% Component Units 381.6 297.2 -22.1% 304.1 2.3% 272.5 -10.4% Agency Funds 591.0 599.5 1.4% 599.5 0.0% 604.7 0.9% Total Expenditures/Uses $ 90,600.0 $ 96,760.2 6.8% $ 125,196.0 29.4% $ 120,166.3 -4.0% City of Sun Prairie 2020 Annual Budget 32 2020 APPROVED BUDGET SUMMARY Table 16: 2020 Approved Budget Summary REVENUES ($ in '000s) Taxes 17,980.0 - 6,728.4 4,650.7 - - - - Special Assessments 0.5 1.4 - - - 500.0 112.0 - Intergovernmental Revenues 2,868.6 1,678.6 11.6 1,067.8 - 100.0 - - Licenses and Permits 814.1 368.3 - - - 749.8 - - Fines and Forfeitures 183.0 13.5 - - - - - - Charges for Services 1,955.0 2,513.0 - 319.8 - 42,491.7 - 604.7 Investment Income 262.6 70.1 5.0 - - 4,768.5 147.4 - Interdepartmental Charges - - - - - - - - Misc. Revenues 542.0 218.1 51.3 1,577.0 - 54.2 13.1 - Other Financing Sources - - - 8,095.6 - 10,282.2 - - Other 163.5 213.3 - - 24.0 - - - General Obligation Debt - - - - - - - - Sub-Total Revenues 24,769.4 5,076.4 6,796.3 15,710.9 24.0 58,946.4 272.5 604.7 Transfers In 2,137.1 2,035.1 - 110.1 - 50.0 - - Fund Balance Applied/Cash Reserves 546.1 1,256.2 592.7 60.0 - 6,978.7 - - Less: Transfers Out (2,105.1) (116.8) - - - - - - Sub-Total Transfers and Applied Balance 578.1 3,174.5 592.7 170.1 - 7,028.7 - - Total Funding Sources $ 25,347.5 $ 8,250.9 $ 7,389.0 $ 15,881.0 $ 24.0 $ 65,975.1 $ 272.5 $ 604.7 EXPENDITURES General Government 4,833.8 8.5 - - - - - - Public Safety 13,547.4 548.9 - - - - - 604.7 Public Works 3,367.5 1,556.7 - - - - - - Health & Human Services 133.0 - - - - - - - Culture, Recreation, and Education 2,121.0 3,522.7 - - 16.0 - - - Conservation And Development 942.9 1,857.3 - - - - 147.4 - Water Pollution Control Facility - - - - - 16,363.8 - - Stormwater Facility - - - - - 7,930.1 - - Sun Prairie Utilities - - - - - 33,073.3 - - Fleet In-Service Fund - - - - - 1,729.1 - - Health In-Service Fund - - - - - 2,921.8 - - Business Improvement District (BID) - - - - - - 125.1 - Capital Outlay - 17.0 12.6 3,531.9 - - - - Debt Service - - 7,353.8 13,492.1 - - - - Contingency 402.0 6.0 - - - - - - Total Expenditures $ 25,347.5 $ 7,517.2 $ 7,366.4 $ 17,024.0 $ 16.0 $ 62,018.1 $ 272.5 $ 604.7 Component Units Agency Funds Capital Projects Funds Debt Service Funds General Fund Special Revenue Funds Permanent Funds Enterprise Funds 0.2% 0.4% 0.5% 1.7% 2.2% 4.7% 5.1% 16.4% 26.2% 42.7% Fines and Forfeitures Othe r Special Assessments Li ce ns es a nd Permi ts Misc. Revenues Inves tment Income Intergovernmental Revenues Othe r Financing Sources Taxes Charges for Services Revenue by Sources as a Percent of Total Revenue Excludes Transfers and Fund Balance Applied 0.1% 0.1% 0.3% 1.4% 2.4% 2.5% 3.0% 4.1% 4.0% 4.7% 6.6% 12.2% 13.6% 17.3% 27.5% Business Improvement… Health & Human Services Contingency Fleet In -S er vic e Fu nd Heal th In- Servi ce Fund Conservation And… Capita l Outlay Publi c Works General Government Culture, Recreation, and… Stormwater Facility Public S afety Wa ter Pollution Control… Debt Se rvi ce Sun Prairie Utilities Expenditures by Function as a Percent of Total Expenditures Excludes Transfers Figure 8: Revenue by Source as a Percent of Total Revenue Excludes Transfers and Fund Balance Applied Figure 9: Expenditures by Function as a Percent of Total Expenditures Excludes Transfers 33 City of Sun Prairie 2020 Annual Budget 2020 FUND BALANCE SUMMARY Table 17: 2020 Fund Balance Summary Projected Projected Property $ in '000s 2020 Beginning 2020 Ending Tax Levy FUND TYPE Fund Balance Revenues Expenditures Fund Balance Contribution GENERAL FUND $ 10,991.3 $ 27,452.6 $ 27,452.6 $ 10,991.3 $ 17,980.0 SPECIAL REVENUE FUNDS Park Improvement Fund 1,733.1 360.2 768.9 1,324.4 - Street Tree Fund 221.0 77.0 155.1 142.9 - WDF-Revolving Loan Fund - - - - - Grants and Donations Fund 115.4 321.9 321.9 115.4 - Sun Prairie Media Fund 186.4 416.9 469.1 134.1 - Westside Traffic Impact Fee 1,547.4 295.0 127.1 1,715.3 - Sanitation Fund 284.3 1,345.9 1,542.7 87.5 - Library Fund 260.4 2,255.8 2,309.7 206.5 - Recreation Fund 1.5 338.9 331.6 8.8 - Tourism Fund 403.6 214.3 122.2 495.8 - Transportation Fund 83.4 1,485.7 1,485.7 83.4 - Total Special Revenue Funds 4,836.5 7,111.5 7,634.0 4,314.0 - CAPITAL PROJECTS FUNDS Capital Projects 5,969.6 9,639.8 9,639.8 5,969.6 - TIF No. 8 (1,757.2) 3,311.1 3,192.8 (1,638.9) - TIF No. 9 (365.2) 1,420.8 1,678.5 (622.9) - TIF No. 11 714.4 583.8 971.6 326.6 - TIF No. 12 (442.3) 227.5 403.2 (618.0) - TIF No. 13 (520.1) 337.9 838.2 (1,020.4) - Development Projects (326.8) 300.0 300.0 (326.8) - Total Capital Projects Funds 3,272.3 15,821.0 17,024.0 2,069.3 - DEBT SERVICE FUNDS Debt Service Fund 410.3 6,614.4 7,207.1 (182.4) 6,567.0 TIF No. 6 (111.9) 181.9 159.3 (89.3) - Total Debt Service Funds 298.4 6,796.3 7,366.4 (271.7) 6,567.0 PERMANENT FUNDS Ashley Trust Fund 1.0 0.0 0.0 1.0 - Library Trust Fund 386.2 24.0 16.0 394.2 - Total Permanent Funds 387.2 24.0 16.0 395.2 - ENTERPRISE FUNDS Fleet Inservice 3,768.3 1,786.0 1,729.1 3,825.3 - Healthcare Inservice Fund - 2,871.8 2,921.8 (50.0) - Water Pollution Control 52,682.9 14,809.0 16,363.8 51,128.1 - Stormwater Utility 44,680.2 4,097.4 7,930.1 40,847.5 - Water & Light 80,376.0 35,432.2 33,073.3 82,734.9 - Total Enterprise Funds 181,507.4 58,996.4 62,018.1 178,485.7 - AGENCY FUNDS MPSISC 238.9 604.7 604.7 238.9 - Total Agency Funds 238.9 604.7 604.7 238.9 - COMPONENT UNITS Business Improvement District 18.8 125.1 125.1 18.8 - Community Development Authority 229.5 147.4 147.4 229.5 - Total Component Units 248.4 272.5 272.5 248.4 - Grand Total $ 201,780.2 $ 117,079.0 $ 122,388.2 $ 196,471.0 $ 24,547.0 Note: Includes Transfers. General Fund includes Fund Balance Applied. $ 24,547.0 2020 Approved Budget TOTAL CITY PROPERTY TAX LEVY CONTRIBUTION City of Sun Prairie 2020 Annual Budget 34 REVENUE SUMMARY Table 18: General Fund Revenue Summary 2017 2018 12/31/2019 2019 2019 2020 2020 Increase $ in '000s Actual Actual Actual Projected Budget Recommend Approved (Decrease) Taxes (excluding Levy) 216.7 283.8 177.4 201.4 205.2 163.5 163.5 (41.7) Special Assessments 11.5 0.6 2.0 2.1 3.5 0.5 0.5 (3.0) Licenses and Permits 937.1 920.6 812.2 763.7 789.9 814.1 814.1 24.2 Fines, Foreits & Penalities 171.2 174.6 232.8 211.6 172.0 183.0 183.0 11.0 Public Charges for Services 1,792.5 2,022.2 2,053.1 1,988.3 1,972.5 2,169.2 2,169.2 196.7 Investment Income 96.6 197.1 322.8 271.5 140.0 262.6 262.6 122.6 Miscellaneous Revenue 227.4 332.0 802.7 387.9 262.6 435.3 435.3 172.7 Other Financing Sources 2,323.4 2,462.8 2,458.8 2,442.2 2,542.7 2,515.4 2,515.4 (27.3) Sub-Total Local Revenues 5,776.4 6,393.6 6,861.9 6,268.6 6,088.4 6,543.7 6,543.7 455.3 Intergovernmental Revenue 3,753.7 3,800.4 2,781.2 2,852.0 2,782.6 2,859.5 3,043.6 260.9 Total Revenues 9,530.2 10,194.1 9,643.1 9,120.6 8,871.1 9,403.3 9,587.3 716.2 Use of Fund Balance - - - - 962.7 534.1 546.1 (416.6) Total Revenue & Fund Balance 9,530.2 10,194.1 9,643.1 9,120.6 9,833.8 9,937.4 10,133.4 299.7 General Property Tax Levy 14,299.0 15,689.1 16,824.1 16,824.0 16,911.5 18,198.7 17,980.0 1,068.5 Total Sources $ 23,829.2 $ 25,883.2 $ 26,467.1 $ 25,944.6 $ 26,745.2 $ 28,136.1 $ 28,113.4 $ 1,368.2 Includes: Fund 100 - General Fund, 255 - Family Aquatic Center, 200 - Grants & Donations, and 280 - REC Fund General Property Tax $18.0 64% Local Revenues $6.5 23% Intergovernmental Revenue $3.0 11% Use of Fund Balance $0.5 2% Figure 10: 2020 General Fund Revenues (in million s) 35 City of Sun Prairie 2020 Annual Budget FUNCTION SUMMARY Table 19: Function Summary 2017 2018 12/31/2019 2019 2019 2020 2020 Increase ($ in '000s) Actual Actual Actual Projected Budget Recommend Approved (Decrease) PROPERTY TAXES General Property Taxes 14,299.8 15,715.3 16,911.5 16,911.5 16,911.5 18,198.7 17,980.0 1,068.5 Illegal Taxes (0.9) (26.6) (87.4) (87.4) - - - - Omitted Property Taxes - 0.3 - - - - - - Property Tax Chargebacks 0.1 - - - - - - - Sub-Total Property Taxes 14,299.0 15,689.1 16,824.1 16,824.0 16,911.5 18,198.7 17,980.0 1,068.5 OTHER TAXES Public Accomodation Tax 32.4 54.8 108.3 93.5 98.0 95.0 95.0 (3.0) Public Accomodation Tax* 74.0 127.9 - - - - - - Payments In Lieu Of Taxes 108.1 98.4 66.9 105.4 105.4 66.5 66.5 (38.9) Interest And Penalty On Taxes 2.2 2.7 2.1 2.5 1.8 2.0 2.0 0.2 Sub-Total Other Taxes 216.7 283.8 177.4 201.4 205.2 163.5 163.5 (41.7) SPECIAL ASSESSMENTS Special Assessments 1.1 - - - - - - - Interest Special Assessments 0.9 0.6 0.5 0.5 0.5 0.5 0.5 - Delq Sa Revenue 9.5 - 1.6 1.6 3.0 - - (3.0) Sub-Total Special Assessments 11.5 0.6 2.0 2.1 3.5 0.5 0.5 (3.0) INTERGOVERNMENTAL REVENUE Federal Grants-Police 2.8 - - - - - - - State Shared Revenue 689.2 698.2 695.4 695.4 695.0 692.4 692.4 (2.6) State Expenditure Restraint 582.9 557.3 - - - - - - State Aid - Exempt Computers 250.1 284.5 291.4 291.4 253.8 291.4 291.4 37.6 State Fire Insurance Tax* - - - - - 140.0 140.0 140.0 State Fire Insurance Tax 117.2 120.2 139.7 139.7 120.0 - - (120.0) State Aid- Personal Property - - 118.0 118.0 118.0 103.2 103.2 (14.8) State Grants - Police* 4.0 2.8 4.0 4.0 4.0 4.0 4.0 - State Grants - Police 11.0 7.7 10.7 10.0 - 10.2 10.2 10.2 State Grants - EMS* 4.7 4.7 6.2 6.5 5.0 4.0 4.0 (1.0) State Aid - Road Allotment 1,362.2 1,376.2 1,360.6 1,361.2 1,361.2 1,380.0 1,564.7 203.5 State Aid - Connecting Streets 54.7 55.0 54.9 54.9 54.9 55.5 54.8 (0.1) State Aid - Transit* 517.4 539.1 - - - - - - County Grant - Parks* - 1.1 18.8 18.8 18.8 20.0 20.0 1.2 School District - PD Liason 155.4 146.5 76.3 144.9 144.9 151.8 151.8 6.9 Misc.Grants* - 7.0 5.1 7.0 7.0 7.0 7.0 - Misc.Grants 2.0 - - - - - - - Sub-Total Intergovernmental Revenue 3,753.7 3,800.4 2,781.2 2,852.0 2,782.6 2,859.5 3,043.6 260.9 LICENSES AND PERMITS Liquor & Malt Bev. Licenses 45.2 86.6 44.8 57.0 57.0 57.0 57.0 - Bartender Licenses 16.5 16.5 25.1 23.6 15.0 21.8 21.8 6.8 Cigarette Licenses 2.6 2.5 2.7 2.7 2.6 2.6 2.6 - Other Business Licenses 12.4 10.4 10.2 11.3 11.3 11.3 11.3 - Dog Licenses 9.9 9.1 11.9 10.0 10.0 10.0 10.0 - Chicken Keeping License - 0.1 0.1 0.1 0.0 0.1 0.1 0.0 Building Permits 258.6 202.1 171.6 171.3 192.0 192.0 192.0 - Occupancy Permits 20.0 19.6 15.5 17.0 15.0 16.3 16.3 1.3 Plumbing Permits 150.4 137.5 138.2 127.8 104.0 152.0 152.0 48.0 Electrical Permits 149.3 122.9 106.8 107.2 112.0 110.0 110.0 (2.0) HVAC Permits 144.1 146.1 137.9 126.7 112.0 126.6 126.6 14.6 Street Opening Permits 21.1 36.8 21.5 18.5 41.0 20.0 20.0 (21.0) Stormwater Erosion Cont Fee 32.8 36.6 23.4 20.0 40.0 25.0 25.0 (15.0) Zoning And Plat Approval Fees 40.5 57.3 48.8 39.5 41.0 33.5 33.5 (7.5) Other Permits And Fees 28.3 30.6 47.4 25.0 31.0 29.2 29.2 (1.8) Weights & Measures 5.5 5.8 6.4 6.0 6.0 6.8 6.8 0.8 Sub-Total Licenses And Permits 937.1 920.6 812.2 763.7 789.9 814.1 814.1 24.2 FINES, FOREFEITS AND PENALTIES Court Penalties And Costs 124.3 131.8 164.3 143.3 126.0 135.0 135.0 9.0 Parking Violations 46.8 42.9 68.5 68.3 46.0 48.0 48.0 2.0 Sub-Total Fines, Forefeits And Penalties 171.2 174.6 232.8 211.6 172.0 183.0 183.0 11.0 City of Sun Prairie 2020 Annual Budget 36 FUNCTION SUMMARY Table 19: Function Summary, continued 2017 2018 12/31/2019 2019 2019 2020 2020 Increase ($ in '000s) Actual Actual Actual Projected Budget Recommend Approved (Decrease) PUBLIC CHARGES FOR SERVICES Clerk Fees 39.3 40.0 41.6 40.0 40.0 40.0 40.0 - Information Technology Fees 0.0 0.2 - - - - - - Police Department Fees 12.7 16.2 95.8 19.8 17.0 18.3 18.3 1.3 Police Animal Pound Fees 0.2 0.1 0.1 0.1 - - - - Ambulance Fees 974.5 1,082.1 1,281.4 1,300.6 1,234.0 1,350.0 1,350.0 116.0 EMS Townships Charges 63.4 62.3 70.3 70.3 64.8 69.3 69.3 4.5 Building Inspection Charges (0.1) 0.4 1.9 2.0 0.5 1.5 1.5 1.0 Sewer Inspection Charges 5.8 6.3 4.2 3.0 4.0 4.0 4.0 - HVAC Plan Review 1.4 15.2 21.4 17.0 4.5 16.0 16.0 11.5 Building Plan Review 11.0 47.9 41.3 38.8 38.0 41.2 41.2 3.2 Fire Alarm Plan Review 1.3 1.1 8.3 6.5 1.5 4.0 4.0 2.5 Fire Supp Plan Review 3.8 8.0 7.4 6.0 3.5 3.5 3.5 - Plumbing Plan Reivew 6.7 34.6 37.2 26.3 31.5 32.0 32.0 0.6 Public Works Misc Charges 16.3 5.7 23.3 22.2 16.7 23.7 23.7 7.0 Engineering Review Fees 22.1 15.5 16.4 15.0 15.0 15.0 15.0 - Taxi Program Fares* 220.6 246.7 - - - - - - Parks Miscellaneous Charges 23.5 25.9 36.7 39.0 25.5 63.5 63.5 38.0 Summer Program Fees 98.2 103.1 - - - - - - Winter Program Fees 64.6 96.1 (0.0) - - - - - Family Aquatic Center Fees 200.8 188.0 177.5 177.6 205.0 192.0 192.0 (13.0) Dog Park Use Fees 22.6 23.3 24.9 25.2 18.0 23.0 23.0 5.0 Softball Fac Fee* 3.7 3.6 3.1 3.1 - 3.1 3.1 3.1 Adult Program Fees - - 50.2 49.7 55.3 57.4 62.1 6.8 Preschool Program Fees - - 28.6 32.5 42.6 54.0 59.5 16.9 Youth Program Fees - - 66.8 73.7 108.7 108.7 96.5 (12.2) Teen Program Fees - - 9.6 11.3 21.4 13.9 15.3 (6.1) Family & Misc Program Fees - - 1.3 4.4 21.0 16.1 16.7 (4.3) Special Event Program Fees - - 4.1 4.3 4.0 19.0 19.0 15.0 Planning Misc Charges 0.2 - - - - - - - Sub-Total Public Charges For Services 1,792.5 2,022.2 2,053.1 1,988.3 1,972.5 2,169.2 2,169.2 196.7 INVESTMENT INCOME Investment Income* 1.5 4.9 3.0 1.4 - - - - Investment Income+ - - 0.1 0.1 - - - - Investment Income 95.1 192.2 319.7 270.0 140.0 262.6 262.6 122.6 Sub-Total Investment Income 96.6 197.1 322.8 271.5 140.0 262.6 262.6 122.6 MISCELLANEOUS REVENUE Bid Chargebacks - - 58.4 58.4 58.4 - - (58.4) Miscellaneous Rents 13.7 11.0 10.2 11.0 6.0 10.7 10.7 4.7 Police Auction 4.0 - 5.1 1.2 - - - - Sale Of Material And Equipment 43.7 44.2 51.9 47.6 35.0 50.0 50.0 15.0 Insurance Dividend & Recovery 63.9 108.8 104.6 93.0 57.8 76.5 76.5 18.6 Insurance Dividend & Recovery - FAC - 1.4 - - - - - - Donations - General* - - - - - 13.5 13.5 13.5 Donations - Police* 8.0 10.1 218.5 3.1 6.4 6.9 6.9 0.5 Donations - EMS* - 0.5 0.3 - - - - - Donations - Taxi Program* 1.6 0.4 - - - - - - Donations - Library 4.0 4.0 - - - - - - Donation -Mus./Watertower* 2.2 1.1 22.5 22.1 7.0 9.0 9.0 2.0 Donations - Parks & Recreation* - - 0.5 0.5 - - - - Donations - Concerts In The Park 2.7 3.0 - - - - - - Donations - Parks Scholarships* 0.3 0.3 0.5 0.7 0.2 0.7 0.7 0.5 Miscellaneous Revenues* 0.9 1.3 6.9 5.3 1.8 95.0 95.0 93.2 Miscellaneous Revenues+ - - 0.0 0.0 - 33.1 33.1 33.1 Miscellaneous Revenues 66.7 137.2 290.5 112.0 90.0 122.0 122.0 32.0 AG Use Penalities 15.9 8.7 32.9 33.0 - 18.0 18.0 18.0 Sub-Total Miscellaneous Revenue 227.4 332.0 802.7 387.9 262.6 435.3 435.3 172.7 OTHER FINANCING SOURCES City Attorney Chargebacks - - - - - 6.0 6.0 6.0 Human Resources Chargebakcs 20.0 20.0 20.0 20.0 20.0 25.2 25.2 5.2 Finance Chargebacks - - 2.0 2.0 2.4 2.0 2.0 (0.4) Fleet Labor Chargebacks - - - - - - - - Engineering Chargebacks 163.5 289.8 374.0 150.0 303.9 206.7 206.7 (97.2) Econ Dev Chargebacks - - 55.7 55.7 55.7 58.0 58.0 2.3 Sponsorships - - - - - 25.0 25.0 25.0 Transfer In 85.2 117.1 - 349.1 349.1 43.3 43.3 (305.8) Transfer In - FAC - 16.2 - - - - - - Transfer In* 303.1 189.2 - 7.0 7.0 18.8 18.8 11.8 Transfer In - W&L Pilot 1,751.7 1,827.3 2,007.1 1,858.4 1,804.6 2,130.4 2,130.4 325.8 Gain On Sale Of Capital Assets - 3.3 - - - - - - Sub-Total Other Financing Sources 2,323.4 2,462.8 2,458.8 2,442.2 2,542.7 2,515.4 2,515.4 (27.3) FUND BALANCE APPLIED Fund Balance Applied - - - - 962.7 534.1 546.1 (416.6) Sub-Total Fund Balance Applied - - - - 962.7 534.1 546.1 (416.6) Total General Fund Revenues $ 23,829.2 $ 25,883.2 $ 26,467.1 $ 25,944.6 $ 26,745.2 $ 28,136.1 $ 28,113.4 $ 1,368.2 *Includes Funds 200 - Grants & Donations and 280 - REC Fund 37 City of Sun Prairie 2020 Annual Budget EXPENDITURE SUMMARY Table 20: General Fund Exp. Summary 2017 2018 12/31/2019 2019 2019 2020 2020 Increase $ in '000s Actual Actual Actual Projected Budget Recommend Approved (Decrease) General Government 4,218.9 4,959.0 4,555.0 4,714.0 4,856.8 4,794.4 4,848.3 (8.5) Public Safety 10,854.4 11,895.9 12,962.3 13,058.4 13,194.5 13,738.7 13,702.2 507.7 Public Works 2,915.6 2,855.4 3,423.7 3,500.1 3,359.3 3,403.5 3,381.5 22.2 Health & Human Services 268.0 247.1 324.2 361.8 371.8 343.0 343.0 (28.8) Culture, Recreation and Education 1,510.0 1,774.1 2,101.1 2,286.4 2,304.6 2,590.6 2,605.1 300.5 Conservation & Development 546.8 913.3 929.3 948.4 959.6 1,034.4 1,037.2 77.6 Sub-Total 20,313.7 22,644.8 24,295.6 24,869.2 25,046.7 25,904.5 25,917.2 870.5 Contingency/Fund Balance - - - - 170.0 402.0 402.0 232.0 Transfers 2,075.7 2,031.3 2,268.9 2,305.9 2,253.3 2,111.8 2,436.8 183.4 Sub-Total 2,075.7 2,031.3 2,268.9 2,305.9 2,423.3 2,513.8 2,838.8 415.4 Total General Expenditures $ 22,389.4 $ 24,676.1 $ 26,564.5 $ 27,175.1 $ 27,470.0 $ 28,418.3 $ 28,756.0 $ 1,286.0 Includes: Fund 100 - General Fund, 255 - Family Aquatic Center, 200 - Grants & Donations, and 280 - REC Fund General Government $4.8 18% Public Safety $13.7 52% Public Works $3.4 13% Health & Human Serv ic es $0.3 1% Culture, Recreation and Education $2.6 10% Conservation & Development $1.0 4% Contingency/Fund Balance $0.4 2% Figure 11: 2020 General Fund Expenditures (in million s) City of Sun Prairie 2020 Annual Budget 38 DIVISION SUMMARY Table 21: Division Summary 2017 2018 12/31/2019 2019 2019 2020 2020 Increase ($ in '000s) Actual Actual Actual Projected Budget Recommend Approved (Decrease) GENERAL GOVERNMENT Mayor 38.5 39.8 40.8 43.1 41.6 42.3 42.3 0.7 Council 65.1 68.4 68.1 74.4 72.1 73.2 73.2 1.1 Municipal Court 102.3 106.9 107.8 113.5 110.4 113.2 113.2 2.8 City Attorney 221.5 258.5 238.8 243.2 231.6 242.7 242.7 11.1 City Clerk 316.5 317.6 381.1 386.1 377.5 393.2 393.2 15.8 Elections 28.8 122.4 61.9 71.4 71.4 201.8 201.8 130.4 Administration 264.1 285.0 327.8 313.9 348.0 354.5 357.4 9.4 Administrative Services - - - - - 151.1 151.1 151.1 Human Resources 298.6 319.8 356.8 357.0 368.8 403.6 424.1 55.3 Finance 542.4 529.2 599.1 626.3 579.6 474.4 474.4 (105.2) Risk Management 410.4 844.5 163.5 168.4 172.4 184.1 184.1 11.7 Assessing 358.0 435.4 321.2 329.7 408.8 390.7 392.6 (16.2) Information Technology 999.3 927.9 1,165.1 1,214.8 1,248.2 1,089.7 1,105.7 (142.5) Building Maintenance 573.1 703.6 722.8 772.1 826.5 679.7 692.3 (134.2) Sub-Total General Government 4,218.9 4,959.0 4,555.0 4,714.0 4,856.8 4,794.4 4,848.3 (8.5) 4,833.8 PUBLIC SAFETY Police Department 7,531.3 7,999.6 8,728.4 8,797.0 8,911.9 9,067.8 9,079.1 167.2 Fire Protection 1,158.5 1,296.6 1,437.6 1,473.0 1,453.0 1,716.6 1,669.4 216.4 Emergency Medical Service 1,697.5 2,023.7 2,151.2 2,134.3 2,177.9 2,259.1 2,258.6 80.7 Building Inspection 460.4 571.0 642.5 651.4 641.8 685.2 685.2 43.3 Emergency Management 6.6 5.0 2.7 2.8 10.0 10.0 10.0 - Sub-Total Public Safety 10,854.4 11,895.9 12,962.3 13,058.4 13,194.5 13,738.7 13,702.2 112.8 PUBLIC WORKS_ Public Services - - - - - 195.9 195.9 195.9 Public Works 2,369.1 2,095.4 2,662.9 2,704.6 2,581.2 2,535.5 2,524.8 (56.4) Engineering 546.5 648.3 654.6 680.5 657.9 549.6 538.3 (119.6) GIS - 111.7 106.3 115.0 120.2 122.4 122.4 2.2 Sub-Total Public Works 2,915.6 2,855.4 3,423.7 3,500.1 3,359.3 3,403.5 3,381.5 642.7 HEALTH & HUMAN SERVICES Colonial Club 180.0 190.0 200.0 200.0 200.0 210.0 210.0 10.0 Youth & Families 3.5 2.6 8.2 6.8 16.8 8.0 8.0 (8.8) YMCA & Community Schools 75.0 45.0 106.1 145.0 145.0 115.0 115.0 (30.0) Cemetery 9.5 9.5 10.0 10.0 10.0 10.0 10.0 - Sub-Total Health & Human Services 268.0 247.1 324.2 361.8 371.8 343.0 343.0 (28.8) CULTURE, RECREATION, AND EDUCATION Historical Museum 35.8 44.6 111.4 139.2 129.5 109.1 109.1 (20.5) Parks Maintenance 811.1 925.3 915.4 999.8 1,003.1 1,047.4 1,059.4 56.3 Recreation 385.0 489.7 746.4 776.3 845.7 1,104.6 1,107.1 261.5 Family Aquatic Center 278.1 314.5 327.8 371.2 326.2 329.4 329.4 3.2 Sub-Total Culture, Recreation, and Education 1,510.0 1,774.1 2,101.1 2,286.4 2,304.6 2,590.6 2,605.1 300.5 CONSERVATION AND DEVELOPMENT Community Development - - - - - 160.9 160.9 160.9 Planning 339.8 494.0 526.4 537.6 538.4 381.6 393.9 (144.5) Economic Development 131.5 299.1 321.1 327.7 326.9 324.3 324.3 (2.6) Forestry 75.6 120.2 81.8 83.1 94.3 167.6 158.1 63.8 Sub-Total Conservation and Development 546.8 913.3 929.3 948.4 959.6 1,034.4 1,037.2 678.5 Transfers 2,075.7 2,031.3 2,268.9 2,305.9 2,253.3 2,111.8 2,436.8 183.4 Personnel Contingency - - - - - - - - General Contingency - - - - 170.0 402.0 402.0 232.0 Sub-Total Transfers & Contingency 2,075.7 2,031.3 2,268.9 2,305.9 2,423.3 2,513.8 2,838.8 1,171.5 Total $ 22,389.4 $ 24,676.1 $ 26,564.5 $ 27,175.1 $ 27,470.0 $ 28,418.3 $ 28,756.0 $ 1,286.0 Includes: Fund 100 - General Fund, 255 - Family Aquatic Center, 200 - Grants & Donations, and 280 - Rec Fund 39 City of Sun Prairie 2020 Annual Budget CAPITAL EXPENDITURES TABLE 22: SUMMARY OF 2020-2024 CAPITAL PROJECT PLANS PROPOSED CAPITAL PROJECTS ($ in '000s) 2020 2021 2022 2023 2024 TOTAL Public Works Street Reconstruction 6,250.0 3,696.0 6,234.0 3,995.0 5,199.0 25,374.0 Street Pavement Rehabilitation 392.0 1,685.0 876.0 2,535.0 804.0 6,292.0 Westside Traffic Improvement Plan 668.0 106.0 1,350.0 328.4 372.1 2,824.5 Multi-Modal 382.0 197.6 - 250.0 307.0 1,136.6 Vehicles 119.5 610.0 1,303.7 800.0 - 2,833.2 Park Improvements 916.3 491.7 603.5 222.8 181.2 2,415.4 Facilities 3,139.7 610.6 10,260.0 200.0 100.0 14,310.3 Water Pollution Control Facility 10,685.6 9,526.8 1,342.5 1,284.0 1,785.0 24,623.9 Stormwater Improvements 4,580.0 1,300.0 200.0 200.0 415.0 6,695.0 Sun Prairie Utilities 2,750.6 3,273.2 1,593.0 1,966.9 1,539.9 11,123.5 Debt Issuance Costs 360.2 210.0 344.2 177.5 96.8 1,188.7 Total Capital Projects $ 30,243.8 $ 21,707.0 $ 24,106.8 $ 11,959.5 $ 10,800.0 $ 98,817.0 Source: https://sunprairie.maps.arcgis.com/apps/webappviewer/index.html?id=3bdaed46271e475f8f9bbe64aea7f5d5 Source: https://sunprairie.maps.arcgis.com/apps/webappviewer/index.html?id=3bdaed46271e475f8f9bbe64aea7f5d5 City of Sun Prairie Capital Improvement Project Map City of Sun Prairie 2020 Annual Budget 40 DEBT SCHEDULE Principal Balance 2020 Principal 2020 Escrow 2020 2020 Total Principal Balance Fund ($ in '000s) 12/31/2019 Payments Interest Interest Principal & Interest 12/31/2020 Debt Service Fund 41,525.8 5,897.4 - 1,301.4 7,198.8 35,628.4 TIF District No. 06 Fund 145.0 145.0 - 1.8 146.8 - TIF District No. 08 Fund 8,325.0 1,570.0 - 174.9 1,744.9 6,755.0 TIF District No. 09 Fund 8,990.0 995.0 - 254.1 1,249.1 7,995.0 TIF District No. 11 Fund 555.0 50.0 - 16.1 66.1 505.0 TIF District No. 12 Fund 3,825.0 20.0 - 132.9 152.9 3,805.0 TIF District No. 13 Fund 3,825.0 215.0 - 108.6 323.6 3,805.0 Wastewater Utility 9,334.8 1,164.5 - 242.1 1,406.6 8,170.4 Stormwater Utility 14,770.0 955.0 - 483.6 1,438.6 13,815.0 Fleet Internal Service Fund 2,645.0 310.0 - 74.3 384.3 2,340.6 Sun Prairie Utilities 15,530.0 955.0 - 542.4 1,497.4 14,575.0 Total $ 109,470.6 $ 12,276.9 - $ 3,332.0 $ 15,608.9 $ 97,394.3 Community Development* $ 7,230.0 $ 1,390.0 - $ 147.4 $ 8,767.4 $ 1,537.4 * The lease payments are made by the Tax Increment Financing District #8 TABLE 23: DEBT SCHEDULE 41 City of Sun Prairie 2020 Annual Budget TRANSFER SCHEDULE Transfer In ($ in '000s) Transfer Out ($ in '000s) General Fund 6.7 Recreation Fund 6.7 General Fund 2,130.4 Sun Prairie Utilities 2,130.4 Grants & Donations 18.8 General Fund 18.8 Library Special Revenue Fund 1,631.9 General Fund 1,631.9 Transportation Fund 347.8 General Fund 347.8 Recreation Fund 36.6 General Fund 36.6 Fleet In-Service Fund 50.0 General Fund 50.0 Health In-Service Fund 20.0 General Fund 20.0 Capital Projects Fund 110.1 Westside Traffic Impact Fund 110.1 Total Transfer In $ 4,352.3 Total Transfer Out $ 4,352.3 TABLE 24: TRANSFER SCHEDULE City of Sun Prairie 2020 Annual Budget 42 2019 PROPERTY VALUES & TAX RATE TABLE 25: 2019 PROPERTY VALUES AND TAX RATE ASSESSED VALUE BY CLASS $ in Millions 2015 2016 2017 2018 2019 Increase (Decrease) Percent Change Residential 1,772.6 1,821.8 2,102.2 2,169.0 2,237.9 68.9 3.2% Commercial 660.1 679.3 782.1 839.5 904.0 64.5 7.7% Agricultural 0.2 0.2 0.2 0.1 0.1 (0.0) -24.2% Other 0.2 0.3 0.2 0.4 0.2 (0.2) -57.3% Personal Property 60.3 61.3 62.9 41.7 41.1 (0.6) -1.4% Manufacturing 53.5 56.1 62.2 55.9 57.2 1.3 2.3% Total Assessed Value 2,546.9$ 2,619.1$ 3,009.9$ 3,106.6$ 3,240.4$ 133.9$ 4.3% EQUALIZED VALUE $ in Millions 2015 2016 2017 2018 2019 Increase (Decrease) Percent Change Equalized Value - TID Out 2,438.8 2,653.3 2,849.7 3,132.8 3,404.5 271.7 8.7% Equalized Value - TID In 2,566.2 2,772.2 2,984.7 3,310.1 3,634.1 324.0 9.8% Difference - Total Increment 5,005.0$ 5,425.6$ 5,834.4$ 6,443.0$ 7,038.6$ 595.7$ 9.2% TAX INCREMENT BY DISTRICT $ in Millions 2015 Increment 2016 Increment 2017 Increment 2018 Increment 2019 Increment (Decrease) Net % Change TIF District No. 6 5.4 5.7 5.6 5.7 6.9 1.16 20.3% TIF District No. 8 66.0 71.6 78.2 84.5 92.5 7.94 9.4% TIF District No. 9 21.6 39.5 44.1 55.4 79.1 23.75 42.9% TIF District No. 11 - 2.1 5.0 16.3 24.4 8.02 49.1% TIF District No. 12 - - 2.2 12.8 9.7 (3.03) -23.8% TIF District No. 13 - - - 2.5 17.0 14.44 567.6% Total Increment 92.9$ 118.9$ 135.0$ 177.3$ 229.6$ 52.3$ 29.5% CITY TAX RATE 2015 2016 2017 2018 2019 Increase (Decrease) Percent Change Operating Levy 13,546,268 14,310,884 15,715,348 16,911,461 17,979,981 1,068,520 6.3% Debt Service Levy 6,648,847 6,619,638 6,460,924 6,449,889 6,567,043 117,154 1.8% Total Levy 20,195,115$ 20,930,522$ 22,176,272$ 23,361,350$ 24,547,024$ 1,185,674$ 5.1% Mill Rate 8.3437$ 8.4779$ 7.7170$ 7.9455$ 8.0860$ 0.1405$ 1.8% Average Home Value 224,700$ 226,400$ 256,000$ 258,000$ 260,000$ 2,000$ 0.8% City Tax on Average Home 1,875$ 1,919$ 1,976$ 2,050$ 2,102$ 52$ 2.6% Median Home Value 211,500$ 213,400$ 242,900$ 244,600$ 246,500$ 1,900$ 0.8% City Tax on Median Home 1,765$ 1,809$ 1,874$ 1,943$ 1,993$ 50$ 2.6% 43 City of Sun Prairie 2020 Annual Budget Did You Know… HENRY DODGE Henry Dodge (October 12, 1782 – June 19, 1867) was a Democratic member of the U.S. House of Representatives and U.S. Senate, Territorial Governor of Wisconsin and a veteran of the War of 1812 and of the Black Hawk War. His son was Augustus C. Dodge with whom he served in the U.S. Senate , the first, and so far only, father -son pair to serve concurrently. Henry Dodge was the half -brother of Lewis F. Linn. James Clarke, the Governor of Iowa Territory was his son-in-law. LEGACY In 1948, Iowa County presented a 160 -acre estate to the State of Wisconsin which eventually was named Governor Dodge State Park. Over the years, this park has grown to include 5,270 acres in the area Henry Dodge once called his home. Dodge County, Wisconsin, Dodge County, Minnesota, and Henry County, Iowa, were named after Dodge. Fort Clark, the U.S. Army post built near the present -day location of Fort Dodge, Iowa, was renamed for Senator Dodge around 1850. His former cabin in Dodgeville, now known as the Dodge Mining Camp Cabin, serves as a museum and is listed on the National Register of Historic Places. BLACK HAWK Black Hawk, born Ma -ka-tai-me-she-kia-kiak, (1767 – October 3, 1838) was a band leader and warrior of the Sauk Native American tribe in what is now the Midwest of the United States. Black Hawk earned his status as a war chief by his actions; leading raiding and war parties as a young man, and then a band of Sauk warriors during the Black Hawk War of 1832. During the War of 1812, Black Hawk fought on the side of the British against the U.S., hoping to push white American settlers away from Sauk territory. Later he led a band of Sauk and Fox warriors, known as the British Band, against European- American settlers in Illinois and present - day Wisconsin in the 1832 Black Hawk War. After the war, he was captured by U.S. forces and taken to the eastern U.S. He and other war leaders were taken on a tour of several cities. Shortly before being released from custody, Black Hawk told his story to an interpreter; aided also by a newspaper reporter, he published Autobiography of Ma-Ka-Tai-Me-She-Kia-Kiak, or Black Hawk, Embracing the Traditions of his Nation... in 1833 in Cincinnati, Ohio. The first Native American autobiography to be published in the U.S., his book became an immediate bestseller and has gone through several editions. Black Hawk died in 1838 (at age 70 or 71) in what is now southeastern Iowa. He has been honored by an enduring legacy: his book, many eponyms, and other tributes. City of Sun Prairie 2020 Annual Budget 44 DEPARTMENT BUDGET SUMMARY: CONTENTS General Government ................................................................................. 46 Public Safety .............................................................................................. 76 Public Works .............................................................................................. 88 Health & Human Services ........................................................................ 106 Culture & Recreation ............................................................................... 114 Conservation & Development .................................................................. 136 Other Financing Uses ............................................................................... 150 Debt Service Funds .................................................................................. 154 Capital Projects Fund ............................................................................... 160 Sun Prairie Utilities .................................................................................. 172 Component Units ..................................................................................... 178 Agency Funds .......................................................................................... 184 45 City of Sun Prairie 2020 Annual Budget 43 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Mayor ........................................................................................................ 47 City Council ................................................................................................ 48 Municipal Court ......................................................................................... 50 City Attorney ............................................................................................. 52 City Administrator ...................................................................................... 55 Administrative Services .............................................................................. 57 City Clerk .................................................................................................... 59 Human Resources ...................................................................................... 62 Finance ....................................................................................................... 65 Assessing .................................................................................................... 68 Information Technology............................................................................. 71 Building Maintenance ................................................................................ 73 Health In-Service ........................................................................................ 75 47 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 fiscal responsibility. Balance the representation of the citizens of the City of Sun Prairie as divided by Aldermanic districts and as an entire municipality. DESCRIPTION The mayor serves as the Chief Executive Off icer 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. He chairs and represents the city on the community development authority. 2020 BUDGET HIGHLIGHTS o No notable change. 2019 BUDGET OVERVIEW  The budget for membership expenses increased to accommodate organizational fee increases. City of Sun Prairie 2020 Annual Budget 48 GENERAL GOVERNMENT City Council CITY COUNCIL MISSION Represent the citizens of the City of Sun Prairie and exercise legislative powers convenient and necessary for the governance of the City. DESCRIPTION The City is divided into four aldermanic districts, each with two alderpersons who serve two -year terms. The Common Council has the responsibility for the management and control of City property, finances, highways, navigable waters, and public services; and has the power to act for the government and the good order of the City, for its commercial benefit and for the health, safety, and welfare of the public. 2020 BUDGET HIGHLIGHTS o The City of Sun Prairie will standardize its "Boards and Committees" compensation plan to $30 per meeting attended by participating members across all current functional committees. Prior compensation rates were uneven among committees (varying from $0 to $30). o Increase in Colonial Club donation 2019 BUDGET OVERVIEW  The 2019 budget included a 3.5% increase in alder compensation for alders following the 2019 election cycle. The other half of the council elected in 2018 received their increase in 2020. 49 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Mayor and City Council MAYOR and CITY COUNCIL 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Mayor & Council * * * * * Total Personnel * * * * * *The Mayor and Council are elected officials and not included in the FTE count. 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Mayor 39.8 43.1 41.6 42.3 42.3 0.7 Council 68.4 74.4 72.1 73.2 73.2 1.1 Total Expenditures $ 108.2 $ 117.5 $ 113.7 $ 115.6 $ 115.6 $ 1.8 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 82.3 92.1 85.5 86.7 86.7 1.2 Materials & Supplies 0.9 1.7 1.8 1.8 1.8 - Contractual Services 7.7 5.8 7.7 7.7 7.7 - Professional Development 17.3 17.9 18.8 19.4 19.4 0.7 Total Expenditures $ 108.2 $ 117.5 $ 113.7 $ 115.6 $ 115.6 $ 1.8 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 108.2 117.5 113.7 115.6 115.6 1.8 Net Operating Result $ (108.2) $ (117.5) $ (113.7) $ (115.6) $ (115.6) $ (1.8) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 50 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. 2020 BUDGET HIGHLIGHTS o There are no notable changes in the 2020 budget. 2019 BUDGET OVERVIEW  The Restorative Justice Program (RJ) was established with the Police Department and Municipal Court for defendants to be given the opportunity to repair the harm, reduce risk and restore justice. Once defendants complete the program successfully, their citation is withdrawn with no appearance required in court. The RJ Program reduced the court caseload, due to these factors. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 Adjudicate city ordinance violations. Measure 2015 2016 2017 2018 2019* Traffic Citations Processed 1,360 1,701 1,359 1,075 681 Ordinance Citations 789 788 561 534 253 Court Trials 25 20 21 17 6 51 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Municipal Court MUNICIPAL COURT 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Municipal Court 1.00 1.00 1.00 1.00 1.00 - Total Personnel 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 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Municipal Court 106.9 113.5 110.4 113.2 113.2 2.8 Total Expenditures $ 106.9 $ 113.5 $ 110.4 $ 113.2 $ 113.2 $ 2.8 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 97.7 103.9 100.7 103.6 103.6 2.8 Contractual Services 7.4 7.7 7.7 7.7 7.7 - Professional Development 1.7 1.9 1.9 1.9 1.9 0.0 Total Expenditures $ 106.9 $ 113.5 $ 110.4 $ 113.2 $ 113.2 $ 2.8 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 174.6 211.6 172.0 183.0 183.0 11.0 Total Expenditures 106.9 113.5 110.4 113.2 113.2 2.8 Net Operating Result $ 67.7 $ 98.1 $ 61.6 $ 69.8 $ 69.8 $ 8.2 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 52 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. 2020 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. o The outside legal counsel line is increased $5,000 due to ongoing needs. 2019 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 53 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT City Attorney CITY ATTORNEY PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 Provide legal analysis and advice to City Departments and Council. Measure 2015 2016 2017 2018 2019* Development Agreements 9 8 17 13 5 Ordinance Amendments 14 18 21 10 12 Prosecute and collect forfeitures imposed by the court. Measure 2015 2016 2017 2018 2019* OWI 148 87 106 74 37 Retail Theft 208 137 104 119 41 THC 115 100 73 87 31 Other Municipal Citations 1,833 1,713 1,633 1,391 793 Refine legal issues and insure conservation of scarce judicial resources while deterring continued illegal behavior. Measure 2015 2016 2017 2018 2019* Pretrial Conferences 153 238 139 96 44 Forfeitures from Pretrial Stage $44,866 $62,651 $34,820 $25,734 $28,611 Collect delinquent EMS fees and Municipal Court forfeitures. Measure 2015 2016 2017 2018 2019* EMS Fees $42,868 $35,732 $18,865 $28,900 n/a Forfeitures $103,197 $97,479 $89,221 $69,458 $159,256 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 4 - 3,197 - 3,197 Total 146 $ 82,547 $ 438,633 $ - $ 521,180 City of Sun Prairie 2020 Annual Budget 54 GENERAL GOVERNMENT City Attorney CITY ATTORNEY 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) City Attorney 2.00 2.00 2.00 2.00 2.00 - Allocated FTE (0.16) (0.28) (0.28) (0.54) (0.28) - Total Personnel 1.84 1.72 1.72 1.46 1.72 - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) City Attorney 258.5 243.2 231.6 242.7 242.7 11.1 Total Expenditures $ 258.5 $ 243.2 $ 231.6 $ 242.7 $ 242.7 $ 11.1 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 181.4 191.4 189.4 196.5 196.5 7.1 Materials & Supplies 1.1 1.8 1.6 1.6 1.6 - Contractual Services 66.4 40.1 31.0 35.0 35.0 4.0 Professional Development 9.6 9.9 9.5 9.5 9.5 (0.0) Total Expenditures $ 258.5 $ 243.2 $ 231.6 $ 242.7 $ 242.7 $ 11.1 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 258.5 243.2 231.6 242.7 242.7 11.1 Net Operating Result $ (258.5) $ (243.2) $ (231.6) $ (242.7) $ (242.7) $ (11.1) 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 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. 2020 BUDGET HIGHLIGHTS o Implementation of the Good Neighbor Project to connect City of Sun Prairie residents with resources and opportunities to get to know their neighbors and strengthen their own community. o Continue the Sun Prairie Multicultural Fair to highlight the rich cultural diversity in Sun Prairie. o Youth in Government program that builds off of Government Day to focus on connecting young people with local government, cultivating leadership skills and encouraging them to enga ge and explore the ways their participation in government can positively impact their lives and communities. 2019 BUDGET OVERVIEW  The 2019 budget included funding to create a Mayor & City Council Strategic Plan which identified eight focus areas. These eight areas will provide direction to staff across a broad array of priorities through targeted strategies, key projects and initiatives.  Updated the city ’s website to include a new look and updated modules. City of Sun Prairie 2020 Annual Budget 56 GENERAL GOVERNMENT Administration CITY ADMINISTRATOR 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Administration 3.00 3.00 3.00 3.00 3.00 - Allocated FTE (0.23) (0.18) (0.18) (0.49) (0.49) (0.32) Total Personnel 2.77 2.83 2.83 2.52 2.51 (0.32) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Administration 285.0 313.1 348.0 340.0 342.9 (5.1) Grants & Donations - 0.8 - 14.5 14.5 14.5 Total Expenditures $ 285.0 $ 313.9 $ 348.0 $ 354.5 $ 357.4 $ 9.4 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 245.0 263.0 293.2 302.6 305.5 12.3 Materials & Supplies 3.0 3.7 3.8 13.7 13.7 10.0 Contractual Services 15.1 24.0 28.0 9.4 9.4 (18.6) Professional Development 19.8 21.1 22.2 22.8 22.8 0.5 Capital Items 2.2 2.1 0.8 6.0 6.0 5.2 Total Expenditures $ 285.0 $ 313.9 $ 348.0 $ 354.5 $ 357.4 $ 9.4 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 285.0 313.9 348.0 354.5 357.4 9.4 Net Operating Result $ (285.0) $ (313.9) $ (348.0) $ (354.5) $ (357.4) $ (9.4) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 57 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 and compensation, recruitment and testing, and employee benefit services. • The Information Technology Division coordinates the city ’s information technology and telecommunications system needs. • The Assessing Division assesses taxable residential and commercial real and personal property and maintains property information/ownership records. • The City Clerk Division conducts fair and open municipal elections, manages the city ’s records management program and accessibility to public records, and manages the issuance of various licenses. 2020 BUDGET HIGHLIGHTS o The main focus of 2020 budget is the expansion and implementation of the city’s record management system. o Human Resource record management automation o Build the online operator license module. o Conversion of Personal Property tax forms from paper to electronic. o Continue strengthening the city’s information system infrastructure and cyber security. o Continue increasing the efficiencies of elections by expanding the number of polling places from four to eight. 2019 BUDGET OVERVIEW  Expansion of the city’s record management system by:  Designing the automation of the Human Resources processes.  Designing the personal property tax form conversion from paper to electronic document.  Enhancement of the city’s security for buildings and the information system.  Conversion to an election software to manag e the election process and poll workers. City of Sun Prairie 2020 Annual Budget 58 GENERAL GOVERNMENT Administrative Services ADMINISTRATIVE SERVICES 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Administrative Services n/a n/a n/a 1.00 1.00 1.00 Allocated FTE - - - (0.07) (0.07) (0.07) Total Personnel - - - 0.93 0.93 0.93 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Administrative Services - - - 151.1 151.1 151.1 Total Expenditures - - - $ 151.1 $ 151.1 $ 151.1 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel - - - 138.3 138.3 138.3 Materials & Supplies - - - 4.2 4.2 4.2 Contractual Services - - - 7.3 7.3 7.3 Professional Development - - - 1.3 1.3 1.3 Total Expenditures - - - $ 151.1 $ 151.1 $ 151.1 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures - - - 151.1 151.1 151.1 Net Operating Result - - - $ (151.1) $ (151.1) $ (151.1) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 59 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 acce ss 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 Wiscons in. The City Clerk ’s Office processes over 20 types of license applications for the City of Sun Prairie, issuing over 2,500 licenses and permits a year. The City Clerk’s Office provides the public with notice of all city meetings in accordance with the state’s open meetings law and serves as the custodian of official records. The City Clerk’s Office impartially oversees all elections held in the City of Sun Prairie, ensuring every eligible voter has the opportunity to cast a ballot and have their ballot cou nted. The City Clerk’ s office achieves this goal by educating voters and providing comprehensive training for over 390 election officials 2020 BUDGET HIGHLIGHTS o Implement plan to use eight polling locations. 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 Increase of Election Official wages. 2019 BUDGET OVERVIEW  Migrated the creation of all agendas and minutes into OnBase and they remain accessible via the City’s website.  Migrated thousands of documents from Laserfiche to OnBase. Converted thousands more from paper to digital form. All resolutions going back to 1965 have been digitized and catalogued into OnBase.  Improved voting operations resulting in decreased polling site congestion.  Planned and made arrangement to increase t he number of polling locations from four to eight to ensure voting accessibility and efficiency to all community members. City of Sun Prairie 2020 Annual Budget 60 GENERAL GOVERNMENT Administrative Services CITY CLERK’S OFFICE PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 Provide access to local government through accurate and timely access to agendas and minutes. Measure 2015 2016 2017 2018 2019* Council & Special Meetings 27 25 27 26 12 Committee of the Whole 49 42 34 23 14 Board of Review 2 2 7 4 1 Alcohol License Review Board 7 4 2 3 4 TOTAL 85 73 70 56 31 Provide equitable access to licenses and permits available through the City Clerk’s Office. Measure 2015 2016 2017 2018 2019* Special Event Permit 5 2 1 4 2 Tobacco Retail License 28 27 26 24 24 Dog License 1,192 1,157 1,185 1,238 1,192 Dog Park Permit 517 673 984 701 714 Liquor Establishment License 56 56 51 56 52 Operator License 336 322 331 471 337 Temporary Nightclub License 1 1 0 0 0 Nightclub License 6 7 9 8 10 Secondhand Dealer License 6 8 8 4 3 Solicitor’s Permit 25 26 27 41 45 Temporary Beer/Wine License 14 13 15 16 10 Street Use Permit 23 21 19 23 17 Taxi Cab Driver License 16 18 22 26 19 Amusement Device License 118 124 142 143 128 Blasting Permit 0 2 2 1 0 Chicken License 3 4 6 Mobile Food Cart 1 1 0 Mobile Food Vendor 5 4 0 TOTAL 2,343 2,457 2,831 2,765 2,559 Conduct fair, open, and transparent elections. Ensure every eligible voter is able to cast a ballot and have that ballot counted. Measure 2015 2016 2017 2018 2019* Number of Elections 2 4 2 4 1 Average Election Officials 80 150 82 68 64 Average Voted at the Polls 2,305 5,501 2,731 5,369 6,064 Average Voted In-Person Absentee 192 2,563 244 1,623 2,148 Average Voted Absentee by Mail/SVD 276 480 223 452 391 61 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Administrative Services CITY CLERK’S OFFICE 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) City Clerk 4.31 4.56 4.56 4.56 4.56 - Total Personnel 4.31 4.56 4.56 4.56 4.56 - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) City Clerk 317.6 386.1 377.5 393.2 393.2 15.8 Elections 122.4 71.4 71.4 201.8 201.8 130.4 Total Expenditures $ 440.0 $ 457.6 $ 448.9 $ 595.1 $ 595.1 $ 146.2 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 337.7 368.3 366.6 503.0 503.0 136.4 Materials & Supplies 20.0 20.6 20.3 30.5 30.5 10.3 Contractual Services 36.9 41.1 35.2 54.5 54.5 19.3 Professional Development 5.4 7.0 6.1 7.1 7.1 0.9 Capital Items 40.0 20.6 20.6 - - (20.6) Total Expenditures $ 440.0 $ 457.6 $ 448.9 $ 595.1 $ 595.1 $ 146.2 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 195.8 169.6 166.9 172.0 172.0 5.0 Total Expenditures 440.0 457.6 448.9 595.1 595.1 146.2 Net Operating Result $ (244.2) $ (287.9) $ (281.9) $ (423.1) $ (423.1) $ (141.2) 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 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 evaluatio n, 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. 2020 BUDGET HIGHLIGHTS o The 2020 Budget includes attempts to realign current resources for targeted recruitment. This includes elevating the part -time Administrative Assistant to a full- time 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 Increased funding for the joint Employee Wellness Clinic with Sun Prairie Area School District. 2019 BUDGET OVERVIEW  Improved recruitment presence in the region through branding and outreach. Presented the status of diversity in recruitment to Council.  Hosted targeted employee wellness programs including WeightWatchers @ Works and Calling It Quits tobacco cessation to improve employee health and reduce insurance utilization.  Partnered with the Sun Prairie Area School District and Dean in the research of a joint near-site or on-site Employee Wellness Clinic.  All-employee training pro grams conducted included active shooter/evacuation, LGBTQ/gender identity, and general policy review.  Supervisory training included public records/open meetings law review and conducting workplace investigations.  Coordinated employee social events including summer picnic, Sunshine Supper, and Healthy- Selfie posting . 63 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Administrative Services HUMAN RESOURCES PERFORMANCE METRICS Council Strategic Priority: Employer of Choice *2019 data reflects information through July 31, 2019 Improve recruitment efforts and fill vacancies in a timely manner. Measure 2015 2016 2017 2018 2019* Positions filled (PT/FT) 38 37 45 31 22 Average number of days to fill positions 40 46 42 51 48 Applications received 1,478 1,548 1,848 2,209 1,416 % minority applicants 15% 14% 18% 18% 17.8% Positions filled (PT/FT) 38 37 45 31 22 Promote safety and wellness in the workplace. Measure 2015 2016 2017 2018 2019* Worker’s compensation claims 20 26 16 22 25 Worker’s compensation cost $178,729 $182,668 $59,449 $87,794 $88,468 Lost days due to Workers Compensation injuries/illnesses 185 251 25 34 54 Biometric testing participation New 91% 85% 94% 95% Percentage of employees who rate their general health as Good, Very Good, or Excellent New measure 93% 95% 93% 90% Retain well-qualified and productive employees by providing essential benefits in a fiscally responsible manner. Measure 2015 2016 2017 2018 2019* Annual Turnover rate non-seasonal (FT Turnover rate) 19% (13%) 14% (14%) 11% (8.6%) 10% (8.4%) 9% (10%) FMLA Requests 55 47 46 58 30 FMLA Hours Used 6,797 4,094 5,842 6,933 3,508 Increase in Health Plan Cost 2.5% 4% 14% 8.8% 7.9% Authorized FT positions 178 180 185 190 196 Authorized PT & LTE positions 39 37 31 33 38 City of Sun Prairie 2020 Annual Budget 64 GENERAL GOVERNMENT Administrative Services HUMAN RESOURCES 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Human Resources 3.50 3.50 3.50 4.00 4.00 0.50 Allocated FTE (0.40) (0.40) (0.40) (0.40) (0.40) (0.00) Total Personnel 3.10 3.10 3.10 3.60 3.60 0.50 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Human Resources 319.8 354.4 368.8 400.1 424.1 55.3 Grants & Donations - 2.6 - 3.5 - - Total Expenditures $ 319.8 $ 357.0 $ 368.8 $ 403.6 $ 424.1 $ 55.3 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 266.3 271.4 278.9 329.9 353.9 75.0 Materials & Supplies 1.6 2.4 1.3 1.8 1.8 0.5 Contractual Services 46.2 57.0 57.3 56.8 56.8 (0.5) Professional Development 5.7 26.2 31.3 15.1 11.6 (19.7) Total Expenditures $ 319.8 $ 357.0 $ 368.8 $ 403.6 $ 424.1 $ 55.3 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 20.0 20.0 20.0 25.2 25.2 5.2 Total Expenditures 319.8 357.0 368.8 403.6 424.1 55.3 Net Operating Result $ (299.8) $ (337.0) $ (348.8) $ (378.4) $ (398.9) $ (50.1) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 65 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. 2020 BUDGET HIGHLIGHTS o An Administrative Services Department has been created and the director has moved out of Finance into this department. 2019 BUDGET OVERVIEW  Updated the transparency module of the city’s financial software to allow for citizen access to city financial records.  Delinquent citation collections responsibilities transferred from the City Attorney’s office.  Reorganized the department after an early 2019 resignation. The reorganization reinstated the Finance Director position, elevated the part-time Budget Analyst to full- time and increased hours for the part-time Account Clerk.  General liability insurance claims transferred to the City Attorney ’s office. City of Sun Prairie 2020 Annual Budget 66 GENERAL GOVERNMENT Administrative Services FINANCE PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 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* Payments by ETF 862,559 2,876,627 4,507,406 18,556,766 8,530.595 Payments by procurement card 3,190,276 4,106,642 2,499,935 3,784,384 2,264,825 Collections by credit card/e-check 184,956 239,111 156,165 142,512 $83,484 Tax collections by credit card/e-check 636,247 925,584 995,113 1,094,498 462,635 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 Total 74 - $ 181,725 $ 42,732 $ 155,784 67 City of Sun Prairie 2020 Annual Budget GENERAL GOVERNMENT Administrative Services FINANCE 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Finance 6.00 6.00 6.00 5.00 5.00 (1.00) Allocated FTE (0.64) (0.64) (0.64) (0.64) (0.64) - Total Personnel 5.36 5.36 5.36 4.36 4.36 (1.00) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Finance 529.2 626.3 749.6 876.4 876.4 126.8 Risk Management 844.5 168.4 172.4 184.1 184.1 11.7 Total Expenditures $ 1,373.7 $ 794.7 $ 922.0 $ 1,060.5 $ 1,060.5 $ 138.5 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 381.0 467.4 429.3 339.2 339.2 (90.1) Materials & Supplies 75.7 84.6 83.0 80.5 80.5 (2.5) Contractual Services 65.0 71.2 76.5 63.2 63.2 (13.3) Insurance 809.8 129.0 123.0 134.7 134.7 11.7 Professional Development 4.7 7.9 5.6 6.3 6.3 0.7 Transfers/Bad Debt 36.9 34.4 34.4 34.4 34.4 - Contingency - - 170.0 402.0 402.0 232.0 Capital Items 0.5 0.3 0.3 0.3 0.3 - Total Expenditures $ 1,373.7 $ 794.7 $ 922.0 $ 1,060.5 $ 1,060.5 $ 138.5 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - 2.0 2.4 2.0 2.0 (0.4) Total Expenditures 1,373.7 794.7 922.0 1,060.5 1,060.5 138.5 Net Operating Result $ (1,373.7) $ (792.7) $ (919.6) $ (1,058.5) $ (1,058.5) $ (138.9) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 68 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 amba ssadors 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 t o 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 report ing 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 Assessm ent 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. 2020 BUDGET HIGHLIGHTS o 2020 Citywide Revaluation o Added Contractor to support Assessing’s objectives 2019 BUDGET OVERVIEW  Net new construction increased by 20% over last year.  There were two 2019 Board of Review property assessment appeals  One commercial property owner waived their right to a Board of Review hearing as a formality and is continuing on with an existing excessive assessment claim for their 2017, 2018 and 2019 assessments. 69 City of Sun Prairie 2020 Annual Budget 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 Level of Assessment 99.23% 92.40% 100.00% 94.28% 89.33% 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 Total Real Estate Parcels 11,422 11,422 11,452 11,764 11,797 Total Personal Property Accounts 1,201 1,201 1,108 999 982 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 Interior Inspections 756 636 651 465 437 Exterior Inspections 544 522 396 290 283 Other On-site Visits 684 557 18 9 0 Drive-by Reviews 1,148 162 1,885 1,430 1,322 Ag Reviews 477 433 648 553 448 Office Reviews 1,516 784 1,235 306 165 Real Estate Transfers Reviewed 1,199 1,156 1,417 1,235 1,436 Permits Reviewed 1,402 1,445 1,412 1,789 1,929 Personal Property Accounts Assessed 1,116 1,113 1,027 1,000 982 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 2015 Reval 2016 Non-Reval 2017 Reval 2018 Non-Reval 2019 Non-Reval Real Estate Parcels or Personal Property Accounts Reviewed 81 22 262 113 65 Number of Adjustments 61 20 162 111 64 Net $ Adjustments (-) or (+) -$3,184,300 -$313,700 -$6,458,000 -$5,725,700 -$14,438,700 Annually present defenses for assessment appealed to the Board of Review. Measure 2015 Reval 2016 Non-Reval 2017 Reval 2018 Non-Reval 2019 Non-Reval Real Estate Parcels or Personal Property Accounts Reviewed 5 9 29 1 2 Number of Adjustments 4 7 14 1 1 Net $ Adjustments (-) or (+) -$608,500 -$1,428,610 -$4,303,200 -$1,003,100 -$591,900 City of Sun Prairie 2020 Annual Budget 70 GENERAL GOVERNMENT Administrative Services ASSESSING 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Assessing 4.00 4.00 4.00 2.00 2.00 (2.00) Allocated (Decrease) (0.25) - - - - - Total Personnel 3.75 4.00 4.00 2.00 2.00 (2.00) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Assessing 435.4 329.7 408.8 390.7 392.6 (16.2) Total Expenditures $ 435.4 $ 329.7 $ 408.8 $ 390.7 $ 392.6 $ (16.2) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 407.8 298.7 331.2 224.0 226.0 (105.3) Materials & Supplies 10.3 11.6 12.6 11.6 11.6 (1.0) Contractual Services 10.9 15.8 58.5 151.6 151.6 93.1 Professional Development 6.4 3.2 6.5 3.4 3.4 (3.1) Capital Items - 0.3 - - - - Total Expenditures $ 435.4 $ 329.7 $ 408.8 $ 390.7 $ 392.6 $ (16.2) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 435.4 329.7 408.8 390.7 392.6 (16.2) Net Operating Result $ (435.4) $ (329.7) $ (408.8) $ (390.7) $ (392.6) $ 16.2 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 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 equipm ent and solutions to enable the success of city departments and provide efficiencies in city operations. IT is actively working to modernize the city technology landscape and provide increased opportunities for transparency and citizen self-service. The Department also fulfills traditional responsibilities of enabling the storage, processing, and accessibility of city data. 2020 BUDGET HIGHLIGHTS o Focus on security with 2 -Factor Authentication for email and city computing services o Modernizing the city’s storage platform o Upgrades to compute nodes of virtual platform o Hire a full time Systems Administrator to improve core infrastructure and security o New remote access system implementation; secure access to virtual applications o Replacement of the four server nodes that provide all of the City's virtual computing infrastructure. 2019 BUDGET OVERVIEW  Upgraded building access and security.  Wi-Fi replacement & upgrades.  Data storage upgrades.  Anti-virus software updates.  Replace the City Hall server room’s Uninterruptible Power Supply.  Implement more robust disaster recovery and business continuity processes.  Cybersecurity audit and improvements PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 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* Issues Resolved On-time 66% 68% 78% 81% Issues Resolved On First Contact 66% 61% 52% 62% Issues Resolved to Satisfaction* - 97% 97% 99% *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 2016 2017 2018 2019* Average Time to First Response 18:30 24:30 13:14 5:25 Average Time Between Responses 17:20 18:20 9:44 5:00 Average Time to Resolution 47:50 46:30 41:00 28:03 The time format above is hours:minutes. City of Sun Prairie 2020 Annual Budget 72 GENERAL GOVERNMENT Administrative Services INFORMATION TECHNOLOGY 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Information Technology 5.00 5.00 5.00 5.00 5.00 - Allocated (Decrease) (0.23) (0.56) (0.56) (1.06) (1.06) (0.50) Total Personnel 4.77 4.44 4.44 3.94 3.94 (0.50) *GIS was separated from Information Technology in the 2018 Budget. 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Information Technology 927.9 1,214.8 1,248.2 1,089.7 1,105.7 (142.5) Total Expenditures $ 927.9 $ 1,214.8 $ 1,248.2 $ 1,089.7 $ 1,105.7 $ (142.5) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 412.3 466.9 447.6 485.5 485.5 37.9 Materials & Supplies 235.2 298.4 299.8 322.3 338.3 38.5 Contractual Services 111.7 85.0 68.7 70.0 70.0 1.3 Professional Development 10.0 14.5 11.0 13.5 13.5 2.5 Capital Items 158.7 350.0 421.0 198.5 198.5 (222.5) Total Expenditures $ 927.9 $ 1,214.8 $ 1,248.2 $ 1,089.7 $ 1,105.7 $ (142.5) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 0.2 - - - - - Total Expenditures 927.9 1,214.8 1,248.2 1,089.7 1,105.7 (142.5) Net Operating Result $ (927.7) $ (1,214.8) $ (1,248.2) $ (1,089.7) $ (1,105.7) $ 142.5 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. 2020 BUDGET HIGHLIGHTS o Continued the annual contribution to the Building Maintenance Fund to ensure sufficient funding for maintenance of all city buildings. o Renovation of the second floor lobby of City Hall. o Replacement of ceiling tiles at City Hall. 2019 BUDGET OVERVIEW  City Hall roof was replaced and solar panels installed.  Expansion to include sleeping quarters for EMS and Fire was added at the Westside Community Building  Complete 1st Floor bathroom updates at City Hall PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 Respond to maintenance requests submitted within 24 hours, and strive to resolve them within 48 hours Measure 2017 2018 2019* Number of tickets received 527 662 357 Average response time (hours) 9:16 10:28 11:30 Average resolution time (hours) 23:26 29:27 30:46 Respond to urgent and high priority maintenance requests within 4 hours, and strive to resolve them within 24 hours. Measure 2017 2018 2019* No. of urgent and high priority tickets 73 84 4 Average response time (hours) 6:41 9:39 1:33 Average resolution time (hours) 17.47 20:36 5:19 Maintenance tickets submitted. Department 2019 Finance 23 Library 116 Fire 32 EMS 19 Building Maintenance 22 Police 50 City Clerk 14 Others 64 Recreation 26 City of Sun Prairie 2020 Annual Budget 74 GENERAL GOVERNMENT Public Services BUILDING MAINTENANCE 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Building Maintenance 2.00 3.00 3.00 3.00 3.00 - Total Personnel 2.00 3.00 3.00 3.00 3.00 - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Building Maintenance 703.1 772.1 826.5 676.2 692.3 (134.2) Grants & Donations 0.6 - - 3.5 - - Total Expenditures $ 703.6 $ 772.1 $ 826.5 $ 679.7 $ 692.3 $ (134.2) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 186.4 252.3 231.6 249.1 249.1 17.5 Materials & Supplies 265.2 215.0 205.1 213.7 212.7 7.6 Contractual Services 185.8 154.8 163.2 149.6 163.2 - Professional Development 0.2 - 0.2 1.3 1.3 1.1 Capital Items 66.0 150.0 226.4 66.0 66.0 (160.4) Total Expenditures $ 703.6 $ 772.1 $ 826.5 $ 679.7 $ 692.3 $ (134.2) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 703.6 772.1 826.5 679.7 692.3 (134.2) Net Operating Result $ (703.6) $ (772.1) $ (826.5) $ (679.7) $ (692.3) $ 134.2 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. 2020 BUDGET HIGHLIGHTS o Contributing additional $50,000 to the Employee Clinic. o Change in Healthcare providers capped Healthcare costs increases to 8.7% in 2019, and not to exceed 6.9% in 2020 and 8.9% in 2021. o No increase for dental care. 2019 BUDGET OVERVIEW  The In-service Fund was created during the 2019 budget process. 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Health Ins Internal Svc Fund - - - - - - Total Personnel - - - - - - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Health Ins Internal Svc Fund - 2,801.5 2,801.5 2,924.1 2,921.8 120.3 Total Expenditures - $ 2,801.5 $ 2,801.5 $ 2,924.1 $ 2,921.8 $ 120.3 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Health Insurance - 2,581.2 2,581.2 2,697.3 2,695.0 113.8 Dental Insurance - 220.3 220.3 226.8 226.8 6.5 Total Expenditures - $ 2,801.5 $ 2,801.5 $ 2,924.1 $ 2,921.8 $ 120.3 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - 2,801.5 2,801.5 2,924.1 2,921.8 120.3 Total Expenditures - 2,801.5 2,801.5 2,924.1 2,921.8 120.3 Net Operating Result - $ 0.0 - - - - 2018 2019 2019 2020 2020 Actual Projected Budget Recommend Approved Net Increase / (Decrease) - 0.0 - - - Fund Balance Applied - - - 50.0 50.0 Beginning Fund Balance - - - 0.0 0.0 Ending Fund Balance - $ 0.0 - $ (50.0) $ (50.0) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s City of Sun Prairie 2020 Annual Budget 76 PUBLIC SAFETY Police Department ..................................................................................... 77 Fire Department ........................................................................................ 80 Emergency Medical Services ...................................................................... 82 Emergency Management ........................................................................... 84 Building Inspection .................................................................................... 86 77 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Police POLICE MISSION We will build relationships and solve problems. 2020 BUDGET HIGHLIGHTS o Increase in overall MPSIS expense due to contribution expenses o I ncrease in training expenses due to an increase in overall Electronic Control Device (ECD) and ammunition expense. o D ecrease in body armor expenses due to a reduction in the number of officers in rotation. o A dditional Police Officer o U tilization of saved funding for squad police video system replacements. o I ncrease in the crossing guard professional services agreement due to an additional crossing guard position for the new elementary school. o A ddition of a Police Vehicle for the Assistant Chief of Police. o I ncrease in DVD/CD Open Records request fees. o A dditional uniformed officer. 2019 BUDGET OVERVIEW  Additional lieutenant position to allow for increased direct supervision by line level leadership. Implementation plan and organizational changes are underway.  C ompleted rifle replacement purchase. Training and total implementation to occur in quarterly training sessions.  M anagement and investigative portable radio replacement completed in line with improved communications platform.  P rofessional facility improvements that are in line with department values are underway. DESCRIPTIONS Administration There are six members within the administration department. 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 patrol operations. • A second Lieutenant provides leadership and management for support services operations. • A third lieutenant and agency reorganization is being implemented. • An executive assistant position provides operational support. Patrol Division Led by one lieutenant, the Patrol Division consists of sworn field officers who provide district policing efforts throughout the community. There are seven sergeants, 30 patrol officers, four district liaison officers, and two community service officers. District Liaison Program A team of four officers, 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. Detective Bureau Supervised by an assigned sergeant, 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 support lieutenant within the support service division. 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 between the school district with district staff. Two officers are assigned to the high school, the alternative school, the upper middle school, and lower level schools respectively. These officers provide proactive problem solving and relationship building in the schools. Di spatch Services Led by a dispatch 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 p ublic safety function, including monitoring alarms and cameras, supporting the emergency operations center, and accessing local databases. The unit is led by a dispatch supervisor. Records Division Divided between two police facilities, a civilian supervisor leads seven records administrators responsible for processing police related records. An eighth unit member is dedicated to county court officer duties. Staff assists with carrying out a variety of tasks, including open records processing, social media management, citizen fingerprinting, license and permit processing, and staffing a service window at each facility. Community Policing Services A section of the department’s budget is intended to provide the resources required for community policing efforts. The funds allow for the purchase of equipment and supplies used in assignments that serve the community such as the honor guard and department chaplains. Other programs include Citizen Academy, National Night Out, Youth Academy, 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 Crime Rate Per 1,000 Residents Violent Crime 3.91 3.24 3.00 3.01 2.70 3.53* Property Crime 23.55 19.62 17.57 15.70 21.72 18.49* Measure 2014 2015 2016 2017 2018 2019 Welfare Calls / Check Person Calls 1,298 1,704 1,964 2,861 3,263 691* 79 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Police POLICE 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Police Administration 5.00 6.00 6.00 6.00 6.00 0.00 Police Patrol 39.00 40.00 40.00 40.00 40.00 0.00 Police Investigation 6.50 6.00 6.00 6.00 7.00 1.00 Police Communications 9.00 9.00 9.00 9.00 9.00 0.00 Police Records 7.40 8.00 8.00 8.00 8.00 0.00 District Liason Officers 4.00 5.00 5.00 5.00 5.00 0.00 Police Vehicles 0.00 0.00 0.00 0.00 0.00 0.00 Police Community Policing 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 Police School Liaison 2.00 2.00 2.00 2.00 2.00 0.00 Total Personnel 72.90 76.00 76.00 76.00 77.00 1.00 Sworn Personnel* 55.00 55.00 56.00 56.00 Civilian Personnel 21.00 21.00 21.00 21.00 *One FTE is 1,950 hours for patrol officers 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Police Administration 989.9 1,080.2 1,170.9 1,110.9 1,122.2 (48.7) Police Patrol 3,940.8 4,212.2 4,120.3 4,306.5 4,306.5 186.1 Police Investigation 800.9 962.7 937.9 979.8 979.8 41.9 Police Communications 719.3 715.1 786.3 818.4 818.4 32.1 Police Records 467.5 531.0 533.0 513.9 513.9 (19.1) District Liason Officers 379.0 367.5 431.8 438.1 438.1 6.3 Police Vehicles 358.5 563.2 566.2 530.2 530.2 (36.0) Police Community Policing 6.5 5.5 7.0 7.0 7.0 - Police Crossing Guards 121.3 135.9 135.9 145.0 145.0 9.1 Police School Liaison 209.3 214.3 212.4 207.3 207.3 (5.1) Grants & Donations 6.5 9.5 10.4 10.9 10.9 0.5 Total Expenditures $ 7,999.6 $ 8,797.0 $ 8,911.9 $ 9,067.8 $ 9,079.1 $ 167.2 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 6,819.8 7,354.2 7,416.1 7,739.6 7,750.9 334.8 Materials & Supplies 501.7 701.9 705.5 667.0 667.0 (38.4) Contractual Services 598.3 531.5 558.7 498.9 498.9 (59.8) Professional Development 61.7 73.0 76.4 82.1 82.1 5.6 Capital Items 18.1 136.4 155.3 80.3 80.3 (75.0) Total Expenditures $ 7,999.6 $ 8,797.0 $ 8,911.9 $ 9,067.8 $ 9,079.1 $ 167.2 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 183.4 183.0 172.2 191.2 191.2 19.0 Total Expenditures 7,999.6 8,797.0 8,911.9 9,067.8 9,079.1 167.2 Net Operating Result $ (7,816.2) $ (8,613.9) $ (8,739.7) $ (8,876.6) $ (8,887.9) $ (148.2) 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 PUBLIC SAFETY Fire FIRE MISSION Deliver professional service to our community by protecting life, property, and the environment. Carry out these functions by providing courteous and effective responses through quality training with the highest standards of integrity and performance. In partnership with our community, strive for excelle nce through training, prevention, and education. DESCRIPTION The Sun Prairie Fire Department (SPFD) is contracted by the City of Sun Prairie to deliver fire service. Services include all- hazards emergency response, fire prevention, fire education, and ass istance to Sun Prairie Emergency Medical Services Department and Sun Prairie Police Department. The SPFD district encompasses approximately 96 square miles and over 43,000 residents of the City of Sun Prairie, and Townships of Burke, Bristol, and Sun Prairie. The SFPD operates out of two stations located within the City. The SPFD continuously staffs Station 1 with a minimum of four firefighters, with a combination of career and volunteer/Paid- on-Premise staff. Career staff work from 6:00 am until 6:00 pm daily and a volunteer crew staffs 6:00 pm to 6:00 am. Since July 2017, SPFD Station II has been staffed Monday through Friday for 8 -hour shifts with career staff, and weekends with Paid on Call personnel. This is an incremental step to staffing Station II 24 hours a day. The SPFD continues to implement the 2014 Fire Department Review & Assessment consultant’ s recommendations for the future of fire protection. 2020 BUDGET HIGHLIGHTS o Add five new Firefighters to the Westside Community Building. 2019 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 Prairie 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 *2019 data reflects information through July 31, 2019 Respond to citizens’ call for service. Measure 2015 2016 2017 2018 2019 Calls for Service 1,020 1,120 1,699 1,917 1,201* 81 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Fire FIRE 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend 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 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Fire Protection 1,296.6 1,473.0 1,453.0 1,576.6 1,529.4 76.4 Grants & Donations - - - 140.0 140.0 140.0 Total Expenditures $ 1,296.6 $ 1,473.0 $ 1,453.0 $ 1,716.6 $ 1,669.4 $ 216.4 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Materials & Supplies 22.4 43.5 50.1 28.1 28.1 (22.0) Contractual Services 1,274.2 1,382.9 1,382.9 1,688.5 1,641.2 258.4 Capital Items - 46.7 20.0 - - (20.0) Total Expenditures $ 1,296.6 $ 1,473.0 $ 1,453.0 $ 1,716.6 $ 1,669.4 $ 216.4 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 129.4 152.2 125.0 147.5 147.5 22.5 Total Expenditures 1,296.6 1,473.0 1,453.0 1,716.6 1,669.4 216.4 Net Operating Result $ (1,167.3) $ (1,320.7) $ (1,328.0) $ (1,569.1) $ (1,521.9) $ (193.9) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 82 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. D ESCRIPTION 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 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. 2020 BUDGET HIGHLIGHTS o Sun Prairie EMS uses the latest in cardiac monitoring technology in all the ambulances in the fleet as these enhancements in patient care technology improve the patient experience. o T he EMS department is pursuing CAAS accreditation (the “ gold standard”) in order to ensure that it continues to provide the very best service to the community for many years to come. o T he 2020 Budget includes educational reimbursement for professional development. 2019 BUDGET OVERVIEW  Ambulance transport fees are re- evaluated and adjusted annually, to ensure the appropriate balance between taxpayer and user support of the service.  A ll ambulances are equipped identically, ensuring the ability to rapidly deploy critical resources in times of need.  T he peak -hours ambulance enhances availability and improves reliability of EMS to meet community needs at minimal expense.  I ncreased utilization of technology resulted in greater control a nd c ompliance monitoring of controlled substances. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 R espond in a timely manner to calls for service, and deliver patients to the hospital expeditiously. Measure 2015 2016 2017 2018 2019 Call volume 2,391 2,467 2,828 1,550 1,828 Response time: En route 1:22 1:25 1:45 1:45 1:49 Response time: To scene 4:20 4:21 4:33 4:36 4:47 Response time: To hospital 20:33 19:24 19:03 18:33 17:57 **Response times are measured in minutes. Q uality training results in improved skills success rate and a better patient experience. Measure 2015 2016 2017 2018 2019 IV success rate 64% 63% 70% 72% 73% First-pass intubation success rate 78% 73% 87% 90% 100% C ouncil Strategic Priority: Dynamic Economy S erve residents and City visitors. Distribute the cost of services between taxpayers and service users. Measure 2015 2016 2017 2018 2019 Ambulance service users 59% 52% 58% 48% 59% Taxpayers 41% 48% 42% 52% 41% 83 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Emergency Medical Services EMERGENCY MEDICAL SERVICES 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Emergency Medical Service 14.00 14.00 14.00 14.00 14.00 - Total Personnel 14.00 14.00 14.00 14.00 14.00 - * 1 FTE is 2,912 hours for paramedics. 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Emergency Medical Service 2,018.4 2,108.3 2,158.9 2,251.6 2,254.6 95.7 Grants & Donations 5.3 26.0 19.0 7.5 4.0 (15.0) Total Expenditures $ 2,023.7 $ 2,134.3 $ 2,177.9 $ 2,259.1 $ 2,258.6 $ 80.7 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 1,487.8 1,729.2 1,780.7 1,775.3 1,775.3 (5.4) Materials & Supplies 452.1 300.6 290.4 368.8 365.3 74.9 Contractual Services 78.3 93.3 95.7 102.7 102.7 7.0 Professional Development 5.5 11.2 11.1 12.3 15.3 4.2 Total Expenditures $ 2,023.7 $ 2,134.3 $ 2,177.9 $ 2,259.1 $ 2,258.6 $ 80.7 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 1,149.6 1,377.4 1,303.8 1,423.3 1,423.3 119.5 Total Expenditures 2,023.7 2,134.3 2,177.9 2,259.1 2,258.6 80.7 Net Operating Result $ (874.1) $ (756.9) $ (874.0) $ (835.8) $ (835.3) $ 38.8 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 84 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 protective services leaders, city administration, and city department leaders to use during emergency events and planned large - scale events. 2020 BUDGET HIGHLIGHTS o Training funds 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 used for emergency sirens. o Funding levels remain the same as 2019. o A communication platform to be utilized by all emergency service departments is being considered in the interest of interoperability. 2019 BUDGET OVERVIEW  There were no reported malfunctions with the emergency sirens requiring any repairs or need for funding.  A joint incident command training session was funded for supervisory staff from police, fire, and EMS departments.  The after-action review of the July 10, 2018 explosion continues to provide lessons learned for training plans and preparedness efforts . 85 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Emergency Management Services EMERGENCY MANAGEMENT 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Emergency Management - - - - - - Total Personnel - - - - - - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Emergency Management 5.0 2.8 10.0 10.0 10.0 - Total Expenditures $ 5.0 $ 2.8 $ 10.0 $ 10.0 $ 10.0 - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Materials & Supplies 5.0 0.3 5.0 5.0 5.0 - Professional Development - 2.5 5.0 5.0 5.0 - Total Expenditures $ 5.0 $ 2.8 $ 10.0 $ 10.0 $ 10.0 - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 5.0 2.8 10.0 10.0 10.0 - Net Operating Result $ (5.0) $ (2.8) $ (10.0) $ (10.0) $ (10.0) - PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 86 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 departm ents in the areas of plumbing and commercial electrical installations and maintenance at City facilities. 2020 B UDGET HIGHLIGHTS o Increase in commercial plan miscellaneous service fees. o Update of commercial plan review fees. o Increase in fire alarm and fire sprinkler permit fees. 2019 BUDGET OVERVIEW  The Building Inspection fee schedule was reviewed and amended to ensure uniformity in fee permits. The revised fee schedule better reflects the cost of providing administrative, plan review an d ins pection services.  S quare footage fees were increased $0.04 per square foot for all new construction, addition, and alteration permits.  F unding and position authority were approved for a full- time Code Official beginning April 1, 2019.  C ontinued high demand for services resulted in continued reliance on staff overtime and seasonal staff expenses PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 C omply with Wisconsin Administrative Code requirements to perform inspections within two business days. Measure 2015 2016 2017 2018 2019* Total Inspections 6,754 6,777 8,909 10,093 5,202 Completed same day 86% 92% 78% 90% 95% Completed within 1 day 7% 5% 13% 6% 2% Completed in 2+ days 7% 3% 9% 4% 3% C alls for Service Statistics Measure 2015 2016 2017 2018 2019* Permit Applications 1,823 1,750 2,264 2,391 1,368 Code Enforcement Cases 396 468 378 252 334 Field Inspections 6,754 6,779 8,909 10,093 5,202 87 City of Sun Prairie 2020 Annual Budget PUBLIC SAFETY Community Development BUILDING INSPECTION 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Building Inspection 5.00 6.00 6.00 6.00 6.00 - Total Personnel 5.00 6.00 6.00 6.00 6.00 - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Building Inspection 570.2 651.4 641.8 685.2 685.2 43.3 Grants & Donations 0.8 - - - - - Total Expenditures $ 571.0 $ 651.4 $ 641.8 $ 685.2 $ 685.2 $ 43.3 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 505.0 583.6 575.0 636.8 636.8 61.7 Materials & Supplies 39.4 48.0 47.6 29.2 29.2 (18.4) Contractual Services 20.8 14.5 14.0 13.0 13.0 (1.0) Professional Development 5.2 5.2 5.2 6.2 6.2 1.0 Capital Items 0.5 - - - - - Total Expenditures $ 571.0 $ 651.4 $ 641.8 $ 685.2 $ 685.2 $ 43.3 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 738.3 643.2 619.5 698.4 698.4 78.9 Total Expenditures 571.0 651.4 641.8 685.2 685.2 43.3 Net Operating Result $ 167.3 $ (8.2) $ (22.4) $ 13.2 $ 13.2 $ 35.6 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 88 PUBLIC WORKS Public Works .............................................................................................. 89 Public Services ........................................................................................... 91 Engineering ................................................................................................ 92 GIS .............................................................................................................. 95 Refuse & Recycling ..................................................................................... 96 Transit ........................................................................................................ 98 Wastewater Treatment Plan .................................................................... 100 Stormwater Utilities ................................................................................. 102 Fleet In-Service ........................................................................................ 104 89 City of Sun Prairie 2020 Annual Budget PUBLIC WORKS Public Services PUBLIC WORKS 2020 B UDGET HIGHLIGHTS o Design of a Public Works Campus o A HAWK pedestrian crossing device for the Main and Rickel intersection and a RRFB pedestrian crossing device for another location on Main Street in the downtown area. o A dd five new bike rakes within the city o R eplace three water fountains in the City Parks system o A multi-department message board for resident communication and emergency operations. o I ncrease cost of application and permit for street occupancy privileges. o I ncrease cost of barricade rental. 2019 BUDGET OVERVIEW  Completed over 4.5 miles of chip sealing in 2019.  I nstall Rapid Response Flashing Beacon at Kroncke and Main.  I nstallation of 11 transit bus stops pads.  R espond to over 15,000 diggers hotline tickets. 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 accurat e 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. PERFORM ANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 Maintain city streets. Measure 2015 2016 2017 2018 2019 Lane Miles of Streets 340 350 380 Pounds of crack filling material 43,200 86,400 86,400 86,400 86,400 Diggers locates marked 4,037 9,951 13,560 15,409 City of Sun Prairie 2020 Annual Budget 90 PUBLIC WORKS Public Services PUBLIC WORKS 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Public Works Administration 3.00 3.00 3.00 1.00 1.00 (2.00) Public Works Operations 8.00 10.00 10.00 10.00 10.00 - Allocated Increase 0.40 0.40 0.40 0.40 0.40 - Allocated (Decrease) (1.40) (2.35) (2.35) (0.95) (0.95) 1.40 Total Personnel 10.00 11.05 11.05 10.45 10.45 (0.60) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Public Works Administration 211.8 231.1 236.9 175.9 175.9 (61.0) Public Works Operations 705.8 1,018.1 1,011.7 1,026.7 1,026.8 15.1 Public Works Snow/Ice Control 391.6 555.9 443.8 452.8 452.8 9.1 Public Works Traffic Control 75.2 88.9 93.9 76.6 76.6 (17.3) Public Works Streets Maint 707.3 809.0 795.0 800.0 778.7 (16.3) Grants & Donations 3.7 1.6 - 3.5 14.0 14.0 Total Expenditures $ 2,095.4 $ 2,704.6 $ 2,581.2 $ 2,535.5 $ 2,524.8 $ (56.4) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 825.6 948.2 902.5 876.8 876.8 (25.7) Materials & Supplies 415.1 736.0 727.8 729.1 737.7 9.9 Contractual Services 825.6 994.5 927.0 906.7 885.5 (41.6) Professional Development 4.1 12.4 10.4 9.3 9.3 (1.0) Capital Items 25.1 13.5 13.5 13.5 15.5 2.0 Total Expenditures $ 2,095.4 $ 2,704.6 $ 2,581.2 $ 2,535.5 $ 2,524.8 $ (56.4) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 1,492.6 1,499.1 1,477.3 1,520.4 1,704.4 227.1 Total Expenditures 2,095.4 2,704.6 2,581.2 2,535.5 2,524.8 (56.4) Net Operating Result $ (602.8) $ (1,205.5) $ (1,103.9) $ (1,015.1) $ (820.4) $ 283.5 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 91 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. 2020 B UDGET HIGHLIGHTS Public Services was a new department created for the 2020 Budget year. Prior to the 2020 Budget, the Public Services Director was located in the Engineering Department’s budget. 2019 BUDGET OVERVIEW During the 2019 Budget year, a Management Analyst position was created to help analyze and manage the operations of the four divisions of Public Services 2018 2019 2 019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Public Services n/a n/a n/a 3.00 3.00 3.00 Allocated Increase - - - 0.60 0.60 0.60 Allocated (Decrease) - - - (0.80) (0.80) (0.80) Total Personnel - - - 2.80 2.80 2.80 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Public Services - - - 195.9 195.9 195.9 Total Expenditures - - - $ 195.9 $ 195.9 $ 195.9 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel - - - 188.7 188.7 188.7 Materials & Supplies - - - 3.0 3.0 3.0 Contractual Services - - - 0.6 0.6 0.6 Professional Development - - - 3.7 3.7 3.7 Total Expenditures - - - $ 195.9 $ 195.9 $ 195.9 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures - - - 195.9 195.9 195.9 Net Operating Result - - - $ (195.9) $ (195.9) $ (195.9) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 92 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, Pave ment Rehabilitation, Sidewalk Installation Program, and the Storm Sewer Extension Programs. Properly designed and constructed projects can result in a longer li fe for improvements and lower maintenance costs. 2020 BUDGET HIGHLIGHTS o The cost to continue budget includes increases in maintenance agreements and communications to reflect current costs in these areas. o Conduct a traffic study in the Prairie Lakes area and a comprehensive Highway Safety Screening Analysis. 2019 BUDGET OVERVIEW  The Department replaced an engineering technician in 2019. 93 City of Sun Prairie 2020 Annual Budget PUBLIC WORKS Public Services ENGINEERING PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 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 City’s Capital Improvement Projects 8 13 10 9 8 CIP Projects size (millions) $5.4 $7.0 $6.5 $11.4 $10.6 New Private Development Projects 8 6 12 8 10 Private Development Size (millions) $5.0 $4.0 $10.0 $4.1 $8.3 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 Total Contracts 8 13 10 11 8 Contracts advertised before March 31 *5 12 10 9 8 Total Contracts/Contracts Inspected by Engineering Dept. 8/7 13/13 10/9 11/9 8/8 *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 Street Projects with 3 Rating or less 0.26 0.65 0.66 2.60 2.28 Street Projects with 4 Rating 0.93 0.93 2.45 1.91 1.02 Street Projects with 5 Rating 0.00 0.25 0.63 0.21 0.49 Street Projects with 6 Rating 0.00 0.00 0.06 0.15 0.25 Street Projects with component requested by Utility Owner and Pedestrian components. Measure 2015 2016 2017 2018 2019 Street Projects with component requested by a Utility Owner 2 2 3 8 6 Street Projects with Pedestrian component 6 9 5 6 7 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 % 3.02% 19.7% 39.05% 27.35% 10.88% *Based on 135.14 miles of rated roadways. There are 4.70 miles of unrated roadways. As of August 12th, 2019. 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). City of Sun Prairie 2020 Annual Budget 94 PUBLIC WORKS Public Services ENGINEERING 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Engineering 7.00 7.00 7.00 6.00 6.00 (1.00) Allocated Increase 0.19 0.19 0.19 0.19 0.19 - Allocated (Decrease) (1.71) (1.71) (1.71) (1.58) (1.58) 0.13 Total Personnel 5.48 5.48 5.48 4.61 4.61 (0.87) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Engineering 647.9 680.5 657.9 549.6 538.3 (119.6) Grants & Donations 0.4 - - - - - Total Expenditures $ 648.3 $ 680.5 $ 657.9 $ 549.6 $ 538.3 $ (119.6) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 582.4 630.8 609.0 486.7 475.4 (133.6) Materials & Supplies 25.8 33.2 32.6 41.9 41.9 9.3 Contractual Services 34.7 5.3 5.3 16.7 16.7 11.5 Professional Development 3.4 8.1 8.0 4.2 4.2 (3.8) Capital Items 1.9 3.0 3.0 0.1 0.1 (2.9) Total Expenditures $ 648.3 $ 680.5 $ 657.9 $ 549.6 $ 538.3 $ (119.6) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 378.8 203.5 399.9 266.7 266.7 (133.2) Total Expenditures 648.3 680.5 657.9 549.6 538.3 (119.6) Net Operating Result $ (269.5) $ (477.0) $ (258.0) $ (282.9) $ (271.6) $ (13.6) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 95 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. 2020 BUDGET HIGHLIGHTS o The GIS department is laying the groundwork for a city - wide asset management system that will provide accurate and easily obtainable information on all public infrastructure in the city. Current staff is making revisions to current ESRI licensing to assure maximum capability with asset management software. 2019 BUDGET OVERVIEW  Increase the main tenance agreements budget due to higher software licensing charges.  The GIS Tech position modified from a LTE position to a full- time permanent position. 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) GIS 1.00 2.00 2.00 2.00 2.00 - Allocated (Decrease) (0.56) (0.56) (0.56) (0.96) (0.96) (0.40) Total Personnel 0.44 1.44 1.44 1.04 1.04 (0.40) *GIS was separated from Information Technology in the 2018 Budget. 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) GIS 111.7 115.0 120.2 122.4 122.4 2.2 Total Expenditures $ 111.7 $ 115.0 $ 120.2 $ 122.4 $ 122.4 $ 2.2 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 86.6 82.3 91.7 92.7 92.7 1.0 Materials & Supplies 23.0 26.0 25.9 25.9 25.9 0.0 Contractual Services 0.1 5.3 0.1 0.1 0.1 - Professional Development 2.0 1.4 2.6 3.8 3.8 1.2 Capital Items - - - - - - Total Expenditures $ 111.7 $ 115.0 $ 120.2 $ 122.4 $ 122.4 $ 2.2 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 111.7 115.0 120.2 122.4 122.4 2.2 Net Operating Result $ (111.7) $ (115.0) $ (120.2) $ (122.4) $ (122.4) $ (2.2) 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 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. 2020 BUDGET HIGHLIGHTS o No notable changes. 2019 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 *2019 data reflects information through July 31, 2019 Measure 2014 2015 2016 2017 2018 2019* Units Collected 9,519 9,627 9,820 9,917 10,192 10,247 Contractor Cost per Unit $11.19 $11.45 $8.90 $9.20 $9.50 $9.80 Recycling Collection (tons) 2,758 2,763 2,584 2,578 2,726 Refuse Collection (tons) 6,736 7,250 7,185 7,494 7,549 Yard Waste Processed (Cu. Yards) 7,544 7,423 5,010 7,494 7,549 Waste Oil (Gallons) 3,992 507 3,615 2,815 97 City of Sun Prairie 2020 Annual Budget SPECIAL REVENUE FUND Public Services REFUSE & RECYCLING 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Refuse And Recycling seasonal seasonal seasonal seasonal seasonal Total Personnel - - - - - - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Refuse And Recycling 1,207.2 1,492.4 1,440.3 1,542.7 1,542.7 102.4 Total Expenditures $ 1,207.2 $ 1,492.4 $ 1,440.3 $ 1,542.7 $ 1,542.7 $ 102.4 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 13.9 26.6 18.7 30.2 30.2 11.5 Materials & Supplies 2.9 34.1 35.9 78.9 78.9 43.1 Contractual Services 1,190.4 1,386.7 1,338.9 1,388.5 1,388.5 49.7 Transfers/Bad Debt - - 1.9 - - (1.9) Capital Items - 45.0 45.0 45.0 45.0 - Total Expenditures $ 1,207.2 $ 1,492.4 $ 1,440.3 $ 1,542.7 $ 1,542.7 $ 102.4 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 1,350.9 1,330.3 1,440.3 1,542.7 1,542.7 102.4 Total Expenditures 1,207.2 1,492.4 1,440.3 1,542.7 1,542.7 102.4 Net Operating Result $ 143.7 $ (162.1) - - - - 2018 2019 2019 2020 2020 Actual Projected Budget Recommend Approved Net Increase / (Decrease) 143.7 (162.1) - - - Fund Balance Applied - - 127.5 196.8 196.8 Beginning Fund Balance 302.7 446.4 446.4 284.3 284.3 Ending Fund Balance $ 446.4 $ 284.3 $ 318.9 $ 87.5 $ 87.5 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s City of Sun Prairie 2020 Annual Budget 98 SPECIAL REVENUE FUND Public Services TRANSPORTATION FUND MISSION Provide affordable and reliable transportation to the citizens of t he City of Sun Prairie. DESCRIPTION Per city ordinance, the Transit Commission consists of six members appointed by the Mayor and approved by the Common Council. There must be one representative from the senior citizen’ s community, one representative from the school district, one representative from the business community, two representatives from the community at la rge, and one member of the common council. The Transit Commission acts as the oversight authority for the taxi and bus services and makes recommendations for changes to all modes of transportation. The Commission receives recommendations from the Bike Sub Committee for all issues related to bike and pedestrian transportation. 2020 BUDGET HIGHLIGHTS o Budget includes funding for a Local Bus Service Study 2019 BUDGET OVERVIEW  One accessible taxi purchased with 5310 grant funding assistance  M etro bus service started within Sun Prairie in August  C onstruction of a park and ride lot on the City’s west side . PERFORMANCE METRICS Council Strategic Priority: Quality City Services & Complete Transportation Network *2019 data reflects information through July 31, 2019 R eport state required performance measures. Measure 2015 2016 2017 2018 2019 Trips/Capita 1.838 1.928 1.963 2.125 1.232 Hours/Capita .783 .819 .804 .855 .929 Trips/Hour 2.347 2.354 2.441 2.460 2.604 Fares/Expense 24.7% 27.9% 27.0% 26.7% 30.5% Expenses/Hour $30.57 $30.57 $30.91 $31.50 $32.35 I ncrease service and availability. Measure 2015 2016 2017 2018 2019 Ridership 58,065 62,433 64,557 72,032 41,748 Fare Revenues $198,067 $207,679 $220,564 $246,673 $158,291 Reduced Fare Applications 155 127 133 128 91 99 City of Sun Prairie 2020 Annual Budget SPECIAL REVENUE FUND Public Services TRANSPORTATION FUND 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Transporation Fund - - - - - - Total Personnel - - - - - - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Transporation Fund - 1,149.9 1,149.9 1,485.7 1,485.7 335.8 Total Expenditures - $ 1,149.9 $ 1,149.9 $ 1,485.7 $ 1,485.7 $ 335.8 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Materials & Supplies - 7.8 7.8 - - (7.8) Contractual Services - 1,142.1 1,142.1 1,485.7 1,485.7 343.6 Total Expenditures - $ 1,149.9 $ 1,149.9 $ 1,485.7 $ 1,485.7 $ 335.8 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - 935.2 864.1 1,137.8 1,137.8 273.7 Transfer In - 298.1 288.8 347.8 347.8 59.0 Total Expenditures - 1,149.9 1,149.9 1,485.7 1,485.7 335.8 Net Operating Result - $ 83.4 $ 3.1 - - $ (3.1) 2018 2019 2019 2020 2020 Actual Projected Budget Recommend Approved Net Increase / (Decrease) - 83.4 3.1 - - Fund Balance Applied - - - - - Beginning Fund Balance - - - 83.4 83.4 Ending Fund Balance - $ 83.4 $ 3.1 $ 83.4 $ 83.4 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s City of Sun Prairie 2020 Annual Budget 100 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. T he collection division is responsible for maintaining and operating over 130 miles of sewer mains ranging in size from 8 -42 inches and 10 lift stations. Maintenance includes scheduled cleaning, repairs and flow monitoring. The goal is to increase service l ife 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 (mg d) 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. 2020 BUDGET HIGHLIGHTS o The department will begin the initial stages of a sizable plant upgrade and will continue with clearwater reduction efforts. o Addition of two summer interns. 2019 BUDGET OVERVIEW  The Wastewater Department continues efforts to identify a nd decrease clearwater from entering the city ’s sewage collection system via televising sanitary sewer lines and lining of leaking sewer lines.  The Wastewater Department has continued its efforts with a contracted engineering firm to develop draft Plans a nd Specifications for a sizable upgrade at the wastewater treatment plant. The focus of the upgrade is to address liquid side capacity issues and meeting future stringent phosphorus limits.  One full time employee added to the department. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 Meet requirements of WPDES Permit compliance schedule for phosphorus treatment. Continue to meet current Permit of 1.4 milligrams/liter (mg/l) and by October 1, 2022 meet Permit limit of 0.075 mg/l. Measure 2015 2016 2017 2018 2019* Meet Monthly Milligram/Liter (mg/l) Permit Requirement for Phosphorus 1.4 1.4 1.4 1.0 1.0 Actual Monthly Average (mg/l) 0.40 0.50 0.45 0.41 0.38 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* Current Average Daily Flow in Million Gallons Per Day (mgd) 3.085 3.986 4.140 3.886 4.199 Plant Daily Capacity in Million Gallons Per Day (mgd) 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* Upgrade Trigger by Clearwater No No No No No 101 City of Sun Prairie 2020 Annual Budget ENTERPRISE FUNDS Public Services WASTEWATER 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Administration 1.00 1.00 1.00 1.00 1.00 - Plant Operations 7.00 7.00 7.00 8.00 8.00 1.00 Collection System 2.00 2.00 2.00 2.00 2.00 - Total Personnel 10.00 10.00 10.00 11.00 11.00 1.00 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Administration 585.7 644.0 679.1 792.0 792.4 113.3 Plant Operations 2,106.5 1,154.0 1,228.0 1,325.3 1,325.3 97.3 Collection System 583.9 313.1 396.8 464.1 464.1 67.3 Replacement Account 224.9 1,415.2 1,393.3 1,588.4 1,588.4 195.1 Debt Service 35.0 103.0 395.1 333.0 333.0 (62.2) Plant Expansion 57.3 122.0 122.3 87.0 87.0 (35.3) Capital Projects 202.0 3,490.1 3,490.1 11,273.6 11,773.6 8,283.5 Total Expenditures $ 3,795.3 $ 7,241.6 $ 7,704.7 $ 15,863.3 $ 16,363.8 $ 8,659.1 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 981.5 1,159.2 1,143.5 1,310.2 1,310.7 167.2 Materials & Supplies 177.3 206.9 234.5 257.9 257.9 23.4 Contractual Services 741.1 1,973.7 2,089.5 1,859.6 1,859.6 (229.9) Insurance 17.8 23.3 17.9 24.3 24.3 6.5 Professional Development 5.5 4.7 7.9 10.7 10.7 2.8 Depreciation 1,406.3 - - - - - Debt Service 224.9 1,415.2 1,393.3 1,588.4 1,588.4 195.1 Capital Items 241.0 2,458.5 2,818.2 10,812.2 11,312.2 8,494.0 Total Expenditures $ 3,795.3 $ 7,241.6 $ 7,704.7 $ 15,863.3 $ 16,363.8 $ 8,659.1 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 7,078.6 5,209.7 8,308.2 15,545.2 16,533.3 8,225.1 Total Expenditures 3,795.3 7,241.6 7,704.7 15,863.3 16,363.8 8,659.1 Net Operating Result $ 3,283.2 $ (2,031.8) $ 603.5 $ (318.1) $ 169.5 $ (434.0) 2018 2019 2019 2020 2020 Actual Projected Budget Recommend Approved Net Increase / (Decrease) 3,283.2 (2,031.8) 603.5 (318.1) 169.5 Fund Balance Applied - - 2,054.9 1,724.3 1,724.3 Beginning Fund Balance 51,431.5 54,714.7 54,714.7 52,682.9 52,682.9 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s City of Sun Prairie 2020 Annual Budget 102 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 y ard 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. 2020 BUDGET HIGHLIGHTS o No notable changes 2019 BUDGET OVERVIEW  Provided $12,300 to promote a Maintenance worker position to Stormwater Crew Leader, in order to provide adequate supervision to Stormwater staff.  Stormwater Maintenance staff continued to train with a preferred vendor to recognize native and invasive species, car e for desirable plants, and remove the undesirable. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 The US Environmental Protection Agency (EPA) approved a Total Maximum Daily Load (TMDL) for the Rock River Basin for phosphorus 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 goals 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% 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% 103 City of Sun Prairie 2020 Annual Budget ENTERPRISE FUNDS Public Services STORMWATER UTILITY 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Stormwater Utility 5.00 5.00 5.00 5.00 5.00 - Allocated Increase 3.53 4.02 4.02 4.52 4.52 0.50 Total Personnel 8.53 9.02 9.02 9.52 9.52 0.50 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Administration 407.9 488.5 499.6 532.7 542.7 43.1 Maintenance 1,543.6 574.3 566.3 612.3 612.3 46.0 Street Cleaning 38.6 40.2 41.6 60.5 60.5 18.9 Erosion Control - - - - - - Debt Service 275.8 1,045.3 963.7 1,438.6 1,438.6 474.9 Capital Projects 30.4 2,485.4 5,880.7 4,976.1 5,276.1 (604.7) Total Expenditures $ 2,296.4 $ 4,633.7 $ 7,951.9 $ 7,620.1 $ 7,930.1 $ (21.8) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 657.9 760.6 771.2 840.4 850.4 79.3 Materials & Supplies 134.2 122.4 106.4 119.8 119.8 13.4 Contractual Services 254.4 243.9 348.1 250.2 250.2 (97.8) Insurance 0.9 3.7 3.5 1.2 1.2 (2.3) Professional Development 0.8 2.3 3.6 4.6 4.6 1.0 Depreciation 971.7 - - - - - Debt Service 275.8 1,045.3 963.7 1,438.6 1,438.6 474.9 Capital Items 0.6 2,455.4 5,755.4 4,965.2 5,265.2 (490.2) Total Expenditures $ 2,296.4 $ 4,633.7 $ 7,951.9 $ 7,620.1 $ 7,930.1 $ (21.8) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 5,686.3 3,444.9 8,320.6 8,545.6 9,270.6 950.0 Total Expenditures 2,296.4 4,633.7 7,951.9 7,620.1 7,930.1 (21.8) Net Operating Result $ 3,389.9 $ (1,188.8) $ 368.7 $ 925.5 $ 1,340.5 $ 971.8 2018 2019 2019 2020 2020 Actual Projected Budget Recommend Approved Net Increase / (Decrease) 3,389.9 (1,188.8) 368.7 925.5 1,340.5 Fund Balance Applied - - 113.5 5,184.8 5,173.1 Beginning Fund Balance 42,479.1 45,869.0 45,869.0 44,680.2 44,680.2 Ending Fund Balance $ 45,869.0 $ 44,680.2 $ 46,124.2 $ 40,420.8 $ 40,847.5 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s City of Sun Prairie 2020 Annual Budget 104 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 evaluat es 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. 2020 BUDGET HIGHLIGHTS o Purchase an aerial lift to support a safer, more efficient productivity 2019 BUDGET OVERVIEW  The size of the city fleet increased by five vehicles. PERFORMANCE METRICS Council Strategic Priority: Quality City Services *2019 data reflects information through July 31, 2019 Preventive maintenance comprises 80% of all service on city vehicles and equipment. Measure 2014 2015 2016 2017 2018 2019 Work Orders 737 1,011 933 1,171 860 539 Preventive Maintenance % 70% 78% 73% 75% 74% 76% Outside Repair Costs $2,777 $9,947 $27,295 $22,010 $44,119 $33,806 Total Repair Costs $198,300 $225,936 $380,994 $423,038 $776,763 $442,727 105 City of Sun Prairie 2020 Annual Budget IN-SERVICE FUNDS Public Services FLEET IN-SERVICE 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Fleet Inservice Fund 4.00 4.00 4.00 4.00 4.00 - Allocated Personnel (0.40) (0.40) (0.40) (0.40) (0.40) - Total Personnel 3.60 3.60 3.60 3.60 3.60 - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Administration 25.1 28.9 24.7 27.2 27.2 2.5 Fleet Operations 683.3 749.6 609.3 669.5 669.4 60.2 Debt Service 54.7 264.6 276.9 386.6 386.6 109.7 Capital Projects 657.6 1,729.6 1,586.4 628.1 645.9 (940.6) Total Expenditures $ 1,420.7 $ 2,772.7 $ 2,497.2 $ 1,711.4 $ 1,729.1 $ (768.1) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 281.5 313.2 312.1 311.3 311.3 (0.9) Materials & Supplies 368.0 399.1 253.7 312.3 312.2 58.5 Contractual Services 31.0 35.7 41.1 43.8 43.8 2.7 Insurance 27.7 28.9 24.7 27.2 27.2 2.5 Professional Development 0.2 1.7 2.3 2.2 2.2 (0.2) Depreciation 652.6 - - - - - Debt Service 54.7 264.6 276.9 386.6 386.6 109.7 Capital Items 5.0 1,729.6 1,586.4 628.1 645.9 (940.6) Total Expenditures $ 1,420.7 $ 2,772.7 $ 2,497.2 $ 1,711.4 $ 1,729.1 $ (768.1) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 1,382.0 1,645.3 2,606.9 2,402.8 1,817.3 (789.6) Total Expenditures 1,420.7 2,772.7 2,497.2 1,711.4 1,729.1 (768.1) Net Operating Result $ (38.7) $ (1,127.4) $ 109.6 $ 691.4 $ 88.2 $ (21.4) 2018 2019 2019 2020 2020 Actual Projected Budget Recommend Approved Net Increase / (Decrease) (38.7) (1,127.4) 109.6 691.4 88.2 Fund Balance Applied - - 125.8 539.7 31.3 Beginning Fund Balance 4,934.4 4,895.7 4,895.7 3,768.3 3,768.3 Ending Fund Balance $ 4,895.7 $ 3,768.3 $ 4,879.6 $ 3,920.0 $ 3,825.3 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s FUND BALANCE $ in '000s City of Sun Prairie 2020 Annual Budget 106 HEALTH & HUMAN SERVICES Colonial Club ............................................................................................ 107 Youth & Families ...................................................................................... 108 YMCA ....................................................................................................... 109 Community Schools ................................................................................. 110 Cemetery ................................................................................................. 111 107 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 div erse selection of programming options for today’s active senior. 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, United Way funds, grants, and Medicaid-related funding for select services 2020 BUDGET HIGHLIGHTS o Increase Colonial Club funding by additional $10,000 to continue to serve Sun Prairie residents. 2019 BUDGET OVERVIEW  Funding increased from $190,000 to $200,000 in the 2019 budget. The increased funding addressed growth in case management and transportation services. . 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Colonial Club - - - - - - Total Personnel - - - - - - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Colonial Club 190.0 200.0 200.0 210.0 210.0 10.0 Total Expenditures $ 190.0 $ 200.0 $ 200.0 $ 210.0 $ 210.0 $ 10.0 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Contractual Services 190.0 200.0 200.0 210.0 210.0 10.0 Total Expenditures $ 190.0 $ 200.0 $ 200.0 $ 210.0 $ 210.0 $ 10.0 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 190.0 200.0 200.0 210.0 210.0 10.0 Net Operating Result $ (190.0) $ (200.0) $ (200.0) $ (210.0) $ (210.0) $ (10.0) PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 108 HEALTH & HUMAN SERVICES Health & Human Services YOUTH & FAMILY COMMISSION MISSION Enhance the quality of life for the residents of Sun Prairie. The Youth and Families Commission seeks to promote healthy behaviors, lifestyles, and community conditions that empower people to be self - sustaining, contributing members of their families, schools, work places, and community. DESCRIPTION The Youth and Families Commission was established under Chapter 2.60 in the city's municipal code of ordinances. The commission is comprised of seven adult members, four youth members, one adult alternate, and one youth alternate. One adult member serves as 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. 2020 B UDGET HIGHLIGHTS o Establishing a City Council approved collaborative that will address the issues of bullying and harassment across Sun Prairie o Continue representation on the SunRISE Collaborative planning, communication and housing teams o Continuing support for the Multicultural Fair 2019 BUDGET OVERVIEW  During 2019, the Youth and Families Commission continued its work on “Building Neighborhoods”, in conjunction with the Parks and Rec Department’s Navigators Program. The Commission assisted with the sponsorship of a Meet and Greet in the Rolling Prairie neighborhood, an Easter egg hunt and Juneteenth celebration in the VandenBurg neighborhood.  A dditionally, the September 2019 Multicultural Fair has been a focus. The Commission is a major funder and its members are working on planning the fair. 2018 2019 2019 2020 2020 I ncrease Actual Projected Budget Recommend Approved (Decrease) Youth & Families - - - - - - Total Personnel - - - - - - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Youth & Families 2.6 6.8 16.8 8.0 8.0 (8.8) Total Expenditures $ 2.6 $ 6.8 $ 16.8 $ 8.0 $ 8.0 $ (8.8) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 1.4 2.1 2.1 2.2 2.2 0.2 Materials & Supplies 0.8 2.5 2.5 2.5 2.5 - Contractual Services 0.1 1.6 12.0 3.0 3.0 (9.0) Professional Development 0.2 0.7 0.3 0.3 0.3 - Total Expenditures $ 2.6 $ 6.8 $ 16.8 $ 8.0 $ 8.0 $ (8.8) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 2.6 6.8 16.8 8.0 8.0 (8.8) Net Operating Result $ (2.6) $ (6.8) $ (16.8) $ (8.0) $ (8.0) $ 8.8 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 109 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 through a contract with the Sun Prairie Area School District. The Youth 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. 2020 BUDGET HIGHLIGHTS o No notable changes. 2019 BUDGET OVERVIEW  No notable changes. 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Youth Programs - - - - - - Total Personnel - - - - - - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Youth Programs 45.0 145.0 145.0 115.0 115.0 (30.0) Total Expenditures $ 45.0 $ 145.0 $ 145.0 $ 115.0 $ 115.0 $ (30.0) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Contractual Services 45.0 145.0 145.0 115.0 115.0 (30.0) Total Expenditures $ 45.0 $ 145.0 $ 145.0 $ 115.0 $ 115.0 $ (30.0) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 45.0 145.0 145.0 115.0 115.0 (30.0) Net Operating Result $ (45.0) $ (145.0) $ (145.0) $ (115.0) $ (115.0) $ 30.0 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 110 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. 2020 BUDGET HIGHLIGHTS o Maintains funding from 2019 2019 BUDGET OVERVIEW  $90,000 to cover partial salary and benefit costs of Site Coordinators at: o Westside Elementary o Prairie Phoenix Academy o CH Bird Elementary  $10, 000 for Camp Buena Vista to serve at least 30 students at Westside Elementary during the summer of 2020 PERFORMANCE METRICS Council Strategic Priority: Human Services *2019 data reflects information through July 31, 2019 Increase student achievement for students of color and students qualifying for Free and Reduced Meals. Measure 2017 Percentage of students with proficient scores in Language Arts FORWARD Exam. 21% Westside Students of Color Low Income Students 21% Percentage of students with proficient scores in Math FORWARD Exam. Westside Students of Color 23% Low Income Students 16% Percentage of Prairie Phoenix Academy Students on Track for On Time Graduation % of Prairie Phoenix Academy Students on Time 46% *Patrick Marsh and CH Bird will be added this year R educe Chronic Absenteeism Measure 2017 2018 2019 Percentage of students missing 10% or more of school Westside Elementary 17% 18% N/A Prairie Phoenix Academy 83% 89% N/A *Patrick Marsh and CH Bird will be added this year Create a sense of family connectedness to the school and community Measure 2017 2018 2019 Percentage of families reporting they feel that they belong as part of the school community Westside Elementary N/A 85% N/A Prairie Phoenix Academy N/A 100% N/A Percentage of families reporting they feel welcome at the school Westside Elementary N/A 82% N/A Prairie Phoenix Academy N/A 100% N/A *Patrick Marsh and CH Bird will be added this year 111 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 c ity has provided funding to the Sun Prairie Cemetery Association since 2001 to enable the cemetery to maintain the appearance and accessibility of this historic cemetery. City funds supplement traditional cemetery income sources such as plot sales and burial fees. 2020 BUDGET HIGHLIGHTS o No noticeable changes. 2019 BUDGET OVERVIEW  The City continued its support by allocating $10,000 to the cemetery. 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Cemetery - - - - - - Total Personnel - - - - - - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Cemetery 9.5 10.0 10.0 10.0 10.0 - Total Expenditures $ 9.5 $ 10.0 $ 10.0 $ 10.0 $ 10.0 - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Contractual Services 9.5 10.0 10.0 10.0 10.0 - Total Expenditures $ 9.5 $ 10.0 $ 10.0 $ 10.0 $ 10.0 - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues - - - - - - Total Expenditures 9.5 10.0 10.0 10.0 10.0 - Net Operating Result $ (9.5) $ (10.0) $ (10.0) $ (10.0) $ (10.0) - PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 112 113 City of Sun Prairie 2020 Annual Budget City of Sun Prairie 2020 Annual Budget 114 CULTURE & RECREATION Historical Museum ................................................................................... 115 Recreation ............................................................................................... 117 Family Aquatic Center .............................................................................. 120 Parks Maintenance .................................................................................. 123 Sun Prairie Media Center ......................................................................... 125 Park Fund ................................................................................................. 128 Library ...................................................................................................... 130 Tourism Commission ............................................................................... 134 115 City of Sun Prairie 2020 Annual Budget CULTURE & RECREATION Public Services HISTORICAL MUSEUM MISSION Preserve and interpret the history of Sun Prairie and the surrounding area in order to effectuate a community which understands and has pride in its past. DESCRIPTION The museum provides a wide range of services to the community, under the leadership of a full- time Museum Director. These services include changing exhibits to provide a fresh, new display of art, artifacts, manuscripts, photographs and educational materials of interest to visitors. The museum preserves all donations to the collect ion in climate controlled storage and monitors temperature and humidity on a regular schedule to prevent damage to items in the collection. An accessioning process is in place to record, label, number, and store items donated to the museum. The museum currently has 2-3% of its collection on display. The museum was closed from July 10, 2018 through July 14, 2019 when it partially reopened during construction. Staff focused on facility issues, satellite exhibits, and a variety of programming in the spring and summer and an initial set of three exhibits to reopen the museum to the public. 2020 BUDGET HIGHLIGHTS o Become a partner with Destination Madison to increase advertising for the museum and raise its visibility. o Continue working with an exhibit planning and design consultant to raise the level of professionalism for the exhibits in the museum. o Become a local history affiliate with the Wisconsin Historical Society. 2019 BUDGET OVERVIEW  The museum received additional money from the City Council t o address multiple deferred maintenance issues with the museum building going back 30 years or more, and replaced its elevator lift and addressed other ADA issues.  Museum staff worked with an exhibit planning and design consultant to create two exhibits displayed at the July 14, 2019 reopening.  The museum created an Education Collection consisting of antiques similar to those found in the museum ’s permanent collection. The reasoning for this is to preserve the Permanent Collection items that the museum has but allow visitors to handle and be hands on with the Education Collection and learn history in a new way. PERFORMANCE METRICS Council Strategic Priority: Downtown & Central Corridor Vibrancy *2019 data reflects information through July 31, 2019 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* Total Number of Visitors 1,067 2,886 3,642 350 200 Council Strategic Priority: Quality City Services The Sun Prairie Historical Museum & Library 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* Total Number of Volunteers N/A N/A N/A 15 25 Total Volunteer Hours** N/A N/A N/A N/A 126 **Total number of volunteer hours has not been tracked in previous years City of Sun Prairie 2020 Annual Budget 116 CULTURE & RECREATION Public Services HISTORICAL MUSEUM 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Historical Museum 1.00 1.00 1.00 1.00 1.00 - Total Personnel 1.00 1.00 1.00 1.00 1.00 - 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Historical Museum 43.6 119.2 122.5 102.1 102.1 (20.5) Grants & Donations 1.0 20.0 7.0 7.0 7.0 - Total Expenditures $ 44.6 $ 139.2 $ 129.5 $ 109.1 $ 109.1 $ (20.5) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 31.2 66.3 70.8 72.0 72.0 1.2 Materials & Supplies 6.1 32.7 19.6 18.6 18.6 (1.0) Contractual Services 6.5 11.7 11.7 12.3 12.3 0.6 Professional Development 0.2 1.2 0.8 1.2 1.2 0.4 Capital Items 0.6 27.3 26.7 5.0 5.0 (21.7) Total Expenditures $ 44.6 $ 139.2 $ 129.5 $ 109.1 $ 109.1 $ (20.5) 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 1.1 22.1 7.0 9.0 9.0 2.0 Total Expenditures 44.6 139.2 129.5 109.1 109.1 (20.5) Net Operating Result $ (43.5) $ (117.1) $ (122.5) $ (100.1) $ (100.1) $ 22.5 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s 117 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 and Recreation Department consists of four divisions: Administration, Recreation Services, Family Aquatic Center, and the Historical Museum. The Administration Division coordinates, monitors, and manages the four divisions to form a system of services that is 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 and Recreation Department also works in cooperation with the Parks and Forestry Division to 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. 2020 BUDGET HIGHLIGHTS o Increasing the number of internal programs and reducing the number of vendor programs to control program quality and better align with community needs. o Utilizing Program Specialists in a dual role of program coordination and program instruction to better support Rec reation operational needs. o Reallocating a portion of professional services budget for programming towards Concerts in the Park Series performance budget. o Expansion of programs. o Expansion of Neighborhood Navigators. o Creation of a position to manage all community events. o Increase in program specialist hours. 2019 BUDGET OVERVIEW  Provided funding and position authority for a part -time administrative assistant.  Implemented a new registration system, RecPro, allowing for an enhanced customer experience and more accurate reporting.  Expanded Movies and Concerts in the Park series to include additional events.  Created a special revenue fund to track revenue and expenditures of new programs.  Began Master Planning process to address the FAC and Sheehan Park. City of Sun Prairie 2020 Annual Budget 118 SPECIAL REVENUE FUND Public Services RECREATION PERFORMANCE METRICS Council Strategic Priority: Quality City Services & Human Services *2019 data reflects information through July 31, 2019 Provide programs, services, and activities that are high quality and relevant to the community’s needs. The Parks and Recreation Department strives to achieve a rating of 90% or more of returned surveys reporting their overall sa tisfaction with the program, department and registration process as “Good” or “Very Good.” Measure 2015 2016 2017 2018 2019 Number of Evaluations Distributed 3,096 2,953 2,893 4606 649 Number of Evaluations Returned 730 585 493 432 215 Return Rate 24% 20% 17% 9% -- Percentage of Evaluations reporting “Good” or “Very Good” Overall Satisfaction 95% 94% 96% 91% 80% 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 Total Number of Enrollments 5,233 4,986 4,983 4,661 3,209 Total Number of Programs Offered 595 629 642 523 528 Total Number of Programs Cancelled due to low or no enrollment 87 85 118 116 115 Program Success Rate 85% 86% 82% 78% 79% Maintain a fiscally responsible Parks and Recreation Department In 2019, 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. 2019 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 General Fund Cost Recovery 113% 108% 96% 94% 96% 125% Total General Fund Subsidy/Surplus $20,563 $13,461 $7,543 $10,768 $9,725 $20,622 Special Revenue Cost Recovery n/a n/a n/a n/a n/a 151% Total Special Revenue Contribution $10,730 Note: The goal is to offset program specific costs with program fees. There are general park and recreation administration expenses not allocated to a specific p rogram 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 Collaborative Partnerships 13 16 21 21 34 41 119 City of Sun Prairie 2020 Annual Budget SPECIAL REVENUE FUND Public Services RECREATION 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Park & Rec Administration 3.00 3.50 3.50 4.75 4.75 1.25 Adult Programs - - - - - - Preschool Programs - - - - - - Youth Programs - - - - - - Teen Programs - - - - - - Concerts & Special Events - - - - - - Family & Misc Programs - - - - - - Total Personnel 3.00 3.50 3.50 4.75 4.75 1.25 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Park & Rec Administration 274.4 365.7 356.1 417.5 414.2 58.0 Adult Programs 120.6 49.9 54.6 55.1 55.1 0.5 Preschool Programs 84.6 43.6 44.6 47.8 47.8 3.2 Youth Programs - 82.1 105.0 100.9 106.7 1.8 Teen Programs - 9.0 19.8 9.9 9.9 (10.0) Concerts & Special Events 6.7 9.0 7.3 94.5 94.5 87.1 Family & Misc Programs - 155.9 173.4 16.8 16.8 (156.6) Grants & Donations 3.3 22.5 20.8 37.3 37.3 16.4 Transfers - - - 6.7 6.7 6.7 Total Expenditures $ 489.7 $ 737.6 $ 781.8 $ 786.4 $ 788.9 $ 7.2 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Personnel 366.7 451.4 463.8 631.8 637.5 173.7 Materials & Supplies 48.6 209.7 58.0 46.9 48.2 (9.8) Contractual Services 68.7 70.1 253.3 92.6 88.1 (165.2) Professional Development 5.0 6.4 6.7 8.5 8.5 1.8 Capital Items 0.8 - - - - - Total Expenditures $ 489.7 $ 737.6 $ 781.8 $ 786.4 $ 788.9 $ 7.2 2018 2019 2019 2020 2020 Increase Actual Projected Budget Recommend Approved (Decrease) Total Revenues 203.6 195.9 272.1 322.9 322.9 50.8 Transfer In - - - 36.6 36.6 36.6 Total Expenditures 489.7 737.6 781.8 786.4 788.9 7.2 PERSONNEL BY DIVISION EXPENDITURES BY DIVISION $ in '000s EXPENDITURES BY CATEGORY $ in '000s OPERATING RESULTS $ in '000s City of Sun Prairie 2020 Annual Budget 120 CULTURE & RECREATION Public Services FAMILY AQUATIC CENTER MISSION To provide a safe and clean aquatic facility with high-quality programs and services that enhance the quality of life for all those who live, work, play, and visit Sun Prairie. DESCRIPTION Each summer, thousands of individuals participate in aquatics programs at the Family Aquatics Center. Aquatics programs include open swim, swimming lessons, swim team, lap swimming, water fitness classes, specialty classes, special events and private group rentals. A seasonal Aquatics Supervisor manages and oversees the Family Aquatic Center during the sum