2019-2020 Final BudgetFISCAL YEAR 2019-2020
CITY OF KALISPELL
MONTANA
FINAL
BUDGET DOCUMENT
CITY OF KALISPELL FINAL BUDGET INDEX - FY2020 CITY MANAGER BUDGET MESSAGE: ............................................................................................. i - x EXHIBITS: ............................................................................................................................................ 1 – 23 GENERAL FUND: 1000 GENERAL FUND REVENUE AND SUMMARY ........................................................................ i – ii 1000 GENERAL FUND APPROPRIATION SUMMARY ................................................................. iii – iv 1000 GENERAL GOVERNMENT OPERATIONS CHART………………………………………………..v 400 GENERAL GOVERNMENT ................................................................................................................... 1 401 CITY MANAGER .................................................................................................................................... 2 401 HUMAN RESOURCES ........................................................................................................................... 3 402 CITY COUNCIL ...................................................................................................................................... 4 402 CITY CLERK ........................................................................................................................................... 5 403 FINANCE ................................................................................................................................................. 6 404 CITY ATTORNEY .................................................................................................................................. 7 406 CITY COURT .......................................................................................................................................... 8 410 PUBLIC WORKS ADMINISTRATION ................................................................................................. 9 412 CITY FACILITIES MAINTENANCE .................................................................................................. 10 413 POLICE .......................................................................................................................................... 11 – 14 416 FIRE DEPARTMENT.................................................................................................................…... 15 420 PLANNING & ZONING DEPARTMENT ............................................................................................ 16 480 COMMUNITY DEVELOPMENT ......................................................................................................... 17 1001 ON-BEHALF PAYMENTS-RETIREMENT ....................................................................................... 18 SPECIAL REVENUE FUNDS: PUBLIC SAFETY: 2230 AMBULANCE ................................................................................................................................. 1 – 3 2956 FIRE GRANTS ...................................................................................................................................... 4 2957 HAZMAT GRANT ................................................................................................................................ 5 2399 PUBLIC SAFETY IMPACT FEE FUND ........................................................................................ 6 - 7 2915 HOMELAND SECURITY STONEGARDEN GRANT ........................................................................ 8
2916 DRUG ENFORCEMENT GRANT ........................................................................................................ 9 2919 LAW ENFORCEMENT BLOCK GRANT .................................................................................. 10 - 11 2394 BUILDING CODE ENFORCEMENT ......................................................................................... 12 – 14 PUBLIC WORKS: 2400 LIGHT MAINTENANCE ............................................................................................................ 15 – 18 2420 GAS TAX ..................................................................................................................................... 19 – 20 2421 BaRSAA……………………………………………………………………………………………….21 2500 SPECIAL STREET MAINTENANCE/ STREET DEPT. / SIGN & SIGNAL ............................ 22 - 28 2825 MACI GRANT .................................................................................................................................... 29 PARKS: 2210 PARK IN LIEU .................................................................................................................................... 30 2215 PARKS REVENUE AND FUND SUMMARY ................................................................................... 31 436 PARKS MAINTENANCE………………………………………………………………………..32 - 34 440 ATHLETIC COMPLEX....................................................................................................................... 35 431 RECREATION PROGRAMS .............................................................................................................. 36 448 YOUTH CAMPS.................................................................................................................................. 37 445 AQUATIC FACILITY ......................................................................................................................... 38 2600 URBAN FORESTRY DISTRICT/2601 DEVELOPER TREES.................................................. 39 - 41 COMMUNITY DEVELOPMENT: 2880 COMMUNITY DEVELOPMENT LOAN REVOLVING ................................................................... 42 2881 COMMUNITY DEVELOPMENT LOAN REVOLVING #2 .............................................................. 43 2886 COMMUNITY DEVELOPMENT MISCELLANEOUS ............................................................. 44 - 45 2887 RURAL DEVELOPMENT GRANT .................................................................................................... 46 2888 RURAL DEVELOPMENT GRANT #2 ............................................................................................... 47 2953 EPA BROWNFIELDS ASSESSMENT GRANT……………………………………………………..48 2955 EPA BROWNFIELDS RWVOLVING LOAN FUND ........................................................................ 49 2991 TIGER GRANT………………………………………………………………………………………..50 TIFS & OTHER: 2185 TAX INCREMENT-AIRPORT .................................................................................................. .51 - 52 2188 TAX INCREMENT-WESTSIDE ................................................................................................. 53 - 54
2310 OLD SCHOOL STATION TECHNOLOGY TIF ................................................................................ 55
2311 OLD SCHOOL STATION INDUSTRIAL TIF ................................................................................... 56
2312 GLACIER RAIL PARK TEDD………………………………………………………………………. 57
2372 HEALTH FUND-PERMISSIVE LEVY .............................................................................................. 58
DEBT SERVICE FUNDS:
DEBT SERVICE SUMMARY........................................................................................................................ 1
CAPITAL PROJECT FUNDS:
4290 SIDEWALK AND CURB CONSTRUCTION ...................................................................................... 2
ENTERPRISE FUNDS:
5210 WATER OPERATIONS / BILLING .............................................................................................. 1 – 8
5211 WATER SYSTEM IMPACT FEES………………………………………………………………...9 - 10
5310 SEWER OPERATIONS / BILLING ............................................................................................ 11 - 18
5310 WASTEWATER TREATMENT PLANT ................................................................................... 19 – 23
5311 SEWER SYSTEM IMPACT FEES………………………………………………………………24 - 25
5349 STORM SEWER .......................................................................................................................... 26 – 31
5348 STORM SEWER SYSTEM IMPACT FEES…………………………………………………….32 - 33
5510 SOLID WASTE............................................................................................................................ 34 – 37
INTERNAL SERVICE FUNDS:
6010 CENTRAL GARAGE ................................................................................................................... 1 - 4
6030 INFORMATION TECHNOLOGY ............................................................................................... 5 - 8
COMPONENT UNITS:
7855 TOURISM BUSINESS IMPROVEMENT DISTRICT ................................................................. 1 - 27
2701 BUSINESS IMPROVEMENT DISTRICT ................................................................................. .28 - 33
FIVE YEAR CAPITAL IMPROVEMENT PLAN:
GENERAL FUND, AMBULANCE, BUILDING, & SPECIAL STREET MAINTENANCE ...................... 1
PARKS, FORESTRY, AIRPORT, & WATER ............................................................................................... 2
SEWER, WASTE WATER TREATMENT PLANT, STORM & SOLID WASTE ....................................... 3
CENTRAL GARAGE & INFORMATION TECHNOLOGY ........................................................................ 4
i
City of Kalispell
OFFICE OF THE CITY MANAGER
201 First Avenue East
Kalispell, MT 59901
April 26, 2019
Honorable Mayor Mark Johnson
Members of the Kalispell City Council
PO Box 1997
Kalispell, MT 59903
Mayor and Council,
It is my pleasure to submit for your consideration, the Fiscal Year 2020 proposed budget for all
municipal operations. This letter serves as the budget message for this proposal and outlines
the nature of the budget plan for the coming year. This year’s budget is marked by the
completion efforts for the CORE Area redevelopment project. As has been discussed during the
planning and preparation of the project, valuations in the Westside TIF have decreased
significantly since the award of the TIGER grant. Previous budgets started mitigating that impact
by setting aside funding in a dedicated capital line item, and taking a conservative approach
with our revenue/expenditure balance. That preparation and an additional use of reserves have
been included in this year’s budget to complete the project.
Even though much of the focus has been on this expenditure item, the proposed budget
remains steadfast in providing services and setting the foundation for advancements in service
delivery processes. This is demonstrated in the areas of succession planning, capital
improvements, and technology improvements. While the organization was conservative in
personnel additions and requested appropriations, the importance of improving our service
delivery function was not neglected.
The Council has spent significant time and effort over the past several years with the initiation
and adoption of our growth policy, community plans, and capital facility plans. This provides a
clear nexus between the policy of the governing body and the implementation at the staff level.
The annual budget is the extension of this effort, placing those policies in action and providing
future direction for the organization.
I am pleased to present the FY20 proposed budget and am comfortable in the recommended
appropriations, the expected service levels resulting from this funding distribution, and the
efforts to position our services into the future. The ten pages of the transmittal letter are not
intended to identify all the specifics of the budget document, but rather provide an overview of
the revenues and expenditures, fund levels, unique attributes impacting the budget, and
significant budget related activities of the organization. Moreover, as changes will be
implemented between the preliminary budget and final adoption, numbers in this document may
be different than the numbers in the budget document itself.
ii
ACCOMPLISHMENTS IN 2018 AND 2019
As the FY20 budget is proposed, it is appropriate to return to recent municipal activity to review
the accomplishments of recent budgets as they frequently provide the history that leads to our
current activities. While the listed items are only a sample of the improvements and respective
accomplishments, they do represent a concerted effort across departments for the improvement
of services offered by the City of Kalispell.
¾ Following Council adoption of the assessment structure and contracting plan for the
backlog of tree removals and pruning, two years ago, our forestry efforts have led to the
following:
o Trees removed: 270
o Trees pruned: 3,679
o Stumps removed: 250;
¾ In 2017, the Council initiated a K9 unit in our law enforcement division. Since January of
2018, this effort has yielded the following:
o Canine Deployments: 71
o Community presentations: 103
o Search Warrants: 45;
¾ The following is a list of activities relative to
the TIGER grant and CORE Area
redevelopment:
x The Glacier Rail Park has
been completed
x B3 Zoning has been
implemented throughout the
CORE area
x Portions of the CORE area
have been designated as an Opportunity Zone, allowing for financial
advantages within the area for investors
x CHS is well into the construction of a new facility
x Northwest Drywall is anticipated to complete its construction in late
summer
x The trail design effort has been taking place this past year with a
community assembled team
x Bonding for revenue from the West Side Tax Increment District has been
completed
x A tentative agreement has been completed with the railroad to acquire an
easement for rail-banking the existing line in accordance with interim trail
uses by the Surface Transportation Board. This agreement is anticipated
to come before Council for final approval. It will then be placed in escrow,
awaiting service discontinuation in the CORE area;
¾ The West Side Interceptor project is nearly complete. This project will
provide capacity and development opportunities for areas to the West
and North that were facing limitations due to the sizing of
infrastructure. Work has been completed on all phases, with the
iii
exception of completing some of the work under the bypass that had to be redesigned
due to soil consolidations.
¾ Following years of discussion, various development options, and a visioning process
with the update of the South Kalispell Urban Renewal Plan, the Council completed the
transfer to the Airport Users Association for management and maintenance
responsibilities of the municipal airport. The user association has been operating the
airport for over a year and has initiated the effort to make improvements as identified in
the Master Lease. It is anticipated that these improvements will be completed during
Fiscal Year 2020 in order to leverage funding from the Tax Increment Financing District,
according to the agreement between the City and the User’s association;
¾ Council has adopted updates to the following plans to aid in the guidance of municipal
growth and operations:
o Stormwater Facility Plan
o Wastewater Facility Plan
o Water Facility Plan
o Growth Policy
o Impact fee reports
o Water and Sewer rate study (currently in progress)
o South Kalispell Urban Renewal Plan Update
o Standards for Design and Construction Updates
o Review of Emergency Medical Services
o Downtown Urban Renewal Plan (see below)
¾ Council adopted the Kalispell Downtown Plan to
provide a vision for the future of the downtown.
Some of the items that have been initiated based
on the goals of the plan include:
o Creation of a Tax Increment Financing
District
o Adopting parking management strategies
and standards
o Working with the Montana Department of
Transportation on an updated Transportation Plan for the City of Kalispell
o Amending our City Code for entrance corridor management
¾ The City has continued its legislative efforts at the Federal and State levels. This
included participating with the State of Montana and Flathead County on a joint effort to
apply for funds to the Federal Build Grant program (replacement of the TIGER program).
In addition to serving as the lead agency on the application to enhance capacity of the
Bypass, we also led efforts to inform our Senators and Congressman in Washington
D.C., and respective Federal agency representatives, of the importance of this project
and how it interacts with goals of the program. We ultimately received the BUILD award
and anticipate the State of Montana will begin construction on the Bypass project during
this fiscal year.
¾ Council has continued its membership in the Montana Infrastructure Coalition, the
Montana League of Cities and Towns, and the National League of Cities and Towns.
Participation in the National League of Cities and Towns has been incorporated into the
orientation process for council members following respective elections.
iv
PROPOSED FY20 BUDGET AT A GLANCE
Major highlights and conditions of the proposed FY20 budget include the following:
¾ Property tax is the primary source of revenue for the general fund. It is limited to
increases through new growth and the allowable inflationary index as identified in state
statutes. Projecting property taxes is a difficult assumption to make as final valuations
are not released until August. Reviewing new additions to county records, however, we
feel comfortable with the forecast applied to the revenue projections;
¾ Impact fees within the enterprise funds have been segregated to their own funds, rather
than identified as individual line items, or sub sections of another fund. Hopefully, this
will provide a simpler review of the impact fees accounts, projects, etc.;
¾ A fund analysis is incorporated for many of our operational funds. This graphic
representation is an estimate of the funds health for the upcoming three years and will
aid in a quick review of trends of the fund and the respective level of attention we may
want to provide in respect to its balance.
¾ This year’s budget was developed with a focus to complete the CORE Area
Redevelopment project. In FY2016 we recognized the decreased valuation in our
Westside Tax Increment District. In planning for the redevelopment project, we had
initially anticipated about $800,000 a year in this fund to meet the obligations of the
grant. With the decreased valuation, we have been planning for the financial ability to
finish this project. To that end, in this year’s budget, we are incorporating the following
actions to complete the project:
o Transferring $700,000 from the amount dedicated to capital into the Westside
TIF fund,
o Reducing the amount of our reserves by transferring an additional $600,000 into
the Westside TIF. Our reserves are estimated at 14% of revenues, rather than
the set policy amount of 20%. I anticipate being able to be back at 20% in two or
three years,
o In previous budget years, we have attempted to stay below our maximum
property tax levy cap. This year, we have used that space to aid in funding the
redevelopment project while maintaining municipal operations,
o Structuring some purchases through board of investments to manage cash flows
and not defer capital improvements;
¾ Design work for the CORE Area Redevelopment is anticipated to be completed in the fall
of 2019 with removal of the tracks and construction of the trail to begin in 2020.
¾ Improvements to the intersection at Airport Road and 18th are budgeted for completion
out of the South Kalispell Urban Renewal District.
¾ The recommended budget contains funding for our Wastewater Treatment Plant’s
Biosolids program. We are continuing to look at options for long-term treatment and
disposal of our biosolids. Over the past year, we have had improvements in our disposal
system that has decreased some of the pressure for the long-term solution. However,
there will still likely be a need for the establishment of a composting facility. This will be
an area that is reviewed during budget meetings with an update on the current status of
the efforts surrounding land identification and acquisition;
v
¾ An increase in our human resources budget is included to account for the cost of
performing background checks on seasonal hires. The increase is notable due to the
large amount of seasonal hiring that occurs in the summer months;
¾ The police department budget has a recommended appropriation to acquire a
standardized policy and procedure manual and training program. Our insurance pool,
MMIA, is also looking at the program in order to standardize policies across law
enforcement. This may provide for a partnership where we could see a reduced cost in
this acquisition. Hopefully we will know MMIA’s direction by the time the final budget is
adopted;
¾ Information Services has two large cost centers in this year’s budget.
o The first item is an increased cost in the provision of our email exchange server.
Our costs for our hosted email exchange will be over twice as much as last year.
This stems from requirements of our security records compliance within law
enforcement to move to a higher level of security. The services provided,
however, will increase above our current service by providing additional access
to SharePoint, Office365 applications, and OneDrive.
o An additional item within the Information Services department is the acquisition
and implementation of a Voice over IP phone system. Our current phone system
has been designated for replacement for some time and has been deferred
based on time and cost constraints.
¾ This budget year, we are looking at adding two full-time positions, as identified below:
o Public Works: A GIS Specialist position is being recommended to aid in the
delivery of services across the Public Works Departments. With the growth of
technology, we have been able to incorporate mapping enhancements across
our divisions to aid in our delivery of services and ability to improve our asset
management;
o Attorney’s office: Two years ago we identified a concern regarding caseload
demands in the prosecutor’s office. A review of 1st class cities reveals the
caseload per prosecutor ratio as identified in the following table. As can be seen,
we have the highest caseload per prosecutor and the second highest caseload
per prosecutor for non-traffic offenses. Last year we added a part-time contract
position in order to address this concern with some additional resources. This
year, we are recommending funding to make that position full time. In addition to
the workload, hiring a full-time position now will aid in succession planning needs
we are anticipating;
City
No. of
Prosecutors
Non-
traffic
offenses
Ratio of
cases to
Prosecutor
Cases filed
per 2015
MCLJ stats
Ratio of
cases to
Prosecutor
Billings 4 5,830 1,458 14,788 3,697
Bozeman 4 2,039 510 7,432 1,858
Butte-Silver Bow*5 2,254 451 5,147 1,029
Great Falls 2.25 2,230 991 9,467 4,208
Helena 2 2,240 1,120 6,275 3,138
Kalispell 1 1,548 1,548 5,212 5,212
Missoula 5 9,585 1,917 18,280 3,656
vi
¾ Commercial activity in the Building Department is anticipated to be at lower levels than
previous years. We do anticipate an increase in residential activity as several
subdivisions have been created along the Westside Interceptor. Overall, we anticipate
lower revenues in our building department and estimate that this will continue over the
next few years;
¾ There is funding in the proposed budget to replace a 2003 Ambulance with 150,000
miles. This apparatus is being proposed as a similar build to the purchase in 2017 that
provides for a reusable box which should lower replacement costs in the future. We are
proposing structuring payments for this acquisition through lending from the Board of
Investments;
¾ Funding is being proposed for work on two capital projects:
o Construction of a storage facility for law enforcement (currently we spend $7,500
a year for this space). It is anticipated that this will be a project we look to fund in
Fiscal Year 2021
o Buildout of the top floor at city hall to provide additional office space. This project
is proposed to be constructed during fiscal year 2020 through Building
Department Funds, with the general fund splitting the space and repaying the
Building Department over a 10-year period;
¾ This year’s budget does not recommend an increase for any class of rates or
assessments prior to budget adoption. However, we are in the middle of a rate study for
our water and sewer rates, which we anticipate being addressed during the budget year.
This rate study will encompass water and sewer rate operational needs, impact fees,
facility plans, and potential upgrades in the metering and service delivery system.
This review follows from the updating of facility plans for our utilities, which has been
occurring during the current fiscal year;
¾ We are again receiving a credit from MMIA for liability insurance. This credit has been
applied as a decreased expense and is about two-thirds of the amount of last year’s
credit, which makes it appear that our liability insurance rates are increasing. The credit
is dependent upon the results of the insurance pool and could end in the future, pending
increased claims, etc.;
¾ Legislation this past session has enacted a firefighter presumption bill that identifies
various illness that will now be presumed to be caused by the respective line of work.
MMIA has ran actuarial models for the impact to the workers compensation program and
will be billing respective municipalities for this new risk. We are anticipating an
approximate $60,000 additional charge to this program and have included it in the
proposed budget.
¾ Health insurance costs from MMIA are projected to increase about 3% from last year.
However, based on our experience in comparison to our pool, our increase is 5% less
than the base increase for the pool membership.
vii
GENERAL FUND REVENUE
PROPERTY TAX
Property tax is the primary revenue source
within the general fund. As we do not
receive final property valuations for the
current year until the first week in August,
we are required to forecast revenues with
incomplete information. For FY20, we
anticipate the valuation to increase in
conjunction with last year’s growth of taxable
property. To the right is a graphic
representation of our revenues by their
respective sources.
GENERAL FUND EXPENDITURES
Expenditures in the General Fund
are budgeted at $13,810,679.
However, this includes the transfers
from the capital line item and
reserves for the expenditures in the
CORE Area Redevelopment project.
Without the transfers, our
expenditures would be $12,110,679,
which is about a 2.2% increase over
the FY20 budget. Expenditure
categories are broken down in the
chart to the left.
viii
SPENDING LEVELS BY DEPARTMENT
The following table provides a comparison of general fund departmental expenditures from
FY19 to FY20. The table is included to demonstrate the funding levels for respective activity in
this year’s recommended budget as compared to the previous year. Changes may be indicative
of large capital items, significant additions to departmental responsibilities, or other changes in
operation and maintenance costs.
General Fund Departments
FY2019 Adopted
Budget
FY2020
Proposed Budget % change
City Manager $203,360 $207,038 1.81%
Human Resources $173,933 $194,198 11.65%
Mayor/Council $170,595 $173,138 1.49%
City Clerk $130,248 $134,657 3.39%
Finance $295,163 $282,242 -4.38%
Attorney $555,660 $603,256 8.57%
Municipal Court $366,898 $359,746 -1.95%
Public Works $49,114 $51,251 4.35%
City Hall $288,050 $285,535 -0.87%
Police $5,124,531 $5,296,856 3.36%
Fire $3,113,187 $3,057,406 -1.79%
Planning Department $380,074 $439,081 15.53%
Community Development $96,334 $96,482 0.15%
SPECIAL REVENUE AND ENTERPRISE FUND REVENUES, EXPENDITURES, AND
BALANCES
Below is a table of the Special Revenue and Enterprise Funds, with their related revenues,
expenditures, and fund balances. While the funds, especially some of the enterprise funds, may
show some variability due to capital projects, the operating balance as a percentage of reserve
is a quick indicator for relative confidence in the health of a fund, or conversely, an indicator for
further inspection. Additionally, we have placed graphic representations of fund health into the
ix
budget document. This representation estimates the fund revenues, expenditures, and balance
for upcoming fiscal years.
PERSONNEL COMPENSATION AND BENEFITS
Over the past five years, we have made compensation decisions that provide equity across the
organization. Attempting to spread this equity to the non-represented employees of the City of
Kalispell, we have previously averaged the total compensation (step plus base adjustment)
increase for the three labor unions to apply that amount to the non-represented employees. For
the upcoming year, we have been able to create parity across the labor units and apply that to
the non-represented employees as well. This provides a total compensation increase of 3.18%.
Fund Revenues Expenditures Balance
Operating
Balance as
a % of
Revenue
SPECIAL REVENUE FUNDS
Parks $1,742,934 $1,833,985 $680,240 39.0%
Forestry $599,450 $548,246 $604,241 100.7%
Ambulance $1,409,000 $1,459,426 $9,676 0.007%
Building Department $708,000 $1,154,244 $1,319,528 186.4%
Light Maintenance $418,700 $406,820 $419,763 100.3%
Street Maintenance $2,770,500 $3,273,519 $1,973,571 71.2%
ENTERPRISE FUNDS
Water $7,393,000 $9,684,657 $6,253,149 84.6%
Sewer $8,520,996 $13,021,200 $1,812,406 21.3%
Stormsewer $7,534,084 $8,572,106 $1,153,650 15.3%
Solid Waste $1,062,600 $1,384,291 $1,174,803 110.1%
Estimated Salary Increase for Respective Labor Groups
(Overall Increase- Inclusive of Base Adjustment, Longevity, Merit, etc.)
Police Contract
Fire Contract
AFSCME Contract
Non-Union
FY20 FY21 FY22
FY20 FY21
FY22
FY20
FY21
FY22
FY20
FY21
FY22
3.18% 3.1% NA
3.18%
3.1%
NA
3.18%
3.1% NA 3.18% 3.1% NA
x
Health care increases for MMIA are projected to increase 3% for FY20 for the City of Kalispell.
This is 5% lower than the rest of our pool based upon our overall positive experience rating.
Two years ago, the increase was 1.8%. Last year we saw a decrease of 1.3%. Overall, our
average for the three years is 1.1%. In an effort to maintain lower rates, MMIA continues to
encourage employees to participate in their wellness program activities, which are designed to
identify preventive illnesses and avoid long-term cost exposures.
CONCLUSION
The proposed budget is presented as the upcoming fiscal plan for the City of Kalispell. This
year’s effort represents the teamwork mentality within the organization for the City of Kalispell.
While each department has a unique identity, and respective interests for their operations, the
departments came together this year recognizing the overall need of the municipality to respond
to the completion of the CORE Area redevelopment project. To accomplish this, some efforts
have been reprioritized in the capital plan, some projects have been financed over multiple
years, and personnel requests have been limited. While this budget was challenging in some
aspects, it is also one of the more fulfilling budgets I have been associated with. Working with
the respective personnel throughout the organization on the budget in order to complete such a
large project as the CORE area redevelopment has been a pleasure. A great deal of
appreciation goes out to the department heads for the City of Kalispell in coming together to
present this budget and move the City of Kalispell to the next stage of our growth. With this
acknowledgement, I present the proposed FY20 budget.
Respectfully,
Douglas R. Russell
City Manager
page
1 Budget Certification
2 Listing of Officials
3 General Statistical Information
4 Resolution No. 5578 - General Fund Unassigned Fund Balance Policy
5 Personnel Schedule-10 year history of FTE's
6-7 Master Salary & staff fund splits
8 2019 Certified Taxable Valuation Information
9 Mill Levy Calculation - Dept. of Revenue
10 Mill Levy History
11 Administrative Transfer Formula
12 Information Technology Transfer
13 Central Garage Transfer
14 Debt Obligation Schedule - All Funds
15 Chart - General Fund - Fund Balance History
16 Chart - Total City Budget by Department
17 Organization Chart
18-19 All Funds - Recap of Revenue, Expenditures/Expenses and Cash
20 All Funds - Recap of Expenditures/Expenses by Function
21-23 Tax Levy Requirements Schedule
EXHIBITS
2
CITY OF KALISPELL
2020 FINAL BUDGET
ELECTED OFFICIALS
Manager/Council form of Government
Mayor Mark Johnson 12/2021
Council members: Kari Gabriel Ward I 12/2019 Kyle Waterman Ward III 12/2021
Sandy Carlson Ward I 12/2021
Rod Kuntz Ward III 12/2019
Wayne Saverud Ward II 12/2019 Phil Guiffrida Ward IV 12/2019 Chad Graham Ward II 12/2021 Tim Kluesner Ward IV 12/2021
Other City Officials:
City Manager Doug Russell Attorney Charles Harball Police Chief Doug Overman
Fire Chief Dave Dedman
Finance Director Rick Wills
City Treasurer Julie Hawes
City Clerk Aimee Brunckhorst Municipal Judge Lori A. Adams Public Works Director Susie Turner Parks Director Chad Fincher
Planning Director Tom Jentz
Human Resource Director Terry Mitton
Information Technology Director Erika Billiet
3
Kalispell Helena Whitefish
Class of City 1st 1st 2nd
Date of Organization 1892 1864 1903
County Flathead Lewis & Clark Flathead
Form of Government Council/ Manager Council/ Manager Council/Manager
Number of employees (non-elected) fiscal year 2019 199.8 328.98 106.28
Seasonal employees 121 130 20
Elected Mayor, Council persons, Municipal Judge 10 6 8
Population of the City - 2017 estimate 23,212 31,429 7,608
Land area 7,507 10,489 4,115
Registered Voters (active):12,289 17,479 4,644
Taxable Valuation 2019 42,868,315$ 67,668,857 25,346,369
City Services:
Police protection
Fire Department, Ambulance Service and Building Inspection
Parks & Recreation
Community Development
Public Works-Streets, Water, Sewer, Wastewater Treatment, Storm SewerGeneral Administration-City Manager, Attorney, Finance, City Clerk, Municipal CourtPlanning, Human ResourcesAirport
Number of building permits issued FY18 356 402 270Miles of Streets & Alleys 155.8 248 67.4
Municipal Water/Sewer:
Number of water consumers 8,083 11,646 4,247
Number of Sewer consumers 9,091 10,545 4,253
Average daily water consumption (millions)2.33 2.99 1.55
Miles of water main 137.8 230 73.74
Miles of sewer main 122.72 178 78.65
Miles of storm main 73.17 103.6 29.46
Water rate per 1,000 gallons 2.43$ (per 748 gal.)* 2.97 3.92
Sewer rate per 1,000 gallons 4.78$ (per 748 gal.)* 2.91 5.55
Irrigation per 1,000 gallons 1.55$ 3.03
Customer service costs each (water $7.50/sewer $8.44) per monthly billing period.(wtr $5.00/swr 8.41)(wtr $37.80/swr 23.13)
PROPERTY TAX MILL LEVIES FY2019
General Fund/Parks Department 171.26
G.O. Bond - Pool/Fire Station 11.5
Permissive Health Levy 23.0
TOTAL 205.76
* Helena - rate is per unit (748 gallons/unit)
CITY OF KALISPELL, MONTANA
Miscellaneous Statistics
(unaudited)
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2019 Certified Taxable Valuation lnformation
(1s-10-202, MCA)
Flathead County
CITY OF KALISPELL
Certlfied values are now available online at property.mt.Eov/cov
5 2,972,3s8,649
48,698,439
1. 2019 Total Market Value1.....
3. 2019 Taxable Value of Newly Taxable Property.........
4. 2019 Taxable Value less lncremental Taxable Value3
5. 2019 Taxable Value of Net and Gross Proceedsa
(Class 1 and Class 2).................
5. TIF Districts
current Taxable
Value2
S 1,064,36L
s 4't ,L25,874
S
Base Taxable
Value
lncremental
Value
KALISPELL B r,312,L87 453,6L2 858,575
KALISPELL C 8,542,957 7,932,918 510,039
KALISPELL H t4,967 726 74,847
GLACIER RAIL PARK TEDI 7 ,057
KALISP E LL G 89,560 390 89,L70
t,572,625
Preparer Holly Dale Date 7 /3U2Ot9
lMarket value does not include class l and class 2 value
2Taxable value is calculated after abatements have been applied
3This value is the taxable value less total incremental value of all tax increment financing districts
the taxable value of class 1 and class 2 is included in the taxable value totals
For lnformation Purposes Only
2019 taxable value of centrally assessed property having a market value of S1 million or more, which has
transferred to a different ownership in compliance with 15-10-202(2), MCA.
l. Value lncluded in "newly taxable" property S 13
ll. Total value exclusive of "newly taxable" property s 0
MONTANA
Form AB-727
Rev.3-12
Tax lncrement
District Name
5,409
^ lncrement based on the percentage of overall increment for the TIFD
Total lncremental Value S
8
9
Enter amounts in yellow cells
Enter Ad valorem tax revenue ACTUALLY assessed in the prior year (from Prior Year's form Line
17)7,341,628$ 7,341,628$
Add: Current year inflation adjustment @ 1.02% 74,885$
Subtract: Ad valorem tax revenue ACTUALLY assessed in the prior year for Class 1 and 2
property, (net and gross proceeds) (from Prior Year's form Line 20)- (enter as negative) -$
Adjusted ad valorem tax revenue 7,416,513$
ENTERING TAXABLE VALUES
Enter 'Total Taxable Value' - from Department of Revenue Certified Taxable Valuation Information
form, line # 2 48,698,439$ 48,698.439$
Subtract: 'Total Incremental Value' of all tax increment financing districts (TIF Districts) - from
Department of Revenue Certified Taxable Valuation Information form, line # 6 (enter as negative)(1,572,625)$ (1,572.625)$
Taxable value per mill (after adjustment for removal of TIF per mill incremental district value)47,125.814$
Subtract: 'Total Value of Newly Taxable Property' - from Department of Revenue Certified
Taxable Valuation Information form, line # 3 (enter as negative)(1,064,361)$ (1,064.361)$
Subtract: 'Taxable Value of Net and Gross Proceeds, (Class 1 & 2 properties)' - from Department of Revenue Certified Taxable Valuation Information form, line # 5
(enter as negative)-$
Adjusted Taxable value per mill 46,061.453$
CURRENT YEAR calculated mill levy
161.01
CURRENT YEAR calculated ad valorem tax revenue 7,587,727$
CURRENT YEAR AUTHORIZED LEVY/ASSESSMENT
Enter total number of carry forward mills from prior year (from Prior Year's form Line 22)
1.50 1.50
Total current year authorized mill levy, including Prior Years' carry forward mills 162.51
Total current year authorized ad valorem tax revenue assessment 7,658,416$
CURRENT YEAR ACTUALLY LEVIED/ASSESSED
Enter number of mills actually levied in current year (Number should equal total non-voted mills, which includes the number of carry forward mills, actually imposed per the final approved current year budget document. Do Not include voted or
permissve mills imposed in the current year.)161.00 161.00
Total ad valorem tax revenue actually assessed in current year 7,587,256$
RECAPITULATION OF ACTUAL:
Ad valorem tax revenue actually assessed 7,415,894$
Ad valorem tax revenue actually assessed for newly taxable property 171,362$
Ad valorem tax revenue actually assessed for Class 1 & 2 properties (net-gross proceeds)-$
Total ad valorem tax revenue actually assessed in current year 7,587,256$
Total carry forward mills that may be levied in a subsequent year
(Number should be equal to or greater than zero. A (negative) number indicates an over levy.) 1.51
Determination of Tax Revenue and Mill Levy Limitations
City of Kalispell
Section 15-10-420, MCA
General Fund - including Parks & Recreation
FYE June 30, 2020
Auto-Calculation(If completing manually
enter amounts as instructed)
10
FY2016 FY2017 FY2018 FY2019 FY2020
GENERAL FUND 147.70 148.20 145.20 146.84 139.00
PARKS -designated mills 22.40 26.00 24.42 24.42 22.00
170.10 174.20 169.62 171.26 161.00
**Permissive levies:
G. O. BOND, series 2012 refunding bonds 12.50 12.50 12.50 11.50 11.00
TOTAL CITY LEVY 182.60 186.70 182.12 182.76 172.00
Health Ins. levy -premium increases 20.80 23.40 21.80 20.90 19.30
Parks health 2.20 2.60 2.20 2.10 2.00
TOTAL CITY LEVY w/PERMISSIVE 205.60 212.70 206.12 205.76 193.30
**The legislature provided for the increase in mills necessary to pay higher health
insurance premiums.
The G.O. Bond debt service levy is voter approved and can go up or down each year depending
on the debt service schedule and the value of the mill.
Other Government levies:
City/County Health Fund 5.74 6.57 5.70 4.90 5.99
(Administered by the County)
Business Improvement District Levy
(plus assessment at .015/sq.ft., plus $100/parcel)37.5 37.5 37.5 37.5 22.5
Mill Levy - 5 year Comparison
11
COSTS TO ALLOCATE: FY18 Actual
401-410210 Manager 186,869$
401-410830 Personnel 169,583$
402-410100 Mayor/council 137,962$
402-410150+elect/rec adm City Clerk 140,180$
403-410550+CAFR/audit Finance 290,747$
404-411110-prosecutors Attorney(less prosecutors)218,000$
412-411230 City Hall 298,412$
400 (only prop ins)General Gov't./Insurance 75,166$
Total 1,516,919$
METHOD OF ALLOCATION:
Actual Costs for each fund are taken from the previous year's financial statements.
FY17 FY18 Percent of
Comparison Expenditures Total
17,714,328$ General Government 19,373,143$ 0.56291614
213,568$ Airport TIF 2185 & 3185 (minus transfer & Redev)308,195$ 0.00895507
89,888$ Westside TIF 2188 & 3188 106,077$ 0.00308223
233,284$ Forestry 478,951$ 0.01391665
82,840$ BID (2700+2701)84,035$ 0.00244176
60,402$ Airport - less depr -$ 0.00000000
2,471,789$ Water Fund - less billing 2,769,492$ 0.08047180 (15,042,539)$ supported funds
253,712$ Water Billing 255,450$ 0.00742249 34,415,682$ total per budget print out
1,333,990$ Sewer Operations 1,108,403$ 0.03220634 19,373,143$
233,386$ Sewer Billing 229,589$ 0.00667106
2,635,448$ Wastewater Fund 2,783,918$ 0.08089097
945,180$ Storm sewer 1,023,967$ 0.02975292
858,469$ Solid Waste Fund 1,013,000$ 0.02943426
701,131$ Building Inspection 827,496$ 0.02404416
2,224,115$ Street Maintenance 2,630,687$ 0.07643861
290,857$ Light Maintenance 350,695$ 0.01018998
1,255,412$ Ambulance 1,072,584$ 0.03116556
31,597,799$ Total 34,415,682$ 1.000000
ALLOCATION:
Total FY20 FYI
Allocation Last Years
General Fund 0.562916 853,898$ 790,925$ diff Monthly
Airport TIF 0.008955 13,584$ 9,503$ 4,081$ 1,132.01$
Westside TIF 0.003082 4,675$ 4,000$ 675$ 389.62$
Forestry 0.013917 21,110$ 10,380$ 10,730$ 1,759.20$
BID 0.002442 3,704$ 3,686$ 18$ 308.66$
Airport - -$ -$ -$ -$
Water Operations 0.080472 122,069$ 109,988$ 12,081$ 10,172.43$
Water Billing 0.007422 11,259$ 11,289$ (30)$ 938.28$
Sewer Operations 0.032206 48,854$ 59,359$ (10,505)$ 4,071.20$
Sewer billing 0.006671 10,119$ 10,385$ (266)$ 843.29$
Wastewater Operations 0.080891 122,705$ 117,270$ 5,435$ 10,225.42$
Storm sewer 0.029753 45,133$ 42,058$ 3,075$ 3,761.06$
Solid Waste 0.029434 44,649$ 38,199$ 6,450$ 3,720.78$
Building Inspection - less mayor/council ($3317)0.024044 33,156$ 29,956$ 3,200$ 2,763.00$
Street Maintenance 0.076439 115,951$ 98,967$ 16,984$ 9,662.60$
Light Maintenance 0.010190 15,457$ 12,942$ 2,515$ 1,288.11$
Ambulance 2230 0.031166 47,276$ 55,862$ (8,586)$ 3,939.64$
Total 1.000000 1,513,602$ 1,404,769$ 45,860$ 54,975.32$
659,704$
Revenue to General Fund
Notes: Did not include cost of prosecutor to be
distributed for Admin.
Building fund not allowed to share cost
of Mayor & Council 3317
ADMINISTRATIVE TRANSFER FORMULA
ALLOCATION FY2020 BUDGET
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RATE FUND 6/30/2019 PRINCIPAL INTEREST & FEES TOTAL
GENERAL FUND
3.37%2018 BOI - Fire Truck $467,784 $434,201 $43,174 $14,633 $57,807
3.37%2020 BOI - Ambulance $190,000 $190,000 $19,000 $3,202 $22,202
SPECIAL REVENUE:
3.37%2015 BOI - Chip Truck $34,498 (Forestry) 5 yr $14,011 $6,986 $472 $7,458
3.37%2017 BOI - Chip Truck, $40,000 (Forestry) 5 yr $30,369 $9,873 $1,023 $10,896
3.37%2018 BOI - Kubota $35,191(Parks) 5 yr $28,495 $6,862 $960 $7,822
3.37%2018 BOI - Spray Gator, $26,336.20 (Parks) 5 yr $23,550 $5,626 $793 $6,419
3.37%2017 BOI - Restroom Remodel $39,214.43 (Parks) 5 yr $26,600 $8,657 $896 $9,553
3.37%2017 BOI - Mower $59,707 (Parks) 5 yr $36,522 $11,940 $1,231 $13,171
3.37%2017 BOI Chevy 1 Ton, $22,199 (Parks) 5 yr $13,524 $4,439 $456 $4,895
3.37%2017 BOI - Flatbed $8,867.06 (Parks) 5 yr $5,424 $1,773 $183 $1,956
3.37%2019 BOI - Woodland Park Remodel $100,000 (Parks) 5 yr $100,000 $20,000 $3,370 $23,370
2.50%2017 SRF - 4th Ave E - $615,098 (Spec. St. Maint.) 20 yr $567,497 $24,956 $14,032 $38,988
1.00%2005 USDA- IRP Loan 61-01 Revolving Fund $520,000 30 yr $324,816 $18,826 $3,248 $22,074
1.00%2006 USDA- IRP Loan 61-03 Revolving Fund $228,497 30 yr $164,090 $8,384 $1,641 $10,025
SPECIAL REVENUE TOTALS $1,334,898 $128,322 $28,305 $156,627
DEBT SERVICE FUNDS:
4.21%2005 AIRPORT TIF DEBT $2,000,000 15 yr $175,000 $175,000 $7,700 $182,700
3.37%2016 CITY HALL REFINANCE BOI - $412,571 (5 yr)$126,101 $84,065 $4,250 $88,315
1.59%2012 G. O. BOND-refunding POOL & FIRE HALL $4,145,000 10 yr $940,000 $485,000 $18,800 $503,800
3-4%V 2018 WESTSIDE TIF BOND $4,960,000 19 yr $4,790,000 $190,000 $174,925 $364,925
DEBT SERVICE FUNDS TOTALS $6,031,101 $934,065 $205,675 $1,139,740
SIDEWALK & CURB WARRANTS (8 yr)
3.00%2011 S&C $ 5,792 $724 $724 $22 $746
3.25%2012 S&C $ 3,982 $995 $498 $32 $530
3.25%2013 S&C $17,472 $6,552 $2,184 $213 $2,397
3.25%2014 S&C $ 7,846 $3,923 $981 $128 $1,109
3.50%2015 S&C $ 9,272 $5,795 $1,159 $203 $1,362
3.75%2016 S&C $ 9,792 $7,344 $1,224 $275 $1,499
4.50%2017 S&C $ 4,288 $3,752 $536 $169 $705
5.50%2018 S&C $ 7,145 $7,145 $893 $589 $1,482
S & C TOTALS $36,230 $8,199 $1,631 $9,830
SID'S:
5.27%2006 SID 344 - Old School Station $4,520,000 20 yr $1,595,000 $225,000 $80,908 $305,908
3.00%2013 SID 345 - The "Willows" $242,000 15 yr $162,000 $14,000 $5,120 $19,120
SID TOTALS $1,757,000 $239,000 $86,028 $325,028
ENTERPRISE FUNDS:
Water
2.50%2017 SRF - 4th Ave E - $1,974,989 20 yr $1,822,155 $80,126 $45,052 $125,178
2.00%2012 Refi SFR loan (Main & Idaho Water Main) $404,000 9 yr $76,000 $50,000 $1,270 $51,270
4.40%2004 Refunding Bond (Hwy 93 So. Project) $1,840,000 20yr $405,000 $75,000 $19,643 $94,643
2.25%2012 Refin SRF - B Bonds (New Reservoir) $1,340,000 15 yr $770,000 $89,000 $16,831 $105,831
2.50%2020 Bond Four Mile Transmission Main - $ 4,483,000 20 yr $4,483,000 $78,521 $50,538 $129,058
TOTAL WATER $7,556,155 $372,647 $133,334 $505,980
Sanitary Sewer & Waste Water Treatment Plant
2.25%2012 Sanitary SRF loan $1,009,000 (Hwy 93 So.) 12 yr $453,000 $87,000 $9,709 $96,709
2.25%2012 WWTP SRF LOAN $12,827,000 15 yr $7,374,000 $851,000 $161,157 $1,012,157
3.00%2014 WWTP SRF LOAN $1,102,748 (Digester Lid) 20 yr $829,000 $48,000 $24,510 $72,510
2.50%2018 SRF LOAN $14,000,000 (WESTSIDE INTERCEPTOR) 30 yr $13,682,000 $326,000 $340,026 $666,026
TOTAL SEWER/WWTP $22,338,000 $1,312,000 $535,402 $1,847,402
Storm Sewer
2.50%2017 SRF - 4th Ave E - $71,913.71 20 yr $66,348 $2,918 $1,641 $4,559
2.25%2020 Bond - Regional Facilities & Piping Design $5,500,000 20 yr $5,500,000 $72,061 $103,507 $175,568
TOTAL STORM SEWER $5,566,348 $74,979 $105,148 $180,127
TOTAL ALL DEBT--ALL FUNDS $45,243,933 $3,131,386 $1,113,357 $4,244,743
Note: all loans are fixed rate with the exception of the 10 BOI loans.
BOI - Board of Investments FY20 Rate: 3.37%USDA-IRP -Dept of Agriculture Intermediary Relending Program
SRF- State Revolving Fund (DNRC money)G. O. Bonds -General Obligation voted bonded debt
FY 2020 Payment
FY 2020 DEBT OBLIGATION SCHEDULE - ALL FUNDS
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CITY OF KALISPELL, MONTANA
ORGANIZATIONAL CHART
17
CITIZENS OF KALISPELL
CITY COUNCIL MAYORMark JohnsonWARD I WARD II WARD III WARD IV KariGabriel Wayne Saverud Kyle Waterman Tim KluesnerSandy Carlson Chad Graham Rod Kuntz Phil Guiffrida
CITY CLERKAimeeBrunckhorst
MUNICIPAL JUDGELori Adams
CITY MANAGERDoug Russell
PUBLIC SAFETYPOLICE Doug Overman
LEGALCharlieHarball
FINANCERick Wills
PLANNING, BUILDING & COMMUNITY DEVELOPMENTTom Jentz
PARKS & RECREATION Chad Fincher
PUBLIC SAFETYFIRE Dave Dedman
INFORMATIONTECHNOLOGYErikaBilliet
PUBLIC WORKSSusieTurner
HUMAN RESOURCESTerry Mitton
18
CITY OF KALISPELL Resources Anticipated Proposed Estimated
Available Revenue Expenditures Ending Balance/
Beginning Year Carry over
Fund Description
1000 General Fund 3,680,112$ 12,375,809$ (13,832,601)$ 2,223,320$
General Fund- On-behalf payments 1,550,000$ (1,550,000)$ -$
Special Revenue Funds:
2185 TAX INCREMENT-AIRPORT 2,608,196$ 751,041$ (3,359,237)$ -$
2188 TAX INCREMENT-WESTSIDE 19,471$ 1,776,000$ (1,795,471)$ -$
2210 PARKS IN LIEU OF 18,667$ -$ (18,392)$ 275$
2215 PARKS & RECREATION FUND 908,081$ 1,746,934$ (1,833,985)$ 821,030$
2230 AMBULANCE 127,109$ 1,309,000$ (1,399,981)$ 36,128$
2310 OLD SCHOOL TECHNOLOGY TIF 1,401$ 63,181$ (63,900)$ 682$
2311 OLD SCHOOL INDUSTRIAL TIF 687$ 4,313$ (5,000)$ -$
2312 GLACIER RAIL PARK TEDD 554$ 8$ -$ 562$
2372 HEALTH-PERMISSIVE LEVY 121,693$ 1,023,025$ (1,020,000)$ 124,718$
2394 BUILDING CODE ENFORCEMENT 1,867,073$ 708,000$ (1,154,244)$ 1,420,829$
2399 IMPACT FEE FUND 1,119,045$ 173,000$ (860,000)$ 432,045$
2400 LIGHT MAINTENANCE 490,374$ 418,700$ (409,475)$ 499,599$
2420 GAS TAX 799,409$ 438,204$ (718,241)$ 519,372$
2421 BaRSAA 320,331$ 420,000$ (420,000)$ 320,331$
2500 SPECIAL STREET/TSS *2,899,910$ 2,770,500$ (3,255,424)$ 2,414,986$
2600 URBAN FORESTRY DISTRICT 607,787$ 599,450$ (548,246)$ 658,991$
2601 DEVELOPER'S TREES 106,370$ -$ (96,703)$ 9,667$
2825 MACI GRANT 21,006$ 186,783$ (205,000)$ 2,789$
2880 CD LOAN REVOLVING 260,967$ 20,880$ (227,000)$ 54,847$
2881 CD LOAN REVOLVING #2 266,508$ 34,041$ (250,405)$ 50,144$
2886 COMMUNITY DEVELOPMENT 332,334$ 68,000$ (26,740)$ 373,594$
2887 RURAL DEVELOPMENT 412,420$ 35,397$ (422,074)$ 25,743$
2888 RURAL DEVELOPMENT #2 339,061$ 1,000$ (310,025)$ 30,036$
2915 STONEGARDEN GRANT -$ 10,000$ (10,000)$ -$
2916 DRUG ENFORCEMENT GRANT 11,920$ 95,000$ (101,602)$ 5,318$
2919 LAW ENF. BLOCK GRANT -$ 71,000$ (71,000)$ -$
2953 BROWNFIELDS ASSESSMENT GRANT 120$ 226,481$ (226,601)$ -$
2955 BROWNFIELDS LOAN REVOLVING 100,500$ 486,924$ (587,424)$ -$
2991 TIGER GRANT -$ 3,803,909$ (3,803,909)$ -$
2956 FIRE GRANTS 6,003$ 352,000$ (352,000)$ 6,003$
2957 HAZMAT GRANT 45,368$ 6,000$ (18,500)$ 32,868$
Total Special Revenue Funds 13,812,365$ 17,598,771$ (23,570,579)$ 7,840,557$
2020 FUND POSITION
19
Resources Anticipated BUDGETED Estimated
Available Revenue Expenditures Ending Balance/
Beginning Year Carry over
Debt Service Funds:
SID Revolving Fund 67,615$ 2,000$ -$ 69,615$
G.O. BOND, series 2012 - Refunded Pool & Firehall 24,959$ 504,000$ (504,150)$ 24,809$
NEW CITY HALL Debt Service 13,480$ 90,000$ (88,315)$ 15,165$
SIDEWALK & CURB WARRANTS 815$ 9,915$ (9,883)$ 847$
SIDs 362,495$ 340,400$ (477,141)$ 225,754$
AIRPORT TIF DEBT SERVICE/Transfer to TIF 207,919$ 663,500$ (871,419)$ -$
WESTSIDE TIF DEBT SERVICE 481,012$ 706,978$ (364,925)$ 823,065$
Total Debt Service funds 1,158,295$ 2,316,793$ (2,315,833)$ 1,159,255$
Capital Project Funds:
4290 WALK & CURB -$ 25,000$ (25,000)$ -$
Total Capital Projects -$ 25,000$ (25,000)$ -$
Enterprise Funds:
5210 WATER *9,586,105$ 8,142,058$ (9,577,670)$ 8,990,493$
5211 WATER SYSTEM IMPACT FEES 1,202,496$ 515,000$ (1,676,059)$ 41,437$
5310 SEWER/WWTP *6,504,826$ 8,417,556$ (12,814,604)$ 4,772,778$
5311 SEWER SYSTEM IMPACT FEES 3,664,142$ 1,040,000$ (1,976,150)$ 2,727,992$
5349 STORM SEWER *2,701,592$ 7,621,868$ (8,557,652)$ 2,057,230$
5348 STORM SEWER SYSTEM IMPACT FEE 2,094,556$ 145,000$ (1,876,920)$ 362,636$
5510 SOLID WASTE *1,402,613$ 1,062,600$ (1,361,303)$ 1,253,910$
Total Enterprise Funds 27,156,330$ 26,944,082$ (37,840,358)$ 20,206,476$
Internal Service Funds:
6030 INFORMATION TECH. FUND *275,723$ 628,631$ (853,693)$ 60,661$
6010 CENTRAL GARAGE *165,506$ 537,000$ (650,645)$ 51,861$
Total Internal Service Funds 441,229$ 1,165,631$ (1,504,338)$ 112,522$
TOTAL CITY BUDGET 46,248,331$ 61,976,086$ (80,638,709)$ 31,542,130$
* cash adjusted +$3,956,422 for non-cash line items (depreciation/prepaids)
Component Units
2701 BUSINESS IMPROVEMENT DISTRICT 65,994$ 118,461$ (173,803)$ 10,652$
7855 TOURISM BID (pass thru fund)10,000$ 658,000$ (668,000)$ -$
Total with Component units (81,480,512)$
PAGE 2 - Fund Position
2020
20
FY 2020 Personal Services Operations Capital Debt Transfers Other Total
FUND: & Benefits Service Financing Uses1000 General Fund 9,298,532$ 1,707,117$ 287,793$ 57,806$ 2,481,353$ 13,832,601$
General Fund- On-behalf payments 1,550,000$ 1,550,000$
Special Revenue Funds:
2185 TAX INCREMENT-AIRPORT 27,671$ 15,232$ 3,316,334$ 3,359,237$
2188 TAX INCREMENT-WESTSIDE 59,149$ 7,867$ 1,728,455$ 1,795,471$
2210 PARKS IN LIEU OF .18,392$ 18,392$
2215 PARKS & RECREATION FUND 1,227,410$ 484,781$ 54,608$ 67,186$ 1,833,985$
2230 AMBULANCE 951,909$ 235,870$ 190,000$ 22,202$ 1,399,981$
2310 OLD SCHOOL TECHNOLOGY TIF 18,900$ 45,000$ 63,900$
2311 OLD SCHOOL INDUSTRIAL TIF 5,000$ 5,000$
2372 HEALTH-PERMISSIVE LEVY 1,020,000$ 1,020,000$
2399 IMPACT FEE FUND 10,000$ 850,000$ -$ 860,000$
2394 BUILDING CODE ENFORCEMENT 731,615$ 222,629$ 200,000$ 1,154,244$
2400 LIGHT MAINTENANCE 108,863$ 300,612$ -$ -$ 409,475$
2420 GAS TAX 536,378$ 181,863$ 718,241$
2421 BaRSAA 420,000$ 420,000$
2500 SPECIAL STREET/TSS 1,219,644$ 1,757,115$ 219,678$ 38,987$ 20,000$ 3,255,424$
2600 URBAN FORESTRY DISTRICT 294,034$ 235,857$ -$ 18,355$ 548,246$
2601 DEVELOPER'S TREES 96,703$ 96,703$
2825 MACI GRANT 205,000$ 205,000$
2880 CD LOAN REVOLVING 2,000$ 225,000$ 227,000$
2881 CD LOAN REVOLVING 405$ 250,000$ 250,405$
2886 COMMUNITY DEVELOPMENT -$ 22,740$ -$ 4,000$ 26,740$
2887 RURAL DEVELOPMENT REVOLVING 22,074$ 400,000$ 422,074$
2888 RURAL DEVELOPMENT REVOLVING #2 10,025$ 300,000$ 310,025$
2915 STONEGARDEN GRANT 10,000$ 10,000$
2916 DRUG ENFORCEMENT GRANT 93,802$ 7,800$ 101,602$
2919 LAW ENF. BLOCK GRANT 60,000$ 11,000$ 71,000$
2953 EPA BROWNFIELDS ASSESSMENT 226,601$ 226,601$
2955 EPA BROWNFIELDS LOAN REVOLVING 486,924$ 100,500$ 587,424$
2991 TIGER GRANT 3,803,909$ 3,803,909$
2956 FIRE GRANTS 6,000$ 346,000$ 352,000$
2957 HAZMAT GRANT 4,000$ 14,500$ 18,500$
Debt Service Funds:
SID Revolving Fund -$ 30,000$ 30,000$
G.O. BOND, series 2012 - Refinancing 504,150$ 504,150$
NEW CITY HALL Debt Service 88,315$ 88,315$
SIDEWALK & CURBS 9,883$ 9,883$
SIDs 447,141$ 447,141$
WESTSIDE TIF DEBT SERVICE 364,925$ 364,925$
AIRPORT TIF DEBT SERVICE 856,919$ 14,500$ 871,419$
Capital Project Funds:
4290 WALK & CURB 25,000$ 25,000$ Enterprise Funds:Depreciation
5210 WATER *1,195,506$ 1,299,207$ 5,736,627$ 506,330$ 840,000$ 9,577,670$
5211 WATER SYSTEM IMPACT FEES *1,342,001$ 309,058$ 25,000$ 1,676,059$
5310 SEWER/WWTP *1,287,494$ 2,077,095$ 4,937,263$ 1,847,752$ 2,665,000$ 12,814,604$
5311 SEWER SYSTEM IMPACT FEES *1,035,124$ 891,026$ 50,000$ 1,976,150$
5349 STORM SEWER *613,636$ 354,911$ 7,123,978$ 180,127$ -$ 285,000$ 8,557,652$
5348 STORM SEWER SYSTEM IMPACT FEE *1,694,852$ 175,568$ 6,500$ 1,876,920$
5510 SOLID WASTE *568,354$ 338,276$ 264,673$ -$ 40,000$ 150,000$ 1,361,303$
Internal Service Funds:
6010 CENTRAL GARAGE 219,435$ 420,710$ 10,500$ 650,645$
6030 INFORMATION TECH. FUND *238,062$ 506,631$ 99,000$ 10,000$ 853,693$
TOTAL CITY BUDGET 19,759,117$ 11,823,861$ 26,550,807$ 6,417,829$ 3,737,353$ 12,349,743$ 80,638,709$
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23
PAGE FUND Dept. #
i-ii 1000 General Fund Revenue and Summary
iii-iv 1000 General Fund Appropriation Summary
v 1000 General Government Operations Chart
1 1000 400 General Government 2,618,275$
2 1000 401 City Manager 207,038$
3 1000 401 Human Resources 196,293$
4 1000 402 Mayor & City Council 174,938$
5 1000 402 City Clerk 134,657$
6 1000 403 Finance Department 284,336$
7 1000 404 City Attorney 603,256$
8 1000 406 Municipal Court 359,746$
9 1000 410 Public Works Administration 51,251$
10 1000 412 City Facilities Maintenance 286,128$
11-14 1000 413 Police 5,423,649$
15 1000 416 Fire 2,959,406$
16 1000 420 Planning Department 437,145$
17 1000 480 Community Development 96,482$
Total General Fund 13,832,601$
18 1001 On-behalf Retirement Payments 1,550,000$
GENERAL FUND
i
GENERAL FUND REVENUE AND SUMMARY
FUND: 1000
MILL VALUE 41,231$ 42,868$ 41,794$ 47,126$
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
GENERAL FUND MILL LEVY 145.20 146.84 146.84 139.00
PROPERTY TAXES:
311100 Real Property Taxes 5,850,674 6,222,000 6,126,223 6,380,000
311105 PILOT payment 16,488 16,500 16,459 16,500
311200 Personal Property 150,876 145,000 155,569 150,000
312000 Penalty & Interest 9,821 8,000 9,466 9,000
SUBTOTAL 6,027,859$ 6,391,500$ 6,307,717$ 6,555,500$
LICENSES & PERMITS:
322101 Alcohol Beverage 33,144 30,000 32,725 33,000
322300 General and occupational 1,355 1,700 1,453 1,500
323012 Planning fees & Sign permits 146,826 60,000 76,685 80,000
323109 Zoning & Site Plan Review Fees 16,477 15,000 21,040 16,000
323200 Parade Permits 1,750 1,000 150 1,000
SUBTOTAL 199,552$ 107,700$ 132,053$ 131,500$
INTERGOVERNMENTAL REVENUE:
335030 MV Tax Ad Valorem 1,860 1,500 1,626 400
335076 Gaming Machine Permits 63,300 60,000 60,675 63,000
335110 Live Card Game, keno & bingo 1,550 1,000 1,400 1,400
335230 HB124 ENTITLEMENT 2,798,257 2,878,523 2,878,523 2,983,738
SUBTOTAL 2,864,967$ 2,941,023$ 2,942,224$ 3,048,538$
CHARGES FOR SERVICES:
341020 Administrative charges 638,715 628,533 626,185 671,704
341021 Grant Admin. (Planning, finance)59,296 80,000 14,930 20,000
341025 City Collections/other charges 8,285 5,000 7,346 5,000
342010 KPD -Public safety fees 29,679 25,000 30,226 27,000
342014 KPD -School Resource Officers 205,557 209,187 209,187 218,967
342016 KPD -Regional Training /testing Reimb. 11,900 12,000 2,425 14,500
343018 Parking Permits, meters, boot removal 98,194 95,000 93,631 95,000
343062 Airport fuel tax 0 6,578 4,127 4,000
343063 Airport ground lease 0 14,422 14,423 14,500
SUBTOTAL 1,051,626$ 1,075,720$ 1,002,480$ 1,070,671$
con't.
ii
GENERAL FUND
Revenue - Page 2 ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
FINES AND FORFEITURES:
351035 Parking fines 58,524 50,000 55,670 58,000
351017 Technology fees 24,992 20,000 31,180 24,000
351000 City Court Fines & fees, admin 360,061 450,000 426,039 450,000
SUBTOTAL 443,577$ 520,000$ 512,889$ 532,000$
MISC. REVENUE:
362015 Insurance Reimbursements (FY20 MPORS)4,911 20,000 0 54,600
362020 MMIA GASB 45 reimbursement 3,000 0 0 3,000
364030 Auction & misc. collections/donations 13,018 5,000 31,148 10,000
381050 Close out transfer 0 0 30,990 0
381060 Operating transfer 2372-health insurance 901,000 889,000 889,000 925,000
SUBTOTAL 921,929$ 914,000$ 951,138$ 992,600$
INVESTMENT REVENUE:
373030 Interest on Old School SID loan - 1.25%-$ 48,750$ -$ -$
371010 Interest Earnings 32,942$ 25,000$ 58,953$ 45,000$
TOTAL GENERAL REVENUE 11,542,452$ 12,023,693$ 11,907,454$ 12,375,809$
CASH JULY 1 (Includes designated $)2,609,962$ 2,998,245$ 2,998,245$ 3,680,112$
TOTAL AVAILABLE FOR BUDGET 14,152,414$ 15,021,938$ 14,905,699$ 16,055,921$
EXPENDITURES 11,154,169$ 11,851,324$ 11,225,587$ 13,832,601$
CASH CARRYOVER (year end operating)2,658,174$ 2,400,543$ 2,849,226$ 2,108,434$
Designated for Capital 261,906$ 711,906$ 711,906$ 11,906$
Assigned Court Technology fees 54,623$ 34,623$ 95,438$ 79,438$
Designated for Parking 23,542$ 23,542$ 23,542$ 23,542$
Total cash available 2,998,245$ 3,170,614$ 3,680,112$ 2,223,320$
Total General Cash Carryover % Unassigned/Undesignated 23.0%20.0%23.9%17.0%
iii
GENERAL FUND APPROPRIATION SUMMARY
# FTE's appropriated FTE's 1 1.5 1.33 3.2 5.67 4
General City Human Mayor Municipal
Government Manager Resources Council City Clerk Finance Attorney Court
110 Salaries 149,741$ 137,409$ 63,087$ 97,169$ 216,572$ 442,839$ 227,463$
114 Comptime Buyback & severance. Def. Comp.-
121 Overtime & Spec. Assign PD 250 500 3,500
153 Health Insurance 23,220 19,916 55,457 20,526 36,794 80,997 38,585
155 Retirement 15,887 10,868 2,558 7,732 17,170 35,232 18,048
TOTAL PERSONAL SERVICES - 188,848 168,193 121,102 125,677 271,036 559,068 287,596
210 Supplies/office/computers/Non-capital equip 218 3,500 1,000 600 500 300 1,000 2,563 4,500
220 Other supplies, safety equip, ammo
230 Supplies & fuel; chemicals, concession sup
240 Uniforms
312 Postage 18,000 400
320 Printing, advertising, newsletter, books 4,000 300 17,000 2,500
330 Audit, filing fees 20,185 20,000 9,225 600
340 Electricity, natural gas
345 Telephone, web, cell, radio, security cameras 1,790 480 1,025 1,400
350 Prof. Services/League/911 disp./Kidsport/Eagle 590,507 1,000 13,000 4,400 4,500 15,600 6,250
362 Maint. services, building, equip,radios,landscaping 6,600
360 Technology services (court)40,000
370 Dues & Training, meetings, League meeting 15,000 6,500 31,111 3,200 7,500 8,000 10,000
380 Medical services
390 Other Purchased Services 7,500
500 Fixed Charges, Insurance, transfers 1,975,483
SUBTOTAL PURCHASED SERVICES/SUPPLIES 2,618,275 18,190 28,100 53,836 8,980 13,300 44,188 72,150
600 DEBT SERVICE
940 CAPITAL OUTLAY
DEPARTMENT TOTAL 2020 2,618,275$ 207,038$ 196,293$ 174,938$ 134,657$ 284,336$ 603,256$ 359,746$
904,178$ 203,360$ 173,933$ 170,595$ 130,248$ 295,163$ 555,660$ 366,898$ 2019 BUDGET (info only)
iv
# FTE's appropriated
110 Salaries
114 Comptime Buyback & severance. Def. Comp.
121 Overtime & Spec. Assign PD
153 Health Insurance
155 Retirement
TOTAL PERSONAL SERVICES
210 Supplies/office/computers/Non-capital equip 218
220 Other supplies, safety equip, ammo
230 Supplies & fuel; chemicals, concession sup
240 Uniforms
312 Postage
320 Printing, advertising, newsletter, books
330 Audit, filing fees
340 Electricity, natural gas
345 Telephone, web, cell, radio, security cameras
350 Prof. Services/League/911 disp./Kidsport/Eagle
362 Maint. services, building, equip,radios,landscaping
360 Technology services (court)
370 Dues & Training, meetings, League meeting
380 Medical services
390 Other Purchased Services
500 Fixed Charges, Insurance, transfers
SUBTOTAL PURCHASED SERVICES/SUPPLIES
600 DEBT SERVICE
940 CAPITAL OUTLAY
DEPARTMENT TOTAL 2020
2019 BUDGET (info only)
GENERAL FUND APPROPRIATION SUMMARY
0.25 1.45 49.75 21.9 3.95 1 95.00
Public Planning Community
Works Facilities Police Fire Department Development TOTAL
18,839$ 72,913$ 3,342,467$ 1,761,328 283,588$ 67,380$ 6,880,795$
- 35,600 18,000 57,078 110,678$
128,000 40,000 172,250$
3,524 13,628 673,496 303,101 56,122 13,277 1,338,643$
1,467 5,544 425,161 228,618 22,556 5,325 796,166$
23,830 92,085 4,604,723 2,351,047 419,344 85,982 9,298,532$
14,000 41,500 25,500 5,000 1,750 101,713$
12,793 86,410 20,000 119,203$
3,000 86,000 17,325 400 106,725$
1,500 15,750 17,250$
500 18,900$
5,500 1,450 30,750$
2,000 500 52,510$
77,000 77,000$
350 400 19,000 6,000 1,000 750 32,195$
2,000 41,500 62,705 20,390 2,000 500 764,352$
57,150 65,000 17,000 145,750$
40,000$
3,500 63,500 10,000 7,000 6,500 171,811$
3,000 27,475 30,475$
2,500 10,000$
4,571 3,700 172,018 313,663 401 2,469,836$
27,421 194,043 607,133 474,553 17,801 10,500 4,188,470
57,806 57,806$
- 211,793 76,000 - 287,793$
51,251$ 286,128$ 5,423,649$ 2,959,406$ 437,145$ 96,482$ 13,832,601$
49,114$ 288,050$ 5,124,531$ 3,113,187$ 380,074$ 96,334$ 11,851,325$
v
GENERAL FUND
FUND #1000
If the red line (expenditures) is above or intersects near the top of the green bar (beginning cash
balance), the fund may not be able to meet its obligations and may need attention. Conversely, the
red line intersecting the green bar near the bottom could indicate needed expenditures are not being
incurred, or an adjustment is needed.
The general fund receives about 63% of its revenue from tax levies (general and permissive health),
and another 25% from intergovernmental revenues (entitlement share, etc.). Similar to a solely tax
supported fund, the general fund should have enough cash available at July 1st (and January 1st) to
pay expenditures, less charges for services revenues, through December (June). In the general fund,
a beginning cash carryover of 25%-35% of budgeted expenditures should be sufficient to pay the
fund expenditures through December, if a balanced budget is presented. Beginning cash carryover
was 26% (FY19), 24% (estimated FY20), 15% (estimated FY21), and 17% (estimated FY22).
0
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GENERAL FUND
(in 1000's)
BEG. CASH BAL.
EXPENDITURES
RECEIPTS
1
GENERAL GOVERNMENT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
410530 Audit:
331 Annual Report Filing fees $2,935 $2,935 $2,935 $2,935
353 Contract services - Audit $12,900 $14,250 $13,750 $13,750
354 GASB 45 (75) cost for Other Post Empl Benefits $7,500 $0 $1,100 $7,500
410560 Central Purchasing:
210 Office Supplies $3,405 $4,000 $1,813 $3,500
312 Postage $17,251 $17,000 $17,141 $18,000
320 Printing & envelopes $3,910 $4,000 $7,283 $4,000
354 Contract Services - document shredding/1094 $75 $250 $1,170 $1,000
410600-354 Elections: $13,431 $0 $0 $13,657
410900 Records Admin.:
331 Publication & Filing Fees $3,626 $4,000 $2,820 $3,500
460452-366 Hockaday-annual building maint. per lease $6,600 $6,600 $6,600 $6,600
460452-355 Eagle Transit contribution $15,000 $15,000 $15,000 $15,000
420000-354 911 Dispatch Services Contract $490,042 $510,000 $511,816 $534,000
420000-356 Smith Valley levy reimbursement $348 $400 $354 $350
430300-355 Airport reimbursement $0 $21,000 $18,129 $18,500
510310-354 ICMA Fees $500 $500 $500 $500
510330-513 Liability Insurance $110,313 $73,483 $75,391 $140,807
510330-517 Property Insurance $50,025 $50,760 $50,760 $54,676
510330-516 Uninsured Loss (insurance deductible)$43,879 $50,000 $51,182 $50,000
510300 Contingency $0 $30,000 $0 $530,000
470000-820 Transfer out (Forestry-FY18/19)(Westside TIF FY20)$210,467 $100,000 $100,000 $1,200,000
Total $992,207 $904,178 $877,744 $2,618,275
FUND: GENERAL 1000-400-41XXXX
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
CITY MANAGER
ACCOUNT # 1000-401
The City Manager's office administers the affairs of the local government. This includes the direction,
supervision, and administration of the departments, agencies, and offices of the local government.
Additionally the City Manager implements City Council policy in accordance with Montana Codified Law
7-3-204.
As the administrative center of the local government, the City Manager's office strives to meet its purpose
by implementing an organizational culture that provides prompt, equitable, effective and economical
services to the citizens of Kalispell.
This year's budget represents efforts to complete work on the Core Area Redevelopment with anticipation
of trail construction in 2020. This includes the management of financial resources and cashflows to
complete the components of the project. Additional efforts within this year's budget include the continued
long-term strategy for infrastructure improvements, emergency service delivery, and managing the
sustainability of municpal operations through succession planning.
2
CITY MANAGER
FUND: GENERAL 1000-401-410210
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 1 1 1 1
110 Salaries and payroll costs $140,216 $144,715 $143,626 $149,741
153 Health Insurance $17,473 $22,723 $25,678 $23,220
155 Retirement & deferred comp.$14,899 $15,332 $15,322 $15,887
Subtotal $172,588 $182,770 $184,626 $188,848
$420 $2,000 $708 $1,000
$117 $400 $220 $400
$970 $2,190 $2,205 $1,790
$9,146 $11,000 $9,679 $10,500
Materials & Services:
210 Supplies
312 Newsletter , books
345 Telephone
373 Dues & Training
379 Meetings $3,628 $5,000 $4,850 $4,500
Subtotal $14,281 $20,590 $17,662 $18,190
Total $186,869 $203,360 $202,288 $207,038
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
In addition to the continuation of the traditional human resource functions necessary within the organization's structure,
the Human Resources Department will continue to improve the availability and functionality of the electronic
documentation across the organization in its reporting and risk management efforts. Additionally, the Human Resource
Department will continue to be substantially involved in the research, development, and implementation of a potential
classification methodology for positions within the organization. An updated classification can enhance the ability to
recruit, retain, and encourage employee development.
4. Identify legal trends and employer-employee regulatory changes to determine impact to the organization.
HUMAN RESOURCES
ACCOUNT # 1000-401
The HR Department provides services and support to departments and their staff to facilitate process improvements,
increased effectiveness, and efficiencies. The HR Department acts as the advisor for personnel policies & procedures,
labor relations and contract administration, job classifications, wage administration, recruitment & selection, employee
relations, safety, liability and associated insurance programs, and related state and federal programs.
1. Provide guidance and assist with coordination of personnel matters, including benefits and labor negotiations.
2. Facilitate improvements and streamline documentation used by various departments to improve efficiencies.
3. Monitor "Risk Management" programs, looking for ways to reduce injuries, claims and associated costs.
3
HUMAN RESOURCES
FUND: GENERAL 1000-401-410830
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE'S 1.5 1.5 1.5 1.5
110 Salaries and payroll costs $125,556 $130,303 $131,861 $137,409
153 Health Insurance $14,828 $17,344 $18,982 $19,916
155 Retirement $9,819 $10,185 $10,229 $10,868
Subtotal $150,203 $157,833 $161,072 $168,193
Materials & Services
210 Office Supplies $489 $600 $437 $600
338 Recruitment $11,121 $8,000 $16,084 $20,000
354 Contract Services $845 $1,000 $820 $1,000
373 Dues & Training $6,925 $6,500 $6,312 $6,500
Subtotal $19,380 $16,100 $23,653 $28,100
Total $169,583 $173,933 $184,725 $196,293
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
MAYOR/COUNCIL
ACCOUNT # 1000-402
The City Council performs the legislative activities for the City of Kalispell, which include enacting
ordinances and resolutions, adopting the budget, setting service fees, and appropriating funding to the
City's programs and services.
DEPARTMENT PERSONNEL: The Kalispell City Council is composed of eight (8) City Councilors and
the Mayor. The city is divided into four Wards with two Councilors elected from each and the Mayor
elected at-large.
The City Council supports the provision of leadership, vision, and direction in responding to the needs of
the community. The Council endeavors to represent the citizens of Kalispell and work toward establishing
policies to provide services that are fiscally responsible and sustainable.
The Mayor and Council budget accounts for the service and participation within the Montana League of
Cities, the National League of Cities, and efforts to engage National and State legislators on areas that are
of importance to the City of Kalispell. Additionally, the 2020 budget reflects efforts to upgrade technology
and plan for strategic direction related to municipal infrastructure.
4
MAYOR / COUNCIL
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE'S 9 9 9 9
110 Salaries and payroll costs $62,296 $63,107 $62,635 $63,087
153 Health Insurance $53,230 $62,903 $49,176 $55,457
155 Retirement PERS $2,501 $2,481 $2,546 $2,558
Subtotal $118,027 $128,491 $114,357 $121,102
Materials & Services:
210 Ofiice Supplies $157 $500 $0 $500
335 MT. League of Cities Conference $2,111 $6,498 $1,156 $9,225
354 Contract Services $2,073 $7,030 $3,048 $13,000
373 Dues $6,576 $8,576 $11,400 $10,800
379 Meetings $9,018 $19,500 $20,265 $20,311
Subtotal $19,935 $42,104 $35,869 $53,836
Total $137,962 $170,595 $150,226 $174,938
FUND: GENERAL 1000-402-410100
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
CITY CLERK
ACCOUNT # 1000-402
The City Clerk’s office is the information, document resource, and official records management office for
the City, including preserving the official actions of the City Council and overseeing procurement.
Additionally, the City Clerk manages communication efforts with other City Departments, and the general
public utilizing a variety of tools such as an internal newsletter, government access channel, press releases,
notification listservs and social media campaigns.
DEPARTMENT PERSONNEL: City Clerk (1.0) and Deputy Clerk (.33).
Goals of the Clerk’s office include enhancing public outreach through the use of strategic planning, and
advertising. The City Clerk will work with departments to create public relations plans specific to
department and division public outreach needs.
Budget expenditures support ongoing goals to provide exceptional service to the public and staff in the
creation and preservation of city records, and other standard clerk responsibilities; as well as ongoing
outreach to the public. Revisions or additions to the budget compared to the last fiscal year are not deemed
necessary at this time.
5
CITY CLERK
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 1.33 1.33 1.33 1.33
110 Salaries and payroll costs $89,759 $93,439 $92,101 $97,169
121 Overtime $35 $250 $69 $250
153 Health insurance $20,210 $20,230 $19,996 $20,526
155 Retirement PERS $7,050 $7,349 $7,311 $7,732
Subtotal $117,054 $121,268 $119,477 $125,677
Maintenance & Services:
210 Office Supplies $231 $300 $69 $300
331 Communications - Advertising $360 $600 $180 $600
345 Telephone $480 $480 $480 $480
354 Contract Services $0 $300 $0 $300
352 Codification $1,653 $4,100 $2,770 $4,100
373 Dues & Training $3,346 $3,200 $3,557 $3,200
Subtotal $6,070 $8,980 $7,056 $8,980
Total $123,124 $130,248 $126,533 $134,657
FUND: GENERAL 1000-402-410150
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL: (3.2 FTE) .5 Finance Director, 1 Treasurer, .7 City Accountant,
.5 Payroll Specialist, .5 Accounts Payable Clerk.
GOALS OF THIS DEPARTMENT:
3. Maintain accurate and current financial documentation for City operations.
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The City of Kalispell FY2020 budget will provide the finance department funding to: 1) review, monitor,
and satisfy City obligations accurately and timely, 2) general oversight for revenue collection and billing
processes, 3) treasury management, 4) record and report financial transactions in compliance with
applicable requirements and expectations, 5) coordinate the required financial statement annual audit, 6)
promote effective and efficient service to internal and external clients through continuous improvements
with office procedures, 7) safeguard official records and ensure they are readily retrievable, 8) provide
technical and clerical support for the budget, and continue refining the budget document to provide a more
meaningful instrument, and 9) produce and improve the Comprehensive Annual Financial Report that
qualifies for the Government Finance Officer's Association Certificate of Excellence in Financial
Reporting.
5. Make accurate financial information easily and readily available to departments.
FINANCE
ACCOUNT # 1000-403
The Finance Department records and reports all financial transactions, and manages the City's budget
process to maintain fiscal responsibility and compliance with generally accepted accounting principles and
State and Federal laws, and provides timely, accurate, clear, and complete financial information and
support to the governing body, other City departments, and the citizens of the City of Kalispell.
1. Safeguard financial assets and maximize investment earnings.
2. Issue financial reports accurately and on schedule.
4. Adhere to contractual requirements in grants and other reporting.
6
FINANCE DEPARTMENT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE'S 3.2 3.2 3.2 3.2
110 Salaries and payroll costs $213,280 $202,052 $210,110 $216,572
112 Salaries - Retirement $0 $24,871 $22,908 $0
121 Overtime $0 $0 $437 $500
153 Health Insurance $40,812 $38,637 $38,732 $36,794
155 Retirement $16,722 $15,863 $16,365 $17,170
Subtotal $270,814 $281,423 $288,552 $271,036
Materials & Services:
210 Supplies $225 $1,000 $317 $1,000
322 Books $145 $300 $0 $300
353 Contract Services $267 $540 $240 $500
354 Contract Services-Grizzly Security $638 $1,200 $672 $800
355 Bank fees $3,202 $3,200 $3,026 $3,200
373 Dues & Training $5,020 $7,500 $7,663 $7,500
Subtotal $9,497 $13,740 $11,918 $13,300
Total $280,311 $295,163 $300,470 $284,336
FUND: GENERAL 1000-403-410550
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The FY2020 budget for the Office of City Attorney seeks to maintain the level of service on all civil
matters, including the areas of redevelopment, litigation management, and debt counsel related to previous
issuances from the City. In the area of criminal matters, the budget includes a reduction in legal contract
services and an increase in the salary line item through the hiring of an additional FTE prosecuting attorney.
The FY2019 budget provided for legal contract services of 1040 hours to provide necessary backup support
for the prosecution services. This was indispensable in maintaining the level of service in most out of court
matters of the prosecutorial functions but could not deliver the time capacity to maintain the level of service
necessary to the KPD and other requisite matters on the court calendar.
CITY ATTORNEY
ACCOUNT # 1000-404
The purpose of the Office of the City Attorney is to provide legal counsel to the City of Kalispell municipal
organization, its City Manager and the City Council. This effort includes advising on relevant state statutes
as they pertain to municipal organizations, resolution and ordinance preparation, city code maintenance, and
contract development. Additionally, the Office of the City Attorney defends the interests of the City
through preventative legal management, litigation, and prosecution within Municipal Court, appeals to
District Court and the State Supreme Court.
DEPARTMENT PERSONNEL: Attorney (4) and Legal Secretary (1.67).
The primary goal for the Office of the City Attorney is to provide high quality and timely legal counsel for
the City to minimize exposure to loss and protect the relevant interests for the City of Kalispell.
7
ATTORNEY
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 4.67 4.67 4.67 5.67
110 Salaries and payroll costs $354,943 $382,200 $368,514 $442,839
153 Health Insurance $51,795 $61,927 $62,432 $80,997
155 Retirement $27,776 $30,045 $29,196 $35,232
Subtotal $434,514 $474,172 $460,142 $559,068
Maintenance & Operations:
210 Office Supplies/computer $1,700 $2,563 $2,535 $2,563
322 Lexis/Nexis; books, subscriptions $11,158 $8,500 $13,035 $17,000
345 Telephone & Communications $758 $1,025 $733 $1,025
354 Contract Services/contingency $23,287 $62,400 $57,772 $15,600
373 Dues & Training $6,490 $7,000 $4,994 $8,000
Subtotal $43,393 $81,488 $79,069 $44,188
Total $477,907 $555,660 $539,211 $603,256
FUND: GENERAL 1000-404-411110
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL: Municipal Court Judge (1), Court Administrator (1),
Court Clerks (2).
GOALS OF THIS DEPARTMENT:
MUNICIPAL COURT
ACCOUNT # 1000-406
The purpose of the Kalispell Municipal Court is to serve the community and protect individual rights by
providing prompt and fair administration of justice. The Kalispell Municipal Court processes all
misdemeanor traffic, criminal and animal control offenses, orders of protection and civil cases that occur
within the City limits of Kalispell.
The goal of Kalispell Municipal Court is to provide the citizens of Kalispell access to a fair and impartial
court system.
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The fiscal year 2020 Municipal Court budget strives to maintain the ability to provide the citizens of
Kalispell access to a fair and impartial justice system.
8
MUNICIPAL COURT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 4 4 4 4
110 Salaries and payroll costs $222,523 $233,996 $244,735 $227,463
121 Overtime $46 $0 $3,137 $3,500
153 Health $40,917 $43,902 $36,780 $38,585
155 Retirement $17,382 $18,350 $18,196 $18,048
Subtotal $280,868 $296,248 $302,848 $287,596
Materials & Services
210 Supplies $3,223 $4,500 $2,904 $4,500
320 Printing & books $1,938 $1,500 $1,188 $2,500
345 Tele. & Communications $101 $1,400 $54 $1,400
353 Technology funds $19,180 $40,000 $16,177 $40,000
354 Contract Services $2,946 $5,750 $3,515 $6,250
373 Dues & Training $4,042 $10,000 $2,393 $10,000
394 Jury & Witness fees $1,294 $7,500 $742 $7,500
Subtotal $32,724 $70,650 $26,973 $72,150
Total $313,592 $366,898 $329,821 $359,746
FUND: GENERAL 1000-406-410360
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL: (.25 FTE)
.05 Administrative Coordinator
.05 Public Works Director
.05 Budget Resource Manager
.05 Assessment Coordinator
.05 Road & Fleet Superintendent
GOALS OF THIS DEPARTMENT:
1. Maintain current and accurate mapping.
2. Provide prompt and effective review of site improvement plans.
3. Ensure quality construction of infrastructure meeting minimum standards.
4. Provide quality customer service to support existing services and new projects during development stages.
5.Provide effective city budgeting guidance.
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
The FY20 Public Works Administration budget reflects the continuation of Public works administrative
support for City services, permitting, utility management, surveying, engineering, construction, and
development projects.
PUBLIC WORKS ADMINISTRATION
ACCOUNT # 1000-410
Public Works Administration supports community services and growth that sustains and improves the
quality of community life through continued services, planning, accurate design, and quality construction.
To assist others in providing and maintaining proper community infrastructure and facilities.
9
PUBLIC WORKS - ADMINISTRATION
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE'S 0.25 0.25 0.25 0.25
110 Salaries and payroll costs $17,672 $18,149 $18,385 $18,839
153 Health Insurance $3,182 $3,285 $3,146 $3,524
155 Retirement $1,367 $1,396 $1,418 $1,467
Subtotal $22,221 $22,830 $22,949 $23,830
Materials & Services:
210 Office Supplies, Computers, Equip, and other Supplies $7,428 $14,000 $12,864 $14,000
231 Gas $2,708 $3,000 $2,583 $3,000
345 Telephone & Communications $283 $350 $300 $350
354 Contract Services $201 $2,000 $286 $2,000
373 Dues & Training $2,715 $2,500 $2,224 $3,500
521 Central Garage Transfer $3,612 $4,434 $4,434 $4,571
Subtotal $16,947 $26,284 $22,691 $27,421
Capital Outlay
940 Machinery & Equipment $7,004 $0 $0 $0
Total $46,172 $49,114 $45,640 $51,251
FUND: GENERAL 1000-410-430100
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
The purpose of the City Facilities Maintenance is to provide safe and clean buildings for employees
and citizens to transact municipal business.
DEPARTMENT PERSONNEL: (1.45 FTE) City Facilities Maintenance shares personnel costs
of Parks Superintendent, 1 Parks Caretaker, and a dedicated Custodial Position.
GOALS OF THIS DEPARTMENT:
1. Provide essential building and janitorial services for the downtown city offices.
2. Provide specialized services in the areas of HVAC, plumbing, electrical and mechanical systems.
3. Provide maintenance services to Fire Hall Station 62.
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
CITY FACILITIES MAINTENANCE
ACCOUNT # 1000-412
In addition to maintaining the physical structure and providing janitorial services of the municipality,
budget expenditures will also provide a number of other improvements. Improvements to be made this
year are new carpet in three rooms at Station #62, and a seal coating of the City Hall parking lot.
10
CITY FACILITIES MAINTENANCE
EXPENDITURE DETAIL
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE'S 1.45 1.45 1.45 1.45
110 Salaries $67,249 $70,063 $67,079 $72,913
121 Overtime $16 $200 $21 $0
153 Health Insurance $13,404 $14,419 $13,248 $13,628
155 Retirement $5,079 $5,268 $5,114 $5,544
Subtotal $85,748 $89,950 $85,462 $92,085
Maintenance & Operations:
220 Security Improvements $228 $2,000 $1,407 $6,793
224 Janitorial Supplies $4,358 $6,000 $4,470 $6,000
241 Tools (mops, brooms, shovels)& Supplies $1,176 $1,500 $957 $1,500
341 Electricity $45,458 $47,000 $47,836 $45,000
344 Natural Gas $31,331 $30,000 $36,544 $32,000
345 Telephone $262 $400 $324 $400
354 Contract Services, remediation project $77,092 $25,000 $20,833 $25,000
355 HVAC Maintenance Contract $15,600 $16,500 $16,068 $16,500
361 Elevator Maintenance/fire alarm maint.$3,964 $6,000 $3,818 $6,000
362 Equipment Maintenance $1,379 $10,000 $7,905 $10,000
366 Building Maintenance $25,625 $27,500 $5,186 $41,150
545 County Landfill & recyling $3,400 $3,700 $3,417 $3,700
920 Building Improvements $2,790 $22,500 $20,459 $0
Subtotal $212,663 $198,100 $169,224 $194,043
Total $298,411 $288,050 $254,686 $286,128
366 Building Maintenance
Budget includes resurfacing city hall parkings lots. Station #62 HVAC damper and actuator, and carpeting.
Police Department Door #5 repairs.
FUND: 1000-412-411230
FY 2020 BUDGET HIGHLIGHTS
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
ACCOUNT # 1000-413POLICE DEPARTMENT
The police department strives to inspire a sense of safety in the community through specialized police
services including patrol, investigations, school resource officers, special response, and additional
programs that support these activities and the overall purpose of community based policing.
To provide professional law enforcement services to the residents and visitors to the City of Kalispell
through a well-trained, well equipped and dedicated staff. The Capital budget reflects two updated
emergency response vehicles to replacing aging models. The budget also provides for an
evidence/substation facility to be built at the city shop site to replace a garage and storage unit currently
rented for $8,500/year. Our Special Response Team budget includes a request to replace expiring tactical
body armor. The non-capital budget adds 14 new mobile radios through a five year lease to buy program
to replace obsolete radios. One additional administrative assistant position is included for our detective
division to help meet the increased demand in discovery, case volume, and digital evidence management.
The Kalispell Police Department strives to be a proactive agency that continually attempts to find
innovative solutions and ways to partner with our community to provide the highest level of service.
As members of the community we are committed to excellence for those we serve, ourselves and each
other through the shared values of Integrity, Compassion, Loyalty, Professionalism and Honor
DEPARTMENT PERSONNEL: 41 sworn officers including one Chief of Police, three Captains, eight
Sergeants, three Detectives, four School Resource Officers, 21 Patrol Officers, and one Canine Handler.
Our non-sworn staff includes an Animal Warden and a Parking Enforcement Officer, 3.75 Records/Crime
Analysts, one Evidence Custodian, one Records Management Specialist and three Administrative
Assistants.
11
POLICE DEPARTMENT
FUND: GENERAL 1000-413-420140
ACTUAL BUDGET ACTUAL BUDGET
POLICE - ADMINISTRATION FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 33 33 33 34
110 Salaries and payroll costs $2,147,179 $2,290,528 $2,173,622 $2,399,735
112 Severance-retirement $37,902 $0 $13,889 $22,000
114 Comp time Buyout $2,226 $11,600 $32,783 $13,600
121 Overtime (REG & AET OT)$63,464 $80,000 $98,530 $80,000
123 Special Assignment Overtime $2,525 $25,000 $16,292 $25,000
153 Health Insurance $428,204 $447,526 $412,803 $465,977
155 Retirement $280,288 $299,512 $275,500 $313,964
Subtotal $2,961,788 $3,154,167 $3,023,419 $3,320,276
Maintenance & Operations:
210 Office Supplies $3,111 $3,500 $3,379 $3,500
215 Computer supplies/equipment/maint.$4,010 $5,500 $8,661 $13,000
218 Equipment non-capital $54,665 $31,500 $30,132 $21,000
220 Investigative Supplies $2,908 $4,000 $4,406 $3,760
221 Safety Equipment $6,045 $7,000 $8,613 $7,000
225 Major Case Unit supplies $2,110 $2,000 $2,542 $1,000
226 SRT Support/supplies $10,397 $24,500 $24,397 $29,250
227 Ammo & Supplies $14,570 $33,450 $31,932 $25,000
228 Patrol Car Supplies $7,051 $15,000 $12,856 $15,400
229 Other Supplies $4,492 $5,000 $3,747 $5,000
230 Crime Prevent. Supplies $532 $1,000 $617 $1,000
231 Gas $78,158 $75,000 $83,781 $83,000
234 Crisis Negotiations $820 $2,000 $2,067 $500
235 Bike Patrol $0 $750 $0 $0
237 Reserve Program Supplies $394 $1,500 $0 $1,500
320 Printing $5,184 $5,500 $6,485 $5,500
345 Telephone & Communications $18,638 $17,500 $18,894 $19,000
354 Contract Services $14,536 $15,750 $15,677 $49,375
357 Forensic Analysis/Pathology $6,578 $6,500 $6,103 $6,500
358 Canine/Animal :Vet. Treatment $1,593 $5,000 $1,959 $4,830
363 Office Equip Maintenance $2,830 $2,000 $1,654 $2,000
365 Mandatory maint. & licensing/software $28,430 $27,000 $26,608 $33,000
369 Radio Maintenance $2,626 $2,500 $1,434 $2,500
con't
EXPENDITURE DETAIL
12
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
373 Dues & Training $33,832 $40,500 $33,806 $46,000
375 Regional Training & Testing (reimbursed)$16,040 $14,500 $4,782 $14,500
380 Training Supplies $2,920 $3,000 $3,792 $3,000
388 Medical Services*$1,534 $3,000 $2,775 $3,000
392 Prisoners Room & Board/ medical treatment $2,519 $2,500 $1,758 $2,500
521 Central Garage Transfer $66,131 $79,749 $79,749 $86,498
530 Rent $0 $0 $0 $8,520
Subtotal $392,654 $436,699 $422,606 $496,633
Capital Outlay:
940 Trailer (fy18)/5-Portable radios (fy19)$29,392 $30,000 $28,710 $0
942 Digiticket(fy18)/iRecord replc (fy19)$51,067 $22,000 $24,790 $0
944 Vehicles - 3 Patrol (fy19) 2 Patrol (fy20)$94,131 $134,700 $19,907 $211,793
Subtotal $174,590 $186,700 $73,407 $211,793
RECORDS
420142 Personal Services:FTE's 3.75 3.75 3.75 3.75
110 Salaries $145,302 $145,239 $139,607 $149,535
121 Overtime $1,313 $7,500 $3,234 $7,500
153 Health Insurance $31,796 $33,814 $32,101 $44,050
155 Retirement $11,388 $11,359 $11,208 $11,831
Subtotal $189,799 $197,912 $186,150 $212,916
Subtotal Police & Administration $3,718,831 $3,975,478 $3,705,582 $4,241,618
DETECTIVES
420141 Personal Services:FTE's 5 5 5 5
110 Salaries $364,411 $367,855 $382,233 $382,938
121 Overtime $9,890 $15,000 $13,025 $15,000
153 Health Insurance $80,960 $72,770 $80,298 $81,839
155 Retirement $47,933 $49,247 $50,627 $51,285
Subtotal $503,194 $504,872 $526,183 $531,062
con't
EXPENDITURE DETAIL - CONTINUED
POLICE DEPARTMENT
FUND: GENERAL 1000-413-420140
13
POLICE DEPARTMENT
FUND: GENERAL 1000-413-420140
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
RESOURCE OFFICERS
420144 Personal Services:FTE's 4 4 4 4
110 Salaries and payroll costs $248,662 $268,582 $269,682 $283,576
153 Health Insurance $48,682 $62,569 $42,823 $42,175
155 Retirement $31,579 $36,047 $34,110 $38,062
Subtotal $328,923 $367,198 $346,615 $363,813
ANIMAL CONTROL
420145 Personal Services:FTE's 1 1 1 1
110 Salaries and payroll costs ($300 OT)$42,040 $41,770 $43,170 $43,420
121 Overtime $0 $500 $0 $500
153 Health Insurance $8,295 $9,885 $8,196 $8,436
155 Retirement $3,116 $3,266 $3,231 $3,434
Subtotal $53,451 $55,421 $54,597 $55,790
PARKING SERVICES
420147 Personal Services:FTE's 2 2 2 2
110 Salaries and payroll costs $88,825 $80,091 $79,688 $83,263
153 Health Insurance $30,331 $32,709 $30,208 $31,019
155 Retirement $6,795 $6,261 $6,184 $6,584
Subtotal $125,951 $119,061 $116,080 $120,866
Maintenance & Operations:
210 Supplies, office, computer, printing, misc.$2,101 $4,000 $4,070 $4,000
354 Contract Services $2,012 $2,000 $1,970 $2,000
362 Lot maintenance, auto $6,351 $10,000 $2,850 $10,000
365 Snow removal $20,405 $17,500 $15,830 $17,500
550 Lot lease payments $1,553 $1,500 $1,111 $1,500
Subtotal $32,422 $35,000 $25,831 $35,000
Subtotal Parking Services $158,373 $154,061 $141,911 $155,866
con't
EXPENDITURE DETAIL - CONTINUED
14
FUND: GENERAL 1000-413-420140
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Operating Transfers:
827 To Drug Fund 2916 $64,000 $64,000 $64,000 $64,000
828 Transfer to Cops Hiring Grant fund 2918 $60,000 $0 $0 $0
829 Transfer to Block Grant 2919 $7,000 $3,500 $7,461 $11,500
Subtotal $131,000 $67,500 $71,461 $75,500
Total $4,893,772 $5,124,531 $4,846,349 $5,423,649
EXPENDITURE DETAIL - CONTINUED
POLICE DEPARTMENT
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
Specific efforts in FY2020 for the Kalispell Fire Department include the continuation and tracking of
outreach efforts for training, education, and commercial pre-plans. In this budget cycle we are continuing
our replacement of various aged and non-compatible service delivery equipment specific to search and
rescue and general non capital goods. Continued funding is being requested for maintenance and repair of
infrastructure for station 62. Replacement of our SCBA air cylinders is requested as they have met their
life term and can no longer be certified for use. Utility vehicle proposed will replace a 1991 Chevy Blazer
and a 1999 Chevy Suburban.
FIRE DEPARTMENT
ACCOUNT # 1000-416
The Kalispell Fire Department exists to limit the threat and impact of uncontrolled residential, commercial
and industrial fires through education, prevention, and response activities.
DEPARTMENT PERSONNEL: Chief, Assistant Chief, and Clerk split (50%) with the Ambulance
department. 3 Captains, 3 Lieutenants, 5 Engineers, and 9 Firefighters. One building inspector performs
fire inspections and is funded 40%.
The Kalispell Fire Department trains and provides community education services to minimize the impact of
emergency events within the community.
15
FIRE DEPARTMENT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE'S 22.9 22.9 22.9 21.9
110 Salaries (21.5 fte)$1,617,926 $1,707,020 $1,566,588 $1,739,869
110 Salaries -Prevention (.4 fte)$20,493 $20,955 $19,883 $21,459
114 Comp Time Buyout $3,199 $5,500 $4,510 $5,500
115 Out of Rank Pay $14,201 $12,500 $12,578 $12,500
121 Overtime $73,116 $40,000 $94,064 $40,000
153 Health Insurance $293,301 $319,276 $291,259 $303,101
155 Retirement $218,000 $230,748 $211,880 $228,618
Subtotal $2,240,236 $2,335,999 $2,200,762 $2,351,047
Maintenance & Operations:
210 Office Supplies, computer supplies $2,169 $2,000 $469 $4,000
218 Equipment (Non Capital)$20,171 $21,500 $19,698 $21,500
221 Safety Equipment, consumable tools, uniforms $10,657 $15,000 $8,392 $15,000
224 Janitorial Supplies $4,613 $5,000 $3,108 $5,000
231 Gas $9,748 $17,325 $11,060 $17,325
241 Consumable Tools/Uniforms $13,069 $15,750 $13,349 $15,750
320 Printing $0 $200 $0 $200
322 Books/Fire Prevention week materials/codes $237 $1,000 $385 $1,250
345 Telephone & Communications $5,461 $6,000 $6,017 $6,000
354 Contract Services $38,597 $13,800 $13,668 $20,390
362 Equipment Maintenance $2,288 $5,500 $6,165 $5,500
366 Building Maintenance - station 62 $5,342 $6,500 $6,396 $6,500
369 Radio/pager- Equip.& Maintenance $5,676 $5,000 $6,079 $5,000
373 Dues & Training, meetings $11,544 $10,000 $14,304 $10,000
388 Firefighter Physicals $15,538 $26,675 $21,879 $27,475
521 Central Garage Transfer $41,670 $40,027 $40,027 $33,663
820 Transfer to Ambulance Fund $352,000 $500,000 $500,000 $280,000
821 Transfer to Fund 2956 Grant Match $0 $22,454 $0 $31,454
Subtotal $538,780 $713,731 $670,996 $506,007
610/620 Debt Retirement: Fire Pumper $0 $63,457 $44,467 $57,806
940 Capital Equipment-Vehicle/SCBA bottles/server $0 $0 $0 $44,546
Total $2,779,016 $3,113,187 $2,916,225 $2,959,406
FUND: 1000-416-420400;420470
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
During FY2020, the planning department will continue implementation of the Kalispell Downtown Plan.
Staff will contine to work to improve downtown parking options and work with MDT as we implement a
future vision for Main Street. Staff will assist public works in the update of the Kalispell Transportation
Plan. The department will continue to work toward implementing the Core Area Plan, including
developing final concept designs and construction drawings for the Kalispell Trail, assisting Community
Development with the acquisition of railroad R/W, removal of the railroad lines, and development of the
Kalispell Trail and complete street. The Kalispell Growth Policy Map update, is scheduled to be completed
as part of the 2020 efforts. The Kalispell Architectural Review Committee design standards will be updated
to address specific Downtown and Core Area provisions. Finally, staff will complete the pedestrian and
bike facilities study with recommendations of key routes and connectors to be completed.
PLANNING DEPARTMENT
ACCOUNT # 1000-420
The purpose of the Planning Department is to develop and implement appropriate plans and policies that
facilitate short and long term growth needs for the City of Kalispell.
DEPARTMENT PERSONNEL: Planning Director (.65), Office Supervisor (.5), GIS Coordinator (.8),
Senior Planner (1) and Planner (1).
The Planning Department has several primary documents that are reviewed and updated to guide
development and zoning for the City of Kalispell. These documents typically get adopted through
extensive public hearing processes. These include, but are not limited to the Kalispell Growth Policy, the
Zoning Code and Subdivision Regulations for the City of Kalispell, the recently adopted Core Area Plan
and the Downtown Kalispell Plan.
16
PLANNING & ZONING
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 3.95 3.95 3.95 3.95
110 Salaries and payroll costs $264,432 $278,527 $270,921 $283,588
112 Salaries -Retirement $0 $0 $0 $57,078
153 Health Insurance $55,251 $60,251 $54,658 $56,122
155 Retirement $20,731 $21,867 $21,450 $22,556
Subtotal 340,414 360,645 347,029 $419,344
Maintenance & Operations:
210 Office Supplies/Equip/ Software $204 $6,000 $956 $5,000
231 Gas $137 $300 $414 $400
331 Publication & Filing Fees, Books, Printing $1,625 $2,000 $1,296 $2,000
345 Telephone $787 $1,000 $800 $1,000
354 Contract Services $6,743 $2,000 $4,498 $2,000
373 Dues & Training $7,341 $7,000 $6,962 $7,000
521 Central Garage Transfer $949 $1,129 $1,129 $401
Subtotal $17,786 $19,429 $16,055 $17,801
Capital Outlay
944 Vehicle (.5) shared with building department $13,972 $0 $0 $0
Total Budget $372,172 $380,074 363,084$ $437,145
FUND: 1000-420-411020
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
1.Support the economic and physical development of Kalispell.
2.Provide quality working, living and recreational environments.
3.Promote diverse and affordable housing.
4.Support education and employment opportunities.
5.Act as liaison to business, tourism, education, community and economic development groups.
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
COMMUNITY DEVELOPMENT
ACCOUNT # 1000-480
Community Development works collaboratively with the community to improve the overall quality of
place and life for residents and businesses.
DEPARTMENT PERSONNEL: Assistant Director of Planning, Building and Community Development
and Community Development Coordinator. Both of these positions are partially funded through the
Westside TIF and Airport TIF.
The FY20 Budget highlights include the beginning of construction at the Trail component of the USDOT
TIGER grant as well as construction of the South Kalispell TIF Traffic Project and the USDOT BUILD
grant project at the Hwy 93 By-Pass Foys Lake project.
17
Community Development
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 1.00 1.00 1.00 1.00
110 Salaries & Wages $62,351 $64,795 $64,661 $67,380
153 Health Insurance $11,474 $14,329 $12,917 $13,277
155 Retirement $4,892 $5,060 $5,135 $5,325
Subtotal $78,717 $84,184 $82,713 $85,982
Materials and Services:
210 Office Supplies $1,277 $1,500 $426 $1,000
211 Grant Administration Expenses/project exp $0 $750 $0 $750
312 Postage & Printing $496 $500 $26 $500
334 Montana West Membership $500 $500 $500 $500
345 Telephone, Communications $343 $900 $352 $750
354 Contract Services $160 $1,500 $59 $500
373 Dues & Training $1,576 $5,000 $3,256 $5,000
379 Meetings $0 $1,500 $1,253 $1,500
Subtotal $4,352 $12,150 $5,872 $10,500
Total $83,069 $96,334 $88,585 $96,482
FUND: 1000-480-470210
EXPENDITURE DETAIL
18
ON BEHALF PAYMENTS
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Beginning Cash
CASH: Operating $0 $0 $0 $0
Revenue
336020 INTERGOVERNMENTAL $1,396,874 $1,550,000 $1,392,090 $1,550,000
Total Available $1,396,874 $1,550,000 $1,392,090 $1,550,000
Expenditure
RETIREMENT
155 Police $738,532 $780,000 $734,865 $820,000
155 Fire & Ambulance $658,342 $770,000 $657,225 $730,000
$1,396,874 $1,550,000 $1,392,090 $1,550,000
Ending Cash
Cash Carry Over $0 $0 $0 $0
FUND: 1001 GENERAL-.400-420140….420400
PROGRAM DESCRIPTION
REVENUE PROJECTION/EXPENDITURE SUMMARY
On-behalf payments made by the State of Montana into the State Retirement Fund on behalf of Police and Firemen. No funds come through the City's
bank, nor do we write any checks. Recognition of the benefit is a requirement of GASB 24 (Governmental Accounting Standards Board). The State
contributes 32.61% (of payroll) for fire and 29.37% for police.
Page Fund Dept
PUBLIC SAFETY
1-3 2230 Ambulance 1,399,981$
4 2956 Fire Grants 352,000$
5 2957 Hazmat Grant 18,500$
6-7 2399 Impact Fees 860,000$
8 2915 Stonegarden Grant 10,000$
9 2916 Drug Enforcement Grant 101,602$
10-11 2919 Law Enforcement Grants 71,000$
12-14 2394 Building Dept.1,154,244$
Total 3,967,327$
SPECIAL REVENUE FUNDS
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The primary outcome of the FY2020 budget is the continuation of emergency medical response and
outreach services. Focus will be on internal and external communication improvements and operational
accountability. A replacement medical transport ambulance is being requested to replace a 2002
ambulance.
AMBULANCE
FUND #2230
The Kalispell Ambulance provides Advanced Life Support medical response, treatment and transport of the
sick and injured, and public safety education.
DEPARTMENT PERSONNEL: Chief, Assistant Chief, and Clerk split (50%) with the Fire department,
and 8 Firefighters.
The goal of the Kalispell Ambulance Department is to provide effective medical response and educate the
community on safe living practices.
1
If the red line (expenditures) is above or intersects near the top of the green bar (beginning cash balance),
the fund may not be able to meet its obligations and may need attention. Conversely, the red line
intersecting the green bar near the bottom could indicate needed expenditures are not being incurred or an
adjustment is needed.
The ambulance fund is a hybrid tax/charge for services fund that receives approximately 2/3 of its revenue
from charges for services (ambulance fees and county ems levy). In this hybrid fund a beginning cash
carryover of 15%-25% (2-3 months) of budgeted expenditures should be sufficient, if a balanced budget is
presented. Beginning cash carryover was 0% (FY19), 5% (estimated FY20), 1% (estimated FY21), and 3%
(estimated FY22).
AMBULANCE
FUND #2230
-100
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AMBULANCE
(in 1000's)
BEG. CASH BAL.
EXPENDITURES
RECEIPTS
2
AMBULANCE FUND
FUND: 2230-440-420730
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: operating $2,229 $270 $270 $127,109
Total Cash Available $2,229 $270 $270 $127,109
REVENUES
342050 Services billed $1,682,889 $1,700,000 $1,536,565 $1,700,000
A/R change ($147,712)($50,000)$114,293 ($46,000)
Write -offs, uncollectible Medicare, etc. approx. 55%($922,647)($950,326)($947,055)($935,000)
Net collections $612,530 $699,674 $703,803 $719,000
342070 County EMS Levy $106,095 $100,000 $122,558 $120,000
Inception of Loan $0 $0 $0 $190,000
Transfer from General Fund $352,000 $500,000 $500,000 $280,000
Total $1,070,625 $1,299,674 $1,326,361 $1,309,000
Total Available $1,072,854 $1,299,944 $1,326,631 $1,436,109
EXPENSES
Ambulance Service $1,072,584 $1,201,934 $1,139,522 $1,187,779
Debt service $0 $0 $0 $22,202
Capital $0 $60,000 $60,000 $190,000
Total $1,072,584 $1,261,934 $1,199,522 $1,399,981
ENDING CASH
Operating cash available $270 $38,010 $127,109 $36,128
PROJECTED REVENUE AND FUND SUMMARY
3
AMBULANCE FUND
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 9.50 9.50 9.50 9.50
110 Salaries & Wages $601,300 $656,047 $637,348 $682,105
114 Comp Time Buyout $0 $3,500 $1,006 $3,500
115 Out of Rank Pay $1,811 $2,500 $1,655 $2,500
121 Overtime $22,681 $30,000 $30,616 $30,000
153 Health Insurance $129,098 $155,949 $143,176 $145,660
155 Retirement $79,887 $87,109 $84,462 $88,145
Subtotal $834,777 $935,105 $898,263 $951,909
Materials and Operations
210 Office Supplies/equip/computer $979 $1,400 $538 $3,400
218 Equipment - Non-Capital $3,315 $4,200 $2,356 $4,200
231 Gas $5,628 $7,560 $6,155 $7,560
241 Consumable Tools/uniforms $2,125 $4,000 $4,201 $4,000
312 Postage & printing $129 $1,500 $23 $1,000
345 Telephone & Communications $1,696 $1,700 $1,313 $1,700
354 Contract services $40,865 $19,990 $9,731 $19,990
355 911 Center contribution $34,500 $35,020 $35,020 $36,600
359 Collection Serv./Credit Card Fees/audit fees $2,176 $1,650 $2,471 $1,650
362 Equipment maintenance & radio maint.$4,366 $5,000 $3,012 $5,000
373 Dues & Training $1,603 $5,000 $6,755 $5,000
388 Exposure Testing/Immun. $1,864 $2,500 $1,525 $2,500
391 Treatment-Medical Supplies $29,629 $49,749 $39,735 $51,241
510 Property & Liability Ins. $25,771 $34,487 $35,351 $8,555
521 Central Garage Transfer $18,070 $18,093 $18,093 $18,009
522 Administrative Transfer $48,407 $55,862 $55,862 $47,276
528 Information Tech. Transfer $16,684 $19,118 $19,118 $18,189
Subtotal $237,807 $266,829 $241,259 $235,870
610/620 Debt Retirement: Ambulance $0 $0 $0 $22,202
940 Amb (fy17)/Cardiac Monitors(fy19)Amb(fy20)$0 $60,000 $60,000 $190,000
Total $1,072,584 $1,261,934 $1,199,522 $1,399,981
EXPENDITURE DETAIL
FUND: 2230-440-420730
4
FIRE GRANTS
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: operating $4,757 $4,778 $4,778 $6,003
REVENUES
331120 Assistance for Firefighters Grant (SCBA)$0 $202,092 $0 $314,546
365020 Donations/Roundup for Safety $4,894 $5,000 $7,225 $6,000
383001 City Share transfer from General fund $0 $22,454 $0 $31,454
Total $4,894 $229,546 $7,225 $352,000
Total Available $9,651 $234,324 $12,003 $358,003
EXPENDITURES
420400-218 Equipment (non-capital) $320 $0 $0 $0
221 Safety Equipment - Roundup for Safety $4,553 $5,000 $6,000 $6,000
420415-940 AFG GRT fy20 SCBA $0 $224,546 $0 $346,000
$4,873 $229,546 $6,000 $352,000
CASH: operating $4,778 $4,778 $6,003 $6,003
ENDING CASH
FUND: 2956-416-420400
PROJECTED REVENUE/EXPENDITURE AND FUND SUMMARY
5
HAZMAT GRANT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: operating $60,785 $53,026 $53,026 $45,368
REVENUES
334021 Hazmat Grant $1,509 $0 $1,119 $6,000
365020 Hazmat Response Payments $1,945 $0 $0 $0
371010 Investments $614 $500 $750 $0
Total $4,068 $500 $1,869 $6,000
Total Available $64,853 $53,526 $54,895 $51,368
EXPENDITURES
420410-125OT - Pass Thru Hazmat $5,462 $8,000 $4,014 $4,000
218 Equipment - Pass Thru Hazmat $4,681 $12,000 $4,071 $12,000
373 Travel - Pass Thru Hazmat $1,684 $5,000 $1,442 $2,500
Total $11,827 $25,000 $9,527 $18,500
CASH: operating $53,026 $28,526 $45,368 $32,868
FUND: 2957-416-420400
PROJECTED REVENUE/EXPENDITURE AND FUND SUMMARY
ENDING CASH
6
PUBLIC SAFETY IMPACT FEES
FUND: 2399
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Beginning Cash
10100 Cash: Administration 5%$12,674 $7,854 $7,854 $6,277
10172 Cash: Police $90,937 $103,806 $103,806 $115,914
10173 Cash: Fire $714,132 $833,746 $833,746 $996,854
Total Cash $817,743 $945,406 $945,406 $1,119,045
Revenue
341072 POLICE (less admin)$11,818 $9,500 $9,935 $9,500
341072 5% Admin $622 $500 $523 $500
341073 FIRE (less admin)$180,829 $142,000 $150,108 $142,500
341073 5% Admin $9,558 $7,500 $7,900 $7,500
371010 Interest Revenue -distrubuted to cash ADMIN $0 $0 $0 $0
Interest Revenue -distrubuted to cash POLICE $1,051 $800 $2,173 $2,000
Interest Revenue -distrubuted to cash FIRE $8,301 $6,200 $13,000 $11,000
Total Revenue $212,179 $166,500 $183,639 $173,000
Total Available $1,029,922 $1,111,906 $1,129,045 $1,292,045
Expenditure
900 Fire Department (inc debt service, less impact review)$69,516 $750,000 $0 $750,000
Police Department (less impact review)$0 $100,000 $0 $100,000
Administrative transfer $15,000 $10,000 $10,000 $10,000
Total Expenditures $84,516 $860,000 $10,000 $860,000
Ending Cash: Administration 5%$7,854 $5,854 $6,277 $4,277
10100 Cash: Police $103,806 $14,106 $115,914 $27,414
10172 Cash: Fire $833,746 $231,946 $996,854 $400,354
10173 Total Cash $945,406 $251,906 $1,119,045 $432,045
REVENUE PROJECTION
7
PUBLIC SAFETY IMPACT FEES
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
413
420140 Police Department -available funds $0 $100,000 $0 $100,000
Subtotal Police $0 $100,000 $0 $100,000
416
420400 Fire Department -available funds $0 $750,000 $0 $750,000
610 Principal -Fire Truck $67,524 $0 $0 $0
620 Interest - Fire Truck $1,992 $0 $0 $0
Subtotal Fire $69,516 $750,000 $0 $750,000
400
410200
522 Administrative charge $15,000 $10,000 $10,000 $10,000
Subtotal Administration $15,000 $10,000 $10,000 $10,000
Total $84,516 $860,000 $10,000 $860,000
PROGRAM DESCRIPTION
An Impact Fee committee oversees the recommendations for use of these funds. The fire department purchased a portion of a ladder truck with
impact fees and pays related debt with impact fees. Impact fees can be used for capital purchases related to growth. Amounts budgeted are
amounts anticipated to be available for fire and police purchases of items approved on their capital improvement plan. Capital purchases must have
a minimum 10 year life.
EXPENDITURE SUMMARY/ DETAIL
FUND: 2399
8
HOMELAND SECURITY - STONEGARDEN GRANT
FUND: 2915-413-420140
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
Cash on Hand $0 $0 $0 $0
REVENUES
331112 Homeland Security Grant - 15 Stonegarden $36,042 $120,000 $5,218 $0
331113 Homeland Security Grant-thru City of Whitefish $0 $0 $10,000
Total $36,042 $120,000 $5,218 $10,000
Total Available $36,042 $120,000 $5,218 $10,000
EXPENDITURES
121 Overtime & payroll costs (KPD)$1,366 $20,000 $0 $10,000
218 Equipment (KPD)$0 $40,000 $0 $0
354 Contract Services (WPD, MFWP)$34,676 $60,000 $5,218 $0
Total $36,042 $120,000 $5,218 $10,000
ENDING CASH
Cash on Hand $0 $0 $0 $0
REVENUE PROJECTION - FUND SUMMARY
PROGRAM DESCRIPTION
Operation Stonegarden is a joint operation with the Kalispell and Whitefish Police Departments, the Montana Highway Patrol and the US Border
Patrol to deter attempts at illegal activity at the Flathead County Border Corridor.
9
DRUG ENFORCEMENT GRANT
FUND: 2916-413-420140
AMENDED
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
Cash on Hand $3,473 $13,396 $9,418 $8,462
REVENUES
331020 HIDTA Grant $10,499 $8,000 $13,542 $8,000
331022 County Drug Grant $20,882 $23,000 $20,480 $23,000
383001 General Fund Transfer $64,000 $64,000 $64,000 $64,000
Total $95,381 $95,000 $98,022 $95,000
Total Available $98,854 $108,396 $107,440 $103,462
EXPENDITURES
Crime Control FTE's 1 1 1 1
110 Salaries and payroll costs $56,529 $64,857 $61,609 $65,117
121 Overtime-grant match $8,508 $7,500 $13,409 $8,000
153 Health Insurance $7,619 $11,911 $10,184 $11,934
155 Retirement $7,621 $8,710 $8,057 $8,751
Subtotal $80,277 $92,978 $93,259 $93,802
Materials and Services:
354 Contract Services $5,181 $6,000 $5,719 $7,800
Subtotal $5,181 $6,000 $5,719 $7,800
Total $85,458 $98,978 $98,978 $101,602
ENDING CASH
Cash on Hand $13,396 $9,418 $8,462 $1,860
REVENUE PROJECTION - FUND SUMMARY
PROGRAM DESCRIPTION
The goal of this project is to enforce the State and Federal statutes relating to the possession and/or sale of illegal drugs and the criminal activity
associated with drug use in Flathead County and its incorporated cities. The multi-agency task force concept is intended to provide a well-coordinated
county-wide drug enforcement program whose purpose is to attack the drug marketplace at all levels by placing equal importance on the casual user, the
addict and the traffickers.
10
LAW ENFORCEMENT GRANTS
FUND: 2919-413-420140
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
Cash on Hand $0 $69 $69 $0
REVENUES
331023 Bulletproof Vest Partnership $2,779 $3,500 $0 $3,500
331024 Roundup for Safety grant/other donations $2,842 $4,000 $319 $4,000
331021 Justice Assistance Grant (JAG) 2016-DJ-BX-0265 $0 $12,000 $10,341 $0
334015 MDOT/Spec. Holiday Enforcement (STEP) (126) $25,582 $40,000 $27,556 $35,000
342015 School District Overtime $13,451 $20,000 $13,035 $17,000
383001 Transfer from General $7,000 $3,500 $7,461 $11,500
Total Revenue $51,654 $83,000 $58,712 $71,000
Total Available $51,654 $83,069 $58,781 $71,000
EXPENDITURES
Crime Control $51,585 $83,000 $58,781 $71,000
ENDING CASH
Cash on Hand $69 $69 $0 $0
REVENUE PROJECTION - FUND SUMMARY
PROGRAM DESCRIPTION
This budget allows for the purchase of safety equipment through grant funding, including the Bulletproof Vest Partnership and Round-Up for Safety.
11
LAW ENFORCEMENT GRANTS
FUND: 2919-413-420140
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:
110 Salaries and payroll costs $2,423 $4,000 $2,760 $4,000
126 Overtime-Holiday Reimbursement $21,303 $36,000 $28,642 $36,000
127 Overtime-School district $18,451 $20,000 $15,289 $20,000
Subtotal $42,177 $60,000 $46,691 $60,000
Maintenance & Operations:
218 JAG grant $0 $12,000 $11,512 $0
220 Other equipment from donations $3,393 $4,000 $578 $4,000
221 Bullet Proof Vests $6,015 $7,000 $0 $7,000
Subtotal $9,408 $23,000 $12,090 $11,000
Total $51,585 $83,000 $58,781 $71,000
EXPENDITURE DETAIL/SUMMARY
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
The FY2020 budget will focus on the administration of the adopted code programs including
residential, commercial and electrical inspection program, and the continued implementation of a
web-based permit system allowing contractors to submit building applications on-line. This year,
the 2018 code book cycle will be adopted and implemented including appropriate training. We
will also incorporate safety features into the building department offices and storage areas.
BUILDING DEPARTMENT
ACCOUNT # 2394-420
The building department serves as the entity that reviews plans and conducts inspections of
construction in the city to promote safe and sustainable building efforts for the community.
DEPARTMENT PERSONNEL: Planning Director (.35), Office Supervisor (.5), Assistant
Office Supervisor, Building Official, two plans examiners, GIS position (.20) and four Building
Inspectors. One inspector performs fire inspections and is funded 40% by the general fund (fire
department).
To achieve its purpose the building department conducts reviews and inspections in accordance
with the most recently adopted building/fire and related construction codes. Along with fire life
safety inspections in existing buildings.
12
If the red line (expenditures) is above or intersects near the top of the green bar (beginning cash
balance), the fund may not be able to meet its obligations and may need attention. Conversely, the
red line intersecting the green bar near the bottom could indicate needed expenditures are not
being incurred or an adjustment is needed.
The building fund is supported by permits and fees. Permits and fee revenues are random. At a
minimum, this fund should have enough cash available at July 1st to pay expenditures through
December. In this fund, a beginning cash carryover of 50% of budgeted expenditures should be
sufficient to pay the fund expenditures through December, if a balanced budget is presented.
Beginning cash carryover was 206% (FY19), 153% (estimated FY20), 134% (estimated FY21),
and 104% (estimated FY22).
BUILDING DEPARTMENT
ACCOUNT # 2394-420
0
0.2
0.4
0.6
0.8
1
1.2
FORESTRY
(000)
$0
$500
$1,000
$1,500
$2,000
$2,500
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BUILDING DEPARTMENT
(in 1000's)
BEG. CASH
BAL.
EXPENDITURES
RECEIPTS
13
BUILDING DEPARTMENT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: Operating $1,589,757 $1,970,615 $1,970,615 $1,867,073
REVENUES
323101 Building permits $716,706 $600,000 $456,204 $400,000
323103 Plumbing permits $37,443 $21,000 $35,852 $35,000
323104 Mechanical permits $80,749 $30,000 $52,236 $35,000
323105 Electircal permits $80,570 $60,000 $69,592 $60,000
323108 Plan Review $306,342 $250,000 $146,210 $160,000
371010 Investment Earnings $19,475 $5,000 $28,425 $18,000
Total Revenue $1,241,285 $966,000 $788,519 $708,000
Total Available $2,831,042 $2,936,615 $2,759,134 $2,575,073
Operating $860,427 $955,843 $892,061 $1,154,244
Total Expenditures $860,427 $955,843 $892,061 $1,154,244
ENDING CASH
10100 CASH: Operating $1,970,615 $1,980,772 $1,867,073 $1,420,829
FUND: 2394-420-420530
EXPENDITURES
PROJECTED REVENUE AND FUND SUMMARY
14
BUILDING DEPARTMENT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 8.65 8.65 8.65 8.65
110 Salaries and payroll costs $469,129 $502,504 $486,855 $520,711
112 Salaries - Retirement $0 $21,472 $0 $55,872
121 Overtime $29,629 $20,000 $12,957 $20,000
153 Health Insurance $95,404 $95,112 $93,926 $95,503
155 Retirement $37,718 $37,666 $37,999 $39,529
Total Personal Services $631,880 $676,754 $631,737 $731,615
Maintenance & Operations:
210 Supplies/computer hardware/software/other $32,938 $36,000 $21,147 $20,000
231 Gas & Oil $3,285 $4,500 $3,544 $5,000
320 Postage, printing, Code books $9,430 $7,300 $5,963 $7,300
323 State Ed Assessments $5,136 $7,500 $3,012 $7,500
345 Telephone & Communications $4,386 $4,500 $7,600 $6,000
353 Auditing (3 year Building audit for state)$3,350 $4,500 $4,500 $4,500
354 Contract Services $20,426 $20,000 $9,910 $20,000
355 City Works Licensing Fee $19,671 $25,000 $18,199 $16,000
356 ArcGIS server upgrade license $9,500 $3,000 $2,500 $6,000
357 Credit Card / PayPal Fees $0 $20,250 $5,429 $15,000
360 Furniture $10,302 $9,000 $8,511 $4,000
373 Dues & Training $15,829 $30,000 $29,118 $35,000
510 Insurance - liability & property $7,176 $7,200 $5,015 $10,000
521 Central Garage Transfer $1,882 $1,926 $1,926 $1,342
522 Administrative Transfer $21,454 $29,956 $29,956 $33,156
528 Information Technology Transfer $29,196 $33,457 $33,457 $31,831
Total M & O $193,961 $244,089 $189,787 $222,629
Capital Outlay:
920 Awning(fy18) Mezzanine (fy19 & fy20)$9,447 $35,000 $14,196 $200,000
940 Server (fy18) N bsmt entrance safety proj (fy19)$10,000 $0 $0 $0
944 Vehicles (fy18) bldg annex rm 2nd floor access (fy19)$15,139 $0 $56,341 $0
Total Capital $34,586 $35,000 $70,537 $200,000
Total Budget $860,427 $955,843 $892,061 $1,154,244
FUND: 2394-420-420530
EXPENDITURE DETAIL
Page Fund Dept PUBLIC WORKS
15-18 2400 Light Maintenance 409,475$
19-20 2420 Gas Tax 718,241$
21 2421 BaRSAA 420,000$
22-28 2500 Street Maintenance 3,255,424$
29 2825 MACI Grant 205,000$
Total 5,008,140$
SPECIAL REVENUE FUNDS
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL: (1.40 FTE)
.05 Budget Resource Manager
.20 Assessment Coordinator
.15 GIS Specialist
1 Light Maintenance
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
LIGHT MAINTENANCE
FUND #2400
Light Maintenance funds are utilized by the Traffics Signs and Signals Division to provide visibility that
promotes safe and efficient use of street facilities.
Achieve lighting standards and promote light replacements with longer lasting and more efficient lighting
systems.
The FY20 budget presents the continuation of maintaining the light system to provide consistent and
reliable lighting for vehicular traffic, pedestrians, bicycle travel, and outdoor recreational areas.
Expenditures also allow for the rehabilitation of decorative lights in the downtown areas, installations of
new luminaires throughout the City, and the conversion of LED fixtures for the City owned street lights and
bollards.
15
The light maintenance fund is an assessed fund. As an assessment supported fund, the light maintenance
fund should have enough cash available at July 1st (and January 1st) to pay expenditures through December
(June). In this fund, a beginning cash carryover of 35%-40% of budgeted expenditures should be sufficient
to pay the fund expenditures through December, if a balanced budget is presented. Beginning cash
carryover was 87% (FY19), 97% (estimated FY20), 92% (estimated FY21), and 86% (estimated FY22).
LIGHT MAINTENANCE
FUND #2400
If the red line (expenditures) is above or intersects near the top of the green bar (beginning cash balance),
the fund may not be able to meet its obligations and may need attention. Conversely, the red line
intersecting the green bar near the bottom could indicate needed expenditures are not being incurred or an
adjustment is needed.
0
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LIGHT MAINTENANCE
(in 1000's)
BEG. CASH BAL.EXPENDITURES RECEIPTS
16
LIGHT MAINTENANCE
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
10100 CASH:$261,553 $315,885 $315,885 $475,923
10120 Replacement Account ($10,000/year)$30,000 $4,451 $4,451 $14,451
$291,553 $320,336 $320,336 $490,374
REVENUES
363010 Maintenance Assessments $378,888 $380,000 $395,316 $390,000
-designated for equipment replacement $10,000 $10,000 $10,000 $20,000
363040 Penalty & Interest $848 $600 $796 $700
364030 Misc.$22,618 $5,000 $41,085 $5,000
371010 Interest Earnings $2,673 $1,200 $5,190 $3,000
$415,027 $396,800 $452,387 $418,700
TOTAL AVAILABLE $706,580 $717,136 $772,723 $909,074
Street Lighting (10100)$328,227 $403,658 $282,349 $409,475
Capital Outlay-Replacement (10120)$35,549 $0 $0 $0
Debt Service $22,468 $0 $0 $0
$386,244 $403,658 $282,349 $409,475
10100 CASH:$315,885 $299,027 $475,923 $465,148
10120 Replacement Account ($20,000/year)$4,451 $14,451 $14,451 $34,451
$320,336 $313,478 $490,374 $499,599
FUND: 2400-410-430263
ENDING CASH
EXPENDITURES
BEGINNING CASH
PROJECTED REVENUE AND FUND SUMMARY
17
LIGHT MAINTENANCE
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE'S 1.25 1.25 1.25 1.40
110 Salaries $72,665 $73,846 $76,504 $86,741
153 Health Insurance $11,516 $21,714 $11,382 $15,533
155 Retirement $5,450 $5,521 $5,787 $6,589
Subtotal $89,631 $101,081 $93,673 $108,863
Materials and Services:
244 Lighting Supplies $7,009 $18,000 $4,214 $18,000
245 New Luminaires $20,075 $30,000 $1,819 $30,000
246 LED Luminaire Upgrade (carryover)$21,165 $38,835 $6,180 $32,655
341 Electricity $155,585 $182,000 $154,437 $182,000
360 Repair, Maint Services, & Other Supplies $20,849 $20,000 $8,307 $20,000
373 Dues & Training $0 $0 $0 $1,000
510 Liability Insurance & Uninsured Loss $711 $800 $777 $1,500
522 Administrative Transfer $13,202 $12,942 $12,942 $15,457
Subtotal $238,596 $302,577 $188,676 $300,612
Capital Outlay: Replacement Funds (10120)
940 Machinery & Equipment $35,549 $0 $0 $0
Subtotal $35,549 $0 $0 $0
Debt Service:
610 Principal - Boom Truck $22,055 $0 $0 $0
620 Interest $413 $0 $0 $0
Subtotal $22,468 $0 $0 $0
Total $386,244 $403,658 $282,349 $409,475
FUND: 2400-410-430263
EXPENDITURE DETAIL
18
LIGHT MAINTENANCE
FUND: 2400-410-430263
Line Item Detail: LIGHT MAINTENANCE
245 Luminaires - $30,000
Installation of new luminaires.
246 LED Luminaire Upgrade - Carryover $32,655
This includes purchasing a mixture of new heads, and bulbs to begin updating all of the City owned luminaires to LED. LED bulbs
provide a 50-60% reduction in power consumption and are a cleaner, brighter light, with less maintenance. The City will submit
an application to Flathead Electric's Energy Conservation Rebate program. If accepted up to 90% of the upgrade costs could be
reimbursed, along with future reduced electrical costs. The LED changeover will take place over several years.
360 Repair & Maint Services - $21,000
Maintain all City owned Luminaires and replacing the deteriorated and malfunctioning decorative globe lights at six per year.
FY 2020 BUDGET HIGHLIGHTS
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
GAS TAX
ACCOUNT # 2420-421
The city receives annual gas tax revenue allocations based on population and street and alley
mileage to be used for construction, reconstruction, maintenance and repair of streets, right of
ways and alleys.
Provide a right of way infrastructure program that includes reconstruction, maintenance,
markings, and repair of streets, sidewalks, and alleys.
The FY20 budget reflects the continuation of the pavement marking, overlay, chip seal, and
sidewalk replacement programs, which promotes safe travel and longevity of the road and
pedestrian systems.
19
GAS TAX
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash $590,277 $702,021 $702,021 $799,409
REVENUE
343012 Public Works Charges $0 $0 $0 $0
335040 Gas Tax Apportionment $381,045 $383,983 $383,983 $390,204
383010 Transfer from Solid Waste for Alley Paving $40,000 $40,000 $40,000 $40,000
371010 Interest $7,116 $4,500 $12,566 $8,000
Total Revenue $428,161 $428,483 $436,549 $438,204
Total Available $1,018,438 $1,130,504 $1,138,570 $1,237,613
EXPENDITURES
Street Department $316,417 $658,165 $339,161 $718,241
ENDING CASH
Cash $702,021 $472,339 $799,409 $519,372
FUND: 2420-421-430240
PROJECTED REVENUE AND FUND SUMMARY
20
GAS TAX
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
430240 Materials and Services-Streets
231 Gas & Oil $34,483 $40,000 $36,944 $42,000
344 Natural Gas $4,758 $5,800 $6,075 $6,800
354 Contract Services-Striping $0 $20,000 $0 $20,000
360 Contract - Snow Remove, Constr. Support, Repair $750 $1,500 $600 $1,500
368 Overlays & Chip Seals $119,073 $300,000 $131,421 $318,578
452 Gravel $4,023 $5,000 $1,316 $5,000
453 Equipment Rental $2,711 $5,000 $0 $5,000
471 De-Icer/Road Oil $39,158 $45,000 $54,585 $53,000
472 Asphalt Material $11,921 $50,000 $33,058 $40,000
473 Crack Sealing Material $4,707 $14,500 $16,065 $14,500
474 Paint Striping Materials $22,174 $30,000 $9,595 $30,000
Total Materials & Services Streets $243,758 $516,800 $289,659 $536,378
430234 Sidewalks / Alleys:
956 Sidewalk Construction/ADA Compliance $43,192 $101,365 $36,682 $114,683
957 Alley Paving $29,467 $40,000 $12,820 $67,180
Total Capital $72,659 $141,365 $49,502 $181,863
Total $316,417 $658,165 $339,161 $718,241
Line Item Detail:
368 Overlay & Chip Seals - Carryover $168,578 New Appropriations - $150,000
956 Sidewalk Replacement & ADA Compliance - Carryover $64,683 New Appropriation $50,000
$25,000 to be used for a matching program to assist homeowners with replacing bad sidewalks and $25,000 to meet ADA requirements.
957 Alley Paving - Carryover 27,180 New Appropriation $40,000
Includes a transfer from Solid Waste to pave approximately 6 alleys and perform maintenance on existing paved alleys.
FUND: 2420-421-430240
FY 2020 BUDGET HIGHLIGHTS
EXPENDITURE DETAIL
21
BaRSAA
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash $0 $74,438 $74,438 $320,331
REVENUE
335040 BARSAA Apportionment $141,787 $420,000 $305,077 $400,000
383001 Transfer from Special Street - 5%$7,089 $21,000 $15,254 $20,000
Total Revenue $148,876 $441,000 $320,331 $420,000
Total Available $148,876 $515,438 $394,769 $740,331
EXPENDITURES
354 Pavement Maint.$74,438 $515,438 $74,438 $420,000
ENDING CASH
Cash $74,438 $0 $320,331 $320,331
The Bridge and Road Safety and Accountability Act (HB473) was enacted on May 3, 2017. This bill increased the tax on gasoline to
31.5 cents (from 27 cents) in fiscal years 2018 and 2019; to 32 cents in fiscal years 2020 and 2021; to 32.5 cents in fiscal year 2022;
and 33 cents in fiscal year 2023 and thereafter. A corresponding 2 cent per gallon increase (to 29.75 cents) was placed on diesel fuel
over the same fiscal years. Any of these new tax funds requested require a local 5% match ($1 for every $20 requested), and must
be used along with the matching funds for construction, reconstruction, maintenance, or repair of rural roads, city or town streets and
alleys, or bridges.
FUND: 2421-421-430240
PROJECTED REVENUE AND FUND SUMMARY
PROGRAM DESCRIPTION
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL: (16.40 FTE)
.20 Public Works Director .20 Administrative Assistant
.25 Senior Civil Engineer (City Engineer).25 Engineering Tech/GIS/IT Support
.15 Budget Resource Manager .10 General Laborer
.25 Construction Manager 10.75 Special Street Maintenance Operators
.15 Administrative Coordinator 1 Special Street Maintenance Supervisor
.25 Project Manager (Engineer II)1 Traffic Signs and Signals Maintenance Supervisor
.50 Road and Fleet Superintendent 1 Traffic Signs and Signals Maintenance Technical
.20 Assessment Coordinator .15 GIS Specialist
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
The FY20 budget reflects the continuation of street and alley preventative maintenance, repairs, and
reconstruction, including pavement marking, overlay, chip seal, ADA compliance, and sidewalk
replacement programs. This budget supports the Kalispell area transportation plan update, which
provides planning guidelines to meet the needs of new development and updates for the current
transportation network. Expenditures to purchase equipment attachments for leaf collection
improvements, a medium duty truck that supports year round operations and service, and utility rim
adjustment equipment that supports paving projects. The Traffic, Signs, and Signal budget provides
for the purchase of traffic detection to complete upgrades to improve traffic movements at the
intersection of Meridian Road and Two Mile Drive. The purchase of a second variable message
board will support traffic control for City wide construction projects, parades, and special events.
SPECIAL STREET MAINTENANCE
FUND #2500
To construct and maintain surface transportation, signals, and traffic controls that support economic
viability and promotes clean, safe, and drivable travel during all seasons.
1.To maintain city streets in a clean, safe and drivable condition during all seasons.
2.To provide the safe and orderly travel through properly designed and maintained signals, signage
and markings.
22
If the red line (expenses) is above or intersects near the top of the green bar (beginning cash
balance), the fund may not be able to meet its obligations and may need attention. Conversely, the
red line intersecting the green bar near the bottom could indicate needed expenditures are not being
incurred, or an adjustment is needed.
The special street maintenance fund is an assessed fund. As an assessment supported fund, the
special street maintenance fund should have enough cash available at July 1st (and January 1st) to
pay expenditures through December (June). In this fund a beginning cash carryover of 35%-40% of
budgeted expenditures should be sufficient to pay the fund expenditures through December if a
balanced budget is presented. Beginning cash carryover was 87% (FY19), 91% (estimated FY20),
87% (estimated FY21), and 93% (estimated FY22).
SPECIAL STREET MAINTENANCE
FUND #2500
0
500
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1500
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2500
1ST
QTRFY18
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SPECIAL STREET MAINTENANCE
(in 1000's)
BEG. CASH BAL.EXPENDITURES RECEIPTS
23
SPECIAL STREET MAINTENANCE
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: Operating $1,191,911 $1,634,033 $1,634,033 $2,041,337
10107 Cash, Designated Equip. Replacement $232,027 $162,502 $162,502 $156,916
10108 Cash, Designated S & C Repair/In-Lieu of $27,828 $27,828 $27,828 $27,828
10109 Cash, Designated Pavement Replacement $771,595 $486,843 $486,843 $673,829
Total Cash $2,223,361 $2,311,206 $2,311,206 $2,899,910
REVENUE
343012 Public Works Charges $58,999 $7,500 $6,083 $7,500
363010 Maintenance Assessments $2,067,750 $2,100,000 $2,131,463 $2,130,000
-designated for pavement replacement $400,000 $400,000 $400,000 $400,000
-designated for equipment replacement $200,000 $200,000 $200,000 $200,000
Bonded Debt - 4th Ave E Rebuild $615,098 $0 $0 $0
363040 Penalty & Interest $6,537 $6,000 $6,815 $6,000
364030 Sale of Misc./Auction $25,570 $5,000 $14,579 $5,000
371010 Investment $18,044 $15,000 $32,126 $22,000
Total Revenue $3,391,998 $2,733,500 $2,791,066 $2,770,500
Total Available $5,615,359 $5,044,706 $5,102,272 $5,670,410
EXPENDITURES
Street Department/TSS $1,714,150 $2,095,116 $1,771,405 $2,106,443
Capital Equip. Replacement $296,575 $226,000 $217,943 $189,000
Capital Outlay Bonded Debt - 4th Ave E Rebuild $615,098 $0 $0 $0
S & C Repair Funds $0 $27,828 $0 $27,828
Pavement Replacement Program $684,752 $691,927 $213,014 $932,153
Total Expenditures $3,310,575 $3,040,871 $2,202,362 $3,255,424
ENDING CASH
10100 Cash, OPERATING $1,634,033 $1,672,417 $2,041,337 $2,105,394
10107 Cash, Designated Equip. Replacement $162,502 $136,502 $156,916 $167,916
10108 Cash, Designated S & C Repair $27,828 $0 $27,828 $0
10109 Cash, Designated Pavement Replacement $486,843 $194,916 $673,829 $141,676
Total $2,311,206 $2,003,835 $2,899,910 $2,414,986
FUND: 2500-421-430240
PROJECTED REVENUE AND FUND SUMMARY
24
SPECIAL STREET MAINTENANCE
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
STREET DIVISION
Personal Services:FTE's 13.25 14.25 14.25 14.40
110 Salaries and Payroll Costs $706,871 $776,609 $734,483 $805,569
121 Overtime $26,339 $28,000 $19,985 $28,000
153 Health Insurance $143,858 $170,710 $153,942 $177,425
155 Retirement $54,660 $57,693 $56,770 $60,533
Subtotal $931,728 $1,033,012 $965,180 $1,071,527
Materials and Services:
210 Computer Equipment/Software/Supplies $3,228 $16,360 $10,918 $16,360
218 Non-Capital Equipment /Safety Equipment & Supplies $8,308 $7,000 $6,869 $7,000
220 Other supplies, Janitorial, Consumable Tools $4,733 $4,500 $3,548 $4,500
231 Gas & Oil $35,833 $40,000 $38,039 $42,000
341 Electric $2,699 $3,500 $2,577 $3,500
345 Telephone $1,352 $1,500 $1,812 $1,700
354 Contract Services $18,559 $30,000 $6,759 $22,500
356 Consultant-Transportation Plan, Plan Review $514 $137,150 $3,283 $187,150
362 Equipment Maint. Parts & Supplies, includes Radios $21,782 $33,500 $28,156 $33,500
366 Building Maint.$2,473 $5,000 $3,860 $26,375
373 Dues & Training $1,830 $5,500 $5,922 $7,500
388 Medical Services/Drug Test $617 $1,000 $410 $1,000
510 Property & Liability Insurance $17,650 $17,231 $17,413 $30,260
512 Uninsured Loss-Deductible $0 $11,269 $15,080 $11,269
521 Central Garage Transfer $180,235 $200,052 $200,052 $195,464
522 Administrative Transfer $93,300 $98,967 $98,967 $115,951
528 Information Tech. Transfer $12,513 $14,339 $14,339 $14,191
Subtotal $405,626 $626,868 $458,004 $720,220
610/620 Debt Service-Principal & Interest - from operating cash $77,206 $36,740 $36,375 $0
610/620 Debt Service-Principal & Interest - from pavement maint.$34,821 $38,906 $38,906 $38,987
Subtotal $112,027 $75,646 $75,281 $38,987
FUND: 2500-421-430240
EXPENDITURE DETAIL
25
SPECIAL STREET MAINTENANCE
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Capital Outlay:
840 MACI Grant Match - Wtr/De-Icer Trk-Carryover $0 $10,000 $0 $10,000
920 Salt Brine Tank $7,637 $0 $0 $0
921 Sand/Cold Mix Storage Shed $15,277 $0 $0 $0
922 Shop Roof and Insulation Replacement $0 $45,000 $49,900 $0
923 Cold Storage Roof Replacement $27,100 $0 $0 $0
953 Shop Complex Pavement Restoration - Carry $0 $38,200 $33,522 $4,678
Subtotal $50,014 $93,200 $83,422 $14,678
Capital Outlay: Bonded Project
969 4th Ave E. Main Replc $615,098 $0 $0 $0
430244
354 Pavement Maintenance Funds $642,842 $632,021 $158,854 $873,166
820 Transfer to BaRSAA $7,089 $21,000 $15,254 $20,000
430245 Replacement Funds:
940 Machinery & Equipment $296,575 $195,000 $190,282 $158,000
430248 Sidewalk & Curb Repair Funds
354 Contract Services (carryover)$0 $27,828 $0 $27,828
Total Streets $3,060,999 $2,704,575 $1,946,277 $2,924,406
430264 TRAFFIC SIGN & SIGNALS
Personal Services:FTE's 2.0 2.0 2.0 2.0
110 Salaries $118,243 $124,519 $102,172 $103,256
121 Overtime $0 $7,500 $67 $7,500
153 Health Insurance $21,767 $26,794 $27,476 $29,676
155 Retirement $8,748 $9,177 $7,633 $7,685
Subtotal $148,758 $167,990 $137,348 $148,117
Maintenance & Operations:
210 Computer Equipment/Software/Supplies $1,395 $2,500 $2,676 $3,775
218 Non-Capital Equipment /Safety Equipment & Supplies $7,529 $6,700 $4,706 $6,700
220 Other Supplies, Janitorial, Consumable Tools $2,612 $3,500 $2,611 $3,500
FUND: 2500-421-430240
EXPENDITURE DETAIL -con't.
26
SPECIAL STREET MAINTENANCE
FUND: 2500-421-430240; 430264
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Maintenance & Operations: Cont.
242 Street Signs $7,469 $30,000 $23,898 $30,000
243 Traffic Signals $5,905 $20,000 $7,060 $30,000
245 Barricade Materials $5,603 $5,500 $3,696 $6,000
341 Electricity $1,829 $3,000 $1,767 $3,000
345 Tele. & Communications $769 $850 $664 $850
354 Contract Services $7,793 $10,000 $2,267 $10,000
362 Equipment Maintenance Parts, includes Radios $3,203 $3,000 $586 $3,000
366 Building Maintenance $363 $3,000 $1,936 $7,375
373 School & Travel $5,610 $6,000 $5,736 $7,000
428 Paint Materials $4,147 $5,000 $581 $5,000
510 Property & Liability Insurance $1,793 $1,623 $1,648 $3,000
512 Uninsured Loss-Deductible Property $0 $2,777 $263 $2,777
521 Central Garage Transfer $8,024 $7,435 $7,435 $7,502
532 Office Rent $6,422 $6,422 $6,421 $6,422
Subtotal $70,466 $117,307 $73,951 $135,901
Capital Outlay:
940 Machinery & Equipment $30,352 $51,000 $44,786 $47,000
Subtotal $30,352 $51,000 $44,786 $47,000
Total Traffic Signs and Signals $249,576 $336,297 $256,085 $331,018
Grand Total - Streets & TSS $3,310,575 $3,040,871 $2,202,362 $3,255,424
EXPENDITURE DETAIL -con't.
27
SPECIAL STREET MAINTENANCE
Line Item Detail: Street Division
110 Personnel Services - Includes an additional .15 FTE
Addition of one full-time GIS specialist. Salary split between Storm, Water, Sewer, Street, Light Maint. and Solid Waste.
210 Computer Equipment/Software/Supplies - $16,360
Includes funds for GPS vehicle Tracking, annual software licenses, and to meet the computer replacement schedule.
354 Contract Services - $22,500
$7,500 needed for street sweepings disposal.
356 Consultant - $187,150
$180,000 - Transportation Plan Update - Carryover $130,000; New Appropriation $50,000 - Propose to work in conjunction with
MDOT and update the 2008 Kalispell Area Transportation Plan. This plan is now 10 years out of date and is scheduled to be updated
now that the bypass is complete. Updating the plan ensures projects and priorities are current and consistent with community needs.
$7,150 - Plan Review and Construction Administration Support
366 Building Maintenance - $26,375
$15,000 - Replace four street department shop doors
$ 4,375 - Shop Complex Motorized Gate System. Cost shared between Water, Sewer, Streets, TSS, Central Garage, Solid Waste, Parks,
and Police. Total Cost $35,000
$ 2,000 - Repair a damaged section of security fence at shop complex. Cost shared with Sewer, Water, Solid Waste
Street and Parks. Total Cost $10,000
$ 5,000 - Misc Building Repairs
Capital Outlay: Operating Funds
840 MACI Grant Match - Carryover $10,000
During the next MACI Grant cycle the City plans on applying for a flush/deicer truck. If approved this would replace
a 1994 truck with 739,304 miles which is in poor condition and nearing the end of its life cycle for the City. The required
13.42% match, plus indirect costs, would come from the remaining balance in the MACI Fund and a $10,000 transfer from
the Special Street Maintenance Fund. Estimated cost of the flush/de-icer truck is $185,000.
FUND: 2500-421-430240
FY 2020 BUDGET HIGHLIGHTS
28
SPECIAL STREET MAINTENANCE
Line Item Detail Continued: Street Division
Capital Outlay: Operating Funds Cont.
953 Shop Complex Pavement Restoration - Carryover $4,678
The project involves replacement of the degraded asphalt surface inside the fenced area of the City Shop Complex and the installation of a
new storm water quality treatment device. The asphalt at the City Shop Complex is deteriorated beyond simple patch work and necessitates
replacement. The asphalt replacement triggers storm water treatment requirements stipulated by the MS4 permit and promotes good
stewardship for clean water discharges to Ashley Creek. Cost shared between Water, Sewer, Storm, Streets, & Solid Waste.
Total Project Cost $341,000
430244 Pavement Repairs - $873,166
354 Pavement Maintenance - Carryover $473,166, New Appropriation $400,000
Capital Outlay: Replacement Funds
430245 Machinery & Equipment - Carryover $7,000; New Appropriation $151,000
940 $13,000 - Two Leaf Loader Buckets - Cost split with Storm - Total Cost $26,000
$100,000 - Used Medium Duty Flat Bed Truck with Removable Deicer Tank
$11,000 - Manhole Repair System - Cost shared with Sewer and Storm - Total Cost $33,000
$27,000 - V-Plow Hydraulic Package
Line Item Detail Continued: Traffic Sign & Signals
243 Traffic Signals - $30,000
$10,000 increase is for Whitefish Stage School Zone Flasher LED update
366 Building Maintenance - $7,375
$4,375 - Shop Complex Motorized Gate System (cost shared betwn water, sewer, streets, TSS, Central Garage, Solid Waste, Parks,
Police. Total Cost $35,000
$3,000 - Misc Repairs
Capital Outlay:
944 Machinery & Equipment - $47,000
$25,000 - Variable Message Board-Used for emergencies, planned work, and special events.
$11,000 - Replace 1995 Pipe Threader
$11,000 Wavetronix Detection Upgrade on Meridian/ 2 Mile Dr
FUND: 2500-421-430240
FY 2020 BUDGET HIGHLIGHTS
29
MT. AIR & CONGESTION GRANT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
CASH: Operating $21,006 $21,006 $21,006 $21,006
REVENUES
331055 MACI Grant (FY19 Sweeper & FY20 Flush Truck)$0 $363,122 $206,630 $176,783
383012 Transfer (match) from Storm Sewer - carryover $0 $43,000 $34,268 $0
383012 Transfer (match) from Street Maintenance $0 $10,000 $0 $10,000
Total Revenue $0 $416,122 $240,898 $186,783
Total Available $21,006 $437,128 $261,904 $207,789
EXPENDITURES
940 Capital Equipment $0 $419,406 $240,898 $205,000
ENDING CASH
CASH: Operating $21,006 $17,722 $21,006 $2,789
During the next MACI Grant cycle the City plans on applying again for a flush/deicer truck. If approved this would replace
a 1994 truck with 739,304 miles which is in poor condition and nearing the end of its life cycle for the City. The required
13.42% match, plus indirect costs, would come from the remaining balance in the MACI Fund and a $10,000 transfer from
the Special Street Maintenance Fund. Estimated cost of the flush/de-icer truck is $185,000.
FUND: 2825…STREET….421….FUNCTION….430240
FY2020 BUDGET HIGHLIGHTS
PROJECTED REVENUE AND FUND SUMMARY
The Montana Air and Congestion Initiative (MACI) provides funds for equipment purchases which are utilized to benefit air
quality in the State.
PROGRAM DESCRIPTION
Page Fund Dept PARKS
30 2210 430 Parks in Lieu 18,392$
31 2215 Revenue and Fund Summary
32-34 2215 436 Parks 850,929$
35 2215 440 Athletic Complex 258,328$
36 2215 431 Recreation/Sports 174,563$
37 2215 448 Youth Camps 266,212$
38 2215 437 Aquatics Facility 283,953$
39-41 2600 Forestry/Developer's Trees 644,949$
2,497,326$
SPECIAL REVENUE FUNDS
30
PARKS IN LIEU
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
CASH $1,416 $18,392 $18,392 $18,667
MT DOT Trail Refund $3,657 $0 $0 $0
346080 South Side Estates $13,135 $0 $0 $0
371010 Interest Earnings $184 $0 $275 $0
Total Revenue $16,976 $0 $275 $0
Total Available $18,392 $18,392 $18,667 $18,667
Park Improvements - Lions Park Irrigation / split w/parks $0 $18,348 $0 $18,392
$0 $18,348 $0 $18,392
ENDING CASH
Cash Carry over $18,392 $44 $18,667 $275
FUND: 2210-436-460430
EXPENDITURES
REVENUES
The "Parks in Lieu" program mission is to utilize and direct funds received from developers towards contributing to the development and
improvement of city parks and trails.
PROGRAM DESCRIPTION
PROJECTED REVENUE AND FUND SUMMARY
31
PARKS DEPARTMENT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH:
10100 CASH: operations $738,327 $847,399 $847,399 $900,614
10107 Cash designated for Capital Equipment $40,917 $32,379 $32,379 $7,467
$779,244 $879,778 $879,778 $908,081
REVENUE:
311100 Real Estate Taxes $984,766 $1,025,000 $1,019,297 $1,045,000
311200 Personal Property/Entitlement $43,422 $40,000 $43,150 $40,000
312000 Penalty & Interest $1,685 $2,000 $1,562 $2,000
381060 Operating transfer- Health Insurance/Bandshell(18) $101,467 $91,000 $91,000 $95,000
Subtotal Revenue from Taxes $1,131,340 $1,158,000 $1,155,009 $1,182,000
346050 Parks Usage Fees $20,713 $21,500 $20,444 $20,000
365015 Kidsports Maintenance $25,850 $20,000 $10,990 $20,000
346056 Kidsports usage $3,288 $2,500 $4,077 $3,000
346059 Picnic in the Park $22,993 $27,000 $27,045 $26,500
346051 Recreation Fees $22,472 $17,216 $26,735 $20,033
346053 Scholarships (donation)$3,271 $3,000 $1,622 $2,000
346052 Sports Programs $53,162 $52,022 $51,230 $59,480
365010 Donations/Grants(fy16)/Reimb&Dog Park(fy17)$15,241 $0 $4,106 $0
346054 Community After School Programs $67,427 $70,000 $56,642 $56,000
346057 Youth Camps $155,099 $147,302 $157,081 $156,421
346030 Pool $143,692 $127,000 $165,079 $140,000
346040 Concessions $36,552 $34,000 $41,898 $36,000
Subtotal Recreation & Pool $569,760 $521,540 $566,949 $539,434
371010 Investments $6,672 $4,000 $8,923 $5,500
346055 Ice Rink Utilities Reimbursement $18,773 $22,500 $21,597 $20,000
381050 Inception of loan $61,527 $100,000 $97,772 $0
Total $1,788,072 $1,806,040 $1,850,250 $1,746,934
Total Resources Available $2,567,316 $2,685,818 $2,730,028 $2,655,015
EXPENDITURES:
All Departments $1,687,538 $2,101,723 $1,821,947 $1,833,985
ENDING CASH:
Cash Designated for Capital $32,379 $7,379 $7,467 $22,467
Cash Carry Over $847,399 $576,716 $900,614 $798,563
PROJECTED REVENUE AND FUND SUMMARY
FUND: 2215-436-460430
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
In FY20 the Parks Department will address and strengthen the basics by continuing to increase contract and
in-house weed spraying as well as grass over seeding to strengthen turf. Beacon lights will be purchased
and installed at Woodland Park to help assist geese in finding new places to live. As part of the new
playground being installed at Woodland Park a concrete sidewalk will be installed around the perimeter. A
new powered lift gate will be purchased and installed on a current parks truck to help with loading and
unloading. In addition a new wood fence/parking barricades will be installed at Woodland Park.
The purpose of the Kalispell Parks Department is to actively encourage, provide, promote and protect
quality leisure opportunities, facilities and environments that are essential for the enhancement of the lives
of our citizens.
PARKS
FUND #2215
DEPARTMENT PERSONNEL: (5.55 FTE) Parks shares personnel costs of Parks and Recreation
Director, Parks Superintendent, Parks Foreman, Administrative Specialist and four Parks Caretakers.
To maintain 292 acres of parks and open spaces, according to our Parks Master Plan, while implementing
beautification programs, by addressing identified deferred maintenance in the parks system.
32
The parks fund is a hybrid tax/charge for services fund that receives approximately 2/3 of its revenue from tax levies
(general and permissive health). Also, a majority of parks charges for services revenue is received in the 2nd half of
the fiscal year. Similar to a solely tax supported fund, the parks fund should have enough cash available at July 1st
(and January 1st) to pay expenditures, less charges for services revenues, through December (June). In this hybrid
fund a beginning cash carryover of 25%-35% of budgeted expenditures should be sufficient to pay the fund
expenditures through December, if a balanced budget is presented. Beginning cash carryover was 45% (FY19), 42%
(estimated FY20), 36% (estimated FY21), and 28% (estimated FY22).
PARKSFUND #2215
If the red line (expenditures) is above or intersects near the top of the green bar (beginning cash balance), the fund
may not be able to meet its obligations and may need attention. Conversely, the red line intersecting the green bar
near the bottom could indicate needed expenditures are not being incurred or an adjustment is needed.
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PARKS
(in 1000's)
BEG. CASH BAL.
EXPENDITURES
RECEIPTS
33
PARKS DEPARTMENT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 5.55 5.55 5.55 5.55
110 Salaries and payroll costs $313,091 $324,341 $319,928 $336,666
111 Salaries - seasonal $36,713 $73,950 $62,408 $66,679
121 Overtime: Call outs $176 $300 $49 $300
153 Health Insurance $59,142 $67,983 $58,360 $61,999
155 Retirement $25,546 $27,932 $28,013 $28,857
Subtotal $434,668 $494,506 $468,758 $494,501
Maintenance & Operations:
210 Office Supplies, equip./computers $1,575 $1,800 $853 $1,800
215 Equipment - not capital $7,822 $7,000 $5,109 $6,000
224 Janitorial Supplies (All Parks)$5,357 $6,000 $4,686 $6,000
229 Other Supplies (fertilizer, weed spray, seed, paint)$3,025 $10,000 $8,198 $10,000
231 Gas $14,211 $15,500 $17,071 $15,500
241 Tools / Small Equipment /Safety equip $2,146 $3,500 $2,041 $6,000
320 Printing (Info brochures), advertising (legal notices)$15 $400 $166 $200
341 Electricity $12,812 $14,000 $12,427 $14,000
343 Ice Rink Utilities (Reimbursed-see revenue)$18,802 $20,000 $21,555 $20,000
344 Natural Gas $1,904 $2,500 $2,257 $2,500
345 Telephone & Communications $2,412 $3,600 $1,939 $2,800
351 Sports Court and Sport Maintenance $7,300 $9,000 $8,281 $2,000
354 Contract Services/Tennis Agreement $2,000 $2,000 $2,000 $2,000
355 Contract Services-Trail Maint./weed control/ woodland sidewalk $6,958 $30,000 $26,635 $15,000
356 Consultants - Preliminary design Hwy 93 trail $0 $30,000 $0 $30,000
357 Active Communities Expense $0 $2,680 $2,222 $1,193
358 FVCC Tennis Interlocal Agreement $7,000 $7,000 $7,000 $7,000
362 Equipment / Building Maintenance $23,060 $40,000 $20,727 $10,500
364 Landscape Materials, Perennials & Rose Garden $5,700 $6,000 $5,912 $6,000
367 Vandalism Repairs $2,715 $4,000 $3,476 $4,000
373 Dues & Training $3,773 $8,000 $7,253 $8,000
388 Medical services: Drug Testing $0 $400 $232 $400
395 Equipment Rental $682 $1,400 $155 $500
420 Metal /Wood Products-Fencing, picnic tables $2,596 $5,000 $3,828 $9,000
440 Irrigation Supplies $6,280 $9,500 $6,349 $7,500
452 Gravel, top soil, sand & compost $180 $1,500 $861 $1,500
con't
FUND: 2215-436-460430
EXPENDITURE DETAIL
34
PARKS DEPARTMENT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Maintenance & Operations Continued:
521 Central Garage Transfer $40,634 $44,867 $44,867 $38,968
545 County Landfill $0 $5,773 $522 $6,273
610 Principal /Board of Investments -mower/flatbed/restrm/playground $30,928 $48,649 $35,675 $59,296
620 Interest /Board of Investments -mower/flatbed/restrm/playground $2,647 $7,001 $4,717 $7,890
Subtotal $212,534 $347,070 $257,014 $301,820
Capital Outlay:
941 Equipment - truck replacement (fy20)$61,527 $40,000 $39,912 $38,000
931 Park Improvements - Thompson Playground $23,538 $0 $0 $0
932 Park Improvements - Lions Irrigation / split w/parks in lieu $0 $0 $0 $16,608
933 Park Improvements - Dog Park $49,612 $0 $0 $0
920 Building Improvements - Woodland Park playground $0 $100,000 $97,772 $0
Subtotal $134,677 $140,000 $137,684 $54,608
Total $781,879 $981,576 $863,456 $850,929
Line Item Detail: Parks Department
941 Equipment - $38,000
Truck Replacement
932 Park Improvements - $16,608
Irrigation Improvements - Lions Park/ split with parks in lieu
EXPENDITURE DETAIL - con't.
FY 2020 BUDGET HIGHLIGHTS
FUND: 2215-436-460430
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The KYAC budget focuses on meeting the requirements of the 5 sports organizations, while maintaining
the fields to promote safety and participation. With the completion of the additional fields on the north end
of the complex the FY20 budget includes an increase in fertilizer and irrigation cost. A new goal at KYAC
this year will be to increase over seeding of grass on main play areas on sports fields providing better,
stronger turf. Kalispell parks and Recrecreation will continue working with Kidsports to improve the
facilities under the terms of the Memorandum of Understanding.
The Kalispell Youth Athletic Complex is a public/private partnership that was created between the City of
Kalispell and the current youth athletic programs at the site. This site is composed of 30 athletic fields;
hosting baseball, softball, football, soccer, cross country and lacrosse.
ATHLETIC COMPLEX
ACCOUNT # 2215-440
DEPARTMENT PERSONNEL: (2.15 FTE) KYAC shares personnel costs of Parks Superintendent,
Parks Foreman and 2 Parks Caretakers.
Maintain 138 acres of sports fields, 3 parks (pocket, Spring Prairie, Memorial), and green spaces in a
maintenance mode that supports the agreement between KYAC and the City.
35
ATHLETIC COMPLEX
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY18/19
Personal Services:FTE's 1.95 2.15 2.15 2.15
110 Salaries and payroll costs $88,037 $106,149 $101,079 $110,377
111 Seasonal Salaries $41,027 $41,904 $38,596 $38,917
121 Overtime $0 $300 $0 $300
153 Health Insurance $22,140 $31,767 $25,350 $34,733
155 Retirement $9,330 $9,714 $9,871 $10,009
Subtotal $160,534 $189,835 $174,896 $194,337
Maintenance & Operations:
221 Safety Equipment (ear plugs, masks, glasses etc)$15 $350 $161 $600
229 Other Supplies (fertilizer, weed spray, seed, paint)$14,350 $20,500 $13,576 $22,000
231 Gas $6,998 $8,500 $9,062 $8,500
241 Consumable Tools (weedeaters)$50 $4,200 $1,515 $2,000
341 Electricity $9,478 $9,500 $8,477 $9,500
345 Telephone & Communications $183 $240 $275 $240
354 Contract Services - pump & pest management $0 $1,000 $0 $1,000
355 Contract Services - well, pump, pressure tank $22,549 $15,000 $15,584 $0
362 Equipment Maintenance $366 $800 $282 $800
364 Landscape, Flowers & gardens $136 $600 $80 $600
367 Vandalism Repairs $241 $500 $47 $500
373 Dues & Training $140 $600 $471 $600
388 Medical services: Drug Testing $0 $200 $105 $200
395 Rental Equipment $0 $150 $0 $150
420 Metal /Wood Products/Fencing $2,920 $1,500 $0 $1,500
440 Irrigation $3,939 $6,000 $3,436 $7,000
452 Gravel/Sand $1,278 $1,200 $424 $1,200
521 Central Garage Transfer $1,097 $1,562 $1,562 $4,201
545 County Landfill $0 $3,400 $0 $3,400
Subtotal $63,740 $75,802 $55,057 $63,991
Capital Outlay:
940 Equipment - mower & slit seeder $2,650 $107,000 $106,924 $0
Total $226,924 $372,637 $336,877 $258,328
FUND: 2215-436-460440
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
4.Develop new recreation and sports programming based on current trends and customer requests.
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The Recreation FY20 budget focuses on developing and maintaining recreational programming and youth
sports such as: Picnic in the Park, Valentines Dance, Santa's Calling, Little Dribblers and Squirts
basketball, Runnin' Rascals Football, seasonal soccer programs and our cheerleading camps. This year we
will introduce a couple of new programs such as; youth art camps, family fly fishing and an indoor soccer
league.
The purpose of the Recreation Department is to provide affordable recreational and sports programs to
encourage educational opportunities and promote healthy life styles.
2.Provide year round affordable sports activities for pre-adolescent youth, to introduce the basics of the
sport, assist with learning skills, while promoting physical activity in a fun non-competitive atmosphere.
3.Provide year round community oriented recreational and special event opportunities, encompassing a
diverse and wide range of interests.
RECREATION/SPORTS
ACCOUNT # 2215-431
DEPARTMENT PERSONNEL: (1.6 FTE) Recreation shares personnel costs of the Parks and
Recreation Director, Recreation Superintendent, Recreation Programmer, and Office Admin.
1.Provide free community & family events such as: Outdoor Movies, Picnic in the Park, Art Walk, Santa's
Calling, and Shakespeare in the Park.
36
RECREATION/SPORTS & SPECIAL EVENTS
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 1.6 1.6 1.6 1.6
110 Salaries and payroll costs $80,209 $81,541 $66,762 $83,360
111 Seasonal Salaries $11,757 $9,133 $9,855 $10,065
153 Health Insurance $19,666 $21,601 $12,479 $22,649
155 Retirement $6,239 $7,005 $5,253 $7,304
Subtotal $117,871 $119,281 $94,349 $123,377
Maintenance & Operations:
229 Other Supplies $8,618 $11,110 $8,348 $11,138
231 Gas $407 $780 $429 $584
320 Printing & Advertising $11,010 $12,265 $6,206 $9,300
345 Telephone & Communications $564 $668 $529 $664
353 On Line Registration/Credit Card Fees $0 $5,458 $0 $0
354 Contract Services $21,320 $22,205 $24,109 $27,550
357 Music Franchise Fees $1,077 $1,150 $1,115 $1,250
373 Dues & Training $100 $1,214 $1,058 $700
Subtotal $43,096 $54,850 $41,794 $51,186
Total $160,967 $174,131 $136,143 $174,563
EXPENDITURE DETAIL
FUND: 2215-436-460431
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
4. To continue to partner with School District #5 to provide healthy snacks and/or meals to meet
participants nutritional needs.
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
3. To provide appropriate activities that develop cognitive, social, physical and emotional outcomes.
The purpose of the Youth programs is to offer children a quality experience in a safe, supervised, active
environment when school is not in session.
The Youth Camp FY20 budget focuses on meeting the federally and state mandated daycare standards for
adult to child ratio to ensure safety and quality staffing, while providing a variety of stimulating field trips and
physical and cultural activities to promote emotional and physical growth of our participants. After the change
in Afterschool Program transportation in FY19, we are seeking to partner with the Kalispell School District
again to increase participation and customer confidence. Each afterschool family will be required to pay
$67.50/child per year for transportation costs. KPR will be required to pay the balance if the 100 participant
minimum is not met.
YOUTH CAMPS
ACCOUNT # 2215-448
DEPARTMENT PERSONNEL: (1.5 FTE) Youth Camps shares personnel costs (with Recreation/Sports
budget) of the Recreation Superintendent, Recreation Programmer, and Office Admin.
1. To provide affordable out of school programs for parents.
2. To provide an enriching and positive atmosphere.
37
YOUTH CAMPS
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 1.5 1.5 1.5 1.5
110 Salaries and payroll costs $71,118 $72,174 $57,420 $73,603
111 Salaries-seasonal $107,131 $142,248 $119,074 $139,364
121 Overtime $2 $150 $366 $150
153 Health Insurance $18,693 $20,771 $11,659 $21,805
155 Retirement $5,527 $6,584 $4,514 $6,765
Subtotal $202,471 $241,927 $193,033 $241,687
Maintenance & Operations:
224 Janitorial supplies (Daycamp facility)$30 $450 $246 $250
229 Other Supplies $2,032 $4,520 $2,520 $3,520
231 Gas $134 $355 $47 $338
320 Printing & Advertising $25 $345 $82 $295
345 Telephone & Communications $890 $1,040 $727 $1,352
353 On Line Registration Fees $0 $4,000 $0 $0
354 Contract Services $10,251 $12,870 $12,539 $12,870
355 After School program expenses $654 $1,200 $697 $1,200
356 Bank Fees/Credit Card Charges $3,902 $6,000 $3,985 $4,000
373 Dues & Training $285 $812 $508 $700
Subtotal $18,203 $31,592 $21,351 $24,525
Total $220,674 $273,519 $214,384 $266,212
FUND: 2215-436-460448
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
FY 20 budgeted funds will address necessary equipments upgrades including purchasing a new chemical
feeder system and leasing controllers to replace equipment originally purchased when the pool was opened.
We are also switching chemical suppliers to reduce shipping costs of of chemicals.
To support and benefit the general operation and ensure safe activities at the aquatic facility for FY20,
while addressing necessary building and amenity repairs and improvements.
The purpose of the aquatics facility is to provide our community a safe, affordable waterpark for skill
developing programs, exercise and family fun filled special events for all ages.
AQUATICS FACILITY
ACCOUNT # 2215-437
DEPARTMENT PERSONNEL: Seasonal Labor
1.To provide affordable aquatic recreational opportunities for our community.
3.Offer a healthy lifestyle alternative.
2.To provide safe and fun aquatic programs.
38
AQUATICS FACILITY
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:
111 Seasonal Salaries $172,163 $182,210 $168,254 $171,808
121 Overtime $129 $400 $105 $200
155 Retirement $1,116 $1,500 $292 $1,500
Subtotal $173,408 $184,110 $168,651 $173,508
Maintenance & Operations:
210 Office Supplies/printing/equip $518 $500 $231 $500
224 Janitorial Supplies, safety equipment $2,116 $2,500 $1,759 $2,000
226 Chlorine & Chemicals $26,064 $27,500 $26,416 $26,500
228 Concession stand $21,372 $21,000 $21,160 $20,000
229 Other Supplies, consumable tools, $3,165 $4,500 $2,755 $4,000
341 Electricity $8,333 $9,500 $9,091 $9,000
344 Natural Gas $14,180 $25,000 $16,515 $21,500
345 Security Cameras / Telephones/Internet $1,851 $1,800 $2,131 $2,550
354 Licenses & Fees $731 $1,300 $776 $1,300
356 Bank Fees/CC Charges $1,831 $3,000 $2,027 $3,200
362 Equipment/Building Maintenance $42,284 $17,350 $18,257 $18,095
380 Training Materials $1,240 $1,800 $1,318 $1,800
Subtotal $123,685 $115,750 $102,436 $110,445
Total Pool Budget $297,093 $299,860 $271,087 $283,953
362 Premier Pool - update chemical feeder and automation
servivce and cleaning of existing boilers
misc building upgrades
FY 2020 BUDGET HIGHLIGHTS
FUND: 2215-437-460445
EXPENDITURE DETAIL
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The purpose of Kalispell's Urban Forestry is to administer, maintain, protect and expand the City’s urban
landscape on public properties for Kalispell’s residents and businesses so that economic, environmental,
safety and aesthetic benefits are maximized.
FORESTRY
FUND #2600
DEPARTMENT PERSONNEL: (1) Arborist Supervisor, (1) Arborist, and Forestry shares personnel
costs of Parks and Recreation Director, Parks Superintendent, Administrative Specialist, Assessment
Coordinator and 5 Park Caretakers.
Our first goal is to maintain over 9,944 trees in public right-of-ways by providing pruning, planting and
removal tree services. Forestry will also provide education on the importance and benefits of trees in the
community through events such as Arbor Day and Tree Cycle. Staff will continue inventorying trees not
yet inventoried, as well as updating current tree inventory as work is completed. Finally; to increase
partnerships that benefit urban forestry.
The FY20 Urban Forestry budget will focus on high priority trees and deferred maintenance pruning
utilizing contracted services and in-house crews. Budget includes the purchase of resistograph, a tool used
to help evaluate pockets of decay in trees helping make better decisions on tree management.
39
If the red line (expenditures) is above or intersects near the top of the green bar
(beginning cash balance), the fund may not be able to meet its obligations and may
need attention. Conversely, the red line intersecting the green bar near the bottom
could indicate needed expenditures aren't being incurred or an adjustment is needed.
The forestry fund is an assessed fund. As an assessment supported fund, the forestry
fund should have enough cash available at July 1st (and January 1st) to pay expenditures
through December (June). In this fund, a beginning cash carryover of 35%-40%
of budgeted expenditures should be sufficient to pay the fund expenditures through
December if a balanced budget is presented. Beginning cash carryover was 76% (FY19),
101% (estimated FY20), 107% (estimated FY21), and 112% (estimated FY22).
FUND #2600
FORESTRY
$0
$100
$200
$300
$400
$500
$600
$700
$800
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FORESTRY
(in 1000's)
BEG. CASH BAL.
EXPENDITURES
RECEIPTS
40
FORESTRY
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
2600 FORESTRY OPERATIONS
BEGINNING CASH
10100 CASH $166,794 $486,905 $486,905 $607,787
REVENUES
334121 Arbor Day Grant/ forestry charges $750 $750 $1,200 $750
334125 Forestry Program Dev $14,500 $0 $0 $0
363010 Assessments $574,207 $580,000 $591,580 $592,000
363040 P. & I. on Assessments $855 $500 $1,226 $500
364030 Misc Revenue/Insurance Reimb $1,727 $0 $0 $0
365010 Arbor day Sponsors/Other Misc.$3,370 $3,200 $4,385 $3,200
383010 General fund transfer $200,000 $100,000 $100,000 $0
381050 Inception Lease (chipper)$40,000 $0 $0 $0
371010 Investment Earnings $3,759 $2,500 $8,201 $3,000
Total Revenue from operations $839,168 $686,950 $706,592 $599,450
Total Available $1,005,962 $1,173,855 $1,193,497 $1,207,237
EXPENDITURES
Urban Forestry operations $519,057 $684,869 $585,710 $548,246
ENDING CASH
CASH $486,905 $488,986 $607,787 $658,991
2601 DEVELOPER'S TREES
BEGINNING CASH
10100 CASH $94,774 $97,804 $97,804 $106,370
REVENUES
346080 Developer charges $11,104 $0 $16,497 $0
Total available $105,878 $97,804 $114,301 $106,370
EXPENDITURES
Contract Services - Trees & 5% admin $8,074 $97,804 $7,931 $96,703
ENDING CASH
Cash carry over $97,804 $0 $106,370 $9,667
FUND: 2600-436-460433; 460435
PROJECTED REVENUE AND FUND SUMMARY
41
FORESTRY
ACTUAL BUDGET ACTUAL BUDGET
Forestry:FY17/18 FY18/19 FY18/19 FY19/20
460433 Personal Services:FTE's 3.00 3.80 3.80 3.80
110 Salaries and payroll costs $128,836 $187,275 $170,004 $194,961
111 Seasonal $7,421 $29,856 $16,994 $40,963
121 Overtime $32 $1,000 $0 $1,000
153 Health Insurance $28,923 $56,796 $32,255 $38,982
155 Retirement $9,822 $16,510 $13,446 $18,128
Subtotal $175,034 $291,437 $232,699 $294,034
Maintenance & Operations:
229 Office supplies /Other Supplies $193 $600 $281 $3,600
231 Gas $3,410 $6,000 $7,466 $7,000
241 Tools / Small Equipment /Safety equip $2,773 $5,000 $4,249 $11,100
345 Telephone & Communications $0 $660 $644 $660
354 Contract Services $217,240 $296,574 $263,284 $150,000
357 FORESTRY Grant $16,942 $0 $0 $0
358 Dutch Elm/EAB Disease $5,822 $5,000 $3,556 $4,000
362 Equipment Maintenance $469 $4,000 $1,916 $4,000
364 Trees $8,000 $8,000 $5,950 $8,000
373 Dues & Training $3,405 $4,000 $2,151 $4,000
395 Equipment Rental $0 $0 $0 $6,000
510 Liability & Property Insurance $1,138 $1,863 $1,911 $4,000
522 Administrative Transfer $12,197 $10,380 $10,380 $21,110
528 Information Technology Transfer $4,171 $4,780 $4,780 $4,547
521 Central Garage Transfer $8,167 $8,125 $8,125 $7,840
610/620 Principal & Interest (stumper & chiptrucks)$11,916 $18,450 $18,318 $18,355
Subtotal $295,843 $373,432 $333,011 $254,212
Capital Outlay:
940 Used chip truck-fy16/Chipper-fy17 & 18 $48,180 $20,000 $20,000 $0
Total Forestry $519,057 $684,869 $585,710 $548,246
2601 Developer's Trees:
460435
354 Contract Services $8,074 $97,804 $7,931 $96,703
Total Developer's Trees $8,074 $97,804 $7,931 $96,703
EXPENDITURE DETAIL
FUND: 2600-436-460433; 460435
Page Fund Dept COMMUNITY DEVELOPMENT422880CD Revolving Loan 227,000$
43 2881 CD Revolving Loan #2 250,405$
44-45 2886 CD Miscellaneous 26,740$
46 2887 Rural Development Revolving Loan 422,074$
47 2888 Rural Development Revolving Loan 310,025$
48 2953 EPA Brownfields Assessment Grant 226,601$
49 2955 EPA Brownfields Revolving Loan 587,424$
50 2991 Tiger Grant 3,803,909$
5,854,178$
SPECIAL REVENUE FUNDS
42
COMMUNITY DEVELOPMENT-REVOLVING FUND
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash, Operating $162,092 $190,712 $190,712 $217,314
10162 Cash, Reserve for investment (S&C)$55,786 $36,508 $36,508 $43,653
$217,878 $227,220 $227,220 $260,967
REVENUES
345010 Application fees $400 $0 $0 $0
373020 Loan Proceeds/Principal $22,479 $18,744 $27,339 $15,689
373010 Loan Proceeds/-Interest $4,358 $3,813 $3,407 $2,891
371010 Interest Earnings (inc S&C interest)$3,607 $2,300 $4,502 $2,300
Total Revenue $30,844 $24,857 $35,248 $20,880
Total Available $248,722 $252,077 $262,468 $281,847
EXPENDITURES
353 Auditing $0 $1,000 $1,000 $1,000
354 Contract Services $413 $1,000 $501 $1,000
711 Redevelopment $21,089 $175,000 $0 $225,000
Total Expenditures $21,502 $177,000 $1,501 $227,000
ENDING CASH
10100 Cash, Operating $190,712 $31,424 $217,314 $11,194
10162 Cash, Reserve for s & c investment $36,508 $43,653 $43,653 $43,653
Total Cash $227,220 $75,077 $260,967 $54,847
FUND: 2880-480-470210
PROJECTED REVENUE AND FUND SUMMARY
PROGRAM DESCRIPTION
This is a fund established in 2005 that consolidates "all" of the various loan types the Department has in existence or will be starting. Each type of loan
activity has its own line item number and can be easily identified for the audit or monitoring.
43
COMMUNITY DEVELOPMENT-REVOLVING FUND #2
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash, Operating $209,916 $241,321 $241,321 $266,508
$209,916 $241,321 $241,321 $266,508
REVENUES
373020 Loan Proceeds/Principal $29,371 $32,041 $21,812 $32,041
373010 Loan Proceeds/-Interest $0 $0 $0 $0
371010 Interest Earnings $2,439 $1,500 $3,780 $2,000
Total Revenue $31,810 $33,541 $25,592 $34,041
Total Available $241,726 $274,862 $266,913 $300,549
EXPENDITURES
354 Contract services $405 $0 $405 $405
711 Redevelopment $0 $240,000 $0 $250,000
Total Expenditures $405 $240,000 $405 $250,405
ENDING CASH
10100 Cash, Operating $241,321 $34,862 $266,508 $50,144
Total Cash $241,321 $34,862 $266,508 $50,144
FUND: 2881-480-470210
PROJECTED REVENUE AND FUND SUMMARY
44
Community Development - Miscellaneous
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: operating $261,512 $273,676 $273,676 $264,880
10150 CASH: Old School Redevelopment $100,412 $12,418 $12,418 $68,194
REVENUES
371010 Interest/Misc.$4,347 $3,000 $4,410 $3,000
373070 Principal payments (Big Sky Manor)$20,955 $0 $0 $0
373010 Interest from Old School Lot sale $388 $0 $740 $0
Reimburse from Old School TIFs $70,000 $65,000 $0 $0
Old School SID lot sale $0 $150,000 $75,000 $65,000
Total Revenue $95,690 $218,000 $80,150 $68,000
Total Available $457,614 $504,094 $366,244 $401,074
M & O $13,526 $23,734 $13,206 $22,740
Redevelopment/Grants $157,994 $217,500 $19,964 $4,000
Total Expenditures $171,520 $241,234 $33,170 $26,740
10100 CASH: operating $273,676 $252,942 $264,880 $245,140
10150 CASH: Old School Redevelopment $12,418 $9,918 $68,194 $129,194
ENDING CASH
FUND: 2886-480-470210
EXPENDITURES
PROJECTED REVENUE AND FUND SUMMARY
45
Community Development - Miscellaneous
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Materials and Services:
210 Grant Administration Expenses/project exp $0 $2,000 $0 $2,000
353 Auditing $1,000 $1,000 $1,000 $1,000
373 Dues & Training $60 $2,000 $0 $2,000
379 Meetings $949 $1,000 $0 $1,000
396 Studies/Surveys & marketing $0 $5,000 $0 $5,000
522 Administrative Transfers $2,000 $2,000 $2,000 $2,000
528 Information Tech. Transfers $8,342 $9,559 $9,559 $9,094
532 Office Rent new bldg $1,175 $1,175 $647 $646
Total Materials & Services $13,526 $23,734 $13,206 $22,740
Redevelopment:
620 Interest - Old School (to General Fund)$0 $48,750 $0 $0
790 Redevelopment Activity $1,500 $3,750 $1,400 $4,000
795 Old School Lot Purchase FY15/Assessment Payments FY16&$156,494 $165,000 $18,564 $0
Total Grants & Housing $157,994 $217,500 $19,964 $4,000
GRAND TOTALS $171,520 $241,234 $33,170 $26,740
FUND: 2886-480-470210
EXPENDITURE DETAIL
46
RURAL DEVELOPMENT LOAN REVOLVING #61-01
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: operating $303,075 $396,364 $396,364 $405,577
10140 CASH: loan loss reserve $21,271 $8,390 $8,390 $6,843
Total Cash $324,346 $404,754 $404,754 $412,420
REVENUES
345010 Application/Origination Fees $0 $500 $0 $0
373010 Loan Interest $4,929 $4,250 $2,343 $1,944
371010 Other Interest $886 $500 $1,994 $1,000
373030 Principal $97,149 $40,078 $25,811 $32,453
Total Revenue $102,964 $45,328 $30,148 $35,397
Amount Available $427,310 $450,082 $434,902 $447,817
EXPENDITURES
Redevelopment Activity $482 $300,000 $408 $400,000
Principal (Loan 61-01)$18,454 $18,639 $18,639 $18,826
Interest (Loan 61-01)$3,620 $3,435 $3,435 $3,248
Total Expenditure $22,556 $322,074 $22,482 $422,074
ENDING CASH
10100 CASH: operating $396,364 $119,618 $405,577 $18,900
10140 CASH: loan loss reserve (6% o/s loans principal)$8,390 $8,390 $6,843 $6,843
$404,754 $128,008 $412,420 $25,743
FUND: 2887-480-470210
PROJECTED REVENUE AND FUND SUMMARY
PROGRAM DESCRIPTION
The purpose of the Revolving Loan Fund (RLF) is to provide gap financing or business retention, expansion or start-up with the focus on job creation.
Funding Sources for the RLF come from possible CDBG Economic Development Grants, TIF, Rural Development Intermediary relending Program
(IRP) funds and the Community Development Revolving Loan Fund. The department was successful in writing a Rural Development (RD) grant
application for $520,000 from the RD Intermediary Relending Program (IRP) on 10/12/04.
47
RURAL DEVELOPMENT LOAN REVOLVING #61-03
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: operating $279,126 $347,823 $347,823 $339,061
10140 CASH: loan loss reserve $9,695 $0 $0 $0
Total Cash $288,821 $347,823 $347,823 $339,061
REVENUES
373010 Loan Interest $2,120 $0 $0 $0
371010 Other Interest $792 $500 $1,671 $1,000
373030 Principal $66,520 $0 $0 $0
Total Revenue $69,432 $500 $1,671 $1,000
Amount Available $358,253 $348,323 $349,494 $340,061
EXPENDITURES
610 Principal Repayment to IRP 61-03 $8,219 $8,301 $8,301 $8,384
620 Interest Repayment to IRP 61-03 $1,806 $1,724 $1,724 $1,641
750 Redevelopment Activity $405 $250,000 $408 $300,000
Total Expenditures $10,430 $260,025 $10,433 $310,025
ENDING CASH
10100 CASH: operating $347,823 $88,298 $339,061 $30,036
10140 CASH: loan loss reserve (6% of o/s prin of loans)$0 $0 $0 $0
$347,823 $88,298 $339,061 $30,036
FUND: 2888-480-470210
PROJECTED REVENUE AND FUND SUMMARY
PROGRAM DESCRIPTION
The purpose of the Revolving Loan Fund (RLF) is to provide gap financing or business retention, expansion or start-up with the focus on job creation.
Funding sources for the RLF come from possible CDBG Economic Development Grants, TIF, Rural Development Intermediary relending Program (IRP)
funds and the Community Development Revolving Loan Fund. The department was successful in writing a Rural Development (RD) grant application
on 11/27/06 from the RD Intermediary Relending Program (IRP) of which $257,500 was used.
48
EPA BROWNFIELDS ASSESSMENT GRANT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash $0 $0 $0 $120
REVENUE
331090 EPA FUNDING $400,000 $9,178 $368,880 $142,399 $226,481
Total Revenue $9,178 $368,880 $142,399 $226,481
Total Available $9,178 $368,880 $142,399 $226,601
EXPENDITURES
470210-354 Cont. Serv - Petroleum $0 $185,592 $0 $185,592
470210-373 Travel-Petroleum $965 $2,392 $449 $1,943
470215-354 Cont Serv - Hazardous $7,248 $178,344 $141,236 $37,108
470215-373 Travel-Hazardous $965 $2,552 $594 $1,958
Total Expenditure $9,178 $368,880 $142,279 $226,601
ENDING CASH
Cash $0 $0 $120 $0
FUND: 2953-480-470210/470215
PROGRAM DESCRIPTION
PROJECTED REVENUE AND FUND SUMMARY
The City has been awarded $400,000 for Brownfields Revitalization Project funds to be used for Phase 1 and Phase II Environmental Assessments.
49
EPA BROWNFIELDS REVOLVING LOAN FUND
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash $100,500 $100,500 $100,500 $100,500
REVENUE
331090 EPA Funding $0 $486,924 $0 $486,924
Loan Principal and Interest
Total Revenue $0 $486,924 $0 $486,924
Total Available $100,500 $587,424 $100,500 $587,424
EXPENDITURES
470210 PETROLEUM
229 Supplies $0 $908 $0 $219,248
352 Personnel $0 $3,505 $0 $3
353 Fringes $0 $493 $0 $0
354 Contracted Services $0 $1,488 $0 $0
373 Travel $0 $0 $0 $0
720 Loans $0 $62,354 $0 $0
721 Subgrants $0 $100,000 $0 $0
725 Revolved Funds $0 $100,500 $0 $100,500
470215 HAZARDOUS SUBSTANCES
229 Supplies $0 $1,158 $0 $267,673
354 Contracted Services $0 $88 $0 $0
373 Travel $0 $2,330 $0 $0
720 Loans $0 $314,600 $0 $0
721 Subgrants (FC Jail Project)$0 $0 $0 $0
$0 $587,424 $0 $587,424
ENDING CASH
Cash $100,500 $0 $100,500 $0
FUND: 2955-480-470210
PROJECTED REVENUE AND FUND SUMMARY
PROGRAM DESCRIPTION
The City has been awarded $1,000,000 for a Brownfields Revolving Loan Program accepted 6/20/11.
50
2991 TIGER GRANT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
CASH: operating $0 $0 $0 $0
REVENUES
331055 Tiger Grant $10,000,000 $6,196,091 $3,803,909 $0 $3,803,909
383000 Transfer from Westside TIF $2,200,000 $0 $0 $0
other revenue sources $0 $22,000 $0 $0
Total Revenue $8,396,091 $3,825,909 $0 $3,803,909
Total Available $8,396,091 $3,825,909 $0 $3,803,909
EXPENDITURES
791 Redevelopment - rail park (grant)$6,196,091 $0 $0 $0
793 Redevelopment - City match Rail Park $2,200,000 $0 $0 $0
790 Redevelopment - trail (grant)$0 $3,803,909 $0 $3,803,909
Total Expenditures $8,396,091 $3,803,909 $0 $3,803,909
CASH: operating $0 $22,000 $0 $0
The City of Kalispell was awarded a $10 million Transportation Income Generating Economic Recovery (TIGER) grant from U.S. Department of
Transportation for the Kalispell Core and Rail Redevelopment Project. The project begins with the construction of a rail park at a reclaimed gravel
pit, then relocating rail served businesses to the rail park and converting the old rail line through Kalispell into a bike and pedestrian trail and
opening up a number of north and south connection streets that are currently blocked by the rail line.
FUND: 2991-480-470245
ENDING CASH
PROJECTED REVENUE AND FUND SUMMARY
PROGRAM DESCRIPTION
Page Fund Dept TIFS & OTHER
51-52 2185 Airport TIF 3,359,237$
53-54 2188 Westside TIF 1,795,471$
55 2310 Old School Tech TIF 63,900$
56 2311 Old School Industrial TIF 5,000$
57 2312 Glacier Rail Park TEDD -$
58 2372 Health 1,020,000$
6,243,608$
SPECIAL REVENUE FUNDS
51
AIRPORT TAX INCREMENT DISTRICT "B"
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash $1,786,485 $2,073,847 $2,073,847 $2,608,196
Total Beginning Cash $1,786,485 $2,073,847 $2,073,847 $2,608,196
REVENUES
335230 State Entitlement $42,671 $42,672 $42,671 $42,672
371010 Investment Revenue $20,778 $20,000 $33,903 $20,000
383001 Transfer from Debt Service $350,000 $600,000 $600,000 $688,369
Total Revenue $413,449 $662,672 $676,574 $751,041
Total Available $2,199,934 $2,736,519 $2,750,421 $3,359,237
EXPENDITURES
Personal Services $25,665 $27,197 $26,770 $27,719
M & O and Redevelopment $100,422 $2,511,103 $115,455 $3,331,518
Total Expenditures $126,087 $2,538,300 $142,225 $3,359,237
ENDING CASH
Cash Carry Over $2,073,847 $198,219 $2,608,196 $0
FUND: 2185-000-430300/470240/460430
PROGRAM DESCRIPTION
PROJECTED REVENUE AND FUND SUMMARY
Bonds sold in September 2005 required that all taxes be deposited in the debt service fund. The same will be true of any additional bonds sold for the
redevelopment of the airport. Once debt service obligations are met, funds remaining can be transferred to this fund for use with other approved
projects.
52
AIRPORT TAX INCREMENT DISTRICT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
480
470240 Personal Services:FTE's 0.35 0.35 0.35 0.35
110 Salaries $19,807 $20,501 $20,567 $21,321
153 Health $4,255 $5,018 $4,521 $4,647
155 Retirement $1,555 $1,630 $1,634 $1,703
Subtotal $25,617 $27,149 $26,722 $27,671
345 Telephone & Communication $48 $48 $48 $48
Subtotal $48 $48 $48 $48
000
430300 Airport
353 Auditing $1,600 $1,600 $1,600 $1,600
356 Legal Survey/title search/appraisals/ contract services $0 $0 $0 $0
522 Administrative transfer $9,975 $9,503 $9,503 $13,584
840 Redevelopment activity $88,847 $2,500,000 $104,352 $3,316,334
Subtotal $100,422 $2,511,103 $115,455 $3,331,518
Total $126,087 $2,538,300 $142,225 $3,359,237
FUND: 2185-000-430300/470240/460430
EXPENDITURE DETAIL
53
WESTSIDE TAX INCREMENT DISTRICT "C"
FUND: 2188
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Operating $4,004,198 $1,638,150 $1,638,150 $19,471
Total Cash $4,004,198 $1,638,150 $1,638,150 $19,471
REVENUES
311100 Real Estate Taxes $224,125 $60,000 $5,677 $0
311200 Personal Property Taxes $8,562 $7,500 $0 $0
312000 Penalty & Interest $469 $350 $231 $0
335230 HB 124 Entitlement $243,128 $243,128 $0 $0
341015 Developer payment-Depot Place Apt $7,954 $8,000 $0 $0
365010 Misc. Rev (FCEDA/Pacific Steel(19)/Private grant(19))$0 $0 $35,369 $575,000
371010 Investment Earnings $45,791 $20,000 $28,291 $1,000
381060 Transfer from general fund $0 $0 $0 $1,200,000
Total Revenue $530,029 $338,978 $69,568 $1,776,000
Total Available $4,534,227 $1,977,128 $1,707,718 $1,795,471
EXPENDITURES
Personal Services $53,099 $56,544 $55,990 $59,149
Transfer to Debt Service Fund $0 $360,000 $40,000 $0
M & O - Distribution or Redevelopment $605,836 $907,192 $1,050,814 $7,867
Transfer to Tiger Grant Fund $2,200,000 $0 $0 $0
Tiger Activity $37,142 $600,000 $541,443 $1,728,455
Total Expenditures $2,896,077 $1,923,736 $1,688,247 $1,795,471
ENDING CASH
Operating $1,638,150 $53,392 $19,471 $0
PROJECTED REVENUE AND FUND SUMMARY
PROGRAM DESCRIPTION
The Westside Urban Renewal District was created to help redevelop the Gateway Mall area and assist with the Storm drainage problems in the area.
54
WESTSIDE TAX INCREMENT DISTRICT
ACTUAL BUDGET ACTUAL BUDGET
COMMUNITY DEVELOPMENT FY17/18 FY18/19 FY18/19 FY19/20
Personal Services FTE'S 0.65 0.65 0.65 0.65
480-470230
110 Salaries-Admin $42,543 $44,335 $44,094 $46,104
153 Health $7,219 $8,701 $8,396 $9,381
155 Retirement $3,337 $3,508 $3,500 $3,664
Subtotal $53,099 $56,544 $55,990 $59,149
353 Audit $3,000 $3,000 $3,000 $3,000
354 Contract services $0 $0 $0 $0
356 Telephone $192 $192 $192 $192
840 Transfer to debt service Fund 3188 $40,000 $0 $0 $0
842 Transfer to debt service Fund 3188 $0 $360,000 $140,000 $0
522 Administrative Transfer $3,966 $4,000 $4,000 $4,675
720 Redevelopment $558,678 $900,000 $1,043,622 $0
Subtotal $605,836 $1,267,192 $1,190,814 $7,867
470440 Tiger Grant Activity
93x Tiger Grant Redevelopment $37,142 $600,000 $541,443 $1,728,455
840 Transfer to Tiger Grant fund $2,200,000 $0 $0 $0
Total $2,896,077 $1,923,736 $1,788,247 $1,795,471
FUND: 2188
EXPENDITURE DETAIL
55
2310 OLD SCHOOL STATION TIF-TECHNOLOGY "G"
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Operating Cash -Redevelopment $16,695 $10,888 $10,888 $1,401
REVENUES
311110 Real Estate Property Taxes $66,405 $67,000 $57,828 $56,000
311200 Personal Property Taxes $4,911 $5,000 $4,078 $4,000
315000 Penalty & Interest $0 $0 $32 $25
335230 HB124 Entitlement $3,057 $3,056 $3,056 $3,056
371010 Investment Earnings $213 $100 $183 $100
383001 Transfer from Debt Service-Reimburse $0 $0 $0 $0
Total Revenue $74,586 $75,156 $65,177 $63,181
Total Available $91,281 $86,044 $76,065 $64,582
EXPENDITURES
355 Glacier Investment Reimbursement $10,466 $11,000 $10,092 $9,700
356 FED-EX Reimbursment/Developer agreement $9,927 $10,500 $9,572 $9,200
820 Operating Transfer-Debt Service $60,000 $55,000 $55,000 $45,000
Total Expenditures $80,393 $76,500 $74,664 $63,900
ENDING CASH
10100 Operating Cash -Redevelopment $10,888 $9,544 $1,401 $682
FUND: 2310-480-470210
PROGRAM DESCRIPTION
The Technology TIF was created to enable the development of the Tech Park by using the taxes paid by the property owners to pay down the infrastructure
SID debt. Additionally the tax revenue generated can be used for other redevelopment activities as provided by Montana law and the developer agreement.
City Council, in July 2011, approved an agreement with Glacier Investment Properties, owner of Lot 7, to reimburse the SID costs from their increment. This
is a similar agreement as we have with Fed-Ex.
PROJECTED REVENUE AND FUND SUMMARY
56
2311 OLD SCHOOL STATION TIF-INDUSTRIAL "H"
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash Operating-Redevelopment $7,413 $4,855 $4,855 $687
REVENUES
311100 Real Estate Taxes $7,381 $6,500 $3,798 $4,288
312000 Penalty & Interest $0 $0 $0 $0
371010 Investment interest $61 $50 $34 $25
Total Revenue $7,442 $6,550 $3,832 $4,313
Total Available $14,855 $11,405 $8,687 $5,000
EXPENDITURES
820 Operating Transfer-Debt Service $10,000 $10,000 $8,000 $5,000
Total Expenditures $10,000 $10,000 $8,000 $5,000
ENDING CASH
10100 Operating Cash -Redevelopment $4,855 $1,405 $687 $0
PROGRAM DESCRIPTION
FUND: 2311-480-470210
PROJECTED REVENUE AND FUND SUMMARY
The Industrial TIF was created to enable the development of the Tech Park by using the taxes paid by the property owners to pay down the
infrastructure SID debt. Additionally the tax revenue generated can be used for other redevelopment activities as provided by Montana Law and the
developer agreement.
57
2312 GLACIER RAIL PARK TEDD
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Operating Cash -Redevelopment $0 $520 $520 $554
REVENUES
311110 Real Estate Property Taxes $518 $500 $26 $0
311200 Personal Property Taxes $0 $0 $0 $0
315000 Penalty & Interest $0 $0 $0 $0
371010 Investment Earnings $2 $0 $8 $8
Total Revenue $520 $500 $34 $8
Total Available $520 $1,020 $554 $562
EXPENDITURES
354 Contract Services $0 $0 $0 $0
790 Redevelopment $0 $0 $0 $0
820 Operating Transfer $0 $0 $0 $0
Total Expenditures $0 $0 $0 $0
ENDING CASH
10100 Operating Cash -Redevelopment $520 $1,020 $554 $562
FUND: 2312-480-470210
PROGRAM DESCRIPTION
Ordinance No. 1770, adopted by the Kalispell City Council on May 2, 2016, adopted the Glacier Rail Park Development Plan and established a targeted
economic development district (TEDD) within the Glacier Rail Park Development Plan area. The purpose of the TEDD is to develop necessary infrastructure as needed and to encourage the location and development of value-adding industries within the Glacier Rail Park boundaries. The cost of
which may be paid by the TEDD.
PROJECTED REVENUE AND FUND SUMMARY
58
HEALTH-permissive levy
REVENUE PROJECTION
24.0 23.0 23.0 21.3
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash on Hand 63,742$ 90,721$ 90,721$ 121,693$
REVENUE
311100 Real Estate taxes 968,076$ 950,000$ 960,625$ 975,000$
311200 Personal Property taxes 26,402$ 25,000$ 25,651$ 25,000$
312000 Penalty & Interest 1,670$ 1,000$ 1,506$ 1,000$
335230 Entitlement 22,831$ 22,025$ 23,190$ 22,025$
Total Revenue 1,018,979$ 998,025$ 1,010,972$ 1,023,025$
Total Available 1,082,721$ 1,088,746$ 1,101,693$ 1,144,718$
EXPENDITURES
521000-810 Health Insurance -transfer to General Fund 901,000$ 889,000$ 889,000$ 925,000$
521000-810 Health Insurance -transfer to PARKS 91,000$ 91,000$ 91,000$ 95,000$
992,000$ 980,000$ 980,000$ 1,020,000$
ENDING CASH
Cash Carry over 90,721$ 108,746$ 121,693$ 124,718$
FUND: 2372-400-521000-810
PROGRAM DESCRIPTION
The State legislature restructured the method for calculating the amount to be levied with the permissive health levy. The calculation
sets year 2000 as a base year and calculates the average increase per governmental employee times the number of employees. Since it
is an average amount it is not necessary to adjust for single, married, 2 party, etc. The calculation takes into account the number of
employees.
This budget is used to track the revenue from the permissive mill levy which provides funding for health insurance premium
increases. Health insurance premiums are budgeted in the General Fund by department. The revenue generated from the permissive
levy is used to make an operating transfer to the General Fund and Parks Fund.
Page Fund
1 various Debt Service Funds 2,315,833$
2 4290 Sidewalk & Curb Construction 25,000$
DEBT SERVICE FUNDS
CAPITAL PROJECT FUNDS
1
PROGRAM OF SERVICES
DEBT SERVICE FUNDS
CASH REVENUE EXP.CASH
RATE FUND 7/1/2019 ANTICIPATEDPROJECTION 6/30/2020
3.83%2005 AIRPORT TIF (Fund 3185) $2,000,000 15 yr $207,919 $663,500 $871,419 $0
4.85%NEW CITY HALL (Fund 3170) $13,480 $90,000 $88,315 $15,165
1.59%2012 G. O. BOND $4,145,000 10 yr $24,959 $504,000 $504,150 $24,809
3%-4% V2018 WESTSIDE TIF (Fund 3188) $4,960,000 19 yr $481,012 $321,978 $364,925 $438,065
Bond Totals $727,370 $1,579,478 $1,828,809 $478,039
3.00%2011 S&C $ 5,792 $85 $714 $799 $0
3.25%2012 S&C $ 3,982 $79 $530 $530 $79
3.25%2013 S&C $17,472 $211 $2,413 $2,397 $227
3.25%2014 S&C $ 7,845 $176 $1,118 $1,109 $185
3.50%2015 S&C $9,272 $145 $1,344 $1,362 $127
3.75%2016 S&C $9,792 $116 $1,536 $1,499 $153
4.50%2017 S&C $ 4288 $3 $724 $705 $22
5.50%2018 S&C $ 7145 $0 $1,536 $1,482 $54
S& C Totals $815 $9,915 $9,883 $847
3500 DEBT SERVICE REVOLVING FUND $67,615 $2,000 $0 $69,615
5.27%2006 SID 344 - Old School Station $4,520,000 20 yr $115,863 $320,000 $428,021 $7,842
SID 344 - 3500 BOND RESERVE $226,000 $0 $30,000 $196,000
3.50%2013 SID 345 - The "Willows" $ 228,000 15 yr $20,632 $20,400 $19,120 $21,912
SID Totals $430,110 $342,400 $477,141 $295,369
Total $1,158,295 $1,931,793 $2,315,833 $774,255
For a comprehensive list of the City of Kalispell debt, see page 14 of the Exhibits section.
PURPOSE OF THIS FUND:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
This program is a means of encouraging the replacement of deteriorating sidewalks in order to maintain a
safe pedestrian network.
The FY20 budget represents a plan to continue the 50/50 curb and sidewalk program to encourage the
replacement of deteriorating curbing and sidewalks to create a more aesthetically pleasing and functional
pedestrian community.
SIDEWALK & CURB CONSTRUCTION
ACCOUNT # 4290-410
1.Provide the means for residents to participate in a cost sharing program for sidewalk improvements.
2.Provide the City and its residents access to competitive bids for sidewalk replacement.
2
SIDEWALK & CURB CONSTRUCTION
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash:$0 $0 $0 $0
REVENUES
381004 Proceeds S & C Warrants $4,288 $25,000 $7,145 $25,000
Total Revenue $4,288 $25,000 $7,145 $25,000
Total Available $4,288 $25,000 $7,145 $25,000
937 Sidewalk Construction Costs $4,288 $25,000 $7,145 $25,000
10100 Cash:$0 $0 $0 $0
FUND: 4290-410-430234-937
EXPENDITURES
ENDING CASH
PROJECTED REVENUE AND FUND SUMMARY
Page Fund Dept
1-8 5210 Water 9,577,670$
9-10 5211 Water System Impact Fees 1,676,059$
11-18 5310 454 Sewer Operations & Billing 6,726,138$
19-23 5310 455 Waste Water Treatment Plant 6,088,466$
24-25 5311 Sewer System Impact Fees 1,976,150$
26-31 5349 Storm Sewer 8,557,652$
32-33 5348 Storm Sewer System Impact Fee 1,876,920$
34-37 5510 Solid Waste 1,361,303$
Total 37,840,358$
ENTERPRISE FUNDS
PURPOSE OF THIS DEPARTMENT: Why does this department exist
DEPARTMENT PERSONNEL: (15.50 FTE)
.20 Public Works Director 1 Water Meter Maintenance Supervisor
.25 City Engineer 1 Water Meter Maintenance Technician
.15 Budget Resource Manager 1 Water Maintenance Supervisor
.25 Construction Manager 4 Water Maintenance Operators
.20 Administrative Coordinator 1 Water Production Supervisor
.20 Engineer II 2 Water Production Operators
.05 Road and Fleet Superintendent .50 Meter Reader
.20 Administrative Assistant 1.25 Utility Billing Clerk
.10 General Laborer .25 Finance Director
.60 Utility Management Superintendent .15 City Accountant
.40 Engineer II .05 Assessment Coordinator
.25 Engineering Tech/GIS/IT Support .25 Accounts Payable Clerk
.20 GIS Specialist
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
3. Maintain the system to achieve adequate pressure, minimize leaks, and provide flows for fire
emergencies.
4. Replace old, deteriorated, water mains to promote safe drinking water and fiscal efficiencies for
WATER
FUND #5210
1. To operate the distribution and production facilities to meet Public Drinking Water Standards.
2. Provide drinking water that is safe to drink and palatable.
To provide safe, potable and palatable water for the needs of the domestic, commercial and industrial
consumers.
the water system customers.
This year's budget continues the replacement of aging and leaking mains throughout the water
system to improve delivery of domestic water and fire flows. Condition assessments are scheduled
to be performed on aging pipes and facilities which aids project replacement outcomes and
prioritization. The communication software and radios will be updated to replace the existing
antiquated and unsupported system. A new transmission main in the west area of town will be
placed into operations to optimize the water system function and support the growth of the
community. A rate study will be performed to ensure adequate rates are being applied to support
the current and future water system.
1
Assumptions: 3% and 1.5% increase annually for operating expenses and revenues, respectively.
Additions for capital projects listed in the Capital Improvement Plan provided by Public Works.
The water fund is supported by charges for services. In this fund a beginning cash carryover of
15%-20% of budgeted expenses should be sufficient to pay a month of fund expenses, if a
balanced budget is presented. Beginning cash carryover was 234% (FY19), 161% (estimated
FY20), 142% (estimated FY21), and 108% (estimated FY22).
If the red line (expenses) is above or intersects near the top of the green bar (beginning cash
balance), the fund may not be able to meet its obligations and may need attention. Conversely,
the red line intersecting the green bar near the bottom could indicate needed expenses are not
being incurred, or an adjustment is needed.
FUND #5210
WATER
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
WATER
(in 1000's)
BEG. CASH BAL.
EXPENSES
RECEIPTS
2
WATER FUND (Operations & Billing)
FUND: 5210-447-430550
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Operating Cash $6,448,009 $7,732,761 $7,732,761 $8,225,697
10125 Meter Replacement Cash $428,718 $505,737 $505,737 $539,938
10127 Capital & Emergency Reserve-Target $400,000 $400,000 $400,000 $400,000 $400,000
10130 Bond Reserves (restricted cash)$360,710 $420,470 $420,470 $420,470
$7,637,437 $9,058,968 $9,058,968 $9,586,105
REVENUES
343210 Metered Water Sales (billed) (10100)$3,274,414 $2,900,000 $3,193,048 $3,000,000
343230 Meter Replacement Fee (10125)$100,472 $98,000 $102,938 $100,000
383010 Impact Fee Admin - Transfer from impact fee fund (10100) $41,222 $25,000 $34,800 $25,000
383015 Debt service transfer from impact fees $0 $0 $0 $309,058
343260 Misc.-Tower Lease/Installation/Reconnect/Tag fees (10100)$219,892 $120,000 $152,059 $120,000
371010 Interest Earnings (10100)$101,015 $85,000 $148,192 $105,000
Bonded Debt - 4th Ave E main repl.; 4 Mi Transmission $1,911,893 $3,675,000 $0 $4,483,000
Total Revenue $5,648,908 $6,903,000 $3,631,037 $8,142,058
Total Available $13,286,345 $15,961,968 $12,690,005 $17,728,163
EXPENSES
EXPENSES FROM RATES $2,472,673 $4,558,155 $3,035,163 $4,347,345
Expenses from Meter Cash (10125)$23,453 $110,000 $68,737 $151,263
Bonded Debt - 4th Ave E main repl.; 4 Mi Transmission $1,744,422 $3,500,000 $0 $4,239,062
Depreciation $840,000 $840,000 $840,000 $840,000
Total All Departments $5,080,548 $9,008,155 $3,943,900 $9,577,670
add back depreciation $840,000 $840,000 $840,000 $840,000
ENDING CASH
10100 Operating Cash $7,732,761 $6,304,606 $8,225,697 $7,422,410
10125 Meter Replacement Cash $505,737 $493,737 $539,938 $488,675
10127 Capital & Emergency Reserve-Target $400,000 $400,000 $400,000 $400,000 $400,000
10130 Bond Reserves (restricted cash)$420,470 $595,470 $420,470 $679,408
Total cash $9,058,968 $7,793,813 $9,586,105 $8,990,493
PROJECTED REVENUE AND FUND SUMMARY
3
WATER FUND SUMMARY
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:
Water Billing $145,247 $150,800 $146,660 $163,177
Water Operations $887,501 $985,693 $833,794 $1,032,328
Subtotal $1,032,748 $1,136,494 $980,454 $1,195,506
Maintenance & Operations:
Water Billing Services $110,268 $126,668 $123,765 $130,793
Water Operations $880,032 $857,522 $567,652 $1,168,414
Subtotal $990,300 $984,190 $691,417 $1,299,207
Capital Outlay from Rates:
Water Operations $264,567 $2,241,339 $1,167,160 $1,346,302
Subtotal $264,567 $2,241,339 $1,167,160 $1,346,302
Debt Service:
Water $185,058 $196,132 $196,132 $506,330
Subtotal $185,058 $196,132 $196,132 $506,330
Total $2,472,673 $4,558,155 $3,035,163 $4,347,345
Capital Outlay - Bonded Project $1,744,422 $3,500,000 $0 $4,239,062
Capital Outlay - Meter Replacement funds:(10125)$23,453 $110,000 $68,737 $151,263
Depreciation (non-cash item)$840,000 $840,000 $840,000 $840,000
Total $5,080,548 $9,008,155 $3,943,900 $9,577,670
EXPENDITURE SUMMARY
4
WATER OPERATIONS
FUND: 5210-447-430550
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 12.80 12.80 12.80 13.00
110 Salaries & Wages $686,813 $739,727 $645,030 $774,817
111 Seasonal Salaries $0 $5,000 $0 $5,000
121 Overtime/Call Outs $9,495 $20,000 $11,489 $20,000
153 Health Insurance $139,203 $165,884 $127,706 $174,095
155 Retirement - PERD $51,990 $55,082 $49,569 $58,417
Subtotal $887,501 $985,693 $833,794 $1,032,328
Maintenance & Operations:
210 Office Supplies/Equip/Computers/ GIS $6,081 $22,000 $9,684 $22,000
218 Equip. (non-capital)/Safety Equip & Supplies $8,467 $8,500 $8,183 $8,500
226 Chlorine & Chemical $30,933 $39,000 $25,596 $39,000
229 Other Supplies/Janitorial/Consumable Tools $3,650 $4,500 $2,553 $4,500
231 Gas & Oil $21,213 $35,000 $21,966 $35,000
312 Postage & Printing $455 $1,000 $684 $1,000
336 Licenses / Public Water Supply Fee $15,780 $18,500 $16,318 $18,500
341 Electricity $151,348 $158,000 $150,721 $160,000
344 Natural Gas $10,036 $15,500 $9,828 $15,500
345 Communications $10,484 $10,500 $10,862 $11,000
349 Lab Services $9,119 $20,000 $8,976 $20,000
353 Auditing $5,000 $5,000 $3,500 $3,500
354 Contract Services $38,348 $55,000 $25,127 $55,000
355 Noffsinger Transmission Condition Assessment $0 $0 $0 $255,000
356 Consultants-Wtr Rights/Modeling/Review/Rate Study $303,479 $105,000 $15,732 $125,000
362 Repair & Maint./Equip Maint/Radios/Equip Rental $6,109 $15,000 $2,214 $15,000
366 Building & Grounds Maintenance $2,525 $12,000 $3,510 $16,375
373 Dues & Training $4,556 $9,000 $3,954 $11,000
388 Medical/Drug Testing $1,158 $600 $213 $600
410 Construction Materials $19,937 $35,000 $26,971 $35,000
422 Hydrants $8,484 $10,000 $5,725 $10,000
423 Materials - Mains $3,458 $14,000 $2,463 $14,000
424 Materials - Service lines $8,890 $12,000 $10,437 $12,000
425 Materials - Wells/Pumps $8,714 $45,000 $9,552 $45,000
con't
EXPENSE DETAIL
5
WATER OPERATIONS
5210-447-430550
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Maintenance & Operations Continued:
510 Property & Liability Ins.$20,309 $21,500 $20,622 $33,256
512 Uninsured Loss-Deductible & Goodwill Expendi $5,283 $10,000 $418 $10,000
521 Central Garage Transfer $23,750 $21,977 $21,977 $27,002
522 Administrative Transfer $114,222 $109,988 $109,988 $122,069
528 Information Tech. Transfer $29,196 $33,457 $33,457 $33,112
532 Office Rent/Lease Pymnt (Silverbrook Well)$9,048 $10,500 $6,421 $10,500
Subtotal $880,032 $857,522 $567,652 $1,168,414
490200
610/620 Principal, Interest, Fiscal Fees $185,058 $196,132 $196,132 $506,330
Capital Outlay - Operating funds (rates):
921 Sand/Cold Mix Storage Shed $14,997 $0 $0 $0
935 Noffsinger Transmission Condition Assessment $0 $250,000 $0 $0
936 Noffsinger Spring Generator $7,736 $0 $0 $0
938 Old School Well Frequency Drives $44,830 $0 $0 $0
940 Machinery & Equipment $29,732 $20,000 $13,950 $45,000
950 1st Avenue WN $0 $620,000 $409,787 $210,213
951 SCADA Control System Upgrades $995 $50,000 $0 $305,000
953 Shop Complex Pavemnt Restoration (carry) $0 $38,200 $33,622 $4,578
958 2nd Ave. E. Main $0 $0 $0 $0
959 Parks Metering Phase II (carry)$6,079 $22,337 $27,064 $0
962 9th Ave West Water Main Repl (carry)$157,517 $467,483 $73,503 $0
963 8th Street West Water Main Repl (carry)$2,681 $413,319 $495,745 $0
968 Conrad Drive $0 $360,000 $113,489 $246,511
971 10th Ave W & 2nd St W R&R $0 $0 $0 $535,000
Subtotal $264,567 $2,241,339 $1,167,160 $1,346,302
Capital Outlay-Bonded:
939 Four Mile Transmission Main (Phase 1)$0 $3,500,000 $0 $4,239,062
969 4th Ave E. Main Replc $1,744,422 $0 $0 $0
Subtotal $1,744,422 $3,500,000 $0 $4,239,062
EXPENSE DETAIL
6
WATER OPERATIONS
5210-447-430550
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
430550 Capital Outlay-Meter Funds (010125):
948 Meters - Replacement (fy20 $41,263 c/o)$23,453 $110,000 $68,737 $151,263
Subtotal $23,453 $110,000 $68,737 $151,263
510400-831Depreciation Expense $840,000 $840,000 $840,000 $840,000
Total Water Facilities $4,825,033 $8,730,686 $3,673,475 $9,283,700
430560 Water Billing:
Personal Services:FTE's 2.5 2.5 2.5 2.5
110 Salaries & Wages $109,378 $113,806 $107,812 $117,187
153 Health Insurance $27,384 $28,181 $30,391 $36,809
155 PERD $8,485 $8,813 $8,457 $9,182
Subtotal $145,247 $150,800 $146,660 $163,177
Maintenance & Operations:
210 Office Supplies/Computers $2,340 $3,500 $4,437 $7,000
353 Auditing $2,000 $2,000 $2,000 $2,000
354 Billing Costs/Grizzly Sec. & Mail Room $38,592 $40,000 $40,688 $40,000
355 Billing Costs/bank & cc fees, CenturyLink $18,211 $25,000 $22,726 $27,000
356 Billing costs/printing, shredding $621 $2,500 $465 $1,500
373 Dues & Training $1,435 $2,500 $2,281 $2,500
522 Administrative Transfer $11,451 $11,289 $11,289 $11,259
528 Information Tech. Transfer $29,196 $33,457 $33,457 $33,112
532 Office Rent $6,422 $6,422 $6,422 $6,422
Subtotal $110,268 $126,668 $123,765 $130,793
Total Billing $255,515 $277,468 $270,425 $293,970
Grand Total Water Fund $5,080,548 $9,008,154 $3,943,900 $9,577,670
EXPENSE DETAIL
7
WATER OPERATIONS
FUND: 5210-447-430550/560
Line Item Detail: Water Fund
110 Personnel Services - Includes an additional .20 FTE
Addition of one full-time GIS specialist. Salary split between Storm, Water, Sewer, Street, Light Maint and Solid Waste.
210 Office Supplies/Equip/Computers/ GIS - $22,000
356 Consultants - $125,000
$60,000 - Rate Study, $55,000 Water Rights Acquisition and Water Modeling, $10,000 Engineering Reviews and Construction Support.
366 Building Maintenance - $16,375
$ 4,375 - Shop Complex Motorized Gate System. Cost shared between Water, Sewer, Streets, TSS, Central Garage, Solid Waste,
Parks and Police. Total Cost $35,000
$ 2,000 - Repair a damaged section of security fence at shop complex. Cost shared with Sewer, Water, Solid Waste
Street and Parks. Total Cost $10,000
$12,000 - Misc Building Repairs
355 Noffsinger Transmission and Facility Condition Assessment - Carryover $250,000; New Appropriation $5,000
This project was identified by the risk assessment process. Due to the high consequence of failure associated with the Noffsinger Spring
transmission mains and Center St. transmission mains, complete a condition assessment on the 16", 18", and 20" CI mains to identify
potential main failures and repair prior to failure. Additionally, Noffsinger Facility will be analyzed for operational alternatives due to the
aging facility and high risk of failure associated with the production capacity.
940 Machinery & Equipment - $45,000
$45,000 - Service Truck with Service Body. Scheduled replacement of 2005 utility van.
950 1st Avenue WN - Carryover $210,213
This project was identified by the risk assessment process. The 1926's era 6 inch cast iron water main will be replaced within 1st Ave WN
from West Washington St to Market St with 8 inch PVC. This project requires a bore under Hwy 2. Customers with service on
the existing line will receive new meter pits and their water services will be replaced within the right-of-way (W-RR-02).
951 SCADA Control System Upgrade/Improvements - $305,000
The SCADA system utilizes a complex instrumentation, control and software system to operate and monitor water system facilities. This
project consists of a transitioning the existing LC3000 infrastructure over to an Allen Bradley system. This allocation upgrades the current
propriatory SCADA system to allow operators to manager and update the system internally through remote controls and technology
advancements. It also ensures funding for maintenance to the SCADA system and supporting equipment (W-O-01).
953 Shop Complex Pavement Restoration - Carryover $4,578
The project involves replacement of the degraded asphalt surface inside the fenced area of the City Shop Complex and the
installation of a new storm water quality treatment device. The asphalt at the City Shop Complex is deteriorated beyond simple
patch work and necessitates replacement. The asphalt replacement triggers storm water treatment requirements stipulated by the
MS4 permit and promotes good stewardship for clean water discharges to Ashley Creek. Cost shared between Water, Sewer, Storm,
Streets, & Solid Waste - Total Project Cost $341,000
FY 2020 BUDGET HIGHLIGHTS
8
WATER OPERATIONS
FUND: 5210-447-430550/560
Line Item Detail: Water Fund Continued
Capital Outlay: Operating Funds (Rates) Cont.
968 Conrad Drive - Carryover $246,511
This project was identified by the risk assessment process and has had multiple breaks in recent history, including one break this past winter.
The 1930’s era 4 inch and 6 inch cast iron water main under Conrad Drive between Woodland Avenue and College Avenue will be replaced
with new 8 inch PVC. Customers with service on the existing line will receive new meter pits and their water services will be replaced
within the right-of-way (W-RR-05).
971 10th Ave W & 2nd St W Main Replacement - $535,000
This project was identifed by the risk assessment process, due to the high likelihood of failure. The project replaces the 1926 6" CI water
main under 10th Ave W between W Center St and 1st St W and the 1926 8" CI under 2nd St W from 10th Ave to N Meridian with 8" PVC
in the lower pressure zone (W-RR-01).
Capital Outlay - from Bond and Impact Fee Funds (10120)
Bonded Debt - $4,239,062 and Impact Fee Funds - $223,948 (Carryover)
939 Four Mile Transmission Main (Phase 1) - $4,463,010
This upper pressure zone transmission main extends a 14" PVC south from the existing 14" PVC in Stillwater Road to Four Mile Drive.
Install a 18" PVC along Four Mile Drive heading West to W. Springcreek Road. Head south along Farm to Market Road with the 18" PVC
and tie it to the existing 18" PVC at the intersection of Three Mile Drive and Heavens Peak Drive (W-M-01).
Capital Outlay - Impact Fee funds (10120)
930 Contract Main Upsize - Carryover $320,254; New Appropriation $119,746
Funds required for small city requested upsizing of private development infrastructure (W-GD-02).
941 Meters - $45,600
New Services (W-GD-01)
953 Construct Grossweiler Well - Carryover $184,453
As growth and water demand increase, new wells and mains are required to meet the firm and peak demands of the City. The development
of Grossweiler well would be sufficient to meet the projected growth demand and Public Water Supply requirements stipulated by
MDEQ. The Grossweiler well is located adjacent to the DNRC/DEQ/911 Center complex on Stillwater Road. This project is funded
100% with impact fees (W-EX-147).
954 1 MG Elevated Storage Tank and Well - $448,000
Funds to begin site location, land acquisition, water rights, permitting, and design work to construct a 1 MG elevated water storage
tank in northern region of the City's upper pressure zone and to drill a new 16-inch municipal water supply well along with the addition
of a 1,800 to 2,000 gpm pump station in the City's upper pressure zone (W-T-01 & W-W-01).
Capital Outlay - Meter Replacement funds (10125)
948 Meters - Carryover $41,263; New Appropriation $110,000
Meter replacements (W-RR-10)
FY 2020 BUDGET HIGHLIGHTS - con't.
9
WATER SYSTEM IMPACT FEES
FUND: 5211
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Beginning Cash
10120 Cash: Water Impact Fees $1,626,727 $2,000,956 $2,000,956 $1,202,496
Total Cash $1,626,727 $2,000,956 $2,000,956 $1,202,496
Revenue
343225 Impact fees (less admin)$770,049 $475,000 $661,202 $475,000
343225 5% Admin (to 5210)$0 $0 $0 $25,000
371010 Interest Revenue - Impact fee cash $16,630 $15,000 $21,768 $15,000
Total Revenue $786,679 $490,000 $682,970 $515,000
Total Available $2,413,406 $2,490,956 $2,683,926 $1,717,496
Expenses
900 Capital from Water Impact Fees $232,450 $2,030,085 $1,301,430 $1,342,001
825 Admin. Fees - Transfer to water $0 $0 $0 $25,000
820 Debt Service Transfer(impact fee portion)$180,000 $180,000 $180,000 $309,058
Total Expenses $412,450 $2,210,085 $1,481,430 $1,676,059
Ending Cash
10124 Cash: Water Impact Fees $2,000,956 $280,871 $1,202,496 $41,437
Total Cash $2,000,956 $280,871 $1,202,496 $41,437
PROJECTED REVENUE AND FUND SUMMARY
10
WATER SYSTEM IMPACT FEES
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
447-430555 Capital Outlay - Impact Fee funds (10120)
930 Contract Main Upsize (Impact fee Acct)$0 $320,254 $0 $440,000
939 Four Mile Transmission Main (Phase 1)$0 $262,000 $38,052 $223,948
941 Meters - New Development $36,935 $45,600 $45,600 $45,600
953 Develop Wtr Supply Section 36 Well (FY20 $184,453 c/o)$195,515 $1,402,231 $1,217,778 $184,453
954 1MG Elevated Storage Tank & Well $0 $0 $0 $448,000
Total Capital from Impact Fee Funds $232,450 $2,030,085 $1,301,430 $1,342,001
825 Transfer to 5210 for admin $0 $0 $0 $25,000
820 Transfer to 5210 for debt $180,000 $180,000 $180,000 $309,058
Total Sanitary Impact Fee Funds $412,450 $2,210,085 $1,481,430 $1,676,059
FUND: 5211
EXPENDITURE DETAIL
PROGRAM DESCRIPTION
An Impact Fee committee oversees the recommendations for use of these funds. Impact fees can be used for capital purchases and projects related to
growth. Amounts budgeted are purchases of items approved on the capital improvement plan. Capital purchases must have a minimum 10 year life.
PURPOSE OF THIS DEPARTMENT:
WWTP DEPARTMENT PERSONNEL: (8.55 FTE)
.20 Public Works Director 1 WWTP Manager
.10 City Engineer 1 Assistant WWTP Manager
.15 Budget Resource Manager 4 WWTP Operators
.10 Administrative Coordinator 2 WWTP Chemists
SEWER DEPARTMENT PERSONNEL: (7.25 FTE & 1 Unfunded FTE)
.15 Public Works Director .25 Engineering Tech/GIS/IT Support
.15 City Engineer 3 Sewer Maintenance Technician
.15 Budget Resource Manager 1 Vacant/Unfunded Swr Maint. Technician
.25 Construction Manager .50 Storm/Sewer Maintenance Supervisor
.20 Administrative Coordinator .05 Assessment Coordinator
.20 Engineer II .50 Meter Reader
.20 Administrative Assistant .75 Utility Billing Clerk
.05 Road and Fleet Superintendent .25 Finance Director
.25 Accounts Payable Clerk .15 City Accountant
.20 GIS Specialist
GOALS OF THIS DEPARTMENT:
WWTP
regulations.
3.Perform preventative maintenance on sewer conveyance and facilities to ensure optimum system
operations.
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
1.To ensure conveyance of wastewater in the community to the WWTP.
SEWER COLLECTION
The wastewater operations budget provides for rehabilitation of existing sewer infrastructure in the
downtown area. This budget supports new service truck outfitted with a crane to support lift station pump
and motor maintenance. The WWTP budget supports preventative maintenance and replacements for long
term sustainability including the final phase construction of the rehabilitation of the secondary digester lids,
tank coatings, and replacement of facility equipment that is malfunctioning due to antiquation, corrosion,
and operational wear. This budgets allows the continued efforts to maintain permit compliance, aids permit
renewal efforts, and evaluation of alternatives for long term adherence to water quality discharge regulations.
2.Economically maintain facilities for maximum operational functions and equipment longevity.
SEWER DEPARTMENT
FUND #5310
3.Maximize secondary use of treatment biosolids.
1.To protect the health of the community by discharging wastewater that meets state and federal
2.Economically maintain facilities to ensure maximum operational functions and equipment longevity.
Maintain and operate the wastewater collection and treatment facility to have a minimum impact on the
environment and enhance the quality of life for the community.
11
SEWER DEPARTMENT
FUND #5310
If the red line (expenses) is above or intersects near the top of the green bar (beginning cash balance),
the fund may not be able to meet its obligations and may need attention. Conversely, the red line
intersecting the green bar near the bottom could indicate needed expenses are not being incurred, or an
adjustment is needed.
The sewer fund is supported by charges for services. In this fund a beginning cash carryover of 15%-
20% of budgeted expenses should be sufficient to pay a month of fund expenses, if a balanced budget is
presented. Beginning cash carryover was 93% (FY19), 77% (estimated FY20), 41% (estimated FY21),
and 0% (estimated FY22).
-6000
-4000
-2000
0
2000
4000
6000
SEWER
(in 1000's)
BEG. CASH BAL.
EXPENSES
RECEIPTS
12
SEWER - (Operations, Billing & Wastewater Treatment)
FUND: 5310
ACTUAL BUDGET ACTUAL BUDGET
BEGINNING CASH FY17/18 FY18/19 FY18/19 FY19/20
10100 Operating $3,695,377 $4,355,513 $4,355,512 $4,262,500
10125 WWTP Equipment Repl/Evergreen $1,511,738 $1,353,064 $1,353,064 $681,283
1013x Bond Reserves/ Operating reserve $1,156,731 $1,164,125 $1,164,125 $1,561,043
$6,363,846 $6,872,702 $6,872,701 $6,504,826
REVENUES
343310 SEWER SERVICE-billed (10100)$4,534,465 $4,500,000 $4,571,438 $4,500,000
343360 Misc. ; (10100)$2,575 $10,000 $15,752 $10,000
383010 Impact Fee Admin - Transfer from impact fee fund (10100) $74,777 $47,500 $70,426 $50,000
383015 Debt service transfer from impact fees $0 $0 $0 $891,026
Sanitary Bonded Debt - Westside Interceptor $396,530 $14,003,470 $11,103,440 $2,900,030
371010 Interest-operations (10100)$61,751 $51,000 $95,649 $51,000
Interest-WWTP/Evergreen (10125)$17,178 $15,500 $12,479 $15,500
Total Revenue $5,087,276 $18,627,470 $15,869,184 $8,417,556
Total Available $11,451,122 $25,500,172 $22,741,885 $14,922,382
EXPENSES
Expenses from rates $4,013,433 $6,940,407 $4,846,277 $6,936,978
Capital Outlay City/Evergreen Funds (10125)$574,313 $1,745,991 $1,090,211 $849,148
Capital Outlay / Bonded Debt - Westside Interceptor $389,136 $13,490,000 $10,706,522 $2,783,478
Depreciation (non cash expense)$2,245,000 $2,245,000 $2,245,000 $2,245,000
Total Expenses $7,221,882 $24,421,398 $18,888,010 $12,814,604
Add depreciation/other non cash exp to cash $2,245,000 $2,245,000 $2,245,000 $2,245,000
Add cash distribution to Evergreen/City 10125 from 10100 $398,461 $420,000 $405,951 $420,000
ENDING CASH
10100 Operating $4,355,512 $2,023,606 $4,262,500 $2,827,548
10125 WWTP Equipment Replacement/Evergreen $1,353,064 $42,573 $681,283 $267,635
1013x Bond Reserves (restricted funds)$1,164,125 $1,677,595 $1,561,043 $1,677,595
$6,872,701 $3,743,774 $6,504,826 $4,772,778
PROJECTED REVENUE AND FUND SUMMARY
13
SEWER FUND SUMMARY
FUND: 5310-454-430620-630/455-430640
ACTUAL BUDGET BUDGET BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:
Sewer billing $120,276 $126,422 $123,843 $134,929
Sanitary Sewer $322,063 $381,313 $320,323 $405,213
WWTP & LAB $697,198 $785,574 $710,781 $747,352
Subtotal $1,139,539 $1,293,309 $1,154,947 $1,287,494
Maintenance & Operations:
Sewer Billing services $109,378 $125,764 $122,696 $129,653
Sanitary Sewer $435,385 $705,282 $458,605 $576,607
WWTP & Lab $910,924 $1,165,799 $1,029,959 $1,370,835
Subtotal $1,455,687 $1,996,845 $1,611,260 $2,077,095
Capital Outlay from rates:
Sanitary Sewer Operation $126,154 $2,088,479 $519,484 $1,113,173
WWTP & Lab $31,372 $215,000 $33,536 $191,464
Subtotal $157,526 $2,303,479 $553,020 $1,304,637
Debt Service:
Sanitary Sewer $1,511 $66,861 $261,186 $763,085
WWTP $860,709 $859,913 $859,913 $1,084,667
Subtotal $862,220 $926,774 $1,121,099 $1,847,752
City/Evergreen Replacement funded from rates:$398,461 $420,000 $405,951 $420,000
Total $4,013,433 $6,940,407 $4,846,277 $6,936,978
Capital Outlay - Other funds:
WWTP (10125) City/Evergreen account $574,313 $1,745,991 $1,090,211 $849,148
Sanitary Bonded Debt $389,136 $13,490,000 $10,706,522 $2,783,478
Depreciation (non-cash item) Sanitary $820,000 $820,000 $820,000 $820,000
Depreciation (non-cash item) WWTP $1,425,000 $1,425,000 $1,425,000 $1,425,000
Total $7,221,882 $24,421,398 $18,888,010 $12,814,604
EXPENSE SUMMARY
14
SEWER OPERATIONS
FUND: 5310-454-430630
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 5.55 6.05 6.05 6.25
110 Salaries & Wages $246,747 $283,430 $244,023 $297,006
121 Overtime $633 $5,500 $367 $5,500
153 Health Insurance $56,047 $71,186 $57,314 $80,197
155 Retirement - PERD $18,636 $21,197 $18,619 $22,509
Subtotal $322,063 $381,313 $320,323 $405,213
Maintenance & Operations:
210 Office Supplies/Equip/ Computer Supplies/GIS $3,559 $12,200 $7,688 $12,200
218 Equipment (Non Capital)/Safety Equip & Supplies $7,994 $8,350 $7,574 $8,350
229 Other Supplies/Janitorial/Consumable Tools $1,230 $2,300 $1,696 $2,300
231 Gas & Oil $8,525 $12,000 $9,293 $12,000
312 Postage, Printing & Advertising $165 $500 $444 $500
341 Electricity $50,006 $55,000 $48,390 $57,000
344 Natural Gas $12,032 $16,500 $13,395 $16,500
345 Telephone & Comm., Alarms $25,067 $25,000 $23,724 $26,000
353 Auditing $3,000 $3,000 $3,000 $3,000
354 Contract Services $20,820 $24,000 $20,111 $24,000
356 Consultants-Review/Modeling/Facility Plan/Rate Analysis $122,859 $335,000 $148,059 $185,000
362 Equipment Maintenance/Buildings & Radios $1,606 $7,000 $4,836 $11,375
373 Dues & Training, Licenses $1,339 $5,500 $2,524 $7,250
388 Medical Services $447 $500 $424 $500
410 Construction Materials $7,270 $10,000 $6,718 $10,000
425 Materials - Pumps/Lift Stations $21,389 $50,000 $43,097 $50,000
510 Property & Liability Ins $17,457 $18,400 $22,601 $42,000
512 $10,000 Uninsured Loss/$15,000 Goodwill Expenditures $34,879 $25,000 $0 $25,000
521 Central Garage Transfer $8,575 $10,133 $10,133 $9,435
522 Administrative Transfer $64,060 $59,359 $59,359 $48,854
528 Information Tech. Transfer $16,684 $19,118 $19,118 $18,921
532 Office Rent $6,422 $6,422 $6,421 $6,422
Subtotal $435,385 $705,282 $458,605 $576,607
EXPENSE DETAIL
15
SEWER OPERATIONS
FUND: 5310-454-430630
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Capital Outlay: from Rates (10100)
921 Sand/Cold Mix Storage Shed $14,321 $0 $0 $0
922 USFS Bldg & Property Acquisition/Repair $0 $0 $0 $0
940 Machinery & Equipment $68,298 $50,000 $52,070 $43,500
948 Repair & Replacement of Sewer Main - Carryover $0 $600,000 $0 $600,000
953 Shop Complex Pavement Restoration - Carryover $0 $38,200 $33,527 $4,673
954 Grandview L.S. Relocation & Upsize (50% rate 50% impact fee)$11,098 $579,536 $615 $0
956 Lift Station Communication Upgrade $18,332 $20,000 $13,641 $20,000
959 2nd Alley E Repl.FY16; Sewer Line A Replcmnt - Carryover $1,605 $556,395 $231,135 $0
960 Manhole Rehabilitation /Sewer Main Repairs $11,848 $50,000 $14,990 $50,000
961 2nd Alley WN -Mont to Calf (66% rates 34% impact fee)$0 $0 $0 $0
962 Sewer Main Slip Lining $652 $194,348 $173,506 $395,000
Total Capital Outlay $126,154 $2,088,479 $519,484 $1,113,173
430630 Capital Outlay: Bonded
957 West Side Interceptor Phase I $389,136 $13,490,000 $10,706,522 $2,783,478
Debt Service
490204-6xxDebt Service -Principal, Interest, Fiscal Agent Fees $1,511 $66,861 $261,186 $763,085
510400-831Depreciation Expense $820,000 $820,000 $820,000 $820,000
Total Sanitary Sewer Operating Budget $1,705,113 $17,551,935 $13,086,120 $6,461,556
EXPENSE DETAIL
16
SEWER OPERATIONS
FUND: 5310-454-430630
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 2.0 2.0 2.0 2.0
430620 Sewer Billing
110 Salaries & Wages $92,280 $96,132 $93,349 $99,549
153 Health Insurance $20,851 $22,864 $23,186 $27,602
155 Retirement - PERD $7,145 $7,426 $7,308 $7,778
Subtotal $120,276 $126,422 $123,843 $134,929
Materials and Services:
215 Office Supplies/Computers $2,339 $3,500 $4,376 $7,000
353 Auditing $2,000 $2,000 $2,000 $2,000
354 Billing Costs/Grizzly Sec. & Mail Room $38,593 $40,000 $40,689 $40,000
355 Billing Costs/bank & cc fees, CenturyLink $18,211 $25,000 $22,726 $27,000
356 Billing Costs/printing, shredding $621 $2,500 $465 $1,500
373 Dues & Training $1,480 $2,500 $2,177 $2,500
522 Administrative Transfer $10,516 $10,385 $10,385 $10,119
528 Information Tech. Transfer $29,196 $33,457 $33,457 $33,112
532 Office Rent $6,422 $6,422 $6,421 $6,422
Subtotal $109,378 $125,764 $122,696 $129,653
Total Sanitary Sewer Billing Budget $229,654 $252,186 $246,539 $264,582
FY 2020 BUDGET HIGHLIGHTS
Line Item Detail: SANITARY SEWER
110 Personnel Services - Includes an additional .20 FTE
Addition of one full-time GIS specialist. Salary split between Storm, Water, Sewer, Street, Light Maint and Solid Waste.
354 Contract Services -$24,000: Cost of annual contracts; U-dig fees, generator testing/maintenance, coveralls, estimated system repairs.
356 Consultants - $185,000
$25,000 - Sewer Modeling, Engineering reviews, and Construction Support.
$100,000 Carryover - Facility Plan: Update will provide analysis to ensure planning and funding is in place to meet growth
and regulatory compliance of the sewer collection system.
$60,000 Carryover - Rate Study.
EXPENSE DETAIL
17
SEWER OPERATIONS
FUND: 5310-454-430630
Line Item Detail: SANITARY SEWER Cont.
362 Equipment Maintenance/Buildings & Radios - $11,375
$2,000 to repair section of security fence at shop complex. Cost shared with Solid Waste, Water, Street, Parks - Total Cost $10,000
$4,375 - Shop Complex Motorized Gate System (cost shared betwn water, sewer, streets, TSS, Central Garage, Solid Waste, Parks,
Police. Total Cost $35,000
$5,000 - Misc. repairs
373 Dues & Training - $7,250
Proposed technical trainings include, FVCC electrical courses, methods and techniques for grout application in manholes, and sewer
camera transporter fundamentals and rebuild course.
425 Materials - Pumps/Lift Stations - $50,000
The City maintains 40 sewer lift stations which contain 80 pumps and motors, numerous drives, check valves and controls. Many of our
pumps have reached the end of their service life cycle. In addition to routine maintenance, repairs were mostly associated with pump
and motor failures, or level transmission and control malfunctions. This budget accommodates 5-6 major pump replacements a year.
Capital Outlay: from Rates (10100)
940 Machinery & Equipment - $43,500
$32,500 - Scheduled replacement of Service Truck with Service Body and Crane. Cost split with Storm, Total Cost $65,000
$11,000 - Manhole Repair System -cost shared between Storm, Sewer and Street, total cost $33,000
948 Repair & Replacement of Sewer Main - Carryover $600,000
This project was identified through video inspection and sewer main maintenance services. The existing 18 inch sewer main was determined
to have deteriorating pipe, root intrusion, and sections of pipe failures. The project will rehabilitate approximately 3.5 blocks of 18” sewer
main in south west section of downtown Kalispell. Project to be completed after construction of the West Side Interceptor is completed,
a majority of the flow impacting this main will be rerouted, giving opportunity to rehab this main (SEW-91).
953 Shop Complex Pavement Restoration - Carryover $4,673
The project involves replacement of the degraded asphalt surface inside the fenced area of the City Shop Complex and the installation of a
new storm water quality treatment device. The asphalt at the City Shop Complex is deteriorated beyond simple patch work and necessitates
replacement. The asphalt replacement triggers storm water treatment requirements stipulated by the MS4 permit and promotes good
stewardship for clean water discharges to Ashley Creek. Cost shared between/Water, Sewer, Storm, Streets, & Solid Waste
Total Project Cost $341,000
FY 2020 BUDGET HIGHLIGHTS
18
SEWER OPERATIONS
FUND: 5310-454-430630
Line Item Detail: SANITARY SEWER
Capital Outlay: from Rates (10100) Cont.
956 Lift Station Communication Upgrade - $20,000
This multi-year project replaces up to five lift station landline based alarm systems with cell phone web based alarm and data collection.
Currently, operators are alerted of lift station failures through landline phones. The proposed Mission Communication System collects
necessary facility data that is published through a web based program reviewed daily by operators. 32 mission units are currently installed
and additional units will be purchased and phased into the operational system over the next several years (SEW-72).
960 Manhole & Sewer Main Rehabilitation & Replacement - $50,000
This project allows for the reconstruction or replacement of sanitary sewer manholes and mains that have deteriorated and are approaching
a potential failure. The sewer crews review and record the function of manholes and mains. During this review, crews prioritize the potential
projects according to the severity of the deterioration (SEW-33).
962 Sewer Main Slip Lining Projects - $395,000
This project involves re-lining failing sewer mains in 1st Alley West from Montana St. to Washington St. and 1st Alley East and West, and 6th
alley EN and East Washington (WW-EX-02, WW-EX-06, WW-EX-07)
Capital Outlay - Impact Fee Funds (10123)
955 Main & Lift Station Upsize -Carryover $204,320, New Appropriation $95,680 - Total $300,000
Misc. sewer contract main upsize, facility enlargements, or regional lift station. Increased for potential new
development projects in North and South Kalispell (SEW-52).
Capital Outlay - from Bond (10100) and Impact Fee Funds (10123)
Impact Fee Funds - Carryover $31,487, New Appropriation $120,000
Bonded Debt - $2,783,478 Carryover
957 West Side Interceptor - $2,934,965
This project involves the design and construction to install approximately 20,000 lineal feet of sanitary gravity sewer main.
The West Side Interceptor extends a new main from a connection at 10th Street West and 5th Ave West, west and then north across
3 Mile Drive to Stillwater Rd and West Reserve. The northern most section is a force main from Hwy 93 to the northern most gravity manhole.
The design for the project includes capacity forecasting; sanitary sewer modeling; topographic, property, and utility surveys; development
and negotiations for easements and land acquisition; development of project design plans and specifications; bidding and negotiation
services; and construction (SEW-55).
FY 2020 BUDGET HIGHLIGHTS - con't.
19
WASTEWATER TREATMENT PLANT
FUND: 5310-455-430640
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 6.55 6.55 6.55 6.55
110 Salaries & Wages $421,283 $456,093 $411,608 $454,195
111 Seasonal Salaries $1,818 $5,000 $0 $5,000
112 Severance $4,244 $42,317 $31,633 $0
121 Overtime $20,238 $22,500 $19,039 $22,500
153 Health Insurance $85,394 $89,087 $81,837 $90,736
155 Retirement - PERD $33,336 $33,891 $32,819 $34,152
Subtotal $566,313 $648,888 $576,936 $606,584
Maintenance & Operations:
210 Office Supplies/Equip/Computers $15,616 $10,000 $10,001 $10,000
218 Safety Equipment & Supply $2,310 $2,700 $2,780 $2,700
225 Alum $20,371 $20,000 $19,776 $28,000
226 Chemicals $52,276 $80,000 $90,001 $87,000
229 Other Supplies/Janitorial/Consumable Tools/Equip Rental $3,502 $7,000 $5,320 $7,000
231 Gas & Oil $14,288 $16,000 $12,438 $19,000
312 Postage & Shipping $561 $400 $19 $400
336 Licenses and Fees $11,595 $11,500 $6,668 $12,000
341 Electricity $174,179 $182,000 $187,587 $190,000
342 Water $8,640 $7,500 $4,971 $7,500
344 Natural Gas $45,585 $60,000 $64,579 $82,000
345 Telephone & Alarms $5,974 $6,500 $6,012 $6,500
353 Auditing $4,000 $4,000 $2,500 $2,500
354 Contract Services-Glacier Gold $134,311 $124,000 $120,658 $135,000
355 Other Contract Services / Land Fill $36,880 $30,000 $44,814 $39,000
356 Consultant-Elec Eng/Permit Asst /Site Specific Sampling $58,535 $77,500 $41,792 $210,960
358 Consultant - TMDL,WWTP Permit/Rates/Fermenter Assessmnt $632 $185,000 $95,808 $175,000
360 Maintenance Service -Misc.$22,614 $30,000 $27,953 $30,000
366 Building Maintenance $39,005 $40,000 $40,005 $46,000
373 Dues, Training & Training Materials $4,911 $7,500 $7,276 $8,500
388 Medical Services $412 $500 $198 $500
510 Property & Liability Insurance $36,350 $37,342 $37,449 $42,000
521 Central Garage Transfer $13,842 $22,489 $22,489 $19,219
522 Administrative Transfer $122,819 $117,270 $117,270 $122,705
528 Information Tech. Transfer $20,854 $23,898 $23,898 $23,651
Subtotal $850,062 $1,103,099 $992,262 $1,307,135
EXPENSE DETAIL
20
WASTEWATER TREATMENT PLANT
FUND: 5310-455-430640
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
430640 Capital Outlay: Operating Funds
920 T-Was Roof Replc (carry & new) $0 $32,000 $28,588 $13,412
921 Evergreen Sewer Sampling Equipment & Bld $0 $0 $0 $0
930 Biosolids Alternate Disposal Eng.(61% rate,39% impact)$0 $183,000 $4,948 $178,052
940 Boiler/Heat Exchange Overhaul $31,372 $0 $0 $0
Subtotal $31,372 $215,000 $33,536 $191,464
430645 WWTP Replacement Funds:Evg (10125)
362 Equipment Maintenance $100,485 $100,000 $90,479 $118,000
921 Roof ReplcmntFY17; E. Secondary Clarifier Coating Prj $0 $60,000 $0 $75,000
933 Solid Dewatering Carryover $89,000 $0 $0 $0
934 Secondary Digesters Lid Phase 1 & Phase 2 (carry/new)$310,390 $1,388,991 $908,343 $530,648
936 Digested Sludge Line Replacement $0 $0 $0 $0
937 Sand Filter Maintenance & Replacement- Carry $0 $100,000 $0 $0
940 Machinery & Equipment $74,438 $97,000 $91,389 $125,500
Subtotal $574,313 $1,745,991 $1,090,211 $849,148
4902xx-6xxDebt Service $860,709 $859,913 $859,913 $1,084,667
831 Replacement Reserve-Evergreen $398,461 $420,000 $405,951 $420,000
Depreciation Expense (non cash)$1,425,000 $1,425,000 $1,425,000 $1,425,000
Subtotal WWTP $4,706,230 $6,417,891 $5,383,809 $5,883,998
EXPENSE DETAIL
21
WASTEWATER TREATMENT PLANT
FUND: 5310-455-430640
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
430646 Laboratory Operations - Personal Services: FTE's 2.0 2.0 2.0 2.0
110 Salaries & Wages $106,328 $110,917 $109,195 $115,308
153 Health Insurance $16,590 $17,608 $16,392 $16,872
155 Retirement - PERD $7,968 $8,161 $8,258 $8,589
Subtotal $130,886 $136,686 $133,845 $140,768
Maintenance & Operations:
210 Office Supplies/Computers/other Supplies/Shipping $3,484 $4,500 $3,572 $4,500
218 Equipment $1,912 $2,500 $1,890 $2,500
222 Lab Supplies $14,163 $16,500 $11,121 $16,500
349 Lab services /Permit & Pretreatment Testing $34,823 $30,000 $15,367 $30,000
362 Equipment Maintenance $5,219 $5,500 $3,988 $5,500
373 Dues & Training, Licenses $1,261 $3,700 $1,759 $4,700
Subtotal $60,862 $62,700 $37,697 $63,700
Subtotal Laboratory $191,748 $199,386 $171,542 $204,468
Total Treatment Plant $4,897,978 $6,617,277 $5,555,351 $6,088,466
Line Item Detail - Wastewater Treatment Plant
225 Alum - $28,000
Increased to support fermenter shut down for the condition assessment evaluation.
226 Chemicals - $87,000
Polymer addition is used as part of the dewatering process for biosolids production. An increase in use from the previous year is
anticipated due to flow increases, and minor operational changes which creates dryer biosolids.
344 Natural Gas - $82,000
Increased based on actual consumption and recommended 3% increase from NW Energy.
355 Other Contract Services - $39,000
Rag /grit and landfill biosolids disposal fees and other contract services.
FY 2020 BUDGET HIGHLIGHTS
EXPENSE DETAIL
22
WASTEWATER TREATMENT PLANT
FUND: 5310-455-430640
Line Item Detail - Wastewater Treatment Plant
356 Consultant - Electrical Engineer, Permit Compliance & Site Specific Sampling - Carryover $36,960; New Appropriation $174,000
$20,000 Electrical Engineer - Continue to update the 1992 antiquated computer control programming for operations of the modernized
equipment in the current plant. Ongoing trouble shooting when failures occur in communications and the computer control program.
$10,000- Permit Compliance : Temperature Study Monitoring/Evaluation -
The City of Kalispell wastewater discharge permit mandates the development of a temperature and flow monitoring plan
for instream and effluent discharge in response to the Ashley Creek Temperature TMDL. Continuing monitoring and evaluation of the data will
be utilized for permit compliance and evaluation of the WWTP discharge temperature effects on Ashley Creek.
$144,000 - Site Specific Standard Sampling and Evaluation- Evokes a process for a permittee to demonstrate that the site specific reduction
of one nutrient will achieve the highest attainable condition (HAC) the same as it could by a reduction of both nutrients. The
permittee is required to demonstrate through monitoring, modeling and evaluation interim effluent limits, different than the
numeric WQ standard, will achieve the HAC. This is a multi-year program involving a minimum of three years of data collection,
analysis, modeling, DEQ collaboration and ultimately the state adopting new rulemaking standards for the WWTP's discharge to
Ashley Creek. The first year involves development of the plan, approval from DEQ, sampling and analysis for summer 2019.
358 Consultants - TMDL Permit - Carryover $25,000; New Appropriation $25,000, Rate Study Carryover -$60,000, WWTP Permit Renewal
Application/Support $10,000 & Fermenter Condition Assessment $55,000 - Total $175,000
TMDL restrictions will have some consequences for the City's historical ability to discharge waters to Flathead tributaries and its
community wastewater to Ashley creek. We have engaged an experienced consultant to provide assistance to the City for working with
MDEQ to develop a satisfactory TMDL. This budget continues funding for a WWTP Facility Plan Update and Rate Analysis,
in addition to consulting support for permit renewal and variance adherence. The fermenter tank is due to be drained, cleaned and
a conditions assessment will be preformed to plan for future repairs and maintenance.
366 Building Maintenance - $46,000
$31,000 - Replace Garage Doors on Truck Storage/Digester Bldg
$15,000 - Misc. building repairs and maintenance to multiple WWTP buildings
430640 Capital Outlay - Operating Funds
920 T-WAS Tank Roofing Replacement - Carryover $3,412, New Appropriation $10,000
The T-Was Tank roofing liner was originally installed in 1992 and the roof liner is completely destroyed by U.V. and no longer
provides rain/weather protection to the shared electrical equipment in the digester basement. The new appropriation is for the
remaining electrical work that needs to be completed (WWTP-1729).
644 Capital Outlay - Impact Fee Funds
929 Construct New EQ Basin - $469,800
The existing EQ basin is at operational limits for the current flows. This project constructs one 75-FT diameter tank which provides 395,000
gallons of additional equalization basin storage. Design of the 75-FT diameter EQ tank will include considerations for future conversion to a
primary clarifier, anticipated for the year 2030. Once the 75-FT diameter tank is converted to primary clarification, the existing rectangular
clarifiers can be modified for additional equalization basin capacity. This first phase will be for preliminary engineering.
FY 2020 BUDGET HIGHLIGHTS - con't
23
WASTEWATER TREATMENT PLANT
FUND: 5310-455-430640
Line Item Detail - Wastewater Treatment Plant
430640 Capital Outlay - Operating Funds
640/44 Capital Outlay - Operating Funds & Impact Fee Funds
930 Biosolids Alternate Disposal Design & Land Acquisition - Carryover $291,889 ($178,052 rates & $113,837 impact fee)
As the City approaches the capacity of the Glacier Gold Composting facility of 600 dry/tons per year these funds will be used to implement
an alternative means of disposing of our biosolids (WWTP-1730).
430645 Capital Outlay - Replacement Funds
362 Equipment Maintenance - $118,000 - The WWT plant maintains a long list of equipment some of which includes 76 pumps, 210 valves,
air compressors, gas boilers, sand filters, air blowers, fans, motors etc. The original 1992 plant is reaching the expected life span of 25 years
and therefore increases in equipment replacement, rehabilitation, and maintenance is expected. Most of the smaller pump replacement
costs range in $12,000 - $15,000 range. The larger digester mixer pumps cost $50,000 and an air blower replacement costs would exceed
the $125,000 range (WWTP-1604). Funds include $18,000 for the West Secondary Digester Cleaning and Inspection.
921 East Secondary Clarifier Coating Rehabilitation - Carryover $60,000; New Appropriation $15,000
The submerged metal in the East Secondary Clarifier is rusting and in need of protective coating. This clarifier became operational in 2009
and was equipped with galvanized metal, but the corrosive environment is causing the metal to rust along with wormhole pitting on the arm
(WWTP-1605).
934 Secondary Digesters Lid Replacement - Phase 1 & 2 - Carryover $480,648, New Appropriation $50,000
The Secondary Digester Lids were originally installed in 1992. The steel floating lids were protective coated in 1997 due to the corrosive
environment. The coatings were designed to last 10 + years, and the coating/metal are now showing signs of rusting. An inspection by
a qualified coating and structural expert was performed. Budget for this project includes final phase coating for the last secondary
digesters as determined from the inspection analysis report (WWTP-1711).
940 Machinery & Equipment Replacement Fund - $125,500
$45,000 - Biocell Instrumentation
$28,000 - Biocell Submersible Mixers (4)
$8,500 - Fermenter Valving
$32,000 - Digested Sludge Line Grinder Pump
$12,000 - Digester Bldg Hoist Replacement
Laboratory Operations:
349 Lab Services/Permit & Pretreatment Testing - $30,000
Pretreatment Program: The permit requires development and ongoing implementation of an industrial pre-treatment program.
WWTP laboratory supports all of the ongoing sampling and analysis as required in the discharge permit.
FY 2020 BUDGET HIGHLIGHTS - con't
24
SEWER SYSTEM IMPACT FEES
FUND: 5311
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Beginning Cash
10123 Cash: Sanitary (collection) Impact Fees $2,593,200 $2,079,218 $2,079,218 $2,025,491
10124 Cash: Treatment Impact Fees $1,003,232 $1,322,802 $1,322,802 $1,638,651
Total Cash $3,596,432 $3,402,020 $3,402,020 $3,664,142
Revenue
$886,241 $570,000 $816,167 $570,000
$0 $0 $0 $30,000
$0 $0 $209,531 $0
$534,524 $332,500 $521,930 $380,000
$0 $0 $0 $20,000
$28,629 $25,000 $27,730 $20,000
343330 Collection (less admin)
343330 5% Collection Admin (to 5310)
381030 Settlement Agreement
343335 Treatment (less admin)
343335 5% Treatment Admin (to 5310)
371010 Interest Revenue - Sanitary (collection)
371010 Interest Revenue - Treatment $10,046 $8,500 $22,082 $20,000
Total Revenue $1,459,440 $936,000 $1,597,440 $1,040,000
Total Available $5,055,872 $4,338,020 $4,999,460 $4,704,142
Expenses
900 Capital from Sanitary (collection) Impact Fees $1,333,852 $1,571,883 $757,155 $451,487
Capital from Treatment Impact Fees $0 $117,000 $3,163 $583,637
825 Admin. Fees - Transfer to sewer $0 $0 $0 $50,000
800 Debt Service from Sanitary (collection) Impact Fees $95,000 $350,000 $350,000 $666,026
Debt Service from Treatment Impact Fees $225,000 $225,000 $225,000 $225,000
Total Expenses $1,653,852 $2,263,883 $1,335,318 $1,976,150
Ending Cash
10123 Cash: Sanitary (collection) Impact Fees $2,079,218 $752,335 $2,025,491 $1,497,978
10124 Cash: Treatment Impact Fees $1,322,802 $1,321,802 $1,638,651 $1,230,014
Total Cash $3,402,020 $2,074,137 $3,664,142 $2,727,992
REVENUE PROJECTION
25
SEWER SYSTEM IMPACT FEES
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
454-430635 Capital Outlay - Impact Fee funds (10123)
954 Grandview L.S. Relocation & Upsize (50% rate / 50% impact f $11,098 $579,536 $615 $0
955 Main & Lift Station Upsize - Carryover & New Appropriation $0 $310,000 $105,680 $300,000
957 West Side Interceptor Phase I - Carryover & New Appr $1,322,754 $682,347 $650,860 $151,487
961 2nd Alley WN -Mont to Calf (66% rates 34% impact fee) $0 $0 $0 $0
Total Capital from Sanitary Impact Fee Funds $1,333,852 $1,571,883 $757,155 $451,487
825 Transfer to 5310 for admin $0 $0 $0 $30,000
820 Transfer to 5310 for debt $95,000 $350,000 $350,000 $666,026
Total Sanitary Impact Fee Funds $1,428,852 $1,921,883 $1,107,155 $1,147,513
455-430644
929 Construct New EQ Basin $0 $0 $0 $469,800
930 Biosolids Alternate Disposal Eng. (61% rate,39% impact)$0 $117,000 $3,163 $113,837
Total Capital from Treatment Impact Fee Funds $0 $117,000 $3,163 $583,637
825 Transfer to 5310 for admin $0 $0 $0 $20,000
820 Transfer to 5310 for debt $225,000 $225,000 $225,000 $225,000
Total Treatment Impact Fee Funds $225,000 $342,000 $228,163 $828,637
An Impact Fee committee oversees the recommendations for use of these funds. Impact fees can be used for capital purchases and projects related to
growth. Amounts budgeted are purchases of items approved on the capital improvement plan. Capital purchases must have a minimum 10 year life.
FUND: 5311
EXPENDITURE SUMMARY/ DETAIL
PROGRAM DESCRIPTION
PURPOSE OF THIS DEPARTMENT:
The purpose of this department is to provide for a means of storm water conveyance to designated storm
water management areas and outfalls, thus reducing the localized and undesirable occurrence of storm water
ponding. Responsibilities also include implementation of the Storm Water Management Program to
DEPARTMENT PERSONNEL: (7.85 FTE)
.10 Public Works Director .60 Assistant Civil Engineer (Engineer II)
.25 Senior Civil Engineer (City Engineer).25 Engineering Tech/GIS/IT Support
.15 Budget Resource Manager .20 Administrative Assistant
.25 Construction Manager .50 Storm/Sewer Maintenance Supervisor
.10 Administrative Coordinator 3.0 Storm Maintenance
.20 Project Manager (Engineer II).25 Special Street Maintenance Operator
.05 Road and Fleet Superintendent .20 General Laborer
.20 Assessment Coordinator .40 Utility Management Superintendent
1.0 Environmental Specialist .15 GIS Specialist
GOALS OF THIS DEPARTMENT:
1. To maintain and operate the storm water collection, detention, and treatment facilities for the conveyance
2. Implement requirements of the Municipal Separate Storm Sewer System Discharge Permit (MS4).
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
The FY20 budget for Storm Sewer provides capital projects to improve conveyance for an existing stormwater
system in Main Street, improve water quality from a large watershed that discharges to the Stillwater River,
and improve the function of the Sylvan regional detention facility. The budget supports the design and
construction of regional conveyance and facility which will service future growth in the west areas of
Kalispell. Additionally, funding supports the MS4 Permit requirements including an inspection program for
post development treatment facilities and the development of a TMDL action plan.
STORM SEWERFUND #5349
of storm water.
minimize pollutant run off to waterbodies in accordance with State and Federal Regulations.
26
STORM SEWERFUND #5349
If the red line (expenses) is above or intersects near the top of the green bar (beginning cash
balance), the fund may not be able to meet its obligations and may need attention. Conversely, the
red line intersecting the green bar near the bottom could indicate needed expenses are not being
incurred or an adjustment is needed.
The storm sewer fund is an assessed fund. As an assessment supported fund, the storm sewer fund
should have enough cash available at July 1st (and January 1st) to pay expenses through December
(June). In this fund a beginning cash carryover of 35%-40% of budgeted expenses should be
sufficient ot pay the fund expenses through December, if a balanced budget is presented. Beginning
cash carryover was 200% (FY19), 115% (estimated FY20), 42% (estimated FY21), and -23%
(estimated FY22).
-2000
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STORM SEWER
(in 1000's)
BEG. CASH BAL.
EXPENSES
RECEIPTS
27
STORM SEWER
ACTUAL BUDGET ACTUAL BUDGET
BEGINNING CASH FY17/18 FY18/19 FY18/19 FY19/20
10100 CASH: Operating $1,215,022 $1,434,940 $1,434,940 $1,677,520
10122 Cash, Capital Reserve $140,000 $140,000 $140,000 $140,000
10127 Cash, Emergency Reserve $25,000 $25,000 $25,000 $25,000
10190 Cash, Designated for Equipment Replacement $171,186 $152,888 $152,888 $141,550
10193 Cash, Designated Capital Projects $50,000 $428,391 $428,391 $717,522
Total Cash $1,601,208 $2,181,219 $2,181,219 $2,701,592
REVENUES
343370 Storm Assessments-billed (10100)$834,775 $810,000 $903,087 $958,750
Assessments-designated for equipment (10190)$50,000 $75,000 $75,000 $81,250
Assessments-designated for capital projects (10193)$413,261 $505,000 $505,000 $585,000
Bonded Debt $71,914 $0 $0 $5,775,000
334040 Petro Tank/Monitory Reimbursement (10100)$1,533 $1,500 $465 $1,500
343035 Permit fees & other Charges for Service (10100)$3,217 $1,000 $3,679 $1,500
363040 Penalty & Interest (10100)$2,534 $1,500 $3,672 $1,800
371010 Interest (10100)$25,688 $25,000 $35,785 $35,000
383015 Debt service transfer from impact fees $0 $0 $0 $175,568
383010 Impact Fee 5% Admin - Transfer from impact fee fund $14,856 $10,000 $12,454 $6,500
Total Revenue $1,417,778 $1,429,000 $1,539,142 $7,621,868
Total Available $3,018,986 $3,610,219 $3,720,361 $10,323,460
EXPENSES
EXPENSES FROM RATES (10100)$669,107 $1,562,362 $722,984 $1,516,321
Capital Equipment - replacement (10190)$68,298 $93,000 $86,338 $56,500
Capital Projects (10193)$34,870 $640,700 $215,869 $1,199,831
Capital Outlay - Bonded Debt $71,914 $0 $0 $5,500,000
Depreciation (non-cash expense)$285,000 $285,000 $285,000 $285,000
Total Expenses $1,129,189 $2,581,062 $1,310,191 $8,557,652
add back depreciation/other $285,000 $285,000 $285,000 $285,000
ENDING CASH
10100 Cash, Operating $1,434,940 $728,000 $1,677,520 $1,348,239
10122 Cash, Capital Reserve (target $140,000)$140,000 $140,000 $140,000 $140,000
10127 Cash, Emergency Reserve (target $25,000)$25,000 $25,000 $25,000 $25,000
10190 Cash, Designated Equipment Replacement $152,888 $134,888 $141,550 $166,300
10193 Cash, Designated Capital Projects $428,391 $292,691 $717,522 $102,691
10195 Cash, Bond Reserve $0 $0 $0 $275,000
$2,181,219 $1,320,579 $2,701,592 $2,057,230
PROJECTED REVENUE AND FUND SUMMARY
FUND: 5349-453-430246
28
STORM SEWER
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services: 7.20 7.70 7.70 7.85
110 Salaries & Wages $380,479 $451,922 $434,822 $476,323
121 Overtime $893 $4,000 $490 $4,000
153 Health Insurance $78,609 $97,880 $85,430 $97,207
155 Retirement $28,810 $33,856 $33,170 $36,107
Subtotal $488,791 $587,658 $553,912 $613,636
Maintenance & Operations:
210 Office Supplies/Equip/Computer/GIS $10,516 $16,100 $12,382 $16,100
218 Equipment (non capital)/ Safety Equip & Supplies $532 $6,550 $3,720 $6,000
229 Other Supplies/Consumable Tools $2,108 $2,200 $1,893 $2,200
231 Gas & Oil $7,944 $11,500 $8,641 $11,500
345 Telephone & Communication $1,039 $1,000 $2,134 $1,500
353 Auditing $1,150 $1,150 $1,150 $1,150
354 Contract Services $6,857 $7,000 $4,623 $7,000
356 Stormwater Reg Compliance Program/Permit $24,420 $135,000 $7,598 $135,000
357 Impact Fee Update $10,192 $0 $0 $0
358 Consultants $7,627 $10,000 $3,882 $10,000
359 Consultants/TMDL / Permit (FY20 $15,000 c/o)$8,812 $15,000 $0 $30,000
360 Repair & Maint Services $2,200 $2,500 $584 $2,500
362 Groundwater Monitoring $1,933 $4,000 $2,076 $6,500
371 Curb & Gutter $364 $7,000 $380 $6,000
373 Dues & Training $3,767 $5,500 $2,047 $7,250
388 Medical Services $0 $100 $58 $100
410 Construction Materials $2,589 $10,000 $204 $10,000
510 Liability/Prop. Ins. ($11,000; $5,000 uninsured loss)$3,576 $11,824 $8,396 $16,000
521 Central Garage Transfer $8,575 $10,133 $10,133 $9,435
522 Administrative Transfer $44,350 $42,058 $42,058 $45,133
528 Information Tech Transfer $16,684 $19,118 $19,118 $18,921
530 Lease Payments/BNSF $4,587 $6,000 $4,672 $6,200
532 Office Rent $6,422 $6,422 $6,421 $6,422
Subtotal $176,244 $330,155 $142,170 $354,911
Debt Service
610/620 Principal, Interest, Fiscal Fees $4,072 $4,549 $4,549 $180,127
EXPENSE DETAIL
FUND: 5349-453-430246
29
STORM SEWER
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
430246 Capital Outlay: from operating (10100)
951 2 Mi. Dr. Drainage Impr $0 $250,000 $0 $0
955 Sylvan Dr Repair Phase 2 (carry)$0 $390,000 $22,353 $367,647
Subtotal $0 $640,000 $22,353 $367,647
430247 Capital Outlay: from Capital Projects (10193)
921 Sand/Cold Mix Storage Shed $14,997 $0 $0 $0
952 Storm Drain Correction Funds (carry & new appropriation) $0 $200,000 $50,677 $249,323
953 Shop Complex Pavement Restoration (Carry)$0 $188,200 $165,192 $23,008
954 North Main Street Stormwater Project $0 $252,500 $0 $252,500
956 Wyoming Street Outfall $0 $0 $0 $225,000
968 4th Ave East Replace - Non Bonded Portion $19,873 $0 $0 $0
959 Regional Facilities & Piping Design $0 $0 $0 $400,000
961 North Regional Conveyance System $0 $0 $0 $50,000
Subtotal $34,870 $640,700 $215,869 $1,199,831
Capital Outlay: Bonded
969 4th Ave East Replace $71,914 $0 $0 $0
970 Regional Facilities & Piping Design $0 $0 $0 $5,500,000
Subtotal $71,914 $0 $0 $5,500,000
430249 Capital Outlay: from Replacement $ (10190)
840 Machinery & Equipment-MACI Match (Carry)$0 $43,000 $34,268 $0
940 Machinery & Equipment $68,298 $50,000 $52,070 $56,500
Subtotal $68,298 $93,000 $86,338 $56,500
510400
831 Depreciation: $285,000 $285,000 $285,000 $285,000
Total $1,057,275 $2,581,062 $1,310,191 $8,557,652
FUND: 5349-453-430246
EXPENSE DETAIL
STORM SEWER
FUND: 5349-453-430246
Line Item Detail: STORM SEWER FUND
110 Personnel Services - Includes an additional .15 FTE
Addition of one full-time GIS specialist. Salary split between Storm, Water, Sewer, Street, Light Maint and Solid Waste.
356 Stormwater Regulatory Compliance Program/Permit Fees - $135,000
The City of Kalispell is required to comply with Montana Department of Environmental Quality’s General Permit for Storm Water
Discharges Associated with Small Municipal Separate Storm Sewer Systems (MS4s). The Permit requires the City to create a TMDL
section that is included in its Stormwater Management Plan (SWMP). The TMDL section will identify the measures and BMPs it plans
to implement, describe the MS4’s impairment priorities and long-term strategy, and outline interim milestones (i.e., a completion
schedule for action items) for controlling the discharge of the pollutants of concern and making progress towards meeting the TMDL.
Developing the TMDL section requires contracting with consultants to complete it in the time required. Additionally, the city continues
to manage ongoing Permit requirements to effectively manage the DEQ approved stormwater management plan.
430246 Capital Outlay: from Rates (10100)
955 Sylvan Drive Stormwater Repair Phase 2 -Carryover $367,647
The Sylvan Drive stormwater system services a large drainage basin in the west and northwest areas of Kalispell. The system consists
of large stormwater pipes, manholes and a detention facility that discharges to the natural drainage backwater channel of the Stillwater
River. This project continues from phase 1 and rehabilitates the detention facility, slope stabilization, and outfall structure to ensure
compliance with the MS4 stormwater permit (STX-39).
430247 Capital Outlay: from Capital (10193)
952 Storm Drain Correction - Carryover $149,323 & New Appropriation $100,000
The goal of this project is to provide design and construction for areas in the City that are in need of storm drainage systems
and storm drainage system upgrades. Projects include:
·Areas in sections of the City that have extensive ponding at the intersection caused from rain events.
·Improve curb and gutter flow to eliminate ponding and deterioration of pavement.
953 Shop Complex Pavement Restoration - Carryover $23,008
The project involves replacement of the degraded asphalt surface inside the fenced area of the City Shop Complex and the
installation of a new storm water quality treatment device. The asphalt at the City Shop Complex is deteriorated beyond simple
patch work and necessitates replacement. The asphalt replacement triggers storm water treatment requirements stipulated by the
MS4 permit and promotes good stewardship for clean water discharges to Ashley Creek. The new appropriation accounts for the
updated cost of the water quality unit. Cost shared between/Water, Sewer, Storm, Streets, & Solid Waste - Total Project Cost $341,000
FY 2020 BUDGET HIGHLIGHTS
30
STORM SEWER
FUND: 5349-453-430246
430247 Capital Outlay: from Capital (10193) Continued
954 North Main Street Stormwater Project - Carryover $252,500
Runoff from the golf course tends to pond near the southeast border of the golf course property. This project will help to mitigate
the ponding and provide drainage mitigations to alleviate impacts to adjacent private properties and support water quality treatment
practices for the Wyoming outfall to the Stillwater River. (STX-41).
956 Wyoming Street Outfall - $225,000
This project allows for the construction of a treatment unit at the Wyoming Street Outfall. The treatment unit will treat stormwater runoff
from 100 acres of residential, mix used, commercial, and hwy land development. Implementation of WQ Treatment projects allow
the City to meet MS4 Permit and TMDL requirements (STX-49).
Capital Outlay: Bonded
959 Regional Facilities & Piping Design - $5,500,000
Design a regional detention facility and conveyance piping to prevent and eliminate flooding created from new development in the areas
430248 Capital Outlay: from Impact Fees (10120) Carryover $1,014,852; New Appropriation $400,000
430247 Capital Outlay: from Capital (10193)- New Appropriation $400,000
959 Regional Facilities & Piping Design - Carryover $1,014,852; New Appropriation $800,000
Design a regional detention facility and conveyance piping to prevent and eliminate flooding created from new development in the areas
north of town, with potential construction starting the summer of 2019 (STX-28, STX-29, & STX53).
430248 Capital Outlay: from Impact Fees $50,000
430247 Capital Outlay: from Capital (10193)- $50,000
961 North Regional Conveyance System - Total $100,000
Preliminary design and permitting for large conveyance system which supports future development north of West Reserve (STX-29).
960 Stormwater Facility Upsizing - Carryover $230,000
Misc. stormwater contract main upsize, and or facility enlargements.
430249 Capital Outlay: from Equipment Replacement (10190)
940 Machinery & Equipment - $56,500
$32,500 Service Truck with Service Body and Crane. Scheduled replacement of 2000 Service Truck.
Cost split with Sewer, Total Cost $65,000
$13,000 Two Leaf Loader Buckets. Cost shared with Street. Total Cost $26,000
$11,000 - Manhole Repair System -cost shared between Storm, Sewer and Street, total cost $33,000
FY 2020 BUDGET HIGHLIGHTS - con't
31
32
STORM SEWER SYSTEM IMPACT FEES
FUND: 5348
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Beginning Cash
10120 Cash: Storm Impact Fees $1,821,099 $2,050,556 $2,050,556 $2,094,556
Total Cash $1,821,099 $2,050,556 $2,050,556 $2,094,556
Revenue
343225 Impact fees (less admin)$282,873 $190,000 $236,633 $123,500
343225 5% Admin (to 5349)$0 $0 $0 $6,500
Interest Revenue - Impact fee cash $14,248 $0 $28,515 $15,000
Total Revenue $297,121 $190,000 $265,148 $145,000
Total Available $2,118,220 $2,240,556 $2,315,704 $2,239,556
Expenses
900 Capital from Storm Impact Fees $67,664 $1,466,000 $221,148 $1,694,852
825 Admin. Fees - Transfer to storm $0 $0 $0 $6,500
800 Debt Service Transfer(impact fee portion)$0 $0 $0 $175,568
Total Expenses $67,664 $1,466,000 $221,148 $1,876,920
Ending Cash
10124 Cash: Storm Impact Fees $2,050,556 $774,556 $2,094,556 $362,636
Total Cash $2,050,556 $774,556 $2,094,556 $362,636
PROJECTED REVENUE AND FUND SUMMARY
33
STORM SEWER SYSTEM IMPACT FEES
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
453-430248 Capital Outlay - Impact Fee funds (10120)
959 Regional Facilities & Piping Design $0 $1,236,000 $221,148 $1,414,852
960 Stormwater Facility Upsizing (Carry Over)$67,664 $230,000 $0 $230,000
961 North Regional Conveyance System $0 $0 $0 $50,000
Subtotal $67,664 $1,466,000 $221,148 $1,694,852
820 Transfer to 5349 for admin $0 $0 $0 $6,500
820 Transfer to 5349 for debt $0 $0 $0 $175,568
Total Sanitary Impact Fee Funds $67,664 $1,466,000 $221,148 $1,876,920
FUND: 5348
EXPENDITURE DETAIL
PROGRAM DESCRIPTION
An Impact Fee committee oversees the recommendations for use of these funds. Impact fees can be used for capital purchases and projects
related to growth. Amounts budgeted are items approved on the capital improvement plan. Capital purchases must have a minimum 10 year
life.
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL: (7.55 FTE)
.10 Public Works Director .20 Administrative Assistant
.15 Budget Resource Manager .15 Project Manager (Engineer II)
.20 Assessment Coordinator 5 Solid Waste Operators
.20 Administrative Coordinator 1 Solid Waste Supervisor
.30 Road and Fleet Superintendent .10 General Laborer
.15 GIS Specialist
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
SOLID WASTEFUND #5510
1.Collect, handle, and transport solid waste in a safe and effective manner.
2.Provide solid waste services to the community of Kalispell in a respectable and reliable manner.
The FY20 budget outcomes include the continuation of solid waste collection and transport operations to
service existing and new residential/commercial customers while maintaining a high level of service. A
new rear load will be purchased this year in accordance with the equipment replacement schedule for Solid
Waste. The new rear loader will have a larger capacity and increase route efficiencies by reducing trips to
the land fill, in addition the new hydraulics will be able to lift metal bins with a higher weight load.
The Solid Waste Department collects and disposes of solid waste material from residential and commercial
entities to provide a cleaner and healthier condition for the City of Kalispell.
34
FUND #5510SOLID WASTE
If the red line (expenses) is above or intersects near the top of the green bar (beginning cash balance), the
fund may not be able to meet its obligations and may need attention. Conversely, the red line intersecting
the green bar near the bottom could indicate needed expenses are not being incurred or an adjustment is
needed.
The solid waste fund is an assessed fund. As an assessment supported fund, the solid waste fund should
have enough cash available at July 1st (and January 1st) to pay expenses through December (June). In this
fund a beginning cash carryover of 35%-40% of budgeted expenses should be sufficient to pay the fund
expenses through December, if a balanced budget is presented. Beginning cash carryover was 80% (FY19),
75% (estimated FY20), 52% (estimated FY21), and 30% (estimated FY22).
0
100200300400500
600
700
8009001000
1ST
QTRFY18
2ND
QTRFY18
3RD
QTRFY18
4TH
QTRFY18
1ST
QTRFY19
2ND
QTRFY19
3RD
QTRFY19
4TH
QTRFY19
est.
1ST
QTRFY20
est.
2ND
QTRFY20
est.
3RD
QTRFY20
est.
4TH
QTRFY20
est.
1ST
QTRFY21
est.
2ND
QTRFY21
est.
3RD
QTRFY21
est.
4TH
QTRFY21
est.
1ST
QTRFY22
est.
2ND
QTRFY22
est.
3RD
QTRFY22
est.
4TH
QTRFY22
est.
SOLID WASTE
(in 1000's)
BEG. CASH BAL.EXPENSES RECEIPTS
35
SOLID WASTE
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 Cash: Operating $905,151 $916,581 $916,581 $895,538
10120 Replacement Account $222,075 $357,075 $357,075 $507,075
Total Cash $1,127,226 $1,273,656 $1,273,656 $1,402,613
REVENUES
343410 Assessments $993,216 $996,000 $1,021,935 $1,022,000
343420 garbage collections billed (part year)$23,399 $25,000 $23,768 $23,500
363040 Penalty & Interest $2,293 $2,100 $2,227 $2,100
371010 Interest Earnings $11,153 $8,000 $17,028 $15,000
343360 Misc./Sale of Asset(fy17)$0 $0 $272 $0
Total Revenue $1,030,061 $1,031,100 $1,065,230 $1,062,600
Total Available $2,157,287 $2,304,756 $2,338,886 $2,465,213
EXPENSES
Total Expenses from Rates (10100)$868,631 $1,063,955 $936,273 $951,303
Capital Outlay -Replacement (10120)$15,000 $0 $0 $260,000
*Depreciation/Replacement Fund $150,000 $150,000 $150,000 $150,000
Total Expenses $1,033,631 $1,213,955 $1,086,273 $1,361,303
add back transfer to replacement account $150,000 $150,000 $150,000 $150,000
ENDING CASH
10100 Operating $916,581 $733,726 $895,538 $856,835
10120 Replacement Account $357,075 $507,075 $507,075 $397,075
Total Cash $1,273,656 $1,240,801 $1,402,613 $1,253,910
FUND: 5510-460-430840;430845
PROJECTED REVENUE AND FUND SUMMARY
36
SOLID WASTE
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 7.40 7.40 7.40 7.55
110 Salaries & Wages $399,025 $418,051 $390,498 $428,543
112 Severance $0 $65,447 $34,107 $0
121 Overtime/Call Outs $4,849 $6,500 $2,103 $6,500
153 Health Insurance $89,741 $94,557 $86,779 $101,080
155 Retirement - PERD $31,388 $31,059 $30,984 $32,232
Subtotal $525,003 $615,614 $544,471 $568,354
Materials and Services:
213 Office Equip/ Computer Equip & Supplies $2,635 $14,500 $13,055 $14,500
218 Non Capital Equip.- Garbage Containers $23,665 $37,500 $28,874 $37,500
229 Other Supplies/Safety Equip/Consumable Too $2,353 $5,500 $3,887 $5,500
231 Gas and Oil $49,188 $55,000 $52,028 $60,000
341 Electricity $1,516 $2,050 $1,682 $2,050
344 Natural Gas $2,466 $4,500 $2,873 $4,500
345 Telephone $1,032 $1,250 $1,678 $1,250
354 Contract Services $10,206 $20,000 $10,072 $20,000
362 Equipment Maint. & Supplies/Radios $979 $5,700 $5,571 $5,700
366 Building Maintenance $3,070 $4,500 $4,305 $8,875
373 Dues & Training $1,832 $3,500 $1,396 $5,500
388 Medical Services $144 $650 $562 $650
510 Property & Liability Ins. $8,985 $9,400 $8,471 $12,539
512 Uninsured Loss - Deductible $5,084 $4,000 $0 $4,000
521 Central Garage Transfer $69,786 $71,869 $71,869 $72,450
522 Administrative Transfer $43,247 $38,199 $38,199 $44,649
528 Information Tech. Transfer $12,513 $14,339 $14,339 $14,191
532 Office Rent $6,422 $6,422 $6,421 $6,422
Subtotal $245,123 $298,879 $265,282 $320,276
430845 Wash Bay/Materials & Services:
224 Janitorial Supplies $362 $500 $165 $500
341 Electricity $1,834 $3,500 $2,009 $3,500
342 Water $529 $2,000 $593 $2,000
344 Natural Gas $4,758 $6,000 $6,075 $6,000
360 Repair/Maint Services/Building Maint $10,591 $18,909 $4,108 $6,000
Subtotal $18,074 $30,909 $12,950 $18,000
FUND: 5510-460-430840;430845
EXPENSE DETAIL
37
SOLID WASTE
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
430840 Capital Outlay:
820 Alley Paving - transfer to Gas Tax $40,000 $40,000 $40,000 $40,000
953 Shop Complex Pavement Restoration $0 $38,200 $33,527 $4,673
Subtotal $40,000 $78,200 $73,527 $44,673
430840 Capital Outlay: Replacement Funds (10120)
944 Machinery & Equipment $15,000 $0 $0 $260,000
Subtotal $15,000 $0 $0 $260,000
600 Debt Service - Garbage Truck $40,431 $40,353 $40,043 $0
831 Depreciation (fund replacement account)$150,000 $150,000 $150,000 $150,000
Total $1,033,631 $1,213,955 $1,086,273 $1,361,303
Line Item Detail: Solid Waste
110 Personnel Services - Includes an additional .15 FTE
Addition of one full-time GIS specialist. Salary split between Storm, Water, Sewer, Light Maint, Street, and Solid Waste.
366 Building Maintenance - $8,875: $2,000 to repair a damaged section of security fence at shop complex. Cost shared with Sewer,
Solid Waste, Water, Street, Parks. Total Cost $10,000.
$4,375 - Shop Complex Motorized Gate System. Cost shared between Water, Sewer, Streets, TSS, Central Garage, Solid Waste, Parks,
Police. Total Cost $35,000
Capital Outlay: Operating Funds
820 Alley Paving - $40,000
Pave approximately six alleys and perform maintenance on existing paved alleys. Paved alleys enable garbage trucks better
access to containers, improving operation efficiency, and the alleys are easier to maintain in the winter and summer months.
953 Shop Complex Pavement Restoration - Carryover $4,673
The project involves replacement of the degraded asphalt surface inside the fenced area of the City Shop Complex and the installation
of a new storm water quality treatment device. The asphalt at the City Shop Complex is deteriorated beyond simple patch work and
necessitates replacement. The asphalt replacement triggers storm water treatment requirements stipulated by the MS4 permit and
promotes good stewardship for clean water discharges to Ashley Creek. Cost shared between/Water, Sewer, Storm, Streets, &
Solid Waste - Total Project Cost $341,000.
Capital Outlay: Replacement Funds
944 Rear Loader Garbage Truck - $260,000
Scheduled replacement of 2005 Rear Loader.
FY 2020 BUDGET HIGHLIGHTS
EXPENSE DETAIL
FUND: 5510-460-430840;430845
Page Fund Dept
1-4 6010 Central Garage 650,645$
5-8 6030 Information Technology 853,693$
Total 1,504,338$
INTERNAL SERVICE FUNDS
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL: (3 FTE)
1 Mechanic Supervisor
2 Mechanics
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
The Central Garage provides an internal customer service response for the proper maintenance and service
of the city's fleet of vehicles and equipment.
The FY20 Central Garage budget supports continued automotive and equipment service and repairs for the
City’s fleet. Expenditures provide for building maintenance projects and replacement/update of equipment
in an effort to promote a safer environment within Central Garage.
CENTRAL GARAGE
FUND #6010
1. Provide cost effective and efficient operation for fleet maintenance services.
1
The Central Garage fund is an internal service fund supported by quarterly user (other funds) charges,
approximately 35% from the general fund and 65% from other funds. Ideally, the Central Garage fund
should have enough cash available at the beginning of each quarter to pay expenses for the quarter. In the
Central Garage fund a beginning cash carryover of 25%-35% of budgeted expenses should be sufficient to
pay the fund expenses for the quarter, if a balanced budget is presented. Beginning cash carryover was 26%
(FY19), 25% (estimated FY20), 10% (estimated FY21), and 12% (estimated FY22).
FUND #6010
If the red line (expenses) is above or intersects near the top of the green bar (beginning cash balance), the
fund may not be able to meet its obligations and may need attention. Conversely, the red line intersecting
the green bar near the bottom could indicate needed expenses are not being incurred, or an adjustment is
needed.
CENTRAL GARAGE
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
CENTRAL GARAGE FUND
(in 1000's)
BEG. CASH BAL.
EXPENSES
RECEIPTS
2
CENTRAL GARAGE
FUND: 6010
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: operating $81,107 $134,370 $134,370 $165,506
Total Cash (beginning of year)$81,107 $134,370 $134,370 $165,506
REVENUES
342050 Fees for Services $495,536 $544,000 $544,000 $536,000
364030 Misc.$1,027 $0 $0 $0
371010 Investment Earnings $1,395 $400 $2,413 $1,000
Total Available $579,065 $678,770 $680,783 $702,506
EXPENSES
Personal Services $187,902 $228,991 $205,452 $219,435
M & O $249,773 $296,013 $296,308 $420,710
Capital Outlay $7,020 $15,000 $13,517 $10,500
Total Expense $444,695 $540,004 $515,277 $650,645
ENDING CASH
Operating cash available $134,370 $138,766 $165,506 $51,861
PROJECTED REVENUE AND FUND SUMMARY
3
CENTRAL GARAGE
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE'S 3 3 3 3
110 Salaries and Payroll Costs $145,811 $165,695 $154,796 $162,350
121 Overtime $2,010 $2,500 $972 $2,500
153 Health Insurance $29,397 $48,559 $38,404 $42,455
155 Retirement $10,684 $12,237 $11,280 $12,130
Subtotal $187,902 $228,991 $205,452 $219,435
Maintenance & Operations:
210 Office Supplies, Computers & Software $7,389 $11,000 $10,381 $11,000
229 Equipment (Non Capital);Safety Equip, other Supplies $6,110 $10,700 $7,530 $8,000
230 Oil $16,647 $25,000 $24,574 $25,000
231 Gas $451 $1,500 $1,162 $1,500
232 Motor Vehicle Parts $122,137 $124,000 $138,800 $126,000
233 Tires $37,711 $48,000 $46,632 $50,000
238 Filters $8,209 $8,500 $9,742 $8,500
241 Consumable Tools, Books $1,277 $2,000 $1,963 $2,000
341 Electricity $1,625 $1,950 $1,780 $1,950
344 Natural Gas $4,260 $6,000 $6,153 $6,500
354 Contract Services-Repairs $29,868 $30,000 $25,042 $32,000
362 Equipment Maint., Radios, Building Maint.$1,318 $8,000 $6,360 $126,375
373 Dues & Training $1,602 $7,200 $3,876 $7,500
388 Medical Services $878 $425 $537 $425
510 Insurance $1,949 $2,179 $2,217 $4,500
528 Information Tech. Transfer $8,342 $9,559 $9,559 $9,460
Subtotal $249,773 $296,013 $296,308 $420,710
Capital Outlay
921 Parts Washer $0 $0 $0 $10,500
944 Machinery & Equipment $7,020 $15,000 $13,517 $0
$7,020 $15,000 $13,517 $10,500
Total $444,695 $540,004 $515,277 $650,645
EXPENSE DETAIL
FUND: 6010-410-431330
4
CENTRAL GARAGE
Line Item Detail: CENTRAL GARAGE
362 Equipment Maint., Building Maint. - $126,375
$15,000 - Replace Waste Oil Heater
$40,000 - Replace Garage Doors
$65,000 - Roof Replacement
$ 4,375 - Shop Complex Motorized Gate System (cost shared betwn water, sewer, streets, TSS, Central Garage, Solid Waste, Parks,
Police. Total Cost $35,000
$ 2,000 - Misc Building Maintenance
373 Dues & Training - $7,500
It is necessary to travel out of state for specialized training for the City's fire apparatus, large construction equipment, sweepers,
and vac-trucks.
Capital Outlay
944 $10,500 - Aqueous Parts Washer
Upright Automatic Parts Washer - Reduces technician exposure to harsh cleaning chemicals and solvents and allows
the technician to perform other tasks while parts are cleaned.
FUND: 6010-410-431330
FY 2020 BUDGET HIGHLIGHTS
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL:
Technology Support Specialist; .55 Media Specialist
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The server environment will utilize technology to increase server availability and reduce recovery
time during server failure.
Replace computers based on a 4 year replacement schedule. Repurpose the old computers for other
staff using new hard drives and a fresh operating system build. Deploy 58 computers, servers and
tablets from a combination of new and repurposed equipment. Replace the core storage area
network that provides file shares and virtual server storage for variety of departments.
INFORMATION TECHNOLOGY
FUND #6030
Information technology provides technology systems to City staff for their respective provision of services
to the City of Kalispell. Additionally, the IT department provides a means to distribute public information
through IT services such as the City website, broadcast of public meetings, email and the electronic
document repository.
1 Information Technology Director; 1 Information
1. Maintain computer systems for the provision of municipal services.
2. Maintain external communication systems for the dissemination of information to the public.
Replace the City's phone system. Installation of a generator at the City Hall building for the servers
and network that will support the new voice over IP phone system.
Migrate to Microsoft Office 365 Government Cloud. Acquire Microsoft office apps and email
services from Government cloud. Provide SharePoint Online and One Drive to City email
accounts.
5
If the red line (expenses is above or intersects near the top of the green bar (beginning cash
balance), the fund may not be able to meet its obligations and may need attention. Conversely, the
red line intersecting the green bar near the bottom could indicate needed expenses are not being
incurred, or an adjustment is needed.
The Information Technology fund is an internal service fund supported by quarterly user (other
fund) charges, approximately 60% from the general fund (entitlement share and Spectrum franchise
fees) and 40% from other funds. Ideally, the IT fund should have enough cash available at the
beginning of each quarter to pay expenses for the quarter. In the IT fund a beginning cash carryover
of 25%-35% of budgeted expenses should be sufficient to pay the fund expenses for the quarter, if a
balanced budget is presented. Beginning cash carryover was 29% (FY19), 27% (estimated FY20),
5% (estimated FY21), and 7% (estimated FY22).
INFORMATION TECHNOLOGY
FUND #6030
0
50
100
150
200
250
300
INFORMATION TECH. FUND
(in 1000's)
BEG. CASH BAL.
EXPENSES
RECEIPTS
6
INFORMATION TECHNOLOGY FUND
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: Operating 173,339$ 180,334$ 180,334$ 251,611$
10120 Cash, Replacement account 9,112$ 14,112$ 14,112$ 24,112$
182,451$ 194,446$ 194,446$ 275,723$
REVENUES
393000 Charge for service-other Funds 235,655$ 267,657$ 267,657$ 262,331$
335230 Entitlement (General Fund share)205,000$ 180,000$ 180,000$ 140,000$
341027 Charter Franchise Fees (General Fund share)180,197$ 188,000$ 214,965$ 225,000$
371010 Interest 1,585$ 1,100$ 3,133$ 1,300$
364030 Misc./ sale 10,456$ -$ 12,665$ -$
Total Revenue 632,893$ 636,757$ 678,420$ 628,631$
Total Available 815,344$ 831,203$ 872,866$ 904,354$
Information Technology 482,178$ 619,845$ 572,002$ 744,693$
Equipment 138,718$ 28,000$ 25,141$ 71,000$
Equipment from Replacement $ -$ -$ -$ 28,000$
Depreciation/Replacement reserve 5,000$ 10,000$ 10,000$ 10,000$
Total expenses 625,898$ 657,845$ 607,143$ 853,693$
add back depreciation 5,000$ 10,000$ 10,000$ 10,000$
10100 CASH: Operating 180,334$ 159,246$ 251,611$ 54,549$
10120 Cash, Replacement account 14,112$ 24,112$ 24,112$ 6,112$
Total Cash 194,446$ 183,358$ 275,723$ 60,661$
EXPENSES
FUND: 6030-403-410580;410585
PROJECTED REVENUE AND FUND SUMMARY
ENDING CASH
7
INFORMATION TECHNOLOGY FUND
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
401-410580 Personal Services:FTE's 2.55 2.55 2.55 2.55
110 Salaries & payroll costs 168,183$ 167,269$ 166,975$ 189,303$
121 Overtime 325$ 1,000$ -$ 1,000$
153 Health 44,564$ 40,818$ 36,383$ 32,742$
155 Retirement 13,273$ 13,828$ 13,267$ 15,017$
Subtotal 226,345$ 222,915$ 216,625$ 238,062$
403-410580 Maint. & operations:
215 Office Supplies, Ship & Recycle 1,387$ 2,200$ 1,183$ 2,000$
218 Equipment-(non capital)26,968$ 25,800$ 16,134$ 22,840$
325 Website & Social Media 16,817$ 16,375$ 16,745$ 16,450$
345 Telephones - Cellular 1,089$ 2,550$ 1,687$ 900$
346 SummitNet & Internet Service Providers 12,273$ 16,224$ 13,860$ 28,140$
353 LaserFiche maintenance contract 3,432$ 3,866$ 4,182$ 4,000$
354 Contracted Labor 13,509$ 35,000$ 35,887$ 45,000$
355 Software & Licenses 20,184$ 20,250$ 16,668$ 20,185$
356 Support/Maintenance Contracts 34,202$ 49,100$ 48,105$ 60,300$
357 AV Capture All Meeting Streaming 4,878$ 5,000$ 4,788$ 5,300$
358 Office 365 E-mail & Microsoft Office 4,690$ 23,661$ 9,273$ 61,011$
373 Training/school/memberships 5,813$ 8,300$ 2,005$ 8,275$
510 Insurance 1,469$ 2,000$ 1,313$ 3,000$
403-410583
218 TV-Video Equipment & programming 4,484$ 7,100$ 2,682$ 7,000$
354 TV-Video Contract Services -$ -$ -$ -$
403-410585 Copiers, Fax, Office machines, Phones
229 Supplies (leased equip. supplies, paper, etc.)13,714$ 19,548$ 11,053$ 18,870$
345 Phone - Centrex 76,370$ 78,000$ 80,465$ 122,000$
532 Copier Leases (7)14,556$ 14,388$ 18,081$ 15,160$
Subtotal 255,835$ 329,362$ 284,111$ 440,431$
EXPENSES DETAIL
FUND: 6030-403-410580;410585
8
INFORMATION TECHNOLOGY FUND
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
405-410588 Equipment: DEPT.
940 Network Equipment Capital 29,319$ 16,000$ 17,911$ 28,000$
403-410585
942 Servers -capital 36,634$ 12,000$ 7,230$ 71,000$
4xx-410588
218 Police Dept. (413)33,555$ 33,003$ 33,539$ 28,150$
354 Police - Hosted server (413)2,484$ 2,150$ 1,941$ 2,400$
218 Park's Dept. (436)4,715$ 7,080$ 6,627$ 4,000$
218 Public Works (410)4,247$ 5,808$ 5,226$ 4,440$
218 Attorneys (404)4,800$ 705$ 747$ 3,870$
218 Fire Department (416)8,749$ 12,258$ 16,792$ 16,870$
218 MGR/HR/Mayor/Clerk/Finance- (401) 8,237$ 4,158$ 2,575$ 2,300$
218 Community Economic & Development (480)1,506$ -$ 123$ 1,870$
218 Planning & Zoning (420)4,472$ 2,405$ 3,696$ 2,300$
Subtotal 138,718$ 95,567$ 96,407$ 165,200$
403-510400
831 Depreciation / Replacement reserve 5,000$ 10,000$ 10,000$ 10,000$
Total 625,898$ 657,844$ 607,143$ 853,693$
EXPENSE DETAIL
FUND: 6030-403-410580;410585
Page Fund Dept
1-25 TBID Annual Marketing Plan
26 7855 Tourism Business Improvement District
27 7855 Tourism Business Improvement District 668,000$
28-31 BID Budget Letter
32-33 2701 Business Improvement District 173,803$
Total Component Units 841,803$
COMPONENT UNITS
Discover Kalispell, the Kalispell Convention & Visitor Bureau
15 Depot Park, Kalispell, MT 59901
www.discoverkalispell.com
DESTINATION MARKETING PLAN AND BUDGET
Fiscal Year 2020
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 2
Contents Page
About Kalispell 3
Strengths
Challenges
Opportunities
About Discover Kalispell 7
Structure
Purpose of marketing plan
FY 2019 Highlights
Importance of Destination Marketing 8
Kalispell and the Montana Brand 9
The Travel Decision Process 10
Destination Marketing Industry Trends 14
FY20 Marketing Plan
Key Market Segments 18
Leisure – Consumer Travel
Sports and Events
Meetings & Conventions
Groups – Domestic and International
Key Segments and Methods – chart 22
Goals and Objectives 23
Operating Budget
Bed Tax
TBID 24
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 3
About Kalispell Montana
Here in the Flathead Valley life is awe-inspiring and simple at the same time. That ability to both lose
ourselves – to wander in millions of acres of protected and pristine lands – or find ourselves by channeling the
confident frontier spirit that drove the development of this regional powerhouse, is what makes this mountain
community a destination. What sets Kalispell apart is the way two worlds come together. This is a town
dripping with history but not stuck in the past. Without sacrificing that old Western charm, Main Street has
been revitalized in recent years with new shops and restaurants injecting a modern feel into the classic
Western architecture. Kalispell is an eclectic community with artists and bankers co-mingling over a plate of
tapas, then moving down the street to shoot some pool. It’s ballet class for the kids while mom and dad
browse through used books or sip a latte while a bass player picks away in the corner. Our spirit is in our
balance, between our work life and our home life, and between playing and building, all while remembering
what really matters, the time with each other and the land that keeps it all in perspective.
Kalispell’s Nonresident visitor characteristics
Group Characteristics: 15% all first time visitors; 73% all repeat visitors; 82% plan to return within 2 yrs
Primary reason for trip: 60% vacation/recreation/pleasure; 21% visit FRF or attend event
If on vacation, attracted for: GNP, mountains, family/friends, open space
Sites visited on trip: GNP, Flathead Lake state parks, YNP, other MT state parks; Natl Bison Range
Top activities: scenic driving, day hiking, wildlife watching, photography, visiting historical sites, shopping,
camping, breweries, museums, Indian reservations, farmers markets, and attending festivals/events.
Residency of origin: WA, ID, Alberta, CO, WI, MN, IL, OH, CA, OR
Age groups represented: 36% - 55-65 years; 33% - 65-74 years; 20% - 35-44 years; 19% 45-54 yrs
(Source: ITRR 2018 Quarterly Non-Resident Survey – spent at least one night in Kalispell)
Expenditure Data
Non Resident visitors spent $530M in Flathead County during 2017.
0%
5%
10%
15%
20%
25%
30%
2017 Non Resident Expenditures - Flathead County
Exenditure Percentages
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 4
Destination Facts
Number of lodging properties in Kalispell: 22
Increased hotel room inventory in the Flathead Valley: 595 new guest rooms since 2016
(2016 = 325; 2018 = 186; 2019 = 84)
Glacier National Park: 2.96M recreational visitors in 2018. Non-peak monthly increases:
Mar +13%; May +9.7%; Sep +11.7%; Oct +8.9%; Nov +32.5%; Dec +41.6%.
Kalispell’s Glacier Park International Airport (FCA) is served by five major airlines – Alaska, Allegiant,
America, Delta, United - which fly to 13 cities (some seasonal).
New flights secured for 2019: non-stop service to Dallas, Chicago, Los Angeles, Phoenix/Mesa
2018 - 307,076 enplaned passengers, a 14% increase
Intl travel: 110 tour operators offer product in Kalispell. Over 5,000 estimated room nights and $1.4M in
spending generated from Intl Travelers in Kalispell. (Source: 2017 RMI, T.R.I.P. report)
FVCC One Campaign: $18M of new construction for new library, student center and
performance/athletic facility.
Kalispell Core and Rail Redevelopment: project creates a rail-served industrial park on the outskirts of
Kalispell, builds a beautiful new linear park with biking and walking trails in the downtown core, and
opens up the Core Area and historic downtown to vast business opportunities.
Kalispell Strengths
Increased availability of non-stop flight destinations to Kalispell due to efforts by the business and
tourism community and Glacier AERO.
Energized community: Kalispell area was named the third-fastest growing micropolitan community in
the nation for the second year in a row. A strong economy leveraged by tourism, manufacturing, retail
and health care.
Core area and rail project: committed City and other stakeholder groups
Annual destination events that increase visitations: Montana Spartan Race, Montana Indoor Soccer
Championship, Skijoring at Rebecca Farm, The Event at Rebecca Farm, Three Blind Refs
2020
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 5
Well-preserved cultural offerings: Conrad Mansion Museum, Hockaday Museum of Art, The Museum at
Central School
State Parks: Kalispell is surrounded by eleven state parks providing trails, activities, interpretative visitor
services, and water-based activities.
Montana’s iconic natural landmarks located in Kalispell’s backyard: 32 miles from the entrance to
Glacier National Park, 10 miles to Flathead Lake, surrounded by 2M acres of Flathead National Forest.
Kalispell Challenges
Weather conditions that are deviating from historical patterns pose a challenge when promoting
outdoor recreation and outdoor events that rely on certain weather conditions. Changes in water
temperatures impact fisheries and water-based activities. The impact of national media headlines
around wildfires in GNP, as well as the wildfire smoke from surrounding states is impacting visitations to
our area.
Aquatic Invasive Species post a threat to the Flathead basin waterways. The impact to Montana from
zebra mussels alone is estimated at $234M in mitigation costs and lost revenue. (Source: Flathead Lake
Biological Station)
Availability of Short Term Rentals (Airbnb, VRBO) continues to increase in Kalispell and Flathead County
impacting the occupancy and ADR at traditional lodging properties.
Canada is a primary market for northwest Montana noted mostly in visitations for shopping and
recreation as well as real estate investments. Alberta’s economic momentum in 2018 was impacted by
the discount on Alberta’s oil which widened to record levels impacting jobs and available discretionary
income for Alberta’s residents for travel. Alberta economy is forecasted to grow 1.6% in 2019. The
2018-2019 9-month exchange rate was stated at 76.6 cents, lower than 2017-2018. (Source: Treasury
Board and Finance, Government of Alberta, 2018-19 Q3 Fiscal Update and Economic Statement)
Potential increase in fuel tax to commercial airports (Montana legislation) challenging our ability to
attract new carriers and flights.
Kalispell Opportunities
Destination and product development: The increased number of sports and conference and event
facilities being developed within our competitive set highlights the need for Kalispell to prioritize the
expansion of venues and other tourism assets.
Environment: The natural environment is the cornerstone of Kalispell and its tie to agriculture and
recreation. Discover Kalispell’s commitment to being a steward of our resources will be integrated in our
communication and promotional strategy and our alliances and partnerships with area non-profits and
eco-conscious businesses.
Increased average annual occupancy: Glacier National Park and Glacier Park International Airport saw
increased visitations in 2018 during the shoulder and winter months. Discover Kalispell strategy serves
to increase the group, event and corporate visitations to help smooth out the seasonality of occupancy
and ADR.
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 6
Positioning and branding: Discover Kalispell recently completed a destination tourism strategy plan
which defines a broader and more differentiated positioning of Kalispell and our customer’s loyalty. The
identified strategies and action steps from the plan will be implemented during FY20.
Enhanced consumer trip planning tools: DiscoverKalispell.com executed a direct booking engine in
FY19. That trip planning tool will be expanded to enable engaged travelers to seamlessly book lodging
and activity packages.
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 7
About Discover Kalispell
Structure
The Kalispell Convention & Visitor Bureau (KCVB) is a division of the Kalispell Chamber of Commerce.
The Kalispell Chamber has served as the official tourism agency for the City of Kalispell since 1987. The KCVB is
funded through two contracts with public agencies and also generates private funds through registration fees and
sponsorships. The Chamber has contracted with the State of Montana for Kalispell’s share of the lodging facility
use tax since 1987. And, in 2010, they began administration of the Kalispell Tourism Business Improvement District
under an agreement between the City, Kalispell hoteliers, and the Chamber.
The Discover Kalispell Team
President/CEO Chamber/CVB: Joe Unterreiner, joe@kalispellchamber.com
Director/CVB: Diane Medler, diane@discoverkalispell.com
Group Sales Manager: Dawn Jackson, dawn@discoverkalispell.com
Sales & Marketing Assistant: Vonnie Day, vonnie@discoverkalispell.com
Visitor Services Coordinator: Meche Ek, info@discoverkalispell.com
15 Depot Park, Kalispell, MT 59901 l 406-758-2811 l www.discoverkalispell.com
Purpose of Marketing Plan
The FY20 marketing plan serves to direct the initiatives and spending for Discover Kalispell and inform and
educate the board of directors, community stakeholders, Tourism Advisory Council and the City of Kalispell. The
Bed Tax and TBID funds work in collaboration to support this marketing plan.
TBID Renewal
The Kalispell Tourism Business Improvement District renews in June, 2020. The renewal process implemented
by Discover Kalispell in cooperation with the City of Kalispell will take place during the first half of FY20.
2018-2019 Highlights
Hosted the 6th annual Montana Spartan Race, bringing 7,946 registered racers and 2,150 spectators. 46
states and 5 Canadian provinces represented. 5,882 racers traveled at least 200 miles to attend the
race.
Put on the 2nd annual Montana Indoor Soccer Championships, a Discover Kalispell event that brought 45
youth teams from WA, ID, BC, Alberta, and across Montana in March.
Launched the newly designed DiscoverKalispell.com
Hosted state-wide youth sporting events such as Montana State Cup Soccer
Discover Kalispell’s marketing campaigns garnered 13.2M impressions and 90k clicks to website.
Kalispell VIC processed over 10,500 inquiries
Over 3,000 room night book for group/meeting & convention business through Discover Kalispell
promotions.
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 8
Why Destination Marketing Is Important for Communities
Tourism is a competitive industry. When selecting a mountain community for a vacation destination there are
many states and cities to choose from. A destination can no longer assume that if they build it they will come.
Destination marketing organizations such as Discover Kalispell strive to implement a tourism promotion strategy
that over time will increase the competitiveness of the destination, and in turn increase revenues, taxes and
local employment. New residents often began as visitors creating a virtuous cycle of economic benefits which
begins with travel promotion.
Impacts of destination promotion for a community are far-reaching. Non-resident visitors spend $530M in
Flathead County per year (ITRR). Those dollars impact a wide range of local business including restaurants,
retail, hotels, outfitters and guides, groceries, gasoline, and rental cars.
Investment in tourism assets provides long term benefits. New businesses such as restaurants and breweries
are an important part of the local experiences visitors are attracted to, but are also enjoyed by residents. When
a community creates the right conditions for destination development, investment, and promotion, tourism is
an economic lever that supports a strong sustainable economy.
Discover Kalispell works as a community partner to support and develop community assets that are attractive to
visitors but also raise the quality of life for residents. Discover Kalispell’s comprehensive regional and national
campaigns raise Kalispell’s profile, which assists the community in receiving new and expanded air service, new
industries and employers, and the economic impact of recruiting conferences and events. Travelers’ wants and
needs as well as their methods of trip planning are constantly changing. The promotional tactics used by a DMO
to reach potential visitors need to be current, effective, and genuine to the destination’s local culture to garner
visitor engagement as well as support and buy-in from the local community. This is achieved with adequate
funding and organizational structure and expertise within the DMO.
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 9
The Montana Brand and Kalispell
Kalispell fits perfectly with the Montana Brand enabling Discover Kalispell to work cooperatively with the
Montana Office of Tourism and Business Development and other region and CVB partners.
More spectacular unspoiled nature: Kalispell is surrounded by 10 mountain ranges, a national park, two
national forests, one wilderness area, and the largest freshwater lake in the west.
Vibrant and charming small town: A vibrant downtown that merges historical charm with contemporary culture.
Breathtaking experiences by day, relaxing hospitality at night: Making waves on Flathead Lake, rafting
the Middle Fork, cycling the Going-To-The-Sun road, exploring ‘The Bob’, or viewing fall’s dramatic transformation in
the Flathead National Forest. However you choose to spend the daylight hours, your evenings will be full of hearty
food and homey accommodations in Kalispell.
Discover Kalispell partners with MOTBD in joint ventures for digital and print campaigns and in FY20 will
participate in the Visa Vue program. Other cooperative projects include press trips and trade shows such as IPW
and IRU.
FY19 Fall drive market campaign creative
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 10
The Travel Decision Process
Top reasons to travel: see new cultures and customs, experience the outdoors, conquer new adventures, have
time to think and reflect, create memories with friends and family. Whatever the reason and wherever you
decide to travel, the trip planning cycle is not always a linear path and includes several different stages.
During a traveler’s quest for a one-of-a-kind trip they will encounter a ‘whole world’ of options. Montana in
general and Kalispell specifically, are not necessarily top-of-mind destinations. To be part of a traveler’s
consideration set means understanding the visitor that would be attracted to our destination and the travel
resources influencing their choices. Several studies have been conducted to gain insight into leisure travel
intentions, motivators and detractors based on the knowledge that American’s don’t take the vacation time they
have earned. A study highlighted in USTravel.org shows these top motivation factors by gender:
Several factors can attribute to the catalyst to decide to plan a trip such as a desire for escape, rest, adventure
or social interaction. An effective destination marketing campaign captures the attention of that motivated
traveler.
Stage 1: Inspiration – Dreaming
During the first stage of the planning cycle, travelers are gathering ideas and inspiration.
This is when the traveler either decides the type of trip they are interested in, or
researches destinations that fit the trip type they want. Cost of travel and availability of personal finances to
travel will impact the destination and type of trip chosen. Airfare and distance to travel to and within Montana
may impact the decision to select Montana. Consumers are checking an average of 38 websites before they
click ‘book’ making it harder for a destination to get noticed. (Expedia Travel Group)
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 11
Messages: Speak to the desire for a trip that includes a mountain community, outdoor recreation, relaxation,
friendly-small town feel, and free-spirit adventure while also addressing safety, availability of modern comforts,
and dispelling perceptions of Montana being difficult to access. Include messaging in our promotions that shows
the affordability of a Montana vacation once they arrive and the unique experiences and memories they’ll
receive (Glacier National Park, Flathead Lake). Highlight family-friendly events and activities. Tell an inspiring
story of what makes our community special. Most travelers are also considering the trip in the inspiration stage
and the budget continues to have a strong influence throughout the planning cycle.
Tools:
Destination websites – discoverkalispell, visitmt, glaciermt
Targeted content and search marketing
Discover Kalispell social media channels
Blogs, articles, and inspiring photos & videos – demonstrate the unique Kalispell culture
Sponsored content in targeting and retargeting campaigns
Emarketing to loyal fans – keep followers engaged
Travel shows – 1:1 conversations with potential travelers in key markets
Earned media/WOM – let others tell your story
Stage 2: Orientation – Planning
The second stage of the trip planning cycle revolves around orientating themselves to the
selected destination or trip type – planning their memorable moments. This stage includes
deciding the dates of travel, learning about available activities, events, historical, cultural and natural
attractions, and setting the trip budget.
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 12
Messages: Highlight the diverse events and activities, downtown Kalispell, variety of dining choices, locally-
made products, and suggested outdoor itineraries. Soften the perception that they will be isolated (being
without common amenities) and the perceived challenges of harsh weather. Highlight local food, craft
beverage scene, arts and culture, recreation, and natural resources.
Tools:
Website – Discoverkalispell.com
Consumer reviews and ratings on travel platforms
Be present on popular travel sites
Strong call to action in all content
Customized content for emarketing database
Local events calendars
Video to highlight events and activities so they can imagine themselves in the picture
Checklists to incentivize trip planning – i.e. 10 day-hikes within 30 minutes of Kalispell
Stage 3: Facilitation – Booking
Third stage includes making specific plans: booking activities and tours, making
reservations for transportation and lodging, checking weather predictions. Travelers do
their homework when deciding how to spend the moments of their trip. These ‘hyper-informed’ consumers
have amped their consumption of content across various media and devices.
Messages: Travelers are interested and motivated but probably have not finalized trip plans. To not lose them to
another destination, make it easy for them to book. Connect travelers with hotels and activity providers,
Kalispell
Shopping
Dining
Arts &
Culture
Special
Events
Outdoor
recreation
Glacier
National
Park
Downtown
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 13
highlight events during their travel dates, promote activities outside of Glacier National Park to extend the trip,
and make the transaction as smooth and seamless as possible.
Tools:
Mobile-friendly website
Lodging booking engine on DiscoverKalispell.com
Lodging and activity discount packages on DiscoverKalispell.com
Reliable sources for questions - VIC, travel guide, response to questions posted on social media
Season-specific and niche activity content on website and social media
Links to a variety of maps on DiscoverKalispell.com
Resources - i.e. list of boat rentals and guided tours on Flathead Lake with complete contact info
Visitor Information Center that’s open year-round
Stage 4: The Experience
Travelers rely on mobile to get their bearings once arriving at a destination. Once
they are here, a destination and other tourism businesses need to be present with
resources on websites, apps, and social media, including a way to tap into local knowledge.
85% of leisure travelers decide on activities only after having
arrived at the destination (Google/Ipsos MediaCT,"Traveler's Road to Decision," Aug 2015)
Stage 5: Sharing
Hopefully you’ve created loyal fans to your destination and they’ll be sharing trip
photos on social media and telling stories about their adventures at the next party and
family gathering.
Back to Stage 1 with the next traveler
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 14
Destination Marketing Industry Trends
Content – authentic and engaging content – is the strongest tool for a DMO to build engagement, advocacy,
and positive word of mouth recommendations. The key to engaging content is telling a story about your
destination and its local culture. The trends to watch when creating a content marketing strategy include:
1. IGTV and Instagram (IG) Stories: IG stories launched in 2016 and have grown 11 times faster
than standard Feed posts, and comprise 47% of all IG content by major brands (Block Party via
Destination Think). The introduction of IGTV switches a user’s feed from square images to full-
screen vertical video. It is stated that ‘Stories will soon outperform the traditional news feeds of
FB and IG in terms of engagement and growth’ (Destination Think, 12/21/18).
2. Changing algorithms: social media platforms change their algorithms all the time. DMO’s need
to consider a strategy that diversifies your channels and focuses on your organization’s goals for
that platform. Facebook has become more about quantity and commercialization rather than a
place to connect with friends and family. Viewership has slowed in recent years while its ad
revenue jumped by 42%. (Entrepreneur.com, Why social media has become so toxic and what
to look for next)
3. Influencers: Not all influencers are created equal and can be difficult to determine who is a
high-quality influencer that will get your content out to your target market.
4. If the locals are supporting tourism and behind what the DMO is doing then it is effective to
involve locals in marketing campaigns to effectively convey the culture and vibe of the
destination.
5. Search engine optimization and search marketing are more important than ever. When
beginning to research a trip, 48% of North Americans use a search engine to conduct the initial
search. Additionally more than half of travelers under 34 use a general search engine to check
lodging prices and find the best deal. (Hearst Bay Area Blog, 7 Tourism Marketing Trends
Evolving in 2019). A strong content marketing strategy should go across all platforms and
include SEO/SEM marketing.
Real-time optimization of campaigns should be an integral aspect of marketing campaigns on any platform.
Understanding your audience, targeting, testing, adjusting, retargeting are a continual process during any
campaign. Messaging and content crosses all platforms, tying your brand and message together seamlessly the
entire way down the funnel.
The Travel Trends Report of 2019 by TrekkSoft highlights top trends for tour operators:
1. Last minute bookings are increasing: ‘Bookings are generally made 13 days in advance. On mobile,
this window narrows to just 5 days.’
2. Advanced booking is preferred for multi-day tours. The report highlights a shift with multi-tours and
activities being booked further in advance as a preferred option for travelers.
3. Travelers are visiting new destinations: 22% of participants of the survey have seen a visible
increase of visitors from new destinations.
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 15
4. Requesting new experiences. Tour operators are receiving requests for unique, once-in-a-lifetime
experiences, mostly common amongst millennials. Ecological and educational tours are also in
demands.
5. Local history and culture experiences including walking tours continue to be a popular offering.
Destinations Analysts surveyed 831 meeting planners that represent a full spectrum of meeting and event
planners with experience in a variety of industries, including corporate (42.4%), national/international
association (42%), state/regional association (26.8%) and third party planners (25.6%), as well as those who
regularly plan city-wides and those solely focused on self-contained meetings (44.9%).
Top five most important components in measuring the success of a meeting or event, and the type of planned
who rated them the highest:
1. Attendee satisfaction - Corporate Planners
2. Number of attendee registrations - Association Planners
3. Client Satisfaction -Self Contained Planners
4. Overall meeting experience -Self Contained Planners
5. Achieving meeting goals - Self Contained Planners
Top 5 most important attributes for a meeting location and the type of planner that rated the value the highest:
1. Geographic location -Self Contained Planners
2. Meeting facilities –Third Party Planners
3. Hotels-quality – Third Party Planners
4. Hotels-rates – Citywide Planners
5. Overall cost of holding meeting in destination – Association Planner
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 16
While a CVB’s role in the meetings process is largely described as a “one-stop shop” for destination expertise,
there is notable lack of specific knowledge of the many services a CVB provides.
Top five most important services that a CVB provides for mid-sized meetings and the planner that perceived
them to be the most value:
1. Printed destination guidebooks for attendees - Association Planner
2. Local events calendar – Third Party Planner
3. Digital marketing material – Association Planner
4. Personalized hotel selection assistance – Third Party Planner
5. Incentive packages to hold your meeting in that destination – Third Party Planner
The biggest challenge that meeting planners remain to have is staying within the budget and identifying a
centrally located destination. CVB assistance is likely to be valued by those planners with budget restraints
and accessible location options. The free professional services through Discover Kalispell and expanded air
services avabilable in our area surprise many planners. Kalispell is the perfect meeting destination to
support our planners and grow conference attendance through: 1) our iconic location near Glacier National
Park and Flathead Lake, 2) quality lodging options, 3) incentive options, 4) assistance with attendance
promotion, and 5) our welcoming community.
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 17
FY20 Marketing Plan - Key Market Segments
Leisure – Consumer Travel Segment
Kalispell is a mountain destination community attractive to travelers for its friendly/small town feel,
community vibe and mindset, family-friendly accommodations and activities, affordability not found in a
resort mountain destination, and proximity to iconic outdoor recreation including Glacier National Park.
Consumer segment high potential visitors include family travelers, active matures, outdoor recreation seekers,
adventure motorcyclists, arts and culture enthusiasts, and sports event attendees.
Adventure motorcyclists take multiple trips per year and have a median age of 46. They spend nearly
$110 per day in Montana, mostly on restaurants and bars followed by lodging. Average length of stay
is 2.45 nights. Preferred routes are scenic routes and designated scenic byway/highway of which
Kalispell and NW Montana has several options. (ITRR Motorcycle Touring in Montana: A Market
Analysis, 2019)
Key Geographical Markets are Washington, California (Los Angeles), Illinois (Chicago), and Alberta. Year-round
promotions are targeted to Los Angeles, Chicago, Seattle, Spokane/CDA, and Calgary. Seasonal highlights are
focused to the drive markets of Spokane/CDA, Seattle, Calgary, and Lethbridge.
Emerging markets: Based on new non-stop flights to Kalispell, an emerging market for FY20 is Texas (Dallas).
Additionally, FIT group travel is a key market segment enhanced by Discover Kalispell’s tour operator and
supplier promotions and partnerships with RMI and MOTBD.
Kalispell’s Glacier Park International Airport is served by five major airlines which fly to 13 major cities
(some seasonal).
Sports and Events Segment
Discover Kalispell has created and organized major destination events since 2012. While this continues to be a
key strategy in FY20 the Discover Kalispell grant program will be expanded to provide increased support for
events and other tourism assets produced by community organizations.
In 2018 and 2019 a partnership with Flathead Soccer Club
enabled Kalispell to host major soccer events providing
measurable visitations in early June, expanding the peak
season increased occupancy.
Discover Kalispell supports local academic leadership to
bring state-wide tournaments and events to Kalispell.
In FY19 Discover Kalispell supported organizers to host a
large tribal event, as well as a variety of conference
events, press media events, and community events that
enhance the vibrancy of downtown.
Since 2012, Discover
Kalispell’s signature
destination events have
generated $28M in
economic impact for the
Flathead Valley.
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 18
Groups/Meetings & Conventions Segment
Kalispell has twenty two TBID hotels and ranges from 6 rooms to 170 rooms per property for a total of 1,946
rooms in market. My Place, opening June 2019 is a limited service hotel with 84 rooms (included in the total).
Larger flag properties in Kalispell include Hilton brands, Best Western, Radisson, Holiday Inn, LaQuinta,
Marriott and Red Lion.
Groups of 10-500 can be comfortably and adequately accommodated in Kalispell. The most common
group size is 50-150.
The two largest convention hotels can accommodate up to 280 rooms per night and have over 26,000
square feet of meeting space.
Larger groups that require more meeting space can be easily arranged between the two convention
hotels, with the efforts of the sales team, meeting coordinator and Discover Kalispell. Many
affordable options for overflow rooms are located close to the convention hotels.
Along with the convention hotel space there are numerous unique venues in Downtown Kalispell that
also serve as part of Kalispell’s cultural assets.
Destination choices are important to meeting planners to promote the maximum attendance. Trends by
Benchmark and Social tables indicate that unique and purposeful experiences rank high on attendee
preference. Groups are seeking post conference-hour adventures, pre and post excursions, and attendees
want planners to provide meaningful teambuilding activities during the meetings according to Meetings Today
Trends survey.
M&C Key Segment: Association continues to be a strong market
for Kalispell. It has been the most reliable and dependable market
largely due to the predictability of the rotation process, number of
members and bylaws for state, regional and national.
Kalispell area was named the third-fastest growing micropolitan
community in the nation for the second year in a row. Health care
expansion, manufacturing and tourism continue growing at a rapid pace for the Flathead Valley. Industry
professionals find it important to network with like-minded associates, to be a voice and advocate in their
industry, and be exposed to industry trends. Joining associations helps provide them with a competitive
edge, give insight and act as a resource to the organization.
M&C Geographical Market: Discover Kalispell has steadily been growing awareness and building
relationships with planners in the Puget Sound area and will build on that momentum. Seattle is the closest
major U.S. city to Kalispell. Other cities in the Puget Sound region include Tacoma, Olympia and Everett,
Washington.
In addition to only being an eight hour drive from Seattle, Glacier Park International Airport offers three
direct flights out of Kalispell daily and Amtrak train services from Whitefish. Seattle is often considered a
regional location for association conferences because of the proximity to the airport, city amenities and
coastal scenery. Kalispell offers the close proximity and city amenities however the differences are our
During FY18, 52% of
RFP’s received were
association, followed by
17% corporate and 8%
sports and events.
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 19
mountainous scenery, friendly community, abundance of outdoor activities and all at a reduced out-of-
pocket expense.
Discover Kalispell attends trade shows that target Pacific Northwest meeting planners such as Connect,
Smart Meetings and MPI. Previous attendance at these shows has given Discover Kalispell the opportunity
to retain engagement with those planners through our quarterly M & C E-news and annual FAM trips. Small
Market meetings fits Discover Kalispell’s critieria for both meeting size and the variety of planners. A new
show for Discover Kalispell in FY20 is MPI-Cascadia which focusues on the Pacific Northwest meeting
planners and has educational programs for both planners and suppliers.
Referral Program: The Bring it Home campaign is a referral program in its fourth year. It has proved to be
successful in bringing in conventions of up to 500 attendees. Locals receive a $10 gift card for every meeting
or group referral they give. Our local professionals are passionate about where they live and relieved there
are resources like the Discover Kalispell that can help support the group, both financially and as boots-on-the-
ground assistance. The Kalispell Chamber of Commerce continues to be a strong resource for Discover
Kalispell with their membership of over 700 businesses and associations. We are able to market the Bring it
Home program, educate our community about Discover Kalispell’s services through luncheons, newsletters
and chamber staff.
Market Segment Occupancy Report: The majority of Kalispell’s TBID hotels provide monthly market segment
occupancy data. The segments include Corporate, Events, Government, Group, Tours and Transient/Leisure.
Discover Kalispell compiles the information and utilizes the statistics for market strategy direction and keeping
apprised of Kalispell trends. For example, during FY17 the average corporate segment occupancy was 14% of
total and in FY18 it increased to 19% with increases noted in all quarters from the reporting hotels. This is
contributed to the retail, corporate and highway construction occurring in the Flathead Valley. Higher
transient occupancy was noted for those months and group percentages were higher compared year over
year, providing compression to non-conference hotels. Discover Kalispell uses the report to closely monitor
the tour group numbers with anticipation of steady growth as a result of the hosting International Roundup
and increased promotional efforts to domestic and international tour operators.
FY18-Annual Average Q1 Average Q2 Average Q3 Average Q4 Average
Corporate
Event
Government
Group
Tours
Transient/Leisure
19%
1%
5%
7%
1%
67%
16%
1%
5%
9%
2%
68%
24%
1%
6%
4%
0%
66%
23%
0%
5%
5%
0%
67%
20%
2%
5%
9%
0%
64%
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 20
Tours Groups Segment - Domestic and International
Kalispell has the right elements, affordability and unique experiences to attract domestic, regional and
international tour companies, as well as clubs and specific interest hobby groups. Discover Kalispell will seek
out tour groups both domestic and international and clubs that focus on history, culture and local signature
events.
Kalispell hosted the 2018 International Roundup in April (IRU). It brought in over 40 tour operators to
experience Kalispell first-hand. The event had not been held in our area in over 20 years and the likelihood of
hosting it again won’t come around for another 20 years due to the rotation process between states and
cities. The Montana Office of Tourism & Business Development contracts with Rocky Mountain International
(RMI), which is the organization responsible for IRU. They specialize in international tourism marketing and
PR. RMI works with Montana, Wyoming, Idaho, North and South Dakota. The countries that market this
region are United Kingdom, Germany, Australia, France, Italy, Benelux and Nordic and they all have a RMI
representative in each country.
Discover Kalispell markets to the group travel segment through tour operator media outlets and attending
industry shows including IRU, International Roundup, and IPW, International Pow Wow, in cooperation with
MOTBD and other CVB’s and regions.
Communication to Key Market Segments
Discover Kalispell utilizes monthly, quarterly and annual campaigns to promote Kalispell as a travel
destination and to promote the professional services provided through Discover Kalispell for meeting
planners and tour operators.
Content marketing campaigns are ongoing through social media, search ads, website marketing, and travel
guide promotion. Seasonal campaigns promote shoulder season events and local experiences.
Attendance at consumer travel shows in the Calgary, Spokane and other markets generate new followers
and provide means to continue engagement with existing followers.
Discover Kalispell is an integral part of community conversations to keep stakeholders and residents
informed about tourism-related activities and the importance tourism plays in the local quality of life and to
be an advocate for protection of resources.
Quarterly e-news campaigns are sent to Discover Kalispell’s consumer database, a targeted meeting planner
database, and a tour operator database of domestic and international tour operators. Each newsletter has
audience specific content and images.
The convention hotels and meeting room stats are featured in a downloadable Kalispell Meeting Guide
along with group specific information. The website provides a link to lodging packages associated with
Kalispell convention, sports and group rates, and the Meetings & Group section expands on services, unique
venues, and group meal planning.
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 21
Discover Kalispell continues to educate the local business community and tourism stakeholders on the
economic impact attained through meetings and group business and this is achieved through presentations,
monthly newsletters, and incentives to refer a meetings and conventions through the Bring it Home
Campaign.
FY19 M&C Campaign – print media
FY19 M&C campaign – paid social
FY19 Consumer campaign - retargeting
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 22
FY20 Marketing Plan - Key Segments and Methods
Segment Methods
Marketing Support Research - STR, Visa Vue
(supporting all segments) Creative agency services
Discover Kalispell Grant Program (events and visitor enhancements)
Online booking engine – Kalispell lodging & activities
Website Marketing Maintenance and enhancements
Search marketing – SEO and SEM
Consumer Photo and video assets
Social media marketing
Media buy: print, digital and multi-media
Travel show attendance
Airport visitor display
Newsletter marketing
Travel guide, niche brochures and maps
Destination Event Development Montana Spartan Race
Montana Indoor Soccer Championship
Sales - Groups, Meetings & Trade shows
Conventions Meeting planner FAM
Group incentive program to secure events and conferences
Media buy: print, digital and multi-media
Newsletter marketing
Sales calls
Visitor Services Kalispell Visitor Information Center
Customer service training
Annual travel guide and niche brochures
Cooperative Marketing & Montana Office of Tourism & Business Development
Partnership Programs Glacier Country
Glacier National Park and Flathead National Forest
Regional Chambers and CVB’s
Flathead County Trails Plan
City of Kalispell Trail Crew – Core and Rail Project
Kalispell Downtown Association
Voice of Montana Tourism
PR and Publicity Travel media press trips
Media events in key markets
PR services – proactive and reactive story pitches, brand content
Kalispell branded merchandise
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 23
FY20 Marketing Plan – Goals & Objectives
Goals
1. Increase year-round visitations from non-resident domestic and international travelers.
2. Generate earned media for Kalispell in targeted U.S. and International markets.
3. Build relationships with visitors as demonstrated through increased usage, engagement and conversions
on media platforms.
4. Continue to position Kalispell as a sports and event destination by building relationships with state,
regional and national promoters, tournament directors as well as local organizations.
5. Provide sponsorships through the Discover Kalispell grant program for programs and services that
enhance the visitor assets and economy.
6. Promote Kalispell as a destination for domestic and international tour group travel.
7. Continue to build database and relationships with tour operators, domestic and international.
8. Continue to build database and relationships with active meeting planners in key markets and segments.
9. Promote Kalispell and the services that Discover Kalispell provides to local businesses and organizations
for meeting and convention referrals.
10. Play an active role as a voice for tourism in the state and the community through positive publicity and
outreach and involvement in the downtown and core area redevelopment projects.
Objectives
1. Increase occupancy at TBID hotels by 2% during FY20 (as measured by TBID collections).
2. Increase unique visitors to website by 15% over FY19. (FY18 = 172,178, 11% increase over FY17)
3. Increase visitor guide downloads on Discoverkalispell.com by 25%.
4. Increase consumer newsletter database by 10% over FY19 (equates to additional 1,370 opt-in
subscribers).
5. Measure the engagement of followers with Discover Kalispell social media channels through increased
retweets, comments, shares, clicks and conversions.
6. Host minimum of one press trip with travel media from key demographic or geographic markets.
7. Promote Kalispell for sports event travel through key industry publications and direct marketing to
tournament organizers and promoters.
8. Successfully produce KCVB signature events on budget and with increased room night pickup.
9. Increase database of qualified and interested meeting planners and tour operators by 30% over FY19
(equates to additional 356 opt-in subscribers).
10. Retain engagement of meeting planner and tour operator database through quarterly newsletters.
11. Attend two tradeshows to promote Kalispell as a meeting and group travel destination.
12. Host one meeting planner FAM of qualified planners who have never been to Glacier Country.
13. Connect and engage with meeting planners through one targeted advertising campaign.
14. Promote Kalispell to domestic and international tour operators through one advertising campaign.
15. Increase referrals to the Discover Kalispell Bring It Home program for a total of 40 referrals in FY20
(22 referrals in FY18).
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 24
FY20 Marketing Plan – Operational Budget - TBID
FY20 Projected Revenue $ 658,000
FY19 Carryover $ 10,000
Total $ 668,000
Program Description Project
Program
Total % of budget
Staffing Wages, benefits, employer expenses
$244,500 37%
Operations
$35,300 5%
Rent $8,400
Bank Fees $50
Phone $2,800
Office Supplies $1,500
Postage & copies $2,500
Audit - City of Kalispell $2,000
Audit - Chamber $3,000
Accounting services $3,000
City of Kalispell Assessment Fee $5,000
Travel & entertainment expenses $2,000
Tech support $800
Equipment, software, furniture (purchase) $1,000
Annual meeting $2,000
TBID Directors & Officers Insurance $1,250
Marketing Support
$80,700 12%
Smith Travel Reports $6,700
Organizational Memberships $4,000
Training and Education $3,000
Research $6,000
Grant Program $15,000
Creative Agency Services $40,000
Ares $6,000
Website
$35,000 5%
Maintenance and enhancements $15,000
Website marketing (SEM-SEO) $20,000
Consumer Marketing
$75,500 11%
Photo and video library $5,000
Social Media administration $8,000
Media buy: print, digital, multi-media $42,000
Travel show attendance $5,000
Trade show booth display $2,000
Airport visitor display $1,500
EMarketing $4,000
Travel guide and niche brochures $8,000
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 25
Events and Sports –Operation and Promotion
$55,000 8%
Montana Spartan Race $30,000
Montana Indoor Soccer $25,000
Groups and M&C
$89,000 13%
Meeting Planner Shows $20,000
Meeting Planner FAM $17,000
M&C and Group incentive program $18,000
Media buy: print, digital, multi-media $16,000
EMarketing $4,000
Group photo and video library $2,000
M&C collateral $2,000
Customer Relationship Mgmt System $6,000
M&C memberships $1,000
Sales calls $3,000
Publicity
$53,000 8%
Travel media press trips/FAM $13,000
Proactive & reactive PR $35,000
Kalispell branded merchandise $5,000
TOTAL
$ 668,000 100%
Kalispell Chamber of Commerce/Convention & Visitor Bureau -- FY 2020 Marketing Plan 26
FY20 Marketing Plan – Combined Operational Budget – TBID and BED TAX
27
TOURISM BUSINESS IMPROVEMENT DISTRICT
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: $55,000 $6,000 $6,000 $10,000
Total Cash $55,000 $6,000 $6,000 $10,000
RECIEPTS (DUE TO TBID)
10100 Room Tax $560,000 $600,000 $600,000 $658,000
Total Receipts $560,000 $600,000 $600,000 $658,000
TOTAL AVAILABLE $615,000 $606,000 $606,000 $668,000
DUE TO
Administration $29,000 $35,300
Staffing $238,000 $244,500
Marketing Support $18,500 $80,700
Website $37,000 $35,000
Consumer Marketing $80,500 $75,500
Events and Sports - Operations and Promotion $93,000 $55,000
Groups and M&C $80,000 $89,000
Publicity $30,000 $53,000
$609,000 $606,000 $596,000 $668,000
ENDING CASH
CASH: $6,000 $0 $10,000 $0
PROGRAM DESCRIPTION
FUND: 7855
PROJECTED FIDUCIARY RECEIPTS AND FUNDS DUE TO
The Tourism Business Improvement District is a component unit of the City of Kalispell. The City does not record revenues and expenses of the
district. The funds are passed thru to the Chamber of Commerce. The Chamber is responsible for managing the funds and providing the City with
financial statements.
28
KALISPELL BUSINESS IMPROVEMENT DISTRICT
2019-2020 BUDGET
May, 8, 2018
Mayor Johnson and Kalispell City Council,
The proposed budget for the Kalispell Business Improvement District follows this letter and keeps in mind the Mission, Vision and Purpose of the District.
The Mission of the Kalispell Business Improvement District
To promote and foster economic growth and stability within the Business Improvement District while preserving Downtown Kalispell’s rich historic and cultural identity.
The Vision
By preserving historic charm, fostering growth, promoting a sense of community and improving image, Downtown Kalispell will develop into an attractive location for investors, property owners, business owners, and residents, and become a destination point for visitors.
The Purpose
To accomplish its vision of creating a vibrant and dynamic business district the BID works to:
• Build effective partnerships with businesses, institutions, property owners, and city government to
maintain a clean and safe community• Attract, retain and promote quality businesses and retail segments to support our local economy• Promote Kalispell as a renowned destination point with a business, retail, entertainment andinstitutional mix offering unique products, services and events
• Promote Kalispell as the preferred place to shop, work, learn and live
Board of Directors Marshall Noice, Chair Christopher Petersen Maggie Doherty Curtis Bartel
Karen Sanderson Kisa Davison
Ryan Berweger
KALISPELL BUSINESS IMPROVEMENT DISTRICT
29
BID ASSESSMENT FORMULA
Montana Code Annotated 7-12-1133 (2) directs the governing body to annually assess the entire cost of the district against the entire district using a method that best ensures that the assessment on each lot or
parcel is equitable in proportion to the benefits to be received.
The BID Board reviewed in detail the current assessment and is recommending a change in the formula for fiscal year 2020. We recommend that all property owners within the district be assessed a new flat fee of $100.00, maintain the $0.015 per square foot assessment and reduce the taxable value assessment from
.0375% to .0225%.
This new proposed formula would leave the overall budget at the same level as the 2019 fiscal year. After discussion of the new work plan the BID Board of Directors believe that the new proposed assessment formula will ensure proportional benefits for the entire district.
WORK PLAN 2019
The BID Board of Directors is pleased to let the Mayor, Council and property owners know that the following list from the 2019 work plan will be completed prior to the end of the current fiscal year.
•Developed a web-based platform for BID property owners to list properties available for sale or
lease
•Began implementation of a bicycle/pedestrian safe & friendly downtown to include design andinstallation of three bike racks downtown in the fall of 2019
•Provided funding for 12 new trees to replace dead and dying trees Downtown and will be
supplying labor (Downtown Ambassador) to irrigate the new trees in Summer 2019
•Awarded $16,973.50 in Facade Improvement grants
•Beautification – Provided plants for 54 downtown corner planters and 52 hanging flower baskets
for Summer 2018/FY 2019 (increasing to 115 hanging flower baskets for Summer 2019)
•Worked with the city to evaluate current parking plans to add additional parking opportunities.
•Worked with the city to review and evaluate transportation issues downtown
•Continued representation on the CORE trail committee by the BID Executive Director
•Advertised downtown events to continue drawing visitors for the economic success ofproperty/business owners through our website
•Assisted property owners/business owners resolve issues downtown
•Continued investment in our website and social media presence
•Promoted public art within the Business Improvement District
•Continued to be an advocate for downtown
•Beautification – Provided 1 fulltime Downtown Ambassador and 1 part time DowntownAmbassador to clean & maintain downtown public areas and BID-provided flowers
•Developing a plan to address the entire district needs and fair distribution of services offered by
the BID such as flowers, cleaning, etc.
KALISPELL BUSINESS IMPROVEMENT DISTRICT
30
WORK PLAN 2020
The following pie chart and detail demonstrates the proposed expenditures for the fiscal year 2020 work
plan.
Projects for the 2020 fiscal year include:
•Continue semi-annual property owner meetings to garner feedback and gather suggestions forfuture BID areas of focus & projects
•Develop a long term plan for BID and utilize feedback gathered from property owners and theCity Council to determine long-range focus and projects
•Continue the Façade Improvement Program and award up to$25,000 in grants throughout the BID
•Further collaboration with the Kalispell Parks and Recreation to replace more missing and deadtrees within the BID
•Work with the Kalispell Downtown Association and other community members to develop publicart within the BID
•Develop a program to place bike racks where best suited throughout the entire district
•Discuss and possibly initiate a program to assist with sidewalk snow removal throughout thedistrict
•Continue investment in our web site and social media presence
•Maintain Executive Director and Downtown Ambassador positions
•Contract an additional part time Downtown Ambassador for the 2019 summer season to assist
with the work of the new district
•Provide 115 hanging flower baskets and bedding plants for 54 corner planters & provide for theirmaintenance
•Continue representation on the CORE trail planning committee
•Advertise downtown events to continue drawing visitors for the economic success ofproperty/business owners through our website
•Continue to advocate for downtown
•Promote public art within the Business Improvement District
KALISPELL BUSINESS IMPROVEMENT DISTRICT
31
Gathering of property owners
November 2018 the BID Board of Directors hosted a gathering of BID property owners and
solicited responses to a brief survey. The survey was also mailed to ALL BID property owners to
encourage their response. We have attached a document to this letter which summarizes the responses. The BID Board of Directors will utilize the information generated by the survey to help guide future projects.
Property owners were asked to prioritize areas of focus and here are the responses:
1. Attracting new business and supporting existing business2. Building a cleaner and more attractive downtown3. Marketing and promotion of downtown to the public
The Downtown BID encourages the City of Kalispell to continue reinvestment in the Downtown
core of Kalispell and that we will see improvements to water pressure on Main Street and improvements in City owned parking lots.
We look forward to working with all of you in the upcoming year to achieve our mission to
enhance the visitor experience and business environment. Together we can ensure that Downtown
Kalispell remains a viable, vibrant and diverse business district providing an exciting and enjoyable place to live, work, dine and shop.
Many thanks for your consideration of the new proposed assessment formula and our 2020 fiscal
year budget.
Best regards,
Kalispell Business Improvement District
Board of Directors
Marshall Noice, Chairman Christopher Petersen Maggie Doherty Curtis Bartel
Karen Sanderson
Kisa Davison Ryan Berweger
32
BUSINESS IMPROVEMENT DISTRICT #2
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
BEGINNING CASH
10100 CASH: Operating $0 $55,951 $55,951 $65,994
Total Cash $0 $55,951 $55,951 $65,994
REVENUES
311100 Levy $69,545 $73,499 $76,654 $47,899
311200 Penalty and interest $356 $0 $450 $300
335230 Class 8 PP reimb.$664 $0 $675 $0
$100 Flat fee $0 $0 $0 $25,600
363010 Assessments $40,042 $41,385 $41,336 $41,385
343014 Charges for services - garbage/parking $0 $1,200 $3,077 $3,077
371010 Interest $227 $125 $781 $200
Total Revenue $110,834 $116,209 $122,973 $118,461
TOTAL AVAILABLE $110,834 $172,160 $178,924 $184,455
Total $54,883 $147,183 $112,930 $173,803
ENDING CASH
CASH: Operating $55,951 $24,977 $65,994 $10,652
FUND: 2701-490-470330
PROJECTED REVENUE AND FUND SUMMARY
EXPENSES
PROGRAM DESCRIPTION
Downtown Business Improvement District was created April 3, 2017 by Resolution 5801
33
BUSINESS IMPROVEMENT DISTRICT #2
ACTUAL BUDGET ACTUAL BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
PROGRAM:
STAFFING:
210 Office Supplies $356 $1,200 $478 $1,000
354 Contract staff - coordinator $22,595 $34,847 $35,347 $34,847
355 Contract staff - other(1FT/1PT)$9,681 $30,000 $24,121 $40,000
373 Conferences/Travel/Memberships $0 $1,000 $0 $1,000
530 Storage Unit Rent $1,640 $600 $600 $600
COMMUNICATIONS:
322 Newsletter $0 $350 $355 $350
345 Cell Phone/Wireless $518 $0 $0 $0
359 Web Site Development/Maintenance $4,062 $3,000 $1,090 $2,500
337 Social Media and On-line Marketing $1,900 $4,000 $2,435 $4,000
DEVELOPMENT ACTIVITY:
780 Development Activity $191 $20,000 $13,663 $30,000
790 Façade Improvement Program - carryover $10,000 $0 $25,000 $20,590 $25,000
335 Print Advertising $0 $500 $0 $500
391 Sponsorship/Events $0 $0 $1,565 $5,000
510 Insurance $7,970 $6,000 $823 $2,000
TOURISM:
323 Printing $0 $6,000 $317 $10,000
BEAUTIFICATION:
228 Art $0 $5,000 $0 $5,000
229 Flowers $5,970 $6,000 $7,860 $8,000
522 Administrative Transfer $0 $3,686 $3,686 $4,006
Total Budget $54,883 $147,183 $112,930 $173,803
FUND: 2701-490-470330
EXPENDITURE DETAIL
PAGE FUND Dept. #
1 1000 410 PUBLIC WORKS
1 1000 412 FACILITIES
1 1000 413 POLICE
1 1000 416 FIRE
1 1000 420 PLANNING
1 2230 440 AMBULANCE
1 2394 420 BUILDING
1 2500 421 STREETS
2 2215 436 PARKS
2 2600 436 FORESTRY
2 5160 430 AIRPORT
2 5210 447 WATER
3 5310 454 SEWER
3 5310 455 WWTP
3 5349 453 STORM SEWER
3 5510 460 SOLID WASTE
4 6010 410 CENTRAL GARAGE
4 6030 403 INFORMATION TECHNOLOGY
CAPITAL IMPROVEMENT PLAN
CITY OF KALISPELL
FIVE YEAR CAPITAL IMPROVEMENT PLAN
1
DEPARTMENT DESCRIPTION 2020 2021 2022 2023 2024 TOTAL
PUBLIC WORKS ADMIN VEHICLE REPLACEMENT (287,402,425,426,409, 410)$60,000 $60,000 $55,000 $175,000
1000-410-430100-xxx SCANNER/PLOTTER $25,000 $25,000
TOTAL $0 $60,000 $60,000 $55,000 $25,000 $200,000
CITY FACILITIES-MAINT STATION 62 CARPETING $8,100 $8,100
1000-412-411230 $0
TOTAL $8,100 $0 $0 $0 $0 $8,100
POLICE VEHICLE REPLC- MARKED PATROL (2 veh. Purchased one year 3 the next)$93,000 $135,000 $95,000 $137,000 $97,000 $557,000
1000-413-42014x-xxx VEHICLCLE REPLACEMENT- UNMARKED VEHICLES $18,500 $19,500 $20,000 $20,500 $78,500
BEAR WINDOW REPLACEMENT $35,000 $35,000
BATHROOM/LOCKER REMODEL $35,000 $35,000
RADIOS - PORTABLE/MOBILE $12,000 $12,000 $12,000 $12,000 $12,000 $60,000
SUBSTATION/STORAGE/SEARCH GARAGE $100,000 $100,000
REPLACE PARKING TICKET STATION IN EAGLES LOT $16,000 $16,000
TOTAL $105,000 $281,500 $196,500 $169,000 $129,500 $881,500
FIRE S.C.B.A REPLACEMENT BOTTLES $34,000 $34,000
1000-416-420400-xxx UTILITY VEHICLE $35,000 $35,000
TOTAL $69,000 $0 $0 $0 $0 $69,000
PLANNING AND ZONING $0
1000-420-411020-xxx $0
TOTAL $0 $0 $0 $0 $0 $0
AMBULANCE TRANSPORT AMBULANCE $190,000 $190,000 $380,000
2230-440-420730-xxx $0
TOTAL $190,000 $190,000 $0 $0 $0 $380,000
BUILDING BUILDING IMPROVEMENT - MEZANINE UPGRADES $200,000 $200,000
2394-420-420530-xxx $0
$0
TOTAL $200,000 $0 $0 $0 $0 $200,000
SPECIAL STREET MAINT/TSS TSM 10- 2 ST E / WOODLAND AVE (HSIP FUNDED)$1,000,000 $1,000,000
2500-421-430240-xxx TSM 12- 18TH ST / AIRPORT ROAD $418,716 $418,716
TSM 15- 4TH AVE E / 2ND ST E $20,309 $20,309
TSM 16- WHITEFISH STAGE ROAD / WEST EVERGREEN DRIVE $189,552 $189,552
TSM 17- CONRAD DRIVE / WOODLAND PARK DRIVE $135,394 $135,394
TSM 20 - SOUTH MERIDIAN ROAD AND 7TH ST W INTERSECTION IMPRV $135,394 $135,394
TSM 26- TRAFFIC PLAN UPDATE SCHEDULE (CITY'S PORTION)$150,000 $150,000
MSN 2 - FOUR MILE DRIVE - NORTHLAND TO US HWY 93 $812,364 $812,364
PM-MILL, OVERLAY AND CHIP SEAL PROJECTS $900,000 $900,000 $900,000 $900,000 $900,000 $4,500,000
PM-STRIPING PROJECTS $30,000 $30,000 $30,000 $30,000 $30,000 $150,000
RH-8TH AVE W FROM 7ST W TO 11TH ST E (Coordination with water project phases)$683,878 $683,878
SHOP COMPLEX PAVEMENT RESTORATION (Split b/t wtr, swr, storm, streets, sw)$28,200 $28,200
BUILDING IMPROVEMENTS-1,000 SQ FT BUILDING ADDITION TO TSS $135,000 $135,000
HEAVY TRUCKS REPLACEMENT - (12 YD)(305,360)$150,000 $150,000 $300,000
HEAVY TRUCKS REPLACEMENT - (6 YD) (334,322)$100,000 $100,000 $200,000
HEAVY TRUCKS REPLACEMENT-(ICE MELT/WTR TRK)(361,338,330)(MACI MATCH)$10,000 $50,000 $50,000 $110,000
VEHICLE REPLACEMENT-UP TO 1 TON(202,259,430,310,210,327,800)$100,000 $75,000 $50,000 $105,000 $65,000 $395,000
VEHICLE NEW-UP TO 1 TON $65,000 $65,000
STREET SWEEPER- (350)$215,000 $215,000
BACKHOE REPLACEMENT (244)$105,000 $105,000
MOTOR GRADER REPLACEMENT (PRICE FOR USED REPLACEMENT) (373)$200,000 $200,000
FRONT END LOADER REPLACEMENT (371)$210,000 $210,000
SUPPORT EQUIPMENT REPLACEMENT - FLAIL MOWER (339)$70,000 $70,000
SUPPORT EQUIPMENT REPLACEMENT - ASPHALT ZIPPER (388)$125,000 $125,000
SUPPORT EQUIPMENT REPLACEMENT - CRACK SEALER (325)$50,000 $50,000
SUPPORT EQUIPMENT REPLACEMENT - HYDRAULIC PLOW PKG FOR #367 $27,000 $27,000
SUPPORT EQUIPMENT REPLACEMENT - AIR COMPRESSOR (398)$15,000 $15,000
SUPPORT EQUIPMENT REPLACEMENT - SNOW BLOWER (396)$90,000 $90,000
SUPPORT EQUIPMENT REPLACEMENT - SANDER/DE-ICER COMBO UNIT $30,000 $30,000
SUPPORT EQUIPMENT REPLACEMENT - MOBILE PRESSURE WASHER $8,000 $8,000
SUPPORT EQUIPMENT REPLACEMENT - PIPE THREADER $11,000 $11,000
SUPPORT EQUIPMENT NEW - MANHOLE REPAIR SYSTEM (split w/Street,Swr,Storm)$11,000 $11,000
SUPPORT EQUIPMENT NEW - TWO LEAF LOADER BUCKETS (SPLIT W/STORM)$13,000 $13,000
SUPPORT EQUIPMENT NEW - VARIABLE MESSAGE BOARD $25,000 $25,000
TOTAL $1,723,916 $2,721,067 $2,230,000 $1,884,552 $2,074,272 $10,633,807
CITY OF KALISPELL
FIVE YEAR CAPITAL IMPROVEMENT PLAN
2
DEPARTMENT DESCRIPTION 2020 2021 2022 2023
PARKS LIONS PARK - ROOF REPLACEMENT $6,800 $6,800
2215-436-460xxx-xxx LIONS PARK - RESTROOM REMODEL $22,000 $22,000
LIONS PARK - IRRIGATION $16,609 $16,609
LIONS PARK- PLAYGROUND $40,000 $40,000
WOODLAND PARK- STABALIZE POND PERIMITER $75,000 $75,000
WOODLAND PARK - PARKING BARRIERS $8,000 $8,000
WOODLAND PARK- CAMP CENTER EXTERIOR PAINTING $20,000 $20,000
EQUIPMENT - VPLOW FOR TRUCK $7,500 $7,500
EQUIPMENT - TRACTOR 3046R $40,000 $40,000
EQUIPMENT - WALKER MOWER $19,000 $19,000
DRY BRIDGE PARK- ACCESSIBLE FISHING PIER $20,000 $20,000
BEGG PARK - PLAYGROUND $40,000 $40,000
WESTERN PARK- COMPLETE DEVELOPMENT?$0
KIDSPORTS MAINTENANCE STORAGE BUILDING $150,000 $150,000
KIDSPORTS HIGHWAY 93 TRAIL ALIGNMENT STUDY $0
RECREATION VAN- 15 PASSENGER $20,000 $20,000
3/4 TON PICKUP $38,000 $38,000
1/2 TON PICKUP $20,000 $20,000
TOTAL $54,609 $210,000 $95,800 $87,500 $95,000 $542,909
FORESTRY 3/4 TON PICKUP $40,000 $40,000
2600-436-460433-xxx $0
TOTAL $0 $0 $0 $0 $40,000 $40,000
AIRPORT TAXIWAY IMPROVEMENTS, ASPHALT ADDITIONS, UTILITIES (TIF)$1,065,254 $1,065,254
5160-430-430310-xxx $0
$0
$0
$0
TOTAL $1,065,254 $0 $0 $0 $0 $1,065,254
WATER FOUR MILE TRANSMISSION MAIN (PHASE 1) BOND & CARRYOVER $3,940,000 $3,940,000
5210-447-430550-xxx WEST RESERVE TRANSMISSION MAIN (PHASE 1)$654,518 $654,518
SOUTHEAST TRANSMISSION MAIN $2,943,236 $2,943,236
1ST AVENUE WEST CONNECTION $146,605 $146,605
1 MG ELEVATED WATER STORAGE TANK & NORTHWEST WELL #1 $448,000 $7,681,248 $8,129,248
MISC CONTRACT MAIN UPSIZE (CARRYOVER & NEW APPROPRIATION)$440,000 $150,000 $150,000 $150,000 $150,000 $1,040,000
METERS - NEW $51,550 $52,600 $53,650 $54,700 $55,800 $268,300
METERS - REPLACEMENTS $158,000 $136,000 $139,500 $143,000 $146,500 $723,000
BUFFALO HILLS FLOW CONTROL UPGRADES $137,815 $137,815
WATER DISTRIBUTION CONTROL SYSTEM UPDATES (SCADA)$305,000 $305,000
BUFFALO HILL BOOSTER STATION UPGRADES $435,174 $435,174
WATER RIGHTS ACQUISITION $42,500 $11,907 $12,145 $12,388 $12,636 $91,576
NOFFSINGER TRANSMISSION AND FACILITY CONDITION ASSESSMENT $255,000 $255,000
SMALL DIAMETER CA $138,342 $138,342
BACKBONE CA $140,028 $140,028
SHOP COMPLEX PAVEMNT RESTORATION (Split b/t wtr, swr, storm, street, sw)CARRY $28,200 $28,200
10TH AVE W AND 2ND ST W R&R $535,000 $535,000
1ST AVE WN R&R (CARRYOVER)$620,000 $620,000
6TH ST W R&R $147,228 $147,228
2ND AVE W (SOUTH) R&R $353,972 $353,972
CONRAD DRIVE R&R (CARRYOVER)$360,000 $360,000
2ND AVE W (NORTH) R&R $301,432 $301,432
1ST AVENUE WEST R&R $279,912 $279,912
7TH AVE WN R&R $657,892 $657,892
8TH AVENUE W R&R (Coord. w/Street Project)$3,014,539 $3,014,539
LOWER ZONE RESERVOIRS ROOF R&R $3,941,568 $3,941,568
6TH STREET EAST R&R $508,238 $508,238
3RD & 4TH ST W (STORM ADDN) R&R $939,196 $939,196
NOFFSINGER REHABILITATION ALTERNATIVE $519,428 $1,271,703 $1,791,131
VEHICLE REPL.- UP TO 1 TON (290,272,275,220)$45,000 $50,000 $75,000 $170,000
TRENCH ROLLER REPLACEMENT(271)$27,000 $27,000
BACKHOE REPLACEMENT(286)$130,000 $130,000
HEAVY TRUCKS REPLACEMENT - (12 YD)(221)$175,000 $175,000
RIDING MOWER REPLACEMENT $10,000 $10,000
SUPPORT EQUIPMENT REPLACEMENT - TAPPING MACHINE $20,000 $20,000
SUPPORT EQUIPMENT REPLACEMENT - HYDRAULIC SUBMERSIBLE PUMP $10,000 $10,000
TOTAL $7,228,250 $9,315,458 $7,409,882 $2,580,332 $6,834,228 $33,368,150
Funding has been identified as part
of the Master Plan Exhibit in the
Lease Agreement with the User's
Association. Funding will be from the South Kalispell TIF
CITY OF KALISPELL
FIVE YEAR CAPITAL IMPROVEMENT PLAN
3
DEPARTMENT DESCRIPTION 2020 2021 2022 2023 2024 TOTAL
SEWER DEPARTMENT LIFT STATION #3 MAIN IMPROVEMENTS $407,361 $3,666,247 $4,073,608
BILLING & COLLECTION LIFT STATION #9 IMPROVEMENTS $1,738,378 $1,738,378
5310-454-430630-xxx ROSE CROSSING WEST IMPROVMENTS $2,081,737 $2,081,737
INFLOW AND INFILTRATION (I&I) STUDY $185,745 $185,745
6TH ALLEY E-SOUTH OF 14TH TO 13TH GRAVITY REPLACEMENT $255,150 $255,150
10" CLAY SEWER SLIPLINE IN 1ST ALLEY W. FROM MT ST. TO WASHINGTON ST.$82,000 $82,000
MANHOLE REHABILITATION AND SEWER MAIN REPLACEMENTS/REPAIRS $50,000 $50,000 $50,000 $50,000 $50,000 $250,000
MISC. SEWER CONTRACT MAINS AND FACILITY ENLARGEMENTS(CARRY/NEW)$300,000 $46,818 $47,754 $48,709 $49,684 $492,965
WEST SIDE INTERCEPTOR (CARRYOVER BOND & NEW)$3,031,318 $3,031,318
12" CLAY SEWER SLIPLINE IN 1ST ALLEY E & W $233,000 $233,000
SLIPLINE 8" SEWER MAIN IN 6TH ALLEY EN AND E WASHINGTON $80,000 $80,000
LIFT STATION COMMUNICATION UPGRADE $20,000 $20,000
GRANDVIEW LIFT STATION RELOCATION $1,314,604 $1,314,604
LIFT STATION 5A REMOVAL $334,714 $334,714
SHOP COMPLEX PAVEMNT RESTORATION (Split b/t wtr, swr, storm, street, solid wst)$28,200 $28,200
GRAVITY SEWER REPLACEMENT ON 4TH ALLEY WN $1,064,754 $1,064,754
GRAVITY SEWER REPLACEMENT ON 2ND ALLEY W $596,351 $596,351
GRAVITY SEWER REPLACEMENT ON 5TH ALLEY WN $885,395 $885,395
GRAVITY SEWER REPLACEMENT ON 2ND ALLEY W $809,281 $809,281
GRAVITY SEWER REPLACEMENT ON 1ST AND 2ND AVE EN $1,203,825 $1,203,825
REPAIR AND REPLACEMENT OF SEWER MAIN (CARRYOVER)$600,000 $600,000
SWR MAIN R&R WWTP CMPLX (split-34% rates wwtp/swr, 66% impact wwtp/swr)$169,058 $169,058
VEHICLE REPL.- UP TO 1 TON (212)$50,000 $50,000
VEHICLE REPL.- UP TO 1 TON (661) (split w/Storm)$32,500 $32,500
SUPPORT EQUIPMENT NEW - MANHOLE REPAIR SYSTEM (split w/Street,Swr,Storm)$11,000 $11,000
SUPPORT EQUIPMENT REPLACEMENT - HYDRAULIC SUBMERSIBLE PUMP $50,000 $50,000
TOTAL $4,468,018 $3,983,688 $5,016,210 $5,170,588 $1,035,079 $19,673,583
SEWER- WWTP CONSTRUCT NEW EQ BASIN $469,800 $2,349,000 $2,818,800
5310-455-430643-xxx CONVERT SECONDARY TREATMENT SYSTEM TO A 5-STAGE PROCESS (DESIGN)$118,000 $118,000
INSTALL DOME COVERS ON SECONDARY CLARIFIERS $403,000 $3,199,000 $1,621,000 $5,223,000
MODIFY EXISTING REAERATION BASIN AND COVER STRUCTURE (DESIGN)$32,000 $32,000
REPLACE EXISTING DAFT UNITS WITH ROTARY DRUM THICKENERS (RDTs)$152,000 $1,813,000 $1,965,000
BIOSOLIDS ALTERNATE DISPOSAL ENGINEERING PH1, CONSTRUCTION PH2 $291,889 $631,000 $7,565,000 $8,487,889
SITE SPECIFIC STUDY $144,000 $144,000 $141,000 $429,000
AERATION BLOWER EVALUATION STUDY $22,000 $22,000
BIOFILTER BED REHABILITATION $6,000 $70,000 $76,000
CHEMICAL ROOM MODIFICATIONS $29,000 $348,000 $377,000
FERMENTER CONDITION ASSESSMENT $55,000 $55,000
EFFLUENT MANAGEMENT PLAN $57,000 $57,000
EFFLUENT TEMPERATURE MITIGATION PLAN $60,000 $60,000
INFLUENT PIPING & DIVERSION STRUCTURE REHABILITATION $50,000 $171,186 $221,186
SECONDARY DIGESTER LIDS REPLCMNT (CARRY)$696,249 $696,249
EAST SECONDARY CLARIFIER COATING REHABILITATION (CARRY)$75,000 $75,000
MISC REPLACEMENT ITEMS/MAINTENANCE/REPAIR $118,000 $100,000 $100,000 $100,000 $100,000 $518,000
TWAS ROOF REPLACEMENT (CARRY/NEW)$15,000 $15,000
PLANT EQUIPMENT & MACHINERY $125,500
HEAVY TRUCKS REPL.- (12 YD) (207,204,264)$150,000 $150,000 $150,000 $450,000
LARGE IMPLEMENT TRACTOR REPLACEMENT (502)$20,000 $20,000
VEHICLE REPLACEMENT-UP TO 1 TON (208)(209)$40,000 $30,000 $70,000
TOTAL $1,990,438 $3,236,000 $3,723,186 $2,746,000 $10,216,000 $21,911,624
STORMWATER STORM DRAIN CORRECTIONS (CARRY/NEW)$230,000 $200,000 $200,000 $200,000 $200,000 $1,030,000
5349-453-430246-xxx DP 127 DETENTION POND N OF 3 MILE DR & COP-124 (Bond/Carryover/New Appr.)$7,036,000 $7,036,000
COP-118 (Pipe conveyance from detention pond 118 to Stillwater/N. Kalispell drainage area)$100,000 $6,612,690 $6,712,690
STORMWATER FACILITY UPSIZING (CARRYOVER)$200,000 $40,000 $40,000 $40,000 $40,000 $360,000
SYLVAN DRIVE STORMWATER REPAIR PHASE 3 (CARRYOVER)$390,000 $390,000
NORTH MAIN STORM IMPROVEMENT $252,500 $252,500
ELM'S STORMWATER IMPROVEMENT $297,217 $297,217
TWO MILE DRIVE DRAINAGE IMPRVMNT-HAWTHORN TO MERIDIAN $410,835 $410,835
SHOP COMPLEX PAVEMNT RESTORATION (Split b/t wtr, swr, storm, street, solid wst)$45,000 $45,000
STORMWATER QUALITY TREATMENT FACILITY - WYOMING STREET OUTFALL $225,000 $225,000
STORMWATER QUALITY TREATMENT FACILITY - 8TH AVE W & 11ST W OUTFALL $420,285 $420,285
STORMWATER QUALITY TREATMENT FACILITY - 1ST AVE W SOUTH OF CITY SHOP $307,098 $307,098
STORMWATER QUALITY TREATMENT FACILITY - meridian detention facility outfall $386,751 $386,751
WEST CENTER STREET FROM 7TH AVE W TO MERIDIAN $933,467 $933,467
HERITAGE WAY STORM IMPROV (CURBING PRJ), HWY 93 TO WINDWARD WAY $176,030 $176,030
WEDGEWOOD & SHERWOOD $277,626 $277,626
BLUESTONE DRIVE $267,766 $267,766
VACUUM TRUCK REPLACEMENT (213)$400,000 $400,000
VEHICLE REPL.- UP TO 1 TON (661) (split w/Storm)$32,500 $32,500
SUPPORT EQUIPMENT REPL.- TRAILER MOUNTED GENERATOR(260)$45,000 $45,000
SUPPORT EQUIPMENT NEW - TWO LEAF LOADER BUCKETS (Split w/Street)$13,000
SUPPORT EQUIPMENT NEW - MANHOLE REPAIR SYSTEM (split w/Street,Swr,Storm)$11,000 $11,000
TOTAL $8,535,000 $1,870,684 $1,225,699 $7,595,601 $802,781 $20,029,765
SOLID WASTE BUILDING IMPROVEMENTS-2,520 SQ FT BUILDING ADDITION ($135 sq ft)$340,200 $340,200
5510-460-430840(5)-xxx GARBAGE TRUCK REPLACEMENT - SIDE ARM LOADER (323,329)$325,000 $325,000 $650,000
GARBAGE TRUCK REPLACEMENT - SIDE ARM LOADER-REFURBISH (331,450)$85,000 $85,000 $170,000
GARBAGE TRUCK REPLACEMENT - REAR LOADER (316) $260,000 $260,000
TOTAL $260,000 $750,200 $85,000 $325,000 $0 $1,420,200
CITY OF KALISPELL
FIVE YEAR CAPITAL IMPROVEMENT PLAN
4
DEPARTMENT DESCRIPTION 2020 2021 2022 2023 2024
CENTRAL GARAGE VEHICLE REPLACEMENT-LIGHT VEHICLES-UP TO 1 TON(326)$35,000 $35,000
6010-410-431330-xxx SUPPORT EQUIPMENT REPLACEMENT - TIRE BALANCER $7,500 $7,500
SUPPORT EQUIPMENT REPLACEMENT - WELDER $12,500 $12,500
SUPPORT EQUIPMENT REPLACEMENT - AIR COMPRESSOR $7,500 $7,500
SUPPORT EQUIPMENT REPLACEMENT - WELDERS $5,500 $5,000 $10,500
SUPPORT EQUIPMENT REPLACEMENT - SCAN TOOLS $6,000 $8,000 $14,000
SUPPORT EQUIPMENT NEW - AUTOMATIC PARTS WASHER $10,500 $10,500
TOTAL $10,500 $46,500 $32,500 $0 $8,000 $97,500
IT SERVER - PRIMARY DOMAIN CONTROLLER $10,000 $10,000 $20,000
6030-403-410xxx-xxx SERVER - CLUSTER (3 for VMs)$40,000 $40,000
SERVER - DATABASE (SQL)$11,000 $11,000
SERVER - STORAGE (SAN)$51,000 $51,000
SERVER - WEB SERVER $10,000 $10,000
SERVER - SECURITY CAMERA REPOSITORY SERVER $12,000 $12,000
SERVER - DISK BASED BACKUP $40,000 $40,000
SERVER - DISK BASED BACKUP - REPLICATION TARGET $10,000 $10,000
NETWORK EQUIPMENT - SWITCH - CITY HALL (3)$10,000 $10,000 $20,000
NETWORK EQUIPMENT - SWITCH - 2 - CORE $17,000 $17,000
NETWORK EQUIPMENT - SWITCH - PUBLIC SAFETY (3) $5,000 $10,000 $10,000 $25,000
NETWORK EQUIPMENT - SWITCH - PARKS $8,000 $8,000
NETWORK EQUIPMENT - SWITCH - STATION 62 $8,000 $8,000
NETWORK EQUIPMENT - SWITCH - SECURITY CAMERAS $8,000 $8,000
NETWORK EQUIPMENT - FIREWALL APPLIANCE (2)$30,000 $30,000
NETWORK EQUIPMENT - ROUTER FOR STATION 62 $10,000 $10,000
GENERATOR- CITY HALL SERVER ROOM $35,000 $35,000
TELEPHONE SYSTEM $100,000 $100,000
NETWORK - CONNECT WIDE AREA NETWORK CITY BUILDINGS $65,000 $65,000
AV- CAMERA STATIONARY $30,000 $30,000
AV - VIDEO SWITCHER $20,000 $20,000
AV - SWITCHER $20,000 $20,000
TOTAL $194,000 $78,000 $107,000 $111,000 $100,000 $590,000
$26,102,085.00 $22,743,097.00 $20,181,777.00 $20,724,573.00 $21,359,860.00 $111,111,392