2020-2021 Preliminary BudgetCITY OF KALISPELL
MONTANA
PRELIMINARY
BUDGET DOCUMENT
FISCAL YEAR 2020-2021
CITY OF KALISPELL
PRELIMINARY BUDGET INDEX - FY2021
CITY MANAGER BUDGET MESSAGE: ........................................................................................... i - ix
EXHIBITS: ............................................................................................................................................ 1 – 20
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
2995 SAFER GRANT………………………………………………………………………………………..6
2399 PUBLIC SAFETY IMPACT FEE FUND ........................................................................................ 7 - 8
2915 HOMELAND SECURITY STONEGARDEN GRANT ........................................................................ 9
2916 DRUG ENFORCEMENT GRANT ...................................................................................................... 10
2919 LAW ENFORCEMENT BLOCK GRANT ................................................................................. 11 - 12
2394 BUILDING CODE ENFORCEMENT ......................................................................................... 13 – 15
PUBLIC WORKS:
2400 LIGHT MAINTENANCE ............................................................................................................ 16 – 19
2420 GAS TAX ..................................................................................................................................... 20 – 21
2421 BaRSAA……………………………………………………………………………………………….22
2500 SPECIAL STREET MAINTENANCE/ STREET DEPT. / SIGN & SIGNAL ............................ 23 - 29
2825 MACI GRANT .................................................................................................................................... 30
PARKS:
2210 PARK IN LIEU .................................................................................................................................... 31
2215 PARKS REVENUE AND FUND SUMMARY ................................................................................... 32
436 PARKS MAINTENANCE………………………………………………………………………..33 - 35
440 ATHLETIC COMPLEX....................................................................................................................... 36
431 RECREATION PROGRAMS .............................................................................................................. 37
448 YOUTH CAMPS.................................................................................................................................. 38
445 AQUATIC FACILITY ......................................................................................................................... 39
2600 URBAN FORESTRY DISTRICT/2601 DEVELOPER TREES .................................................. 40 - 42
COMMUNITY DEVELOPMENT:
2880 COMMUNITY DEVELOPMENT LOAN REVOLVING................................................................... 43
2881 COMMUNITY DEVELOPMENT LOAN REVOLVING #2.............................................................. 44
2886 COMMUNITY DEVELOPMENT MISCELLANEOUS ............................................................. 45 - 46
2887 RURAL DEVELOPMENT GRANT ................................................................................................... 47
2888 RURAL DEVELOPMENT GRANT #2............................................................................................... 48
2953 EPA BROWNFIELDS ASSESSMENT GRANT……………………………………………………..49
2955 EPA BROWNFIELDS REVOLVING LOAN FUND ........................................................................ 50
2991 TIGER GRANT………………………………………………………………………………………..51
2974 AIRPORT GRANT……………………………………………………………………………………52
TIFS & OTHER:
2185 TAX INCREMENT-AIRPORT .................................................................................................. .53 - 54
2188 TAX INCREMENT-WESTSIDE .................................................................................................. 55- 56 2310 OLD SCHOOL STATION TECHNOLOGY TIF ................................................................................ 57 2311 OLD SCHOOL STATION INDUSTRIAL TIF ................................................................................... 58 2312 GLACIER RAIL PARK TEDD………………………………………………………………………. 59 2372 HEALTH FUND-PERMISSIVE LEVY .............................................................................................. 60 DEBT SERVICE FUNDS: DEBT SERVICE SUMMARY ....................................................................................................................... 1 CAPITAL PROJECT FUNDS: 4170 IMPOUND/STORAGE FACILITY…………………………………………………………………….2 4290 SIDEWALK AND CURB CONSTRUCTION ...................................................................................... 3 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 IMPACT FEES……………………………………………………………….32 - 33 5510 SOLID WASTE............................................................................................................................ 34 – 37 INTERNAL SERVICE FUNDS: 6010 CENTRAL GARAGE ................................................................................................................... 1 - 3 6030 INFORMATION TECHNOLOGY ............................................................................................... 4 - 6 COMPONENT UNITS: 7855 TOURISM BUSINESS IMPROVEMENT DISTRICT ................................................................. 1 - 32 2701 BUSINESS IMPROVEMENT DISTRICT ................................................................................. .33 – 38
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
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City of Kalispell
OFFICE OF THE CITY MANAGER
201 First Avenue East
Kalispell, MT 59901
May 8, 2020
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 2021 proposed budget for all
municipal operations. This letter serves as the budget message for the proposal and outlines
the nature of the budget plan for the coming year and the planning efforts that have guided
respective decisions. It was not too many years ago that I was drafting a budget transmittal
letter referring to what appeared to be a structural shift in the economy and our entrance into
what was being described as “The New Normal.” What has been evident since that time is, we
have faced shifting circumstances on a regular basis. From the impacts of the housing market
in the 2008-10 time-frame, to the logarithmic growth in technology enhancements, we have
seen a decade worth of evolution that requires a municipality to be resilient and adaptive to the
environment in order to establish short-term tactics for the long-term strategy. This year’s
budget is marked by the circumstances of a world-wide pandemic that will likely have a social,
cultural, and economic impact. Stepping back from the immediacy of the pandemic, this budget
has been assembled to focus on the efforts within the community and the public services that
the City of Kalispell provides to hopefully provide a foundation for the private market to rebound
and society to return to a semblance of stability.
The Council has spent significant time and effort over the past several years with the adoption
of strategic plans that analyze growth trends and geographic infrastructure priorities in the City
of Kalispell. These plans are the foundation for many of our budgeted funds and create a
documented methodology for many of the cost components within our utility system. The annual
budget is the extension of this effort, placing those adopted policies in action and providing
future direction for the organization. Many of these projects will provide the necessary
infrastructure to facilitate recovery for sectors of the economy, including water, sewer,
stormwater and street projects. On the social and cultural side of the coin, we look forward to
the completion of the CORE Area trail during the term of the Fiscal Year 2021 budget. This has
been frequently referenced as a transformative project that has shifted the market in that
specific area with investment and planning. With its completion, it is anticipated to become
even more of an area of interest, growth, and community.
I am pleased to present the FY21 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. While we are certainly aware of the challenges the
current pandemic may present, we feel we have taken appropriate steps to be responsive to
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pressures we may face. Moreover, should those unknown variables not cause as significant of
an impact, we feel we have presented a direction within the budget to keep our services moving
forward with a strong foundation. This transmittal letter is 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.
RECENT STRATEGIC EFFORTS
As the FY21 budget is proposed, it is appropriate to return to recent efforts that specifically have
an impact on future budgets and long-term strategy for the municipality. While the listed items
are only a sample of the improvements and respective accomplishments, they do represent a
concerted effort across the organization for the improvement of services offered by the City of
Kalispell.
➢ The following is a list of activities relative to the TIGER grant and CORE Area
redevelopment:
• The Glacier Rail Park has been completed
• B3 Zoning has been implemented throughout the CORE area
• Portions of the CORE area have been designated as an Opportunity
Zone, allowing for financial advantages within the area for investors
• CHS is operational at their new facility in the Rail Park
• Northwest Drywall has been relocated and is operational at their new
facility in the Rail Park
• The trail design effort has been taking
place this past year with a community
assembled team
• Bonding for revenue from the West
Side Tax Increment District has been
completed
• Terms of an 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. Final contract language is
being completed to effectuate the agreement
• Final design is projected to be completed this year with the project being
bid for construction.
➢ The intersection improvement project at Airport and 18th has been designed, bid, and
awarded. Construction of the project is planned to be completed in the summer of 2020.
➢ The buildout of the top floor at city hall to provide additional office space has been
designed and is in preparations for bidding. This project was funded in the fiscal year
2020 budget and is planned to be constructed in the summer of 2020.
➢ Council has adopted updates to the following plans to aid in the guidance of municipal
growth and operations:
o Stormwater Facility Plan
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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)
These plans are guiding programs and efforts in their respective areas, including
capital planning, Urban Redevelopment Area management, and growth-related
decisions. The time and effort that went into these planning efforts has been very
beneficial to identify needs, goals, and strategies for the municipality.
➢ The City of Kalispell is currently partnering with Montana Department of Transportation
on an Area Transportation Plan update. This will model current and anticipated traffic
routes to allow the respective entities to plan future traffic improvements.
➢ The City of Kalispell also partnered with the Montana Department of Transportation on a
successful BUILD grant application for the Federal government’s infrastructure program.
This award will be administered by MDOT and will complete an additional section of the
bypass to a four-lane road, including the removal of the round-a-bout at the Foy’s Lake
intersection.
➢ During the current fiscal year, we re-organized our Geographical Information Systems
operations, including an additional specialist working with Public Works to increase
usability and efficiencies within our information services. GIS is now housed in the IT
department and is operating under a uniform program for the organization rather than
segmented according to individual departments.
➢ 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. This year’s
Montana League of Cities and Towns conference is slated to be held in Kalispell in early
October. We are in the planning stage with the League, though are aware that
circumstances related to the pandemic may necessitate cancellation or postponement.
PROPOSED FY21 BUDGET AT A GLANCE
Major highlights and conditions of the proposed FY21 budget include the following:
➢ 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. This year’s estimate accounts for a significant decrease in
debt obligations and estimating for valuations and delinquencies:
o This year we have adjustments in our General Obligation Bond levy debt service
that is being reduced from previous years. The levy for the Fire Station 62 and
Woodland Water Park was refunded in 2012. As part of that refunding, the debt
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service for these bonds is reduced for the last two years of the debt. Last fiscal
year we levied over $515,000 (11 mills) for this debt service. For Fiscal Year
2021, we will only have to levy $224,000 (approximately 4.5 mills). This is
estimated to decrease property taxes for residential properties by about $8.75
per $100,000 of property value.
o Based on the status of the current economy, we have not included the
inflationary component. This is an effort to further avoid impacts to property
taxes for the municipal portion of a taxpayer’s obligation.
o The projections have incorporated an estimate for delinquent taxes using
estimates from the previous economic downturn. As the budget is prepared on a
cash basis, we account for the amount of funds we anticipate receiving, not the
amount we levy in the general fund.
o When we get the final property tax valuations in August, we would recommend
additional resources, if available above the estimates, be applied to the CORE
Area trail project as the current estimates are for the minimum limits of the trail
construction.
➢ The Parks budget includes improvements in Lion’s Park. This includes roofing, lighting,
and bathroom upgrades.
➢ Funding has been included for the CORE Area Trail construction. This includes $3.8
million that is dedicated from the TIGER grant. We have additionally transferred
$200,000 from the former Community Development fund to enhance the trail
construction. This fund amount was maintained when the Community Development
department shifted into the general fund. At the time is was discussed that it would be
used for planning or redevelopment efforts. With the trail being ready to be constructed,
this appears to be an appropriate time to apply the funds.
➢ The recommended budget continues to contain 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. This will continue to be an area that is reviewed during
future efforts surrounding land identification and acquisition.
➢ A carry-over item in the Police Department budget is an 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.
➢ Information Services has two significant projects in this year’s budget.
o The first item is an increased cost in the provision of fiber amongst several city
locations. This will connect city hall to station 62, the city shops, and the
treatment plant similar to how city hall is connected to public safety and parks
and recreation offices. With the private fiber, sites will have access to the City
network to access servers, centrally managed user accounts, permissions, and
data including data backups without the current routers, firewalls and VPNs at
the remote offices. The private fiber will include internet access, providing the
City network redundant service to reduce outages.
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o A carry-over item from last year’s budget 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.
➢ This budget year, we are looking at adding four full-time positions, as identified below:
o Public Works: A full time engineer is being proposed to assist the Public Works
department across all utilities. In the last two years, we have used funds to
contract out plan reviews when we were faced with time constraints. We found
that there was often a duplication in this work to manage the contract for
compliance with our standards, thus lessening the allowable time savings
desired. Additionally, this would free up work for in-house design of various
infrastructure projects, which yields a significant savings to the municipality
versus contracting out this type of work;
o Information Services: A second IT specialist is being proposed in this year’s
budget to aid in the maintenance and implementation of our information network.
As we are reliant increasingly more on our network and the reliability of the
components necessary to keep it operational, the demands for the department
have risen. Staff requirements have forced some projects to be delayed in order
to manage immediate needs. Adding a second specialist will aid in the day to
day maintenance of the system and free up time for improving the network
capacities;
o Fire Department: This year we are proposing an additional Firefighter/Paramedic
using the SAFAR grant funding mechanism. This program provides 75% of the
funding for the first two years of the hire, and 35% of the funding for the third and
final year of the program, after which the cost is the responsibility of the
municipality if it desires to maintain the position. For four days of the week, we
are providing a scheduled coverage from 7am to 7pm, in order to add personnel
to those times when we have higher call volumes. This position, if funded with
the grant would provide coverage during the same hours of the day for the three
days that aren’t covered under this scheduling program, with an additional day of
overlap;
o Police Department: This year’s budget includes a court officer position, which we
are legally required to provide upon coordination with the Municipal Court.
➢ Commercial activity in the Building Department is anticipated to be at lower levels than
previous years. We anticipate an increase in residential activity as several subdivisions
have been created along the Westside Interceptor in addition to reports of continued
interest with in-migration. We will continue to monitor building activity, especially in
commercial space to identify trends in response to the pandemic.
➢ Funding is being proposed for a law enforcement storage/evidence search building:
o We currently spend about $7500 a year for a storage facility to assist in evidence
search and storage. Last year, we allocated funding for a draft design and cost
estimates. This year, we are recommending allocating $278,520 for the
construction of a 1600 square foot facility. This would be funded with impact
fees, including $100,000 from the fund balance and the remainder financed over
a 15 year period. This would remove the annual $7,500 fee we are paying for
rental space.
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➢ This year’s budget is recommending increases in water and sewer rates prior to
adoption. This recommendation follows from the updating of our facilities plans for our
utilities and will encompass water and sewer operational needs, impact fees, facility
plans, and potential upgrades in the metering and service delivery system. Projects
proposed include well development, tank installation, and rehabilitation projects.
➢ Equipment replacement is in accordance with our Capital Improvement Plan/previous
rate structure forecasts. Adjustments occur on an annual basis based on various needs,
such as the boom truck in the Forestry department which is replacing outdated
equipment that has developed structural failure and has been removed from service.
➢ We are again receiving a credit from MMIA for liability insurance. This credit is being
applied as a rebate in order to present an accurate insurance cost and allow us to plan
more appropriately for future expenses.
➢ Our property insurance costs from MMIA have risen significantly. This is due in small
part to several large claims from other entities in the pool. The larger impact is from an
overall market correction in the industry.
➢ Health insurance costs from MMIA are projected to increase about 8% from last year.
However, based on our experience in comparison to our pool, our increase is 1% less
than the base increase for the pool membership, resulting in an impact of 7%. This
amount is higher than initial projections as the impacts of COVID-19 have adjusted the
actuarial estimates higher than originally estimated.
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 FY21, 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
$12,661,824. This is down from last year’s budget
of $13,832,600. Last year’s number, however,
included significant transfers from the capital line
item and reserves for the expenditures on the
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CORE Area Redevelopment project. Expenditure categories are broken down in the figure to
the left.
SPENDING LEVELS BY DEPARTMENT
The following table provides a comparison of general fund departmental expenditures from
FY20 to FY21. 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 FY2020 Adopted
Budget
FY2021
Proposed Budget % change
City Manager $207,038 $218,330 5.45%
Human Resources $194,198 $191,552 -1.36%
Mayor/Council $173,138 $163,957 -5.30%
City Clerk $134,657 $143,630 6.66%
Finance $282,242 $291,684 3.35%
Attorney $603,256 $641,540 6.35%
Municipal Court $359,746 $376,944 4.78%
Public Works $51,251 $53,612 4.61%
City Hall $285,535 $283,854 -0.59%
Police $5,296,856 $5,659,635 6.85%
Fire $3,057,406 $3,208,132 4.93%
Planning Department $439,081 $310,327 -29.32%
Community Development $96,482 $102,684 6.43%
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
viii
further inspection. Additionally, we have placed graphic representations of fund health into the
budget document. This representation estimates the fund revenues, expenditures, and balance
for upcoming fiscal years.
Fund Revenues Expenditures Balance
Operating Balance as a
% of Revenue
SPECIAL REVENUE
FUNDS
Parks $1,832,036 $1,855,213 $784,000 42.79%
Forestry $617,650 $680,420 $690,418 111.78%
Ambulance $1,421,500 $1,476,441 $3,168 0.22%
Building Department $661,000 $965,066 $1,233,007 186.54%
Light Maintenance $419,700 $411,837 $531,011 126.52%
Street Maintenance $2,886,353 $3,305,391 $2,477,968 85.85%
ENTERPRISE FUNDS
Water $14,103,000 $15,184,608 $7,728,343 54.80%
Sewer $13,157,980 $15,691,177 $3,763,199 28.60%
Storm-sewer $5,641,572 $7,212,046 $1,398,237 24.78%
Solid Waste $1,073,300 $1,766,875 $816,386 76.06%
PERSONNEL COMPENSATION AND BENEFITS
Efforts have been made on an annual basis to provide fiscal equity across the organization as it
pertains to compensation. This process starts with a market-based survey for every position in
the organization that incorporates an average of five data points representing municipalities with
populations above Kalispell and 5 data points representing municipalities with populations
smaller than Kalispell to establish a classification range for our employees. Labor contracts are
then negotiated in alternating years with our three labor unions, using the first year’s analysis to
adjust for market discrepancies for that respective position. The following two years then are
established with consistency of the other two labor agreements in mind. To maintain the equity
in the process, the average of the annual increase across the three labor unions is applied to
the non-represented employees. Over time, this process should maintain standing in the
market, knowing that every three years there will be a market adjustment, either up or down, as
part of the classification process.
Health care increases for MMIA are projected to increase 7% for FY21 for the City of Kalispell.
This is 1% lower than the rest of our pool based upon our overall positive experience rating.
2.5% of that increase is directly related to the COVID-19 anticipated impact. 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.
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CONCLUSION
The proposed budget is presented as the upcoming fiscal plan for the City of Kalispell. This
year’s effort represents a concerted effort to be mindful of the potential impacts of the current
COVID-19 pandemic, yet not be frozen by the unknown impacts. Estimates have been made in
review of past economic downturns, yet have not been unreasonably amplified to the extent
where we are sacrificing the provision of service delivery or strategic initiatives. The reduction
in debt service requirements is allowing us to present a recommended budget that will likely
lower property taxes for our residents by an estimated 6.5 mills. Our past, concerted effort to
establish a reserve policy and our commitment to striving to reach the respective benchmarks
has placed us in the enviable position of being confident with the proposed budget, comfortable
that we will be able to adapt and respond to fluctuations in economic landscape. To accomplish
this, we have maintained the commitment to our facility plans, leveraged grant funding, and
limited growth in ongoing cost commitments. Once again, this was a challenging budget year as
there are some unknown conditions in the economic landscape, yet the past framework of
developing the facility plans, CORE Area plan, fiscal policies, and other strategic plans have
provided us a roadmap for budgetary decision making that set us on the path for the proposed
spending plan. A great deal of appreciation goes out to the work of the City Council and the
staff of the City for the previous work in establishing these strategic efforts as it provides for the
mechanism and filter of guiding budgetary decisions. With this acknowledgement, I present the
proposed FY21 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 Blank (2020 Certified Taxable Valuation Information) not yet available
9 Blank (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
EXHIBITS
1
City of Kalispell
Budget Certification
THIS IS TO CERTIFY that the Preliminary Budget for Fiscal 2021, was prepared according to
law and approved by the Kalispell City Council on June 15th, 2020; and that all financial data
and other information set forth herein are complete and correct to the best of my knowledge and
belief.
Signed Date___________________ Mark Johnson
Mayor
Signed Date___________________ Doug Russell City Manager
2
CITY OF KALISPELL
2021 PRELIMINARY BUDGET
ELECTED OFFICIALS
Manager/Council form of Government
Mayor Mark Johnson 12/2021
Council members:
Kari Gabriel Ward I 12/2023 Kyle Waterman Ward III 12/2021 Sandy Carlson Ward I 12/2021 Ryan Hunter Ward III 12/2023 Sam Nunnally Ward II 12/2023
Sid Daoud Ward IV 12/2023 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 Jarod Nygren Human Resource Director Denise Michel Information Technology Director Erika Billiet
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 2020 200.8 353.66 107.4
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 47,125,814$ 72,499,078 26,877,172
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 356 388 270Miles of Streets & Alleys 160.95 248 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 138 230 73.74
Miles of sewer main 154 178 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 FY2020
General Fund/Parks Department 161
G.O. Bond - Pool/Fire Station 11
Permissive Health Levy 21.3
TOTAL 193.3
* Helena - rate is per unit (748 gallons/unit)
CITY OF KALISPELL, MONTANA
Miscellaneous Statistics
(unaudited)
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THIS PAGE LEFT BLANK
FOR CERTIFIED VALUE INFORMATION FROM DEPARTMENT OF REVENUE
9
THIS PAGE LEFT BLANK
FOR MILL LEVY CALCULATION – DEPT OF REVENUE
estimated
FY2017 FY2018 FY2019 FY2020 FY2021
GENERAL FUND 148.20 145.20 146.84 139.00 TBD
PARKS -designated mills 26.00 24.42 24.42 22.00 TBD
174.20 169.62 171.26 161.00 TBD
**Permissive levies:
G. O. BOND, series 2012 refunding bonds 12.50 12.50 11.50 11.00 TBD
TOTAL CITY LEVY 186.70 182.12 182.76 172.00 TBD
Health Ins. levy -premium increases 23.40 21.80 20.90 19.30 TBD
Parks health 2.60 2.20 2.10 2.00 TBD
TOTAL CITY LEVY w/PERMISSIVE 212.70 206.12 205.76 193.30 TBD
**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 6.57 5.70 4.90 5.99 TBD
(Administered by the County)
Business Improvement District Levy
(plus assessment at .015/sq.ft., plus $100/parcel)37.5 37.5 37.5 22.5 TBD
Mill Levy - 5 year Comparison
10
COSTS TO ALLOCATE: FY19 Actual
401-410210 Manager 202,686$
401-410830 Personnel 185,019$
402-410100 Mayor/council 150,988$
402-410150+elect/rec adm City Clerk 129,663$
403-410550+CAFR/audit Finance 314,821$
404-411110-prosecutors Attorney(less prosecutors)216,072$
412-411230 City Hall 254,705$
400 (only prop ins)General Gov't./Insurance 78,667$
Total 1,532,621$
METHOD OF ALLOCATION:
Actual Costs for each fund are taken from the previous year's financial statements.
FY18 FY19 Percent of
Comparison Expenditures Total
19,373,143$ General Government 22,195,436$ 0.60528188
308,195$ Airport TIF 2185 & 3185 (minus transfer & Redev)0.00000000
106,077$ Westside TIF 2188 & 3188 101,804$ 0.00277625
478,951$ Forestry 573,641$ 0.01564351
84,035$ BID (2700+2701)92,340$ 0.00251816
-$ Airport - less depr -$ 0.00000000
2,769,492$ Water Fund - less billing 2,504,354$ 0.06829513 (14,474,150)$ supported funds
255,450$ Water Billing 272,513$ 0.00743158 36,669,586$ total per budget print out
1,108,403$ Sewer Operations 1,227,185$ 0.03346602 22,195,436$
229,589$ Sewer Billing 248,627$ 0.00678020
2,783,918$ Wastewater Fund 2,869,080$ 0.07824141
1,023,967$ Storm sewer 1,099,641$ 0.02998782
1,013,000$ Solid Waste Fund 994,660$ 0.02712493
827,496$ Building Inspection 835,720$ 0.02279055
2,630,687$ Street Maintenance 2,232,714$ 0.06088735
350,695$ Light Maintenance 282,349$ 0.00769981
1,072,584$ Ambulance 1,139,522$ 0.03107540
34,415,682$ Total 36,669,586$ 1.000000
ALLOCATION:
Total FY21 FYI
Allocation Last Years
General Fund 0.605282 927,667$ 853,898$ diff Monthly
Airport TIF - -$ 13,584$ (13,584)$ -$
Westside TIF/Rail Park TEDD (50/50)0.002776 4,255$ 4,675$ (420)$ 354.58$
Forestry 0.015644 23,976$ 21,110$ 2,866$ 1,997.96$
BID 0.002518 3,859$ 3,704$ 155$ 321.62$
Airport - -$ -$ -$ -$
Water Operations 0.068295 104,671$ 122,069$ (17,398)$ 8,722.54$
Water Billing 0.007432 11,390$ 11,259$ 131$ 949.15$
Sewer Operations 0.033466 51,291$ 48,854$ 2,437$ 4,274.23$
Sewer billing 0.006780 10,391$ 10,119$ 272$ 865.96$
Wastewater Operations 0.078241 119,914$ 122,705$ (2,791)$ 9,992.87$
Storm sewer 0.029988 45,960$ 45,133$ 827$ 3,830.00$
Solid Waste 0.027125 41,572$ 44,649$ (3,077)$ 3,464.35$
Building Inspection - less mayor/council ($3441)0.022791 31,488$ 33,156$ (1,668)$ 2,624.02$
Street Maintenance 0.060887 93,317$ 115,951$ (22,634)$ 7,776.43$
Light Maintenance 0.007700 11,801$ 15,457$ (3,656)$ 983.41$
Ambulance 2230 0.031075 47,627$ 47,276$ 351$ 3,968.90$
Total 1.000000 1,529,180$ 1,513,599$ (58,189)$ 50,126.01$
601,512$
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 3441
ADMINISTRATIVE TRANSFER FORMULA
ALLOCATION FY2021 BUDGET
11
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RATE FUND 6/30/2020 PRINCIPAL INTEREST & FEES TOTAL
GENERAL FUND
2.50%2018 BOI - Fire Truck $467,784 $391,027 $44,387 $9,776 $54,163
2.5%V 2020 Inpound/Storage Facility $178,520 $178,520 $5,000 $2,000 $7,000
TOTAL GENERAL FUND $569,547 $49,387 $11,776 $61,163
SPECIAL REVENUE:
2.5%V 2020 BOI - Ambulance $190,000 $190,000 $19,000 $2,375 $21,375
2.5%V 2015 BOI - Chip Truck $34,498 (Forestry) 5 yr $7,025 $7,025 $176 $7,201
2.5%V 2017 BOI - Chip Truck, $40,000 (Forestry) 5 yr $20,496 $10,121 $512 $10,633
2.5%V 2018 BOI - Kubota $35,191(Parks) 5 yr $21,634 $7,034 $541 $7,575
2.5%V 2018 BOI - Spray Gator, $26,336.20 (Parks) 5 yr $17,924 $5,804 $448 $6,252
2.5%V 2017 BOI - Restroom Remodel $39,214.43 (Parks) 5 yr $17,943 $8,875 $449 $9,324
2.5%V 2017 BOI - Mower $59,707 (Parks) 5 yr $24,583 $12,240 $615 $12,855
2.5%V 2017 BOI Chevy 1 Ton, $22,199 (Parks) 5 yr $9,085 $4,508 $227 $4,735
2.5%V 2017 BOI - Flatbed $8,867.06 (Parks) 5 yr $3,651 $1,818 $91 $1,909
2.5%V 2019 BOI - Woodland Park Remodel $97,772 (Parks) 5 yr $88,655 $18,581 $2,216 $20,797
2.50%2017 SRF - 4th Ave E - $615,098 (Spec. St. Maint.) 20 yr $542,542 $25,649 $13,405 $39,054
1.00%2005 USDA- IRP Loan 61-01 Revolving Fund $520,000 30 yr $305,990 $19,014 $3,060 $22,074
1.00%2006 USDA- IRP Loan 61-03 Revolving Fund $228,497 30 yr $155,706 $8,468 $1,557 $10,025
SPECIAL REVENUE TOTALS $1,215,234 $129,137 $23,297 $152,434
DEBT SERVICE FUNDS:
2.5%V 2016 CITY HALL REFINANCE BOI - $412,571 (5 yr)$42,036 $42,036 $524 $42,560
1.59%2012 G. O. BOND-refunding POOL & FIRE HALL $4,145,000 10 yr $455,000 $225,000 $9,450 $234,450
3-4%V 2018 WESTSIDE TIF BOND $4,960,000 19 yr $4,600,000 $195,000 $169,625 $364,625
DEBT SERVICE FUNDS TOTALS $5,097,036 $462,036 $179,599 $641,635
SIDEWALK & CURB WARRANTS (8 yr)
3.25%2012 S&C $ 3,982 $498 $498 $16 $514
3.25%2013 S&C $17,472 $4,368 $2,184 $142 $2,326
3.25%2014 S&C $ 7,846 $2,942 $981 $96 $1,077
3.50%2015 S&C $ 9,272 $4,636 $1,159 $162 $1,321
3.75%2016 S&C $ 9,792 $6,120 $1,224 $230 $1,454
4.50%2017 S&C $ 4,288 $3,216 $536 $145 $681
5.50%2018 S&C $ 7,145 $6,252 $893 $344 $1,237
4.75%2019 S&C $ 15,824 $15,824 $1,978 $1,127 $3,105
S & C TOTALS $43,856 $9,453 $2,262 $11,715
SID'S:
5.27%2006 SID 344 - Old School Station $4,520,000 20 yr $1,370,000 $225,000 $69,533 $294,533
3.00%2013 SID 345 - The "Willows" $242,000 15 yr $148,000 $16,000 $4,320 $20,320
SID TOTALS $1,518,000 $241,000 $73,853 $314,853
ENTERPRISE FUNDS:
Water
2.50%2017 SRF - 4th Ave E - $1,974,989 20 yr $1,742,029 $82,352 $43,040 $125,392
2.00%2012 Refi SFR loan (Main & Idaho Water Main) $404,000 9 yr $26,000 $26,000 $260 $26,260
4.40%2004 Refunding Bond (Hwy 93 So. Project) $1,840,000 20yr $330,000 $75,000 $16,005 $91,005
2.25%2012 Refin SRF - B Bonds (New Reservoir) $1,340,000 15 yr $681,000 $91,000 $14,816 $105,831
2.50%2020 Bond Four Mile Transmission Main - $ 2,674,000 20 yr $2,622,000 $106,000 $64,888 $170,888
TOTAL WATER $5,401,029 $380,352 $139,009 $519,376
Sanitary Sewer & Waste Water Treatment Plant
2.25%2012 Sanitary SRF loan $1,009,000 (Hwy 93 So.) 12 yr $366,000 $89,000 $7,741 $96,741
2.25%2012 WWTP SRF LOAN $12,827,000 15 yr $6,523,000 $871,000 $141,897 $1,012,897
3.00%2014 WWTP SRF LOAN $1,102,748 (Digester Lid) 20 yr $781,000 $50,000 $23,055 $73,055
2.50%2018 SRF LOAN $14,000,000 (WESTSIDE INTERCEPTOR) 30 yr $13,356,000 $334,000 $331,825 $665,825
TOTAL SEWER/WWTP $21,026,000 $1,344,000 $504,518 $1,848,518
Storm Sewer
2.50%2017 SRF - 4th Ave E - $71,913.71 20 yr $63,429 $2,999 $1,568 $4,567
2.25%2020 Bond - Regional Facilities & Piping Design $5,500,000 20 yr $5,500,000 $175,721 $171,356 $347,077
TOTAL STORM SEWER $5,563,429 $178,720 $172,924 $351,644
TOTAL ALL DEBT--ALL FUNDS $40,434,131 $2,794,085 $1,107,238 $3,901,338
Note: all loans are fixed rate with the exception of the 12 BOI loans.
BOI - Board of Investments FY21 Rate: 2.5%USDA-IRP -Dept of Agriculture Intermediary Relending Program
SRF- State Revolving Fund (DNRC money)G. O. Bonds -General Obligation voted bonded debt
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CITY OF KALISPELL, MONTANA
ORGANIZATIONAL CHART
CITIZENS OF KALISPELL
CITY COUNCIL
MAYORMark Johnson
WARD I WARD II WARD III WARD IV KariGabriel Sam Nunnally Kyle Waterman Tim KluesnerSandy Carlson Chad Graham Ryan Hunter Sid Daoud
CITY CLERKAimeeBrunckhorst
MUNICIPAL JUDGELori Adams
CITY MANAGERDoug Russell
PUBLIC SAFETY
POLICE Doug Overman
LEGALCharlieHarball
FINANCERick Wills
PLANNING, BUILDING & COMMUNITY DEVELOPMENTJarod Nygren
PARKS &
RECREATION Chad Fincher
PUBLIC SAFETYFIRE Dave Dedman
INFORMATION
TECHNOLOGYErikaBilliet
PUBLIC WORKSSusieTurner
HUMAN RESOURCESDenise Michel
17
CITY OF KALISPELL Resources Anticipated Proposed Estimated
Available Revenue Expenditures Ending Balance/
Beginning Year Carry over
Fund Description
1000 General Fund 2,602,990$ 12,557,595$ (12,661,824)$ 2,498,761$
General Fund- On-behalf payments 1,550,000$ (1,550,000)$ -$
Special Revenue Funds:
2185 TAX INCREMENT-AIRPORT -$ 35,970$ (35,970)$ -$
2188 TAX INCREMENT-WESTSIDE 394,464$ 238,085$ (632,549)$ -$
2210 PARKS IN LIEU OF 19,463$ -$ (19,450)$ 13$
2215 PARKS & RECREATION FUND 845,544$ 1,832,036$ (1,855,213)$ 822,367$
2230 AMBULANCE 58,109$ 1,421,500$ (1,476,441)$ 3,168$
2310 OLD SCHOOL TECHNOLOGY TIF 43,590$ 57,156$ (78,500)$ 22,246$
2311 OLD SCHOOL INDUSTRIAL TIF 2,702$ 2,010$ (2,000)$ 2,712$
2312 GLACIER RAIL PARK TEDD 561$ 67,301$ (34,577)$ 33,285$
2372 HEALTH-PERMISSIVE LEVY 114,752$ 1,013,359$ (1,068,000)$ 60,111$
2394 BUILDING CODE ENFORCEMENT 1,527,073$ 661,000$ (965,066)$ 1,223,007$
2399 IMPACT FEE FUND 1,286,045$ 173,000$ (867,000)$ 592,045$
2400 LIGHT MAINTENANCE 577,599$ 419,700$ (411,837)$ 585,462$
2420 GAS TAX 918,220$ 437,200$ (858,925)$ 496,495$
2421 BaRSAA 368,259$ 315,000$ (600,000)$ 83,259$
2500 SPECIAL STREET/TSS *3,027,044$ 2,886,353$ (3,305,391)$ 2,608,006$
2600 URBAN FORESTRY DISTRICT 753,188$ 617,650$ (680,420)$ 690,418$
2601 DEVELOPER'S TREES 124,213$ -$ (124,213)$ -$
2825 MACI GRANT 21,006$ 225,228$ (242,814)$ 3,420$
2880 CD LOAN REVOLVING 268,056$ 22,623$ (227,000)$ 63,679$
2881 CD LOAN REVOLVING #2 290,963$ 33,641$ (275,405)$ 49,199$
2886 COMMUNITY DEVELOPMENT 373,290$ 65,100$ (376,231)$ 62,159$
2887 RURAL DEVELOPMENT 176,043$ 47,981$ (172,074)$ 51,950$
2888 RURAL DEVELOPMENT #2 330,536$ 900$ (310,025)$ 21,411$
2915 STONEGARDEN GRANT -$ 40,000$ (40,000)$ -$
2916 DRUG ENFORCEMENT GRANT 4,092$ 103,000$ (104,763)$ 2,329$
2919 LAW ENF. BLOCK GRANT -$ 79,279$ (79,279)$ -$
2953 BROWNFIELDS ASSESSMENT GRANT -$ 188,778$ (188,778)$ -$
2955 BROWNFIELDS LOAN REVOLVING 100,500$ 485,995$ (586,495)$ -$
2991 TIGER GRANT -$ 3,803,909$ (3,803,909)$ -$
2956 FIRE GRANTS 24,933$ 357,501$ (357,501)$ 24,933$
2957 HAZMAT GRANT 45,265$ 2,420$ (18,000)$ 29,685$
2974 AIRPORT GRANT -$ 236,000$ (236,000)$ -$
2995 SAFAR GRANT -$ 96,400$ (95,200)$ 1,200$
Total Special Revenue Funds 11,695,510$ 15,633,675$ (20,129,026)$ 7,200,159$
2021 FUND POSITION
18
Resources Anticipated BUDGETED Estimated
Available Revenue Expenditures Ending Balance/
Beginning Year Carry over
Debt Service Funds:
SID Revolving Fund 75,610$ 2,000$ -$ 77,610$
G.O. BOND, series 2012 - Refunded Pool & Firehall 28,009$ 226,200$ (234,450)$ 19,759$
NEW CITY HALL Debt Service 15,877$ 26,684$ (42,561)$ -$
SIDEWALK & CURB WARRANTS 872$ 12,001$ (11,813)$ 1,060$
SIDs 166,671$ 365,600$ (422,553)$ 109,718$
AIRPORT TIF DEBT SERVICE/Transfer to TIF 35,970$ -$ (35,970)$ -$
WESTSIDE TIF DEBT SERVICE 807,924$ 664,148$ (364,625)$ 1,107,447$
Total Debt Service funds 1,130,933$ 1,296,633$ (1,111,972)$ 1,315,594$
Capital Project Funds:
4170 IMPOUND/STORAGE FACILITY -$ 178,520$ (178,520)$ -$
4290 WALK & CURB -$ 25,000$ (25,000)$ -$
Total Capital Projects -$ 203,520$ (203,520)$ -$
Enterprise Funds:
5210 WATER *9,859,996$ 13,232,443$ (15,184,608)$ 8,857,831$
5211 WATER SYSTEM IMPACT FEES 986,745$ 362,000$ (1,284,500)$ 64,245$
5310 SEWER/WWTP *6,405,684$ 12,324,943$ (15,677,442)$ 4,803,185$
5311 SEWER SYSTEM IMPACT FEES 4,111,993$ 700,400$ (2,273,121)$ 2,539,272$
5349 STORM SEWER *3,103,033$ 5,641,572$ (7,205,593)$ 1,899,012$
5348 STORM SEWER SYSTEM IMPACT FEE 1,996,952$ 135,000$ (1,814,713)$ 317,239$
5510 SOLID WASTE *1,582,036$ 1,073,300$ (1,758,208)$ 1,047,128$
Total Enterprise Funds 28,046,439$ 33,469,658$ (45,198,185)$ 19,527,912$
Internal Service Funds:
6030 INFORMATION TECH. FUND *91,854$ 1,078,292$ (1,113,793)$ 66,353$
6010 CENTRAL GARAGE *75,006$ 581,200$ (585,356)$ 70,850$
Total Internal Service Funds 166,860$ 1,659,492$ (1,699,149)$ 137,203$
TOTAL CITY BUDGET 43,642,732$ 66,370,573$ (82,553,676)$ 30,679,629$
* cash adjusted +$3,220,000 for non-cash line items (depreciation/prepaids)
Component Units
2701 BUSINESS IMPROVEMENT DISTRICT 84,261$ 129,348$ (173,806)$ 39,803$
7855 TOURISM BID (pass thru fund)130,000$ 430,000$ (560,000)$ -$
Total with Component units (83,287,482)$
PAGE 2 - Fund Position
2021
19
FY 2021 Personal Services Operations Capital Debt Transfers Other Total
FUND: & Benefits Service Financing Uses1000 General Fund 9,764,655$ 2,274,416$ 77,000$ 54,162$ 491,591$ 12,661,824$
General Fund- On-behalf payments 1,550,000$ 1,550,000$
Special Revenue Funds:
2185 TAX INCREMENT-AIRPORT -$ -$ 35,970$ 35,970$
2188 TAX INCREMENT-WESTSIDE 62,847$ 3,819$ 565,883$ 632,549$
2210 PARKS IN LIEU OF .19,450$ 19,450$
2215 PARKS & RECREATION FUND 1,265,902$ 524,030$ -$ 65,281$ 1,855,213$
2230 AMBULANCE 1,012,457$ 252,609$ 190,000$ 21,375$ 1,476,441$
2310 OLD SCHOOL TECHNOLOGY TIF 18,500$ 60,000$ 78,500$
2311 OLD SCHOOL INDUSTRIAL TIF 2,000$ 2,000$
2312 GLACIER RAIL PARK TEDD 30,901$ 3,676$ 34,577$
2372 HEALTH-PERMISSIVE LEVY 1,068,000$ 1,068,000$
2399 IMPACT FEE FUND 10,000$ 857,000$ -$ 867,000$
2394 BUILDING CODE ENFORCEMENT 694,861$ 270,205$ -$ 965,066$
2400 LIGHT MAINTENANCE 116,693$ 295,144$ -$ -$ 411,837$
2420 GAS TAX 660,042$ 198,883$ 858,925$
2421 BaRSAA 600,000$ 600,000$
2500 SPECIAL STREET/TSS 1,268,405$ 1,636,932$ 331,000$ 39,054$ 30,000$ 3,305,391$
2600 URBAN FORESTRY DISTRICT 295,597$ 227,094$ 140,000$ 17,729$ 680,420$
2601 DEVELOPER'S TREES 124,213$ 124,213$
2825 MACI GRANT 242,814$ 242,814$
2880 CD LOAN REVOLVING 2,000$ 225,000$ 227,000$
2881 CD LOAN REVOLVING 405$ 275,000$ 275,405$
2886 COMMUNITY DEVELOPMENT -$ 18,879$ -$ 352,352$ 5,000$ 376,231$
2887 RURAL DEVELOPMENT REVOLVING 22,074$ 150,000$ 172,074$
2888 RURAL DEVELOPMENT REVOLVING #2 10,025$ 300,000$ 310,025$
2915 STONEGARDEN GRANT 10,000$ 30,000$ 40,000$
2916 DRUG ENFORCEMENT GRANT 104,763$ -$ 104,763$
2919 LAW ENF. BLOCK GRANT 59,000$ 20,279$ 79,279$
2953 EPA BROWNFIELDS ASSESSMENT 188,778$ 188,778$
2955 EPA BROWNFIELDS LOAN REVOLVING 485,995$ 100,500$ 586,495$
2991 TIGER GRANT 3,803,909$ 3,803,909$
2956 FIRE GRANTS 10,000$ 347,501$ 357,501$
2957 HAZMAT GRANT 5,000$ 13,000$ 18,000$
2974 AIRPORT GRANT 236,000$ 236,000$
2995 SAFAR GRANT 95,200$ -$ 95,200$
Debt Service Funds:
SID Revolving Fund -$ 43,888$ 43,888$
G.O. BOND, series 2012 - Refinancing 234,450$ 234,450$
NEW CITY HALL Debt Service 42,561$ 42,561$
SIDEWALK & CURBS 11,813$ 11,813$
SIDs 378,665$ 378,665$
WESTSIDE TIF DEBT SERVICE 364,625$ 364,625$
AIRPORT TIF DEBT SERVICE -$ 35,970$ 35,970$
Capital Project Funds:
4170 IMPOUND/STORAGE FACILITY 178,520$ 178,520$
4290 WALK & CURB 25,000$ 25,000$ Enterprise Funds:Depreciation
5210 WATER *1,216,874$ 1,458,734$ 11,049,000$ 510,000$ 950,000$ 15,184,608$
5211 WATER SYSTEM IMPACT FEES *1,067,000$ 200,000$ 17,500$ 1,284,500$
5310 SEWER/WWTP *1,336,298$ 2,320,949$ 8,482,802$ 1,787,393$ 1,750,000$ 15,677,442$
5311 SEWER SYSTEM IMPACT FEES *1,339,721$ 900,000$ 33,400$ 2,273,121$
5349 STORM SEWER *647,020$ 404,073$ 5,554,500$ 240,000$ -$ 360,000$ 7,205,593$
5348 STORM SEWER SYSTEM IMPACT FEE *1,658,713$ 150,000$ 6,000$ 1,814,713$
5510 SOLID WASTE *591,293$ 381,915$ 595,000$ -$ 40,000$ 150,000$ 1,758,208$ Internal Service Funds:
6010 CENTRAL GARAGE 227,423$ 322,933$ 35,000$ 585,356$
6030 INFORMATION TECH. FUND *485,346$ 563,446$ 55,000$ 10,000$ 1,113,793$
TOTAL CITY BUDGET 20,840,536$ 13,122,066$ 33,245,787$ 5,049,207$ 2,180,701$ 8,115,379$ 82,553,676$
ALL FUND RECAP BY FUNCTION
20
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 1,015,943$
2 1000 401 City Manager 218,330$
3 1000 401 Human Resources 191,552$
4 1000 402 Mayor & City Council 163,957$
5 1000 402 City Clerk 143,630$
6 1000 403 Finance Department 291,684$
7 1000 404 City Attorney 641,540$
8 1000 406 Municipal Court 376,944$
9 1000 410 Public Works Administration 53,612$
10 1000 412 City Facilities Maintenance 283,854$
11-14 1000 413 Police 5,659,635$
15 1000 416 Fire 3,208,132$
16 1000 420 Planning Department 310,327$
17 1000 480 Community Development 102,684$
Total General Fund 12,661,824$
18 1001 On-behalf Retirement Payments 1,550,000$
GENERAL FUND
GENERAL FUND REVENUE AND SUMMARY
FUND: 1000
MILL VALUE 41,794$ 47,126$ 47,126$ tbd
ACTUAL BUDGET ESTIMATED BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
GENERAL FUND MILL LEVY 146.84 139.00 139.00 tbd
PROPERTY TAXES:
311100 Real Property Taxes 6,126,223 6,380,000 6,300,000 6,463,000
311105 PILOT payment 16,459 16,500 18,156 18,156
311200 Personal Property 155,569 150,000 182,000 200,000
312000 Penalty & Interest 9,466 9,000 9,500 9,000
SUBTOTAL 6,307,717$ 6,555,500$ 6,509,656$ 6,690,156$
LICENSES & PERMITS:
322101 Alcohol Beverage 32,725 33,000 33,000 33,000
322300 General and occupational 1,453 1,500 1,650 1,500
323012 Planning fees & Sign permits 76,685 80,000 75,000 60,000
323109 Zoning & Site Plan Review Fees 21,040 16,000 12,000 15,000
323200 Parade Permits 150 1,000 300 1,000
SUBTOTAL 132,053$ 131,500$ 121,950$ 110,500$
INTERGOVERNMENTAL REVENUE:
331112 KPD - Safe Street Task Force 0 0 0 8,000
335030 MV Tax Ad Valorem 1,626 400 1,381 1,200
335076 Gaming Machine Permits 60,675 63,000 60,000 60,000
335110 Live Card Game, keno & bingo 1,400 1,400 1,250 1,400
335230 HB124 ENTITLEMENT 2,878,523 2,983,738 2,983,738 3,023,892
SUBTOTAL 2,942,224$ 3,048,538$ 3,046,369$ 3,094,492$
CHARGES FOR SERVICES:
341020 Administrative charges 626,185 671,704 669,000 601,512
341021 Grant Admin. (Planning, finance)14,930 20,000 28,000 25,000
341025 City Collections/other charges 7,346 5,000 5,319 5,000
342010 KPD -Public safety fees 30,226 27,000 29,000 29,000
342014 KPD -School Resource Officers 209,187 218,967 218,961 224,435
342016 KPD -Regional Training /testing Reimb. 2,425 14,500 1,500 14,500
343018 Parking Permits, meters, boot removal 93,631 95,000 85,000 95,000
343062 Airport fuel tax 4,127 4,000 3,500 4,000
343063 Airport ground lease 14,423 14,500 14,855 14,500
SUBTOTAL 1,002,480$ 1,070,671$ 1,055,135$ 1,012,947$
con't.i
GENERAL FUND proposed
Revenue - Page 2 ACTUAL BUDGET EST ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
FINES AND FORFEITURES:
351035 Parking fines 55,670 58,000 45,000 55,000
351017 Technology fees 31,180 24,000 24,000 30,000
351000 City Court Fines & fees, admin 426,039 450,000 425,000 450,000
SUBTOTAL 512,889$ 532,000$ 494,000$ 535,000$
MISC. REVENUE:
362015 Insurance Reimbursements (FY20 MPORS)0 54,600 57,268 20,000
362020 GASB45 reimb(even yrs)Liab. Retro(fy21)0 3,000 3,000 78,500
364030 Auction & misc. collections/donations 31,148 10,000 500 10,000
381050 Close out transfer 30,990 0 0 0
381060 Operating transfer 2372-health insurance 889,000 925,000 925,000 970,000
SUBTOTAL 951,138$ 992,600$ 985,768$ 1,078,500$
INVESTMENT REVENUE:
371010 Interest Earnings 58,953$ 45,000$ 60,000$ 36,000$
TOTAL GENERAL REVENUE 11,907,454$ 12,375,809$ 12,272,878$ 12,557,595$
Relocation loan Cash -$ -$ -$ -$
TOTAL AVAILABLE FOR BUDGET 14,905,699$ 16,055,921$ 15,952,990$ 15,160,585$
EXPENDITURES 11,225,587$ 13,832,601$ 13,350,000$ 12,661,824$
CASH CARRYOVER (year end operating)2,849,226$ 2,108,434$ 2,533,104$ 2,438,875$
Designated for Capital 711,906$ 11,906$ 11,906$ 11,906$
Assigned Court Technology fees 95,438$ 79,438$ 34,438$ 24,438$
Designated for Parking 23,542$ 23,542$ 23,542$ 23,542$
Total cash available 3,680,112$ 2,223,320$ 2,602,990$ 2,498,761$
Total General Cash Carryover % Unassigned/Undesignated 23.9%17.0%20.6%19.4%
ii
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 155,616$ 127,530$ 63,087$ 101,094$ 217,352$ 476,010$ 236,239$
114 Comptime Buyback & severance. Def. Comp.-
121 Overtime & Spec. Assign PD 250 500 3,500
153 Health Insurance 25,078 23,920 50,783 22,168 42,148 82,216 47,494
155 Retirement 16,536 10,202 2,587 8,138 17,434 38,314 18,961
TOTAL PERSONAL SERVICES - 197,230 161,652 116,457 131,650 277,434 596,540 306,194
210 Supplies/office/computers/Non-capital equip 218 3,500 1,000 900 6,500 300 800 2,500 4,500
220 Other supplies, safety equip, ammo
230 Supplies & fuel; chemicals, concession sup
240 Uniforms
312 Postage 16,000 400
320 Printing, advertising, newsletter, books 5,500 500 25,000 1,500
330 Audit, filing fees 21,280 20,000 2,000 600
340 Electricity, natural gas
345 Telephone, web, cell, radio, security cameras 1,200 480 1,000 1,000
350 Prof. Services/League/911 disp./Kidsport/Eagle 593,732 1,500 5,500 4,400 4,450 10,000 6,250
362 Maint. services, building, equip,radios,landscaping 6,600
360 Technology services (court)40,000
370 Dues & Training, meetings, League meeting 18,500 7,500 33,500 6,200 8,500 6,500 10,000
380 Medical services
390 Other Purchased Services 7,500
500 Fixed Charges, Insurance, transfers 369,331
SUBTOTAL PURCHASED SERVICES/SUPPLIES 1,015,943 21,100 29,900 47,500 11,980 14,250 45,000 70,750
600 DEBT SERVICE
940 CAPITAL OUTLAY
DEPARTMENT TOTAL 2021 1,015,943$ 218,330$ 191,552$ 163,957$ 143,630$ 291,684$ 641,540$ 376,944$
2,618,275$ 207,038$ 196,293$ 174,938$ 134,657$ 284,336$ 603,256$ 359,746$ 2020 BUDGET (info only)
iii
# 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 2021
2020 BUDGET (info only)
GENERAL FUND APPROPRIATION SUMMARY
0.25 1.45 50.75 21.9 3.15 1 95.20
Public Planning Community
Works Facilities Police Fire Department Development TOTAL
19,689$ 68,986$ 3,525,589$ 1,868,411 224,538$ 71,468$ 7,155,609$
- 51,500 72,361 - 123,861$
146,000 40,000 190,250$
3,806 14,718 744,493 335,127 49,800 16,750 1,458,501$
1,550 5,307 450,297 243,311 18,081 5,716 836,434$
25,045 89,011 4,917,879 2,559,210 292,419 93,934 9,764,655$
14,500 67,060 24,500 1,000 1,500 128,560$
13,593 83,060 20,000 116,653$
3,000 88,000 17,325 400 108,725$
1,500 15,750 17,250$
300 16,700$
5,500 1,450 39,450$
2,200 500 46,580$
77,000 77,000$
350 400 21,000 6,000 1,000 450 32,880$
2,000 41,500 46,400 17,460 5,500 250 738,942$
57,150 91,540 18,000 173,290$
40,000$
4,500 69,500 10,000 7,500 5,750 187,950$
3,000 29,000 32,000$
7,500 15,000$
4,217 3,700 182,196 435,275 308 995,027$
28,567 194,843 664,756 594,760 17,908 8,750 2,766,007
54,162 54,162$
- 77,000 - 77,000$
53,612$ 283,854$ 5,659,635$ 3,208,132$ 310,327$ 102,684$ 12,661,824$
51,251$ 286,128$ 5,423,649$ 2,959,406$ 437,145$ 96,482$ 13,832,600$
iv
Note: Fiscal year 2022 and 2023 estimated revenue growth of 2%. Between 1% and 2% is
considered healthy growth. Fiscal year 2022 and 2023 estimated expenditure growth of 3.5%.
Based on past experience, inflation, union contracts, and the City's capital improvement plan.
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 23% (FY20), 20% (estimated FY21), 19% (estimated FY22), and 17% (estimated FY23).
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.
-1000
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GENERAL FUND
(in 1000's)
BEG. CASH BAL.
EXPENDITURES
RECEIPTS
v
GENERAL GOVERNMENT
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
410530 Audit:
331 Annual Report Filing fees $2,935 $2,935 $2,935 $3,030
353 Contract services - Audit $12,900 $13,750 $13,750 $13,750
354 GASB 45 (75) cost for Other Post Empl Benefits $7,500 $1,100 $7,500 $1,500
410560 Central Purchasing:
210 Office Supplies $3,405 $1,813 $3,500 $3,500
312 Postage $17,251 $17,141 $18,000 $16,000
320 Printing & envelopes $3,910 $7,283 $4,000 $5,500
354 Contract Services - document shredding/1094 $75 $1,170 $1,000 $1,400
410600-354 Elections: $13,431 $0 $13,657 $0
410900 Records Admin.:
331 Publication & Filing Fees $3,626 $2,820 $3,500 $3,000
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 $511,816 $534,000 $557,482
420000-356 Smith Valley levy reimbursement $348 $354 $350 $350
430300-355 Airport reimbursement $0 $18,129 $18,500 $19,000
510310-354 ICMA Fees $500 $500 $500 $500
510330-513 Liability Insurance $110,313 $75,391 $140,807 $217,000
510330-517 Property Insurance $50,025 $50,760 $54,676 $62,331
510330-516 Uninsured Loss (insurance deductible)$43,879 $51,182 $50,000 $60,000
510300 Contingency $0 $0 $530,000 $30,000
470000-820 Transfer out (Forestry-FY18/19)(Westside TIF FY20)$210,467 $100,000 $1,200,000 $0
Total $992,207 $877,744 $2,618,275 $1,015,943
FUND: GENERAL 1000-400-41XXXX
EXPENDITURE DETAIL
1
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 that have culminated from labor contract negotiations, Core Area
Redevelopment, implementation of infrastructure facilitiy planning, and staffing changes at the Department
Head level this past year. Additional resources are being accounted for within the upcoming legislatrive
session and the National League of Cities.
CITY MANAGER
FUND: GENERAL 1000-401-410210
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 1 1 1 1
110 Salaries and payroll costs $140,216 $143,626 $149,741 $155,616
153 Health Insurance $17,473 $25,678 $23,220 $25,078
155 Retirement & deferred comp.$14,899 $15,322 $15,887 $16,536
Subtotal $172,588 $184,626 $188,848 $197,230
Materials & Services:
210 Supplies $420 $708 $1,000 $1,000
312 Newsletter , books $117 $220 $400 $400
345 Telephone $970 $2,205 $1,790 $1,200
373 Dues & Training $9,146 $9,679 $10,500 $12,000
379 Meetings $3,628 $4,850 $4,500 $6,500
Subtotal $14,281 $17,662 $18,190 $21,100
Total $186,869 $202,288 $207,038 $218,330
EXPENDITURE DETAIL
2
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.
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.
4.Identify legal trends and employer-employee regulatory changes to determine impact to the organization.
HUMAN RESOURCES
FUND: GENERAL 1000-401-410830
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE'S 1.5 1.5 1.5 1.5
110 Salaries and payroll costs $125,556 $131,861 $137,409 $127,530
153 Health Insurance $14,828 $18,982 $19,916 $23,920
155 Retirement $9,819 $10,229 $10,868 $10,202
Subtotal $150,203 $161,072 $168,193 $161,652
Materials & Services
210 Office Supplies $489 $437 $600 $900
338 Recruitment $11,121 $16,084 $20,000 $20,000
354 Contract Services $845 $820 $1,000 $1,500
373 Dues & Training $6,925 $6,312 $6,500 $7,500
Subtotal $19,380 $23,653 $28,100 $29,900
Total $169,583 $184,725 $196,293 $191,552
EXPENDITURE DETAIL
3
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 2021 budget reflects efforts to upgrade seating in
the Council chamber.
MAYOR / COUNCIL
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE'S 9 9 9 9
110 Salaries and payroll costs $62,296 $62,635 $63,087 $63,087
153 Health Insurance $53,230 $49,176 $55,457 $50,783
155 Retirement PERS $2,501 $2,546 $2,558 $2,587
Subtotal $118,027 $114,357 $121,102 $116,457
Materials & Services:
210 Ofiice Supplies $157 $0 $500 $6,500
335 MT. League of Cities Conference $2,111 $1,156 $9,225 $2,000
354 Contract Services $2,073 $3,048 $13,000 $5,500
373 Dues $6,576 $11,400 $10,800 $11,500
379 Meetings $9,018 $20,265 $20,311 $22,000
Subtotal $19,935 $35,869 $53,836 $47,500
Total $137,962 $150,226 $174,938 $163,957
FUND: GENERAL 1000-402-410100
EXPENDITURE DETAIL
4
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 leading an employee Records Preservation Plan Committee to reduce
the amount of paper records that the city must physically store as official records while complying with all
records management and retention laws.
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.
CITY CLERK
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 1.33 1.33 1.33 1.33
110 Salaries and payroll costs $89,759 $92,101 $97,169 $101,094
121 Overtime $35 $69 $250 $250
153 Health insurance $20,210 $19,996 $20,526 $22,168
155 Retirement PERS $7,050 $7,311 $7,732 $8,138
Subtotal $117,054 $119,477 $125,677 $131,650
Maintenance & Services:
210 Office Supplies $231 $69 $300 $300
331 Communications - Advertising $360 $180 $600 $600
345 Telephone $480 $480 $480 $480
354 Contract Services $0 $0 $300 $300
352 Codification $1,653 $2,770 $4,100 $4,100
373 Dues & Training $3,346 $3,557 $3,200 $6,200
Subtotal $6,070 $7,056 $8,980 $11,980
Total $123,124 $126,533 $134,657 $143,630
FUND: GENERAL 1000-402-410150
EXPENDITURE DETAIL
5
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 FY2021 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.
FINANCE DEPARTMENT
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE'S 3.2 3.2 3.2 3.2
110 Salaries and payroll costs $213,280 $210,110 $216,572 $217,352
112 Salaries - Retirement $0 $22,908 $0 $0
121 Overtime $0 $437 $500 $500
153 Health Insurance $40,812 $38,732 $36,794 $42,148
155 Retirement $16,722 $16,365 $17,170 $17,434
Subtotal $270,814 $288,552 $271,036 $277,434
Materials & Services:
210 Supplies $225 $317 $1,000 $800
322 Books $145 $0 $300 $500
353 Contract Services $267 $240 $500 $350
354 Contract Services-Grizzly Security $638 $672 $800 $900
355 Bank fees $3,202 $3,026 $3,200 $3,200
373 Dues & Training $5,020 $7,663 $7,500 $8,500
Subtotal $9,497 $11,918 $13,300 $14,250
Total $280,311 $300,470 $284,336 $291,684
FUND: GENERAL 1000-403-410550
EXPENDITURE DETAIL
6
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The FY2021 budget for the Office of City Attorney seeks to maintain the level of service in all civil and criminal
matters. The attorney staff currently includes two full time prosecutors, one of which is cross training in civil matters
as well. In these matters, the budget reflects the purchase of an additional software license to the Full Court file
management software and the purchase of imaging software for the filing of court documents. The prosecutors are
assisted by a full time secretary/paralegal and can call on the assistance of the Adjutant City Attorney for case
management and legal oversight. The Adjutant City Attorney primarily assists in the provision of civil legal services
in the areas of risk management, contract services, civil litigation, Human Resource legal oversight, and will, on
occasion, act in the role of City Attorney when necessary. The City Attorney works and reports directly to the City
Manager in all legal matters of the City, including legislation, ordinance enforcement and personnel matters and also
confers directly with all other directors of the City as needs arise. The City Attorney is assisted by a 2/3 position
secretary.
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.
ATTORNEY
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 4.67 4.67 5.67 5.67
110 Salaries and payroll costs $354,943 $382,200 $442,839 $476,010
153 Health Insurance $51,795 $61,927 $80,997 $82,216
155 Retirement $27,776 $30,045 $35,232 $38,314
Subtotal $434,514 $474,172 $559,068 $596,540
Maintenance & Operations:
210 Office Supplies/computer $1,700 $2,563 $2,563 $2,500
322 Lexis/Nexis; books, subscriptions $11,158 $8,500 $17,000 $25,000
345 Telephone & Communications $758 $1,025 $1,025 $1,000
354 Contract Services/contingency $23,287 $62,400 $15,600 $10,000
373 Dues & Training $6,490 $7,000 $8,000 $6,500
Subtotal $43,393 $81,488 $44,188 $45,000
Total $477,907 $555,660 $603,256 $641,540
FUND: GENERAL 1000-404-411110
EXPENDITURE DETAIL
7
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL: Municipal Court Judge (1), Court Administrator (1),
Court Clerks (2).
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
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.
The fiscal year 2021 Municipal Court budget strives to maintain the ability to provide the citizens of
Kalispell access to a fair and impartial justice system.
MUNICIPAL COURT
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 4 4 4 4
110 Salaries and payroll costs $222,523 $244,735 $227,463 $236,239
121 Overtime $46 $3,137 $3,500 $3,500
153 Health $40,917 $36,780 $38,585 $47,494
155 Retirement $17,382 $18,196 $18,048 $18,961
Subtotal $280,868 $302,848 $287,596 $306,194
Materials & Services
210 Supplies $3,223 $2,904 $4,500 $4,500
320 Printing & books $1,938 $1,188 $2,500 $1,500
345 Tele. & Communications $101 $54 $1,400 $1,000
353 Technology funds $19,180 $16,177 $40,000 $40,000
354 Contract Services $2,946 $3,515 $6,250 $6,250
373 Dues & Training $4,042 $2,393 $10,000 $10,000
394 Jury & Witness fees $1,294 $742 $7,500 $7,500
Subtotal $32,724 $26,973 $72,150 $70,750
Total $313,592 $329,821 $359,746 $376,944
FUND: GENERAL 1000-406-410360
EXPENDITURE DETAIL
8
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
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.
The FY21 Public Works Administration budget reflects the continuation of Public Works administrative
support for City services, permitting, utility management, surveying, engineering, construction, and
development projects. The budget allows for the continuation of development and implementation of a web-
based platform that provides employees and customers with a single access point for information regarding
Public Works services including street maintenance, traffic controls, solid waste,utility services and
permitting.
PUBLIC WORKS - ADMINISTRATION
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE'S 0.25 0.25 0.25 0.25
110 Salaries and payroll costs $17,672 $18,385 $18,839 $19,689
153 Health Insurance $3,182 $3,146 $3,524 $3,806
155 Retirement $1,367 $1,418 $1,467 $1,550
Subtotal $22,221 $22,949 $23,830 $25,045
Materials & Services:
210 Office Supplies, Computers, Equip, and other Supplies $7,428 $12,864 $14,000 $14,500
231 Gas $2,708 $2,583 $3,000 $3,000
345 Telephone & Communications $283 $300 $350 $350
354 Contract Services $201 $286 $2,000 $2,000
373 Dues & Training $2,715 $2,224 $3,500 $4,500
521 Central Garage Transfer $3,612 $4,434 $4,571 $4,217
Subtotal $16,947 $22,691 $27,421 $28,567
Capital Outlay
940 Machinery & Equipment $7,004 $0 $0 $0
Total $46,172 $45,640 $51,251 $53,612
FUND: GENERAL 1000-410-430100
EXPENDITURE DETAIL
9
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.
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
CITY FACILITIES MAINTENANCE
ACCOUNT # 1000-412
Continue to maintain City Hall, Public Safety, Station 61, Station 62, and the Parks and Recreation
Office and provide janitorial services as well.
CITY FACILITIES MAINTENANCE
EXPENDITURE DETAIL
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE'S 1.45 1.45 1.45 1.45
110 Salaries $67,249 $67,079 $72,913 $68,986
121 Overtime $16 $21 $0 $0
153 Health Insurance $13,404 $13,248 $13,628 $14,718
155 Retirement $5,079 $5,114 $5,544 $5,307
Subtotal $85,748 $85,462 $92,085 $89,011
Maintenance & Operations:
220 Security Improvements $228 $1,407 $6,793 $6,793
224 Janitorial Supplies $4,358 $4,470 $6,000 $6,800
241 Tools (mops, brooms, shovels)& Supplies $1,176 $957 $1,500 $1,500
341 Electricity $45,458 $47,836 $45,000 $45,000
344 Natural Gas $31,331 $36,544 $32,000 $32,000
345 Telephone $262 $324 $400 $400
354 Contract Services, remediation project $77,092 $20,833 $25,000 $25,000
355 HVAC Maintenance Contract $15,600 $16,068 $16,500 $16,500
361 Elevator Maintenance/fire alarm maint.$3,964 $3,818 $6,000 $6,000
362 Equipment Maintenance $1,379 $7,905 $10,000 $10,000
366 Building Maintenance $25,625 $5,186 $41,150 $41,150
545 County Landfill & recyling $3,400 $3,417 $3,700 $3,700
920 Building Improvements $2,790 $20,459 $0 $0
Subtotal $212,663 $169,224 $194,043 $194,843
Total $298,411 $254,686 $286,128 $283,854
FUND: 1000-412-411230
10
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
POLICE DEPARTMENT
ACCOUNT # 1000-413
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, Service, Professionalism and Honor
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 policing strategies
that support these activities and the overall purpose of community based policing.
DEPARTMENT PERSONNEL: 42 sworn officers including one Chief of Police, three Captains, one
Lieutenant, seven Sergeants, three Detectives, four School Resource Officers, 21 Patrol Officers, one Court
Security Office, and one Canine Handler. Our non-sworn staff includes an Animal Warden, Court Security
Officer and a Parking Enforcement Officer, 3.75 Records/Crime Analysts, one Evidence Custodian, one
Records Management Specialist and two Administrative Assistants.
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 one updated
emergency response vehicle to replacing aging models. It also provides for one unmarked vehicle to
replace a 2005 model. The budget also provides for an evidence/searchbay facility to be built at the city
shop site to replace a garage and storage unit currently rented for $7200/year. The non-capital budget adds
3 new portable radios to replace worn and dated equipment. The budget includes a Court Security Officer
that has been requested by Kalispell Municipal Court. Montana Law requires the police department to
provide security at the Judges request. While not in session that position will assist with other
departmental duties to include evidence destruction and management. There is also a proposed transition
from a Senior Sergeant position to a night shift Lieutenant. This is not a new FTE, however it will be
additional administrative support during the evening hours. 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.
POLICE DEPARTMENT
FUND: GENERAL 1000-413-420140
proposed
ACTUAL ACTUAL BUDGET BUDGET
POLICE - ADMINISTRATION FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 33 33 34 35
110 Salaries and payroll costs $2,147,179 $2,173,622 $2,399,735 $2,558,904
112 Severance-retirement $37,902 $13,889 $22,000 $40,000
114 Comp time Buyout $2,226 $32,783 $13,600 $11,500
121 Overtime (REG & AET OT)$63,464 $98,530 $80,000 $80,000
123 Special Assignment Overtime $2,525 $16,292 $25,000 $35,000
153 Health Insurance $428,204 $412,803 $465,977 $512,582
155 Retirement $280,288 $275,500 $313,964 $336,010
Subtotal $2,961,788 $3,023,419 $3,320,276 $3,573,995
Maintenance & Operations:
210 Office Supplies $3,111 $3,379 $3,500 $3,500
215 Computer supplies/equipment/maint.$4,010 $8,661 $13,000 $27,000
218 Equipment non-capital $54,665 $30,132 $21,000 $32,560
220 Investigative Supplies $2,908 $4,406 $3,760 $3,760
221 Safety Equipment $6,045 $8,613 $7,000 $11,500
225 Major Case Unit supplies $2,110 $2,542 $1,000 $1,500
226 SRT Support/supplies $10,397 $24,397 $29,250 $10,000
227 Ammo & Supplies $14,570 $31,932 $25,000 $33,800
228 Patrol Car Supplies $7,051 $12,856 $15,400 $17,500
229 Other Supplies $4,492 $3,747 $5,000 $5,000
230 Crime Prevent. Supplies $532 $617 $1,000 $1,000
231 Gas $78,158 $83,781 $83,000 $85,000
234 Crisis Negotiations $820 $2,067 $500 $500
235 Bike Patrol $0 $0 $0 $0
237 Reserve Program Supplies $394 $0 $1,500 $1,500
320 Printing $5,184 $6,485 $5,500 $5,500
345 Telephone & Communications $18,638 $18,894 $19,000 $21,000
354 Contract Services $14,536 $15,677 $49,375 $35,800
357 Forensic Analysis/Pathology $6,578 $6,103 $6,500 $6,500
358 Canine/Animal :Vet. Treatment $1,593 $1,959 $4,830 $2,100
363 Office Equip Maintenance $2,830 $1,654 $2,000 $2,000
365 Mandatory maint. & licensing/software $28,430 $26,608 $33,000 $59,240
369 Radio Maintenance $2,626 $1,434 $2,500 $2,800
con't
EXPENDITURE DETAIL
11
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
373 Dues & Training $33,832 $33,806 $46,000 $55,000
375 Regional Training & Testing (reimbursed)$16,040 $4,782 $14,500 $14,500
380 Training Supplies $2,920 $3,792 $3,000 $5,000
388 Medical Services*$1,534 $2,775 $3,000 $3,000
392 Prisoners Room & Board/ medical treatment $2,519 $1,758 $2,500 $2,500
521 Central Garage Transfer $66,131 $79,749 $86,498 $88,496
530 Rent $0 $0 $8,520 $7,200
Subtotal $392,654 $422,606 $496,633 $544,756
Capital Outlay:
940 Evidence Garage (fy21)$29,392 $28,710 $0 $0
942 Digiticket(fy18)/iRecord replc (fy19)$51,067 $24,790 $0 $0
944 Vehicles - 1 Patrol/1 unmarked(fy21)$94,131 $19,907 $211,793 $77,000
Subtotal $174,590 $73,407 $211,793 $77,000
RECORDS
420142 Personal Services:FTE's 3.75 3.75 3.75 3.75
110 Salaries $145,302 $139,607 $149,535 $152,955
121 Overtime $1,313 $3,234 $7,500 $7,500
153 Health Insurance $31,796 $32,101 $44,050 $37,444
155 Retirement $11,388 $11,208 $11,831 $12,242
Subtotal $189,799 $186,150 $212,916 $210,141
Subtotal Police & Administration $3,718,831 $3,705,582 $4,241,618 $4,405,892
DETECTIVES
420141 Personal Services:FTE's 5 5 5 5
110 Salaries $364,411 $382,233 $382,938 $400,262
121 Overtime $9,890 $13,025 $15,000 $15,000
123 Overtime (Safe Neighborhood Task Force)$0 $0 $0 $8,000
153 Health Insurance $80,960 $80,298 $81,839 $95,807
155 Retirement $47,933 $50,627 $51,285 $53,729
Subtotal $503,194 $526,183 $531,062 $572,797
con't
EXPENDITURE DETAIL - CONTINUED
POLICE DEPARTMENT
FUND: GENERAL 1000-413-420140
12
POLICE DEPARTMENT
FUND: GENERAL 1000-413-420140
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
RESOURCE OFFICERS
420144 Personal Services:FTE's 4 4 4 4
110 Salaries and payroll costs $248,662 $269,682 $283,576 $281,666
153 Health Insurance $48,682 $42,823 $42,175 $56,050
155 Retirement $31,579 $34,110 $38,062 $37,912
Subtotal $328,923 $346,615 $363,813 $375,628
ANIMAL CONTROL
420145 Personal Services:FTE's 1 1 1 1
110 Salaries and payroll costs ($300 OT)$42,040 $43,170 $43,420 $46,291
121 Overtime $0 $0 $500 $500
153 Health Insurance $8,295 $8,196 $8,436 $9,111
155 Retirement $3,116 $3,231 $3,434 $3,565
Subtotal $53,451 $54,597 $55,790 $59,467
PARKING SERVICES
420147 Personal Services:FTE's 2 2 2 2
110 Salaries and payroll costs $88,825 $79,688 $83,263 $85,511
153 Health Insurance $30,331 $30,208 $31,019 $33,501
155 Retirement $6,795 $6,184 $6,584 $6,840
Subtotal $125,951 $116,080 $120,866 $125,851
Maintenance & Operations:
210 Supplies, office, computer, printing, misc.$2,101 $4,070 $4,000 $4,000
354 Contract Services $2,012 $1,970 $2,000 $2,000
362 Lot maintenance, auto $6,351 $2,850 $10,000 $10,000
365 Snow removal $20,405 $15,830 $17,500 $17,500
550 Lot lease payments $1,553 $1,111 $1,500 $1,500
Subtotal $32,422 $25,831 $35,000 $35,000
Subtotal Parking Services $158,373 $141,911 $155,866 $160,851
con't
EXPENDITURE DETAIL - CONTINUED
13
FUND: GENERAL 1000-413-420140
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Operating Transfers:
827 To Drug Fund 2916 $64,000 $64,000 $64,000 $75,000
828 Transfer to Cops Hiring Grant fund 2918 $60,000 $0 $0 $0
829 Transfer to Block Grant 2919 $7,000 $7,461 $11,500 $10,000
Subtotal $131,000 $71,461 $75,500 $85,000
Total $4,893,772 $4,846,349 $5,423,649 $5,659,635
EXPENDITURE DETAIL - CONTINUED
POLICE DEPARTMENT
14
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
In this 2021 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. Additional
funding is being requested in contract services for the implementation of new software in relation to fire
department inventories and NFIRS reporting.
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.
FIRE DEPARTMENT
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE'S 22.9 22.9 21.9 21.9
110 Salaries (21.5 fte)$1,617,926 $1,566,588 $1,739,869 $1,846,296
110 Salaries -Prevention (.4 fte)$20,493 $19,883 $21,459 $22,115
112 Salaries - Retirement $0 $0 $0 $54,361
114 Comp Time Buyout $3,199 $4,510 $5,500 $5,500
115 Out of Rank Pay $14,201 $12,578 $12,500 $12,500
121 Overtime $73,116 $94,064 $40,000 $40,000
153 Health Insurance $293,301 $291,259 $303,101 $335,127
155 Retirement $218,000 $211,880 $228,618 $243,311
Subtotal $2,240,236 $2,200,762 $2,351,047 $2,559,210
Maintenance & Operations:
210 Office Supplies, computer supplies $2,169 $469 $4,000 $3,000
218 Equipment (Non Capital)$20,171 $19,698 $21,500 $21,500
221 Safety Equipment, consumable tools, uniforms $10,657 $8,392 $15,000 $15,000
224 Janitorial Supplies $4,613 $3,108 $5,000 $5,000
231 Gas $9,748 $11,060 $17,325 $17,325
241 Consumable Tools/Uniforms $13,069 $13,349 $15,750 $15,750
320 Printing $0 $0 $200 $200
322 Books/Fire Prevention week materials/codes $237 $385 $1,250 $1,250
345 Telephone & Communications $5,461 $6,017 $6,000 $6,000
354 Contract Services $38,597 $13,668 $20,390 $17,460
362 Equipment Maintenance $2,288 $6,165 $5,500 $5,500
366 Building Maintenance - station 62 $5,342 $6,396 $6,500 $7,500
369 Radio/pager- Equip.& Maintenance $5,676 $6,079 $5,000 $5,000
373 Dues & Training, meetings $11,544 $14,304 $10,000 $10,000
388 Firefighter Physicals $15,538 $21,879 $27,475 $29,000
521 Central Garage Transfer $41,670 $40,027 $33,663 $28,684
820 Transfer to Ambulance Fund $352,000 $500,000 $280,000 $350,000
821 Transfer - 2956 AFG ($31,591)/2995 Safar ($25,000)$0 $0 $31,454 $56,591
Subtotal $538,780 $670,996 $506,007 $594,760
610/620 Debt Retirement: Fire Pumper $0 $44,467 $57,806 $54,162
940 Capital Equipment-Vehicle/SCBA bottles/server $0 $0 $44,546 $0
Total $2,779,016 $2,916,225 $2,959,406 $3,208,132
FUND: 1000-416-420400;420470
EXPENDITURE DETAIL
15
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
During FY2021, the Planning Department will continue implementation of both the Kalispell Downtown
Plan and Core Area Plan, including design standards for the Core Area and recommendations for
alternative uses for City owned parking lots downtown. Staff will assist public works in the update of the
Kalispell Transportation Plan, being heavily involved in the future design/alternatives for Main Street. The
department will continue to assist Community Development in the final concept designs and construction
drawings for the Kalispell Trail. Additional Kalispell Growth Policy Map updates are scheduled to be
completed as part of the 2021 effort and finalizing the pedestrian and bike facilities plan as an amendment
to the Kalispell Growth Policy will be completed this year. Finally, staff will be assisting the Kalispell
Business Improvement District with the implementation of a grant they received through the Montana
Department of Commerce Main Street Program.
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), 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.
PLANNING & ZONING
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 3.95 3.95 3.95 3.15
110 Salaries and payroll costs $264,432 $270,921 $283,588 $224,538
112 Salaries -Retirement $0 $0 $57,078 $0
153 Health Insurance $55,251 $54,658 $56,122 $49,800
155 Retirement $20,731 $21,450 $22,556 $18,081
Subtotal 340,414 347,029 419,344 $292,419
Maintenance & Operations:
210 Office Supplies/Equip/ Software $204 $956 $5,000 $1,000
231 Gas $137 $414 $400 $400
331 Publication & Filing Fees, Books, Printing $1,625 $1,296 $2,000 $2,200
345 Telephone $787 $800 $1,000 $1,000
354 Contract Services $6,743 $4,498 $2,000 $5,500
373 Dues & Training $7,341 $6,962 $7,000 $7,500
521 Central Garage Transfer $949 $1,129 $401 $308
Subtotal $17,786 $16,055 $17,801 $17,908
Capital Outlay
944 Vehicle (.5) shared with building department $13,972 $0 $0 $0
Total Budget $372,172 $363,084 437,145$ $310,327
FUND: 1000-420-411020
EXPENDITURE DETAIL
16
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 Community Development Director (1) and Community
Development Coordinator (1). Both of these positions are partially funded through the Westside TIF and
Glacier Rail Park TEDD.
During FY2021 budget highlights include the beginning of construction of the Trail component of the
USDOT TIGER grant, Brownfield environmental assessments and remediation work as needed in order to
support Core Area redevelopment and the USDOT BUILD grant project at the Hwy 93 Bypass Foys Lake
project. Finally, the department will continue to administer the City’s Revolving Loan Fund for Kalispell
businesses.
Community Development
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 1.00 1.00 1.00 1.00
110 Salaries & Wages $62,351 $64,661 $67,380 $71,468
153 Health Insurance $11,474 $12,917 $13,277 $16,750
155 Retirement $4,892 $5,135 $5,325 $5,716
Subtotal $78,717 $82,713 $85,982 $93,934
Materials and Services:
210 Office Supplies $1,277 $426 $1,000 $1,000
211 Grant Administration Expenses/project exp $0 $0 $750 $500
312 Postage & Printing $496 $26 $500 $300
334 Montana West Membership $500 $500 $500 $500
345 Telephone, Communications $343 $352 $750 $450
354 Contract Services $160 $59 $500 $250
373 Dues & Training $1,576 $3,256 $5,000 $5,000
379 Meetings $0 $1,253 $1,500 $750
Subtotal $4,352 $5,872 $10,500 $8,750
Total $83,069 $88,585 $96,482 $102,684
FUND: 1000-480-470210
EXPENDITURE DETAIL
17
ON BEHALF PAYMENTS
estimated proposed
ACTUAL ACTUAL ACTUAL BUDGET
FY17/18 FY18/19 FY19/20 FY19/21
Beginning Cash
CASH: Operating $0 $0 $0 $0
Revenue
336020 INTERGOVERNMENTAL $1,396,874 $1,392,090 $1,550,000 $1,550,000
Total Available $1,396,874 $1,392,090 $1,550,000 $1,550,000
Expenditure
RETIREMENT
155 Police $738,532 $734,865 $820,000 $820,000
155 Fire & Ambulance $658,342 $657,225 $730,000 $730,000
$1,396,874 $1,392,090 $1,550,000 $1,550,000
Ending Cash
Cash Carry Over $0 $0 $0 $0
FUND: 1001 GENERAL-.400-420140….420400
PROGRAM DESCRIPTION
REVENUE PROJECTION/EXPENDITURE SUMMARY
On-behalf payments made by the State of Montana into the State Retirement Fund on behalf of Police and Firemen. No funds come through the City's
bank, nor do we write any checks. Recognition of the benefit is a requirement of GASB 24 (Governmental Accounting Standards Board). The State
contributes 32.61% (of payroll) for fire and 29.37% for police.
18
Page Fund Dept
1-3 2230 1,476,441$
4 2956 357,501$
5 2957 18,000$
6 2995 95,200$
7-8 2399 867,000$
9 2915 40,000$
10 2916 104,763$
11-12 2919 79,279$
13-15 2394
PUBLIC SAFETY
Ambulance
Fire Grants
Hazmat Grant
Safer Grant
Impact Fees
Stonegarden Grant
Drug Enforcement Grant
Law Enforcement Grants
Building Dept.965,066$
Total 4,003,250$
SPECIAL REVENUE FUNDS
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
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.
The primary outcome of the FY2021 budget is the continuation of emergency medical response and
outreach services. Focus will be on internal and external communication improvements and operational
accountability. No significant budgetary changes noted this year.
Note: Fiscal year 2022 and 2023 estimated nontransferred revenue growth of 2.5%. Fiscal year 2022 and
2023 estimated expenditure growth of 3.5%.
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 special revenue fund that receives approximately 2/3 of its revenue from
charges for services (ambulance fees and county ems levy). Because the fees and ems levy are
insufficient to supporth the cost to operate this fund, a transfer from the general fund is necessary each
fiscal year (4th quarter blue line peak each fiscal year indicates a transfer to balance fund). In this fund a
beginning cash carryover of 15%-25% (2-3 months) of budgeted expenditures would be sufficient, if a
balanced budget were presented.
AMBULANCE
FUND #2230
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AMBULANCE
(in 1000's)
BEG. CASH BAL.
EXPENDITURES
RECEIPTS
1
AMBULANCE FUND
FUND: 2230-440-420730
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: operating $270 $127,109 $127,109 $58,109
Total Cash Available $270 $127,109 $127,109 $58,109
REVENUES
342050 Services billed $1,536,565 $1,700,000 $1,600,000 $1,670,000
A/R change $114,293 ($46,000)($46,000)$0
Write -offs, uncollectible Medicare, etc. approx. 55%($947,055)($935,000)($880,000)($918,500)
Net collections $703,803 $719,000 $674,000 $751,500
342070 County EMS Levy $122,558 $120,000 $127,000 $130,000
Inception of Loan $0 $190,000 $0 $190,000
Transfer from General Fund - as necessary $500,000 $280,000 $280,000 $350,000
Total $1,326,361 $1,309,000 $1,081,000 $1,421,500
Total Available $1,326,631 $1,436,109 $1,208,109 $1,479,609
EXPENSES
Ambulance Service $1,139,522 $1,187,779 $1,150,000 $1,265,066
Debt service $0 $22,202 $0 $21,375
Capital $60,000 $190,000 $0 $190,000
Total $1,199,522 $1,399,981 $1,150,000 $1,476,441
ENDING CASH
Operating cash available $127,109 $36,128 $58,109 $3,168
PROJECTED REVENUE AND FUND SUMMARY
2
AMBULANCE FUND
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 9.50 9.50 9.50 9.50
110 Salaries & Wages $601,300 $637,348 $682,105 $724,099
114 Comp Time Buyout $0 $1,006 $3,500 $3,500
115 Out of Rank Pay $1,811 $1,655 $2,500 $3,300
121 Overtime $22,681 $30,616 $30,000 $30,000
153 Health Insurance $129,098 $143,176 $145,660 $157,313
155 Retirement $79,887 $84,462 $88,145 $94,245
Subtotal $834,777 $898,263 $951,909 $1,012,457
Materials and Operations
210 Office Supplies/equip/computer $979 $538 $3,400 $3,400
218 Equipment - Non-Capital $3,315 $2,356 $4,200 $4,200
231 Gas $5,628 $6,155 $7,560 $7,560
241 Consumable Tools/uniforms $2,125 $4,201 $4,000 $4,000
312 Postage & printing $129 $23 $1,000 $1,000
345 Telephone & Communications $1,696 $1,313 $1,700 $1,700
354 Contract services $40,865 $9,731 $19,990 $20,040
355 911 Center contribution $34,500 $35,020 $36,600 $38,247
359 Collection Serv./Credit Card Fees/audit fees $2,176 $2,471 $1,650 $1,650
362 Equipment maintenance & radio maint.$4,366 $3,012 $5,000 $5,000
373 Dues & Training $1,603 $6,755 $5,000 $5,000
388 Exposure Testing/Immun. $1,864 $1,525 $2,500 $2,500
391 Treatment-Medical Supplies $29,629 $39,735 $51,241 $51,241
510 Property & Liability Ins. $25,771 $35,351 $8,555 $13,000
521 Central Garage Transfer $18,070 $18,093 $18,009 $15,978
522 Administrative Transfer $48,407 $55,862 $47,276 $47,627
528 Information Tech. Transfer $16,684 $19,118 $18,189 $30,466
Subtotal $237,807 $241,259 $235,870 $252,609
610/620 Debt Retirement: Ambulance $0 $0 $22,202 $21,375
940 Amb (fy17)/Cardiac Monitors(fy19)Amb(fy20)$0 $60,000 $190,000 $190,000
Total $1,072,584 $1,199,522 $1,399,981 $1,476,441
EXPENDITURE DETAIL
FUND: 2230-440-420730
3
FIRE GRANTS
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: operating $4,778 $6,003 $6,003 $24,933
REVENUES
331120 Assistance for Firefighters Grant (SCBA)$0 $314,546 $0 $315,910
365020 Donations/Roundup for Safety $7,225 $6,000 $20,530 $10,000
383001 City Share transfer from General fund $0 $31,454 $0 $31,591
Total $7,225 $352,000 $20,530 $357,501
Total Available $12,003 $358,003 $26,533 $382,434
EXPENDITURES
420400-218 Equipment (non-capital) $0 $0 $0 $0
221 Safety Equipment - Roundup for Safety $6,000 $6,000 $1,600 $10,000
420415-940 AFG GRT fy20 SCBA $0 $346,000 $0 $347,501
$6,000 $352,000 $1,600 $357,501
CASH: operating $6,003 $6,003 $24,933 $24,933
ENDING CASH
FUND: 2956-416-420400
PROJECTED REVENUE/EXPENDITURE AND FUND SUMMARY
4
HAZMAT GRANT
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: operating $53,026 $45,368 $45,368 $45,265
REVENUES
334021 Hazmat Grant $1,119 $6,000 $2,000 $2,000
334122 Dept Of Military Affairs Equipment Reimb.$0 $0 $3,339 $0
365020 Hazmat Response Payments $0 $0 $0 $0
371010 Investments $750 $0 $700 $420
Total $1,869 $6,000 $6,039 $2,420
Total Available $54,895 $51,368 $51,407 $47,685
EXPENDITURES
420410-125 OT - Pass Thru Hazmat $4,014 $4,000 $1,000 $5,000
218 Equipment - Pass Thru Hazmat $4,071 $12,000 $1,000 $10,000
420400-221 DoMa Equipment (REIMB)$0 $0 $3,342 $0
373 Travel - Pass Thru Hazmat $1,442 $2,500 $800 $3,000
Total $9,527 $18,500 $6,142 $18,000
CASH: operating $45,368 $32,868 $45,265 $29,685
FUND: 2957-416-420400
PROJECTED REVENUE/EXPENDITURE AND FUND SUMMARY
ENDING CASH
5
SAFER GRANT
proposed
BUDGET
FY20/21
BEGINNING CASH
10100 CASH: $0
REVENUES
331991 Homeland Security SAFER Grant $71,400
Transfer from general (25% 1st 2 yrs/65% 3rd yr)$25,000
(Original budget $ )
Total Revenue $96,400
Total Available $96,400
PERSONAL SERVICES FTE's 1
110 Salaries $66,500
153 Health Insurance $19,150
155 Retirement $9,550
Total Expenditures $95,200
CASH: $1,200
The Fiscal Year (FY) 2019 Staffing for Adequate Fire and Emergency Response (SAFER) grant program is one of three grant
programs that comprise the Department of Homeland Security (DHS) Federal Emergency Management Agency’s (FEMA) focus
on enhancing the safety of the public and firefighters with respect to fire and fire-related hazards. The period of performance will
be 36 months for all grants awarded under the Hiring of Firefighters Activity. Grant amount is limited to, in the first and second
years of the grant, 75 percentof the usual annual cost of a first-year firefighter in that department at the time the grant application
was submitted, and in the third year of the grant, 35 percent of the usual annual cost of a first-year firefighter in that department at
the time the grant application was submitted.
FUND: 2995-416-420400
PROJECTED REVENUE AND FUND SUMMARY
EXPENDITURES
ENDING CASH
6
PUBLIC SAFETY IMPACT FEES
FUND: 2399
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
Beginning Cash
10100 Cash: Administration 5%$7,854 $6,277 $6,277 $4,277
10172 Cash: Police $103,806 $115,914 $115,914 $127,414
10173 Cash: Fire $833,746 $996,854 $996,854 $1,154,354
Total Cash $945,406 $1,119,045 $1,119,045 $1,286,045
Revenue
341072 POLICE (less admin)$9,935 $9,500 $9,500 $9,500
341072 5% Admin $523 $500 $500 $500
341073 FIRE (less admin)$150,108 $142,500 $142,500 $142,500
341073 5% Admin $7,900 $7,500 $7,500 $7,500
371010 Interest Revenue -distributed to cash ADMIN $0 $0 $0 $0
Interest Revenue -distributed to cash POLICE $2,173 $2,000 $2,000 $2,000
Interest Revenue -distributed to cash FIRE $13,000 $11,000 $15,000 $11,000
Total Revenue $183,639 $173,000 $177,000 $173,000
Total Available $1,129,045 $1,292,045 $1,296,045 $1,459,045
Expenditure
900 Fire Department (inc debt service, less impact review)$0 $750,000 $0 $750,000
Police Department (less impact review)$0 $100,000 $0 $107,000
Administrative transfer $10,000 $10,000 $10,000 $10,000
Total Expenditures $10,000 $860,000 $10,000 $867,000
Ending Cash: Administration 5%$6,277 $4,277 $4,277 $2,277
10100 Cash: Police $115,914 $27,414 $127,414 $31,914
10172 Cash: Fire $996,854 $400,354 $1,154,354 $557,854
10173 Total Cash $1,119,045 $432,045 $1,286,045 $592,045
REVENUE PROJECTION
7
PUBLIC SAFETY IMPACT FEES
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
413-420140
920 Impound/Storage Facility $0 $0 $100,000 $100,000
6xx BOI Principal/Interest (1/2 yr)$0 $0 $0 $7,000
Subtotal Police $0 $0 $100,000 $107,000
416
420400 Fire Department -available funds $0 $0 $750,000 $750,000
610 Principal -Fire Truck $67,524 $0 $0 $0
620 Interest - Fire Truck $1,992 $0 $0 $0
Subtotal Fire $69,516 $0 $750,000 $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 $10,000 $860,000 $867,000
Line Item Detail: PUBLIC SAFETY IMPACT FEE FUND
Substation/storage/search building construction - $100,000
Principal and interest payments on new structure - 1/2 year - $7000
EXPENDITURE SUMMARY/ DETAIL
FUND: 2399
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.
PROGRAM DESCRIPTION
FY 2021 BUDGET HIGHLIGHTS
8
HOMELAND SECURITY - STONEGARDEN GRANT
FUND: 2915-413-420140
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
Cash on Hand $0 $0 $0 $0
REVENUES
331112 Homeland Security Grant - 15 Stonegarden $5,218 $0 $0 $0
331113 Homeland Security Grant-thru Flathead County $10,000 $10,000 $40,000
Total $5,218 $10,000 $10,000 $40,000
Total Available $5,218 $10,000 $10,000 $40,000
EXPENDITURES
121 Overtime & payroll costs (KPD)$0 $10,000 $10,000 $10,000
218 Equipment (KPD)$0 $0 $0 $30,000
354 Contract Services (WPD, MFWP)$5,218 $0 $0 $0
Total $5,218 $10,000 $10,000 $40,000
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
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
Cash on Hand $13,397 $12,441 $12,441 $4,092
REVENUES
331020 HIDTA Grant $13,542 $8,000 $12,000 $13,000
331022 County Drug Grant $20,480 $23,000 $15,000 $15,000
383001 General Fund Transfer $64,000 $64,000 $64,000 $75,000
Total $98,022 $95,000 $91,000 $103,000
Total Available $111,419 $107,441 $103,441 $107,092
EXPENDITURES
Crime Control FTE's 1 1 1 1
110 Salaries and payroll costs $61,609 $65,117 $66,491 $69,526
121 Overtime-grant match $13,409 $8,000 $12,000 $13,000
153 Health Insurance $10,184 $11,934 $11,934 $12,889
155 Retirement $8,057 $8,751 $8,924 $9,348
Subtotal $93,259 $93,802 $99,349 $104,763
Materials and Services:
354 Contract Services $5,719 $7,800 $0 $0
Subtotal $5,719 $7,800 $0 $0
Total $98,978 $101,602 $99,349 $104,763
ENDING CASH
Cash on Hand $12,441 $5,839 $4,092 $2,329
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
amended estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
Cash on Hand $69 $0 $0 $0
REVENUES
331023 Bulletproof Vest Partnership $0 $3,500 $3,500 $3,000
331024 Roundup for Safety grant/other donations $319 $4,000 $3,200 $4,000
331021 Justice Assistance Grant (JAG) $10,341 $10,279 $10,279 $10,279
334015 MDOT/Spec. Holiday Enforcement (STEP) (126) $27,556 $35,000 $23,000 $35,000
342015 School District Overtime $13,035 $17,000 $11,584 $17,000
383001 Transfer from General $7,461 $11,500 $11,500 $10,000
Total Revenue $58,712 $81,279 $63,063 $79,279
Total Available $58,781 $81,279 $63,063 $79,279
EXPENDITURES
Crime Control $58,781 $81,279 $63,063 $79,279
ENDING CASH
Cash on Hand $0 $0 $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
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:
110 Salaries and payroll costs $2,423 $2,760 $4,000 $4,000
126 Overtime-Holiday Reimbursement $21,303 $28,642 $36,000 $35,000
127 Overtime-School district $18,451 $15,289 $20,000 $20,000
Subtotal $42,177 $46,691 $60,000 $59,000
Maintenance & Operations:
218 JAG grant $0 $11,512 $10,279 $10,279
220 Other equipment from donations $3,393 $578 $4,000 $4,000
221 Bullet Proof Vests $6,015 $0 $7,000 $6,000
Subtotal $9,408 $12,090 $21,279 $20,279
Total $51,585 $58,781 $81,279 $79,279
EXPENDITURE DETAIL/SUMMARY
12
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
During FY2021, the Building Department will focus on the administration of the adopted code
programs through the City inspection and plan review programs. Training will be provided for the
recently adopted International Commercial Building, Residential Building, Mechanical, Fuel Gas,
Swimming Pool, Plumbing and Electrical Codes. The department will maintain an active fire
prevention inspection program of existing commercial buildings. Finally, staff will conduct cross-
training between building, plumbing and mechanical inspectors and plan reviewers.
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.
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.
DEPARTMENT PERSONNEL: Planning Director (.35), Office Supervisor (.5), Assistant
Office Supervisor, Building Official, two plans examiners, and four Building Inspectors. One
inspector performs fire inspections and is funded 40% by the general fund (fire department).
Note: Fiscal year 2022 and 2023 estimated revenue growth of 2.5%. Fiscal year 2022 and
2023 estimated expenditure growth of 3.5% and 0%, respectively.
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 220% (FY20), 148% (estimated FY21), 122% (estimated FY22),
and 90% (estimated FY23).
BUILDING DEPARTMENT
ACCOUNT # 2394-420
0
0.2
0.4
0.6
0.8
1
1.2
FORESTRY
(000)
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
$2,000
BUILDING DEPARTMENT
(in 1000's)
BEG. CASH
BAL.
EXPENDITURES
RECEIPTS
13
BUILDING DEPARTMENT
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: Operating $1,970,615 $1,867,073 $1,867,073 $1,527,073
REVENUES
323101 Building permits $456,204 $400,000 $425,000 $400,000
323103 Plumbing permits $35,852 $35,000 $35,000 $33,000
323104 Mechanical permits $52,236 $35,000 $40,000 $35,000
323105 Electircal permits $69,592 $60,000 $60,000 $58,000
323108 Plan Review $146,210 $160,000 $125,000 $120,000
371010 Investment Earnings $28,425 $18,000 $25,000 $15,000
Total Revenue $788,519 $708,000 $710,000 $661,000
Total Available $2,759,134 $2,575,073 $2,577,073 $2,188,073
Operating $892,061 $1,154,244 $1,050,000 $965,066
Total Expenditures $892,061 $1,154,244 $1,050,000 $965,066
ENDING CASH
10100 CASH: Operating $1,867,073 $1,420,829 $1,527,073 $1,223,007
FUND: 2394-420-420530
EXPENDITURES
PROJECTED REVENUE AND FUND SUMMARY
14
BUILDING DEPARTMENT
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 8.65 8.65 8.65 8.45
110 Salaries and payroll costs $469,129 $486,855 $520,711 $518,265
112 Salaries - Retirement $0 $0 $55,872 $23,993
121 Overtime $29,629 $12,957 $20,000 $20,000
153 Health Insurance $95,404 $93,926 $95,503 $92,887
155 Retirement $37,718 $37,999 $39,529 $39,716
Total Personal Services $631,880 $631,737 $731,615 $694,861
Maintenance & Operations:
210 Supplies/computer hardware/software/other $32,938 $21,147 $20,000 $20,000
231 Gas & Oil $3,285 $3,544 $5,000 $4,000
320 Postage, printing, Code books $9,430 $5,963 $7,300 $6,000
323 State Ed Assessments $5,136 $3,012 $7,500 $5,500
345 Telephone & Communications $4,386 $7,600 $6,000 $6,000
353 Auditing (3 year Building audit for state)$3,350 $4,500 $4,500 $4,500
354 Contract Services $20,426 $9,910 $20,000 $20,000
355 City Works Licensing Fee $19,671 $18,199 $16,000 $16,000
356 ArcGIS server upgrade license $9,500 $2,500 $6,000 $6,000
357 Credit Card / PayPal Fees $0 $5,429 $15,000 $10,000
360 Furniture $10,302 $8,511 $4,000 $7,500
373 Dues & Training $15,829 $29,118 $35,000 $30,000
510 Insurance - liability & property $7,176 $5,015 $10,000 $12,350
521 Central Garage Transfer $1,882 $1,926 $1,342 $2,569
522 Administrative Transfer $21,454 $29,956 $33,156 $31,612
528 Information Technology Transfer $29,196 $33,457 $31,831 $88,174
Total M & O $193,961 $189,787 $222,629 $270,205
Capital Outlay:
920 Awning(fy18) Mezzanine (fy19 & fy20)$9,447 $14,196 $200,000 $0
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 $56,341 $0 $0
Total Capital $34,586 $70,537 $200,000 $0
Total Budget $860,427 $892,061 $1,154,244 $965,066
FUND: 2394-420-420530
EXPENDITURE DETAIL
15
Page Fund Dept PUBLIC WORKS
16-19 2400 Light Maintenance 411,837$
20-21 2420 Gas Tax 858,925$
22 2421 BaRSAA 600,000$
23-29 2500 Street Maintenance 3,305,391$
30 2825 MACI Grant 242,814$
Total 5,418,967$
SPECIAL REVENUE FUNDS
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL: (1.40 FTE)
.05 Budget Resource Manager
.20 Assessment Coordinator
1 Light Maintenance
.15 Engineer II
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 FY21 budget presents the continuation of maintaining the lighting system to provide consistent and
reliable lighting for vehicular traffic, pedestrians, bicycle travel, and outdoor recreational areas. The budget
allows for implementation of the asset management software for street lights. Expenditures also allows for
the continuation of 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.
LIGHT MAINTENANCE
FUND #2400
Note: Fiscal year 2022 and 2023 estimated revenue growth of 2%. Between 1% and 2% is considered healthy growth.
Fiscal year 2022 and 2023 estimated expenditure growth of 3.5%. Based on past experience, inflation, and union
contracts.
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 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 122% (FY20), 126% (estimated FY21), 119% (estimated FY22), and 111% (estimated
FY23).
0
100
200
300
400
500
600
1STQTR
FY20
2NDQTR
FY20
3RDQTR
FY20
4THQTR
FY20
est.
1STQTR
FY21
est.
2NDQTR
FY21
est.
3RDQTR
FY21
est.
4THQTR
FY21
est.
1STQTR
FY22
est.
2NDQTR
FY22
est.
3RDQTR
FY22
est.
4THQTR
FY22
est.
1STQTR
FY23
est.
2NDQTR
FY23
est.
3RDQTR
FY23
est.
4THQTR
FY23
est.
LIGHT MAINTENANCE
(in 1000's)
BEG. CASH BAL.EXPENDITURES RECEIPTS
16
LIGHT MAINTENANCE
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
10100 CASH:$315,885 $475,923 $475,923 $543,148
10120 Replacement Account ($10,000/year)$4,451 $14,451 $14,451 $34,451
$320,336 $490,374 $490,374 $577,599
REVENUES
363010 Maintenance Assessments $395,316 $390,000 $390,000 $390,000
-designated for equipment replacement $10,000 $20,000 $20,000 $20,000
363040 Penalty & Interest $796 $700 $700 $700
364030 Misc.$41,085 $5,000 $40,000 $5,400
371010 Interest Earnings $5,190 $3,000 $6,000 $3,600
$452,387 $418,700 $456,700 $419,700
TOTAL AVAILABLE $772,723 $909,074 $947,074 $997,299
Street Lighting (10100)$282,349 $409,475 $369,475 $411,837
$282,349 $409,475 $369,475 $411,837
10100 CASH:$475,923 $465,148 $543,148 $531,011
10120 Replacement Account ($20,000/year)$14,451 $34,451 $34,451 $54,451
$490,374 $499,599 $577,599 $585,462
FUND: 2400-410-430263
ENDING CASH
EXPENDITURES
BEGINNING CASH
PROJECTED REVENUE AND FUND SUMMARY
17
LIGHT MAINTENANCE
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE'S 1.25 1.25 1.40 1.40
110 Salaries $72,665 $76,504 $86,741 $92,780
153 Health Insurance $11,516 $11,382 $15,533 $16,775
155 Retirement $5,450 $5,787 $6,589 $7,138
Subtotal $89,631 $93,673 $108,863 $116,693
Materials and Services:
244 Lighting Supplies $7,009 $4,214 $18,000 $18,000
245 New Luminaires $20,075 $1,819 $30,000 $30,000
246 LED Luminaire Upgrade (carryover)$21,165 $6,180 $32,655 $17,000
341 Electricity $155,585 $154,437 $182,000 $182,000
360 Repair, Maint Services, & Other Supplies $20,849 $8,307 $20,000 $21,500
373 Dues & Training $0 $0 $1,000 $2,500
510 Liability Insurance & Uninsured Loss $711 $777 $1,500 $1,900
522 Administrative Transfer $13,202 $12,942 $15,457 $11,801
528 Information Technology Transfer $0 $0 $0 $10,443
Subtotal $238,596 $188,676 $300,612 $295,144
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 $282,349 $409,475 $411,837
EXPENDITURE DETAIL
FUND: 2400-410-430263
18
LIGHT MAINTENANCE
FUND: 2400-410-430263
Line Item Detail: LIGHT MAINTENANCE
110 Personnel Services - Includes an additional .15 FTE
Addition of one full-time Engineer. Salary split between Storm, Water, Sewer, Street, Light Maint. and Solid Waste.
245 Luminaires - New Appropriation $30,000
Installation of new luminaires.
246 LED Luminaire Upgrade - Carryover $17,000
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, & Other Supplies - $21,500
Maintain all City owned Luminaires and replacing the deteriorated and malfunctioning decorative globe lights at six per year.
FY 2021 BUDGET HIGHLIGHTS
19
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 FY21 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.
GAS TAX
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash $702,021 $799,409 $799,409 $918,220
REVENUE
343012 Public Works Charges $0 $0 $323 $0
335040 Gas Tax Apportionment $383,983 $390,204 $390,204 $390,000
383010 Transfer from Solid Waste for Alley Paving $40,000 $40,000 $40,000 $40,000
371010 Interest $12,566 $8,000 $12,000 $7,200
Total Revenue $436,549 $438,204 $442,527 $437,200
Total Available $1,138,570 $1,237,613 $1,241,936 $1,355,420
EXPENDITURES
Street Department $339,161 $718,241 $323,716 $858,925
ENDING CASH
Cash $799,409 $519,372 $918,220 $496,495
FUND: 2420-421-430240
PROJECTED REVENUE AND FUND SUMMARY
20
GAS TAX
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
430240 Materials and Services-Streets
231 Gas & Oil $34,483 $36,944 $42,000 $42,000
344 Natural Gas $4,758 $6,075 $6,800 $6,800
354 Contract Services-Striping $0 $0 $20,000 $20,000
360 Contract - Snow Remove, Constr. Support, Repair $750 $600 $1,500 $1,500
368 Overlays & Chip Seals $119,073 $131,421 $318,578 $435,642
452 Gravel $4,023 $1,316 $5,000 $5,000
453 Equipment Rental $2,711 $0 $5,000 $5,000
471 De-Icer/Road Oil $39,158 $54,585 $53,000 $58,000
472 Asphalt Material $11,921 $33,058 $40,000 $40,000
473 Crack Sealing Material $4,707 $16,065 $14,500 $16,100
474 Paint Striping Materials $22,174 $9,595 $30,000 $30,000
Total Materials & Services Streets $243,758 $289,659 $536,378 $660,042
430234 Sidewalks / Alleys:
956 Sidewalk Construction/ADA Compliance $43,192 $36,682 $114,683 $133,871
957 Alley Paving $29,467 $12,820 $67,180 $65,012
Total Capital $72,659 $49,502 $181,863 $198,883
Total $316,417 $339,161 $718,241 $858,925
Line Item Detail:
368 Overlay & Chip Seals - Carryover $285,642 New Appropriations - $150,000
956 Sidewalk Replacement & ADA Compliance - Carryover $83,871 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 25,012 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 2021 BUDGET HIGHLIGHTS
EXPENDITURE DETAIL
21
BaRSAA
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash $74,438 $320,331 $320,331 $368,259
REVENUE
335040 BARSAA Apportionment $305,077 $400,000 $445,646 $300,000
383001 Transfer from Special Street - 5%$15,254 $20,000 $22,282 $15,000
Total Revenue $320,331 $420,000 $467,928 $315,000
Total Available $394,769 $740,331 $788,259 $683,259
EXPENDITURES
354 Pavement Maint.$74,438 $420,000 $420,000 $600,000
ENDING CASH
Cash $320,331 $320,331 $368,259 $83,259
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
22
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
.40 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
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES
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.
The FY21 budget reflects the continuation of street and alley proactive maintenance, repairs, and
reconstruction, including pavement marking, overlay, chip seal, ADA compliance, and sidewalk
replacement programs. This budget will continue supporting the Kalispell Area Transportation Plan
Update. Expenditures to purchase a portable asphalt machine which supports permanent patching
throughout the year. This budget supports the scheduled replacement of an older dump truck and
plow. The Traffic, Signs, and Signal budget provides for the purchase of the Graco Lazerguide 3000
and Roadpack Rear Seat which supports all pavement striping activity while promoting accuracy
and a safer atmosphere for personnel.
SPECIAL STREET MAINTENANCE
FUND #2500
0
500
1000
1500
2000
2500
3000
1ST
QTRFY20
2ND
QTRFY20
3RD
QTRFY20
4TH
QTRFY20est.
1ST
QTRFY21est.
2ND
QTRFY21est.
3RD
QTRFY21est.
4TH
QTRFY21
est.
1ST
QTRFY22
est.
2ND
QTRFY22
est.
3RD
QTRFY22
est.
4TH
QTRFY22
est.
1ST
QTRFY23
est.
2ND
QTRFY23
est.
3RD
QTRFY23
est.
4THQTRFY23
est.
SPECIAL STREET MAINTENANCE
(in 1000's)
BEG. CASH BAL.EXPENDITURES RECEIPTS
Note: Fiscal year 2022 and 2023 estimated revenue growth of 2%. Fiscal year 2022 and
2023 estimated expenditure growth of 3.5%.
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 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 101% (FY20), 109% (estimated
FY21), 114% (estimated FY22), and 117% (estimated FY23).
23
SPECIAL STREET MAINTENANCE
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: Operating $1,634,033 $2,041,337 $2,041,337 $2,294,894
10107 Cash, Designated Equip. Replacement $162,502 $156,916 $156,916 $188,416
10108 Cash, Designated S & C Repair/In-Lieu of $27,828 $27,828 $27,828 $27,828
10109 Cash, Designated Pavement Replacement $486,843 $673,829 $673,829 $515,906
Total Cash $2,311,206 $2,899,910 $2,899,910 $3,027,044
REVENUE
343012 Public Works Charges $6,083 $7,500 $5,000 $5,000
363010 Maintenance Assessments $2,131,463 $2,130,000 $2,155,000 $2,155,000
-designated for pavement replacement $400,000 $400,000 $400,000 $400,000
-designated for equipment replacement $200,000 $200,000 $200,000 $200,000
331050 MDOT Reimburse (grant)$0 $0 $78,000 $90,053
363040 Penalty & Interest $6,815 $6,000 $5,500 $5,500
364030 Sale of Misc./Auction $14,579 $5,000 $10,000 $11,000
371010 Investment $32,126 $22,000 $33,000 $19,800
Total Revenue $2,791,066 $2,770,500 $2,886,500 $2,886,353
Total Available $5,102,272 $5,670,410 $5,786,410 $5,913,397
EXPENDITURES
Street Department/TSS $1,771,405 $2,106,443 $2,026,443 $2,103,279
Capital Equip. Replacement $217,943 $189,000 $175,000 $346,000
Capital Outlay Bonded Debt - 4th Ave E Rebuild $0 $0 $0 $0
S & C Repair Funds $0 $27,828 $0 $27,828
Pavement Replacement Program $213,014 $932,153 $557,923 $828,284
Total Expenditures $2,202,362 $3,255,424 $2,759,366 $3,305,391
ENDING CASH
10100 Cash, OPERATING $2,041,337 $2,105,394 $2,294,894 $2,477,968
10107 Cash, Designated Equip. Replacement $156,916 $167,916 $188,416 $42,416
10108 Cash, Designated S & C Repair $27,828 $0 $27,828 $0
10109 Cash, Designated Pavement Replacement $673,829 $141,676 $515,906 $87,622
Total $2,899,910 $2,414,986 $3,027,044 $2,608,006
FUND: 2500-421-430240
PROJECTED REVENUE AND FUND SUMMARY
24
SPECIAL STREET MAINTENANCE
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
STREET DIVISION
Personal Services:FTE's 13.25 14.25 14.40 14.40
110 Salaries and Payroll Costs $706,871 $734,483 $805,569 $827,422
121 Overtime $26,339 $19,985 $28,000 $28,000
153 Health Insurance $143,858 $153,942 $177,425 $196,448
155 Retirement $54,660 $56,770 $60,533 $62,911
Subtotal $931,728 $965,180 $1,071,527 $1,114,781
Materials and Services:
210 Computer Equipment/Software/Supplies $3,228 $10,918 $16,360 $17,360
218 Non-Capital Equipment /Safety Equipment & Supplies $8,308 $6,869 $7,000 $7,000
220 Other supplies, Janitorial, Consumable Tools $4,733 $3,548 $4,500 $4,500
231 Gas & Oil $35,833 $38,039 $42,000 $42,000
341 Electric $2,699 $2,577 $3,500 $3,500
345 Telephone $1,352 $1,812 $1,700 $1,850
354 Contract Services $18,559 $6,759 $22,500 $22,500
356 Consultant-Transportation Plan $514 $3,283 $187,150 $130,000
362 Equipment Maint. Parts & Supplies, cutting edges, brooms $21,782 $28,156 $33,500 $41,000
366 Building Maint.$2,473 $3,860 $26,375 $5,000
373 Dues & Training $1,830 $5,922 $7,500 $13,000
388 Medical Services/Drug Test $617 $410 $1,000 $1,000
510 Property & Liability Insurance $17,650 $17,413 $30,260 $44,000
512 Uninsured Loss-Deductible $0 $15,080 $11,269 $45,000
521 Central Garage Transfer $180,235 $200,052 $195,464 $214,721
522 Administrative Transfer $93,300 $98,967 $115,951 $93,317
528 Information Tech. Transfer $12,513 $14,339 $14,191 $33,293
Subtotal $405,626 $458,004 $720,220 $719,041
610/620 Debt Service-Principal & Interest - from operating cash $77,206 $36,375 $0 $0
610/620 Debt Service-Principal & Interest - from pavement maint.$34,821 $38,906 $38,987 $39,054
Subtotal $112,027 $75,281 $38,987 $39,054
FUND: 2500-421-430240
EXPENDITURE DETAIL
25
SPECIAL STREET MAINTENANCE
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Capital Outlay:
840 MACI Grant Match-Wtr/De-Icer Trk(Carryover) & Sander Com $0 $0 $10,000 $15,000
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 $49,900 $0 $0
923 Cold Storage Roof Replacement $27,100 $0 $0 $0
953 Shop Complex Pavement Restoration - Carry $0 $33,522 $4,678 $10,000
Subtotal $50,014 $83,422 $14,678 $25,000
Capital Outlay: Bonded Project
969 4th Ave E. Main Replc $615,098 $0 $0 $0
430244
354 Pavement Maintenance Funds $642,842 $158,854 $873,166 $774,230
820 Transfer to BaRSAA $7,089 $15,254 $20,000 $15,000
430245 Replacement Funds:
940 Machinery & Equipment $296,575 $190,282 $158,000 $315,000
430248 Sidewalk & Curb Repair Funds
354 Contract Services (carryover)$0 $0 $27,828 $27,828
Total Streets $3,060,999 $1,946,277 $2,924,406 $3,029,934
430264 TRAFFIC SIGN & SIGNALS
Personal Services:FTE's 2.0 2.0 2.0 2.0
110 Salaries $118,243 $102,172 $103,256 $106,087
121 Overtime $0 $67 $7,500 $7,500
153 Health Insurance $21,767 $27,476 $29,676 $32,050
155 Retirement $8,748 $7,633 $7,685 $7,988
Subtotal $148,758 $137,348 $148,117 $153,625
Maintenance & Operations:
210 Computer Equipment/Software/Supplies $1,395 $2,676 $3,775 $4,775
218 Non-Capital Equipment /Safety Equipment & Supplies $7,529 $4,706 $6,700 $6,700
220 Other Supplies, Janitorial, Consumable Tools $2,612 $2,611 $3,500 $4,000
FUND: 2500-421-430240
EXPENDITURE DETAIL -con't.
26
SPECIAL STREET MAINTENANCE
FUND: 2500-421-430240; 430264
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Maintenance & Operations: Cont.
242 Street Signs $7,469 $23,898 $30,000 $30,000
243 Traffic Signals $5,905 $7,060 $30,000 $20,000
245 Barricade Materials $5,603 $3,696 $6,000 $6,000
341 Electricity $1,829 $1,767 $3,000 $3,000
345 Tele. & Communications $769 $664 $850 $850
354 Contract Services $7,793 $2,267 $10,000 $10,000
362 Equipment Maintenance Parts, includes Radios $3,203 $586 $3,000 $3,000
366 Building Maintenance $363 $1,936 $7,375 $5,000
373 School & Travel $5,610 $5,736 $7,000 $7,500
428 Paint Materials $4,147 $581 $5,000 $5,000
510 Property & Liability Insurance $1,793 $1,648 $3,000 $3,250
512 Uninsured Loss-Deductible Property $0 $263 $2,777 $1,000
521 Central Garage Transfer $8,024 $7,435 $7,502 $5,758
532 Office Rent $6,422 $6,421 $6,422 $0
Subtotal $70,466 $73,951 $135,901 $115,833
Capital Outlay:
940 Machinery & Equipment $30,352 $44,786 $47,000 $6,000
Subtotal $30,352 $44,786 $47,000 $6,000
Total Traffic Signs and Signals $249,576 $256,085 $331,018 $275,458
Grand Total - Streets & TSS $3,310,575 $2,202,362 $3,255,424 $3,305,391
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 Engineer. Salary split between Storm, Water, Sewer, Street, Light Maint. and Solid Waste.
210 Computer Equipment/Software/Supplies - $17,360
Includes funds for GPS vehicle software license, annual software licenses, and to meet the computer replacement schedule.
354 Contract Services - $22,500
$7,500 needed for street sweepings disposal.
356 Consultant - Total $130,000 - Carryover $25,000, New Appropriation $105,000
Transportation Plan Update - 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.
362 Equipment Maint. Parts & Supplies - $41,000
This line item covers cost for equipment fabrication and wear items such as cutting edges, chains, blades, broom segments, asphalt
zipper teeth, etc. Increase this year includes $5,500 to replace the loader tires and an increase in wear items as our fleet of
equipment has increased over the past several years to meet the needs of maintaining the growing street system.
373 Dues & Trainings - $13,000
The increase includes funds for an advanced paving class. The class includes training in asphalt matt defects and how
to correct them for longer asphalt life and better ride quality. Will also provide insight into how to get the most out of our newest
paver and new asphalt mix designs being introduced to the market. The training provides real experience that can be brought back
and shown to the rest of the crew.
FUND: 2500-421-430240
FY 2021 BUDGET HIGHLIGHTS
28
SPECIAL STREET MAINTENANCE
Line Item Detail Continued: Street Division
Capital Outlay: Operating Funds
840 MACI Grant Match - Carryover $10,000, New Appropriation $5,000
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. $5,000 new appropriation is for
the match for a scheduled replacement of a Sander deicer combo unit. Total cost of unit $35,000.
953 Phase II - Shop Complex Pavement Restoration - Total $10,000 - Carryover $3,079, New Appropriation $6,921
Phase I of the project is completed which included paving inside of the City shop complex and installation of a new storm water
quality treatment device. Phase II includes paving the front portion of the parking lot. Cost shared between Water, Sewer
Storm, Streets, & Solid Waste. Total project cost $50,000
430244 Pavement Repairs - $774,230
354 Pavement Maintenance - Carryover $374,230, New Appropriation $400,000
Capital Outlay: Replacement Funds
430245 Machinery & Equipment - $315,000
940 $195,000 - Dump Truck w/Plow. Scheduled replacement of a 1996 dump truck and plow. Truck is used for one of the main plow routes.
$95,000 - Portable Asphalt Recycling Machine. Scheduled replacement of a 2000 asphalt box. The asphalt recycling trailer uses
asphalt spoils, or asphalt millings, to repair roadways when the asphalt plants are shut down providing a more permanent or longer
term repair.
$25,000 - Steel Dump Truck Box
Line Item Detail Continued: Traffic Sign & Signals
Capital Outlay:
944 Machinery & Equipment - $6,000
$6,000 - Graco Lazerguide Attachment for existing Graco Roadpack. The attachment improves striping accruracy
and provides a safer environment for personnel.
FUND: 2500-421-430240
FY 2021 BUDGET HIGHLIGHTS
29
MT. AIR & CONGESTION GRANT
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
CASH: Operating $21,006 $21,006 $21,006 $21,006
REVENUES
331055 MACI Grant (FY20 Flush Trk & FY21 Sander)$206,630 $176,783 $0 $210,228
383012 Transfer (match) from Storm Sewer - carryover $34,268 $0 $0 $0
383012 Transfer (match) from Street Maintenance $0 $10,000 $0 $15,000
Total Revenue $240,898 $186,783 $0 $225,228
Total Available $261,904 $207,789 $21,006 $246,234
EXPENDITURES
940 Capital Equipment $240,898 $205,000 $0 $242,814
ENDING CASH
CASH: Operating $21,006 $2,789 $21,006 $3,420
FUND: 2825…STREET….421….FUNCTION….430240
PROJECTED REVENUE AND FUND SUMMARY
PROGRAM DESCRIPTION
The Montana Air and Congestion Initiative (MACI) provides funds for equipment purchases which are utilized to benefit air
quality in the State.
FY2021 BUDGET HIGHLIGHTS
FY21 NEW APPROPRIATION - Sander-deicer combo unit. Estimated cost of unit $35,000. The required 13.42% match, plus
indirect costs, would come from a $5,000 transfer from the Special Street Maintenance Fund.
FY20 CARRYOVER - 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 $185,000.
30
Page Fund Dept PARKS
31 2210 430 Parks in Lieu 19,450$
32 2215 Revenue and Fund Summary
33-35 2215 436 Parks 814,698$
36 2215 440 Athletic Complex 264,545$
37 2215 431 Recreation/Sports 190,208$
38 2215 448 Youth Camps 275,631$
39 2215 437 Aquatics Facility 310,131$
40-42 2600 Forestry/Developer's Trees 804,633$
2,679,296$
SPECIAL REVENUE FUNDS
PARKS IN LIEU
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
CASH $18,392 $18,667 $18,667 $19,463
346080 South Side Estates (fy20)$0 $0 $18,913 $0
371010 Interest Earnings $275 $0 $275 $0
Total Revenue $275 $0 $19,188 $0
Total Available $18,667 $18,667 $37,855 $19,463
934 Park Improvements - Lions (Roofs, Lights & bathroom upgrade)$0 $18,392 $18,392 $19,450
$0 $18,392 $18,392 $19,450
ENDING CASH
Cash Carry over $18,667 $275 $19,463 $13
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. The FY2021 budget will support improvements to Lions Park; replacement of old cedar shake shingle
roofs on the pavilion and cabin, and new pavilion lights and bathroom fixtures.
PROGRAM DESCRIPTION
PROJECTED REVENUE AND FUND SUMMARY
31
PARKS DEPARTMENT
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH:
10100 CASH: operations $847,399 $900,614 $900,614 $823,077
10107 Cash designated for Capital Equipment $32,379 $7,467 $7,467 $22,467
$879,778 $908,081 $908,081 $845,544
REVENUE:
311100 Real Estate Taxes $1,019,297 $1,045,000 $1,030,000 $1,065,000
311200 Personal Property/Entitlement $43,150 $40,000 $47,000 $35,000
312000 Penalty & Interest $1,562 $2,000 $1,500 $1,500
381060 Operating transfer- Health Insurance $91,000 $95,000 $95,000 $98,000
Subtotal Revenue from Taxes $1,155,009 $1,182,000 $1,173,500 $1,199,500
346050 Parks Usage Fees $20,444 $20,000 $13,000 $20,000
365015 Kidsports Maintenance $10,990 $20,000 $10,000 $20,000
346056 Kidsports usage $4,077 $3,000 $2,100 $4,000
346059 Picnic in the Park $27,045 $26,500 $16,500 $26,500
346051 Recreation Fees $26,735 $20,033 $25,000 $25,048
346053 Scholarships (donation)$1,622 $2,000 $952 $2,000
346052 Sports Programs $51,230 $59,480 $46,000 $73,577
365010 Donations/Grants(fy16)/Reimb&Dog Park(fy17)$4,106 $0 $2,296 $0
346054 Community After School Programs $56,642 $56,000 $51,000 $67,500
346057 Youth Camps $157,081 $156,421 $151,700 $179,201
346030 Pool $165,079 $140,000 $140,000 $148,410
346040 Concessions $41,898 $36,000 $36,000 $37,800
Subtotal Recreation & Pool $566,949 $539,434 $494,548 $604,036
371010 Investments $8,923 $5,500 $8,500 $6,500
346055 Ice Rink Utilities Reimbursement $21,597 $20,000 $20,000 $22,000
381050 Inception of loan $97,772 $0 $0 $0
Total $1,850,250 $1,746,934 $1,696,548 $1,832,036
Total Resources Available $2,730,028 $2,655,015 $2,604,629 $2,677,580
EXPENDITURES:
All Departments $1,821,947 $1,833,985 $1,759,085 $1,855,213
Equipment from designated $0 $0 $0 $0
ENDING CASH:
Cash Designated for Capital $7,467 $22,467 $22,467 $37,467
Cash Carry Over $900,614 $798,563 $823,077 $784,900
PROJECTED REVENUE AND FUND SUMMARY
FUND: 2215-436-460430
32
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
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.
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.
In FY21 the Parks Department will continue to address deferred maintenance in parks by replacing the old
cedar shake roofs at Lions Park, on both the pavilion and cabin, and make improvements and updates to the
bathrooms. This will be done utilizing Parks in Lieu funding. Other improvements included in the budget
will consist of upgrading lights at Woodland Lagoon pavilion and the maintaining of the weed spraying and
overseeding programs to improve turf throughout the parks system. Parks will continue to meet with FWP
to research options for addressing and improving the Woodland lagoon water quality.
PARKSFUND #2215
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
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PARKS
(in 1000's)
BEG. CASH BAL.
EXPENDITURES
RECEIPTS
Note: Fiscal year 2022 and 2023 estimated revenue growth of 2%. Between 1% and 2% is considered
healthy growth. Fiscal year 2022 and 2023 estimated expenditure growth of 3.5%. Based on past
experience, inflation, and union contracts.
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 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 51% (FY20), 44% (estimated
FY21), 41% (estimated FY22), and 36% (estimated FY23).
33
PARKS DEPARTMENT
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 5.55 5.55 5.55 5.55
110 Salaries and payroll costs $313,091 $319,928 $336,666 $347,866
111 Salaries - seasonal $36,713 $62,408 $66,679 $66,712
121 Overtime: Call outs $176 $49 $300 $300
153 Health Insurance $59,142 $58,360 $61,999 $72,336
155 Retirement $25,546 $28,013 $28,857 $30,263
Subtotal $434,668 $468,758 $494,501 $517,477
Maintenance & Operations:
210 Office Supplies, equip./computers $1,575 $853 $1,800 $4,400
215 Equipment - not capital $7,822 $5,109 $6,000 $3,000
224 Janitorial Supplies (All Parks)$5,357 $4,686 $6,000 $7,000
229 Other Supplies (fertilizer, weed spray, seed, paint)$3,025 $8,198 $10,000 $10,000
231 Gas $14,211 $17,071 $15,500 $17,000
241 Tools / Small Equipment /Safety equip $2,146 $2,041 $6,000 $4,000
320 Printing & advertising (legal notices)$15 $166 $200 $200
341 Electricity $12,812 $12,427 $14,000 $13,500
343 Ice Rink Utilities (Reimbursed-see revenue)$18,802 $21,555 $20,000 $22,000
344 Natural Gas $1,904 $2,257 $2,500 $2,500
345 Telephone & Communications $2,412 $1,939 $2,800 $2,800
351 Sports Court and Sport Maintenance $7,300 $8,281 $2,000 $2,000
354 Contract Services/Tennis Agreement $2,000 $2,000 $2,000 $2,000
355 Contract Services-Trail Maint./Contract Weed Control/ Portables $6,958 $26,635 $15,000 $18,000
356 Consultants - Preliminary design Hwy 93 trail $0 $0 $30,000 $30,000
357 Active Communities Expense $0 $2,222 $1,193 $0
358 FVCC Tennis Interlocal Agreement $7,000 $7,000 $7,000 $7,000
362 Equipment / Building Maintenance $23,060 $20,727 $10,500 $8,500
364 Landscape Materials, Perennials & Rose Garden $5,700 $5,912 $6,000 $6,100
367 Vandalism Repairs $2,715 $3,476 $4,000 $4,200
373 Dues & Training $3,773 $7,253 $8,000 $8,000
388 Medical services: Drug Testing $0 $232 $400 $400
395 Equipment Rental $682 $155 $500 $500
420 Metal /Wood Products-Fencing, picnic tables $2,596 $3,828 $9,000 $7,000
440 Irrigation Supplies $6,280 $6,349 $7,500 $7,500
452 Gravel, top soil, sand & compost $180 $861 $1,500 $2,000
con't
FUND: 2215-436-460430
EXPENDITURE DETAIL
34
PARKS DEPARTMENT
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Maintenance & Operations Continued:
521 Central Garage Transfer $40,634 $44,867 $38,968 $36,067
545 County Landfill $0 $522 $6,273 $6,273
610 Principal /Board of Investments -mower/flatbed/restrm/playground $30,928 $35,675 $59,296 $58,859
620 Interest /Board of Investments -mower/flatbed/restrm/playground $2,647 $4,717 $7,890 $6,422
Subtotal $212,534 $257,014 $301,820 $297,221
Capital Outlay:
941 Equipment - Tractor (FY21)$61,527 $39,912 $38,000 $0
931 Park Improvements - Thompson Playground $23,538 $0 $0 $0
932 Park Improvements - Lions (Roofs, Lights & $8200 bathroom upgar $0 $0 $16,608 $0
933 Park Improvements - Playground Lions $49,612 $0 $0 $0
920 Building Improvements - Woodland Park playground $0 $97,772 $0 $0
Subtotal $134,677 $137,684 $54,608 $0
Total $781,879 $863,456 $850,929 $814,698
EXPENDITURE DETAIL - con't.
FUND: 2215-436-460430
35
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. The budget includes an increase for fencing of the new
fields. Kalispell Parks & Recreation 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.
ATHLETIC COMPLEX
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY18/19 FY19/20
Personal Services:FTE's 1.95 2.15 2.15 2.15
110 Salaries and payroll costs $88,037 $101,079 $110,377 $112,922
111 Seasonal Salaries $41,027 $38,596 $38,917 $38,917
121 Overtime $0 $0 $300 $300
153 Health Insurance $22,140 $25,350 $34,733 $33,161
155 Retirement $9,330 $9,871 $10,009 $10,318
Subtotal $160,534 $174,896 $194,337 $195,618
Maintenance & Operations:
221 Safety Equipment (ear plugs, masks, glasses etc)$15 $161 $600 $600
229 Other Supplies (fertilizer, weed spray, seed, paint)$14,350 $13,576 $22,000 $22,000
231 Gas $6,998 $9,062 $8,500 $9,000
241 Consumable Tools (weedeaters)$50 $1,515 $2,000 $2,000
341 Electricity $9,478 $8,477 $9,500 $9,500
345 Telephone & Communications $183 $275 $240 $240
354 Contract Services - pump & pest management $0 $0 $1,000 $1,000
355 Contract Services - well, pump, pressure tank $22,549 $15,584 $0 $0
362 Equipment Maintenance $366 $282 $800 $800
364 Landscape, Flowers & gardens $136 $80 $600 $500
367 Vandalism Repairs $241 $47 $500 $500
373 Dues & Training $140 $471 $600 $700
388 Medical services: Drug Testing $0 $105 $200 $200
395 Rental Equipment $0 $0 $150 $200
420 Metal /Wood Products/Fencing $2,920 $0 $1,500 $4,000
440 Irrigation $3,939 $3,436 $7,000 $7,000
452 Gravel/Sand $1,278 $424 $1,200 $1,500
521 Central Garage Transfer $1,097 $1,562 $4,201 $5,787
545 County Landfill $0 $0 $3,400 $3,400
Subtotal $63,740 $55,057 $63,991 $68,927
Capital Outlay:
940 Equipment $2,650 $106,924 $0 $0
Total $226,924 $336,877 $258,328 $264,545
FUND: 2215-436-460440
EXPENDITURE DETAIL
36
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:
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.
The Recreation FY21 budget focuses on maintaining existing programs while adding new programs based
on public input and partnerships desired by businesses and organizations. Due to current circumstances,
staff understands the need to be flexible and willing to make programming adjustments if needed.
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 & SPECIAL EVENTS
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 1.6 1.6 1.6 1.6
110 Salaries and payroll costs $80,209 $66,762 $83,360 $86,268
111 Seasonal Salaries $11,757 $9,855 $10,065 $12,306
153 Health Insurance $19,666 $12,479 $22,649 $24,380
155 Retirement $6,239 $5,253 $7,304 $7,789
Subtotal $117,871 $94,349 $123,377 $130,744
Maintenance & Operations:
229 Other Supplies $8,618 $8,348 $11,138 $10,335
231 Gas $407 $429 $584 $600
320 Printing & Advertising $11,010 $6,206 $9,300 $7,925
345 Telephone & Communications $564 $529 $664 $675
354 Contract Services $21,320 $24,109 $27,550 $37,829
357 Music Franchise Fees $1,077 $1,115 $1,250 $1,300
373 Dues & Training $100 $1,058 $700 $800
Subtotal $43,096 $41,794 $51,186 $59,464
Total $160,967 $136,143 $174,563 $190,208
EXPENDITURE DETAIL
FUND: 2215-436-460431
37
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 FY21 budget continues to focus on providing quality youth and afterschool camps, while
meeting the federally and state mandated daycare standards for adult to child ratio. Staff recognizes the camps
and afterschool programs meet an important need of the community and seek to insure participants have a
healthy, safe and mentally and socially stimulating experience while in our care. Current circumstances
present challenges and might result in programming changes and adjustments and staff are dedicated to staying
abreast recommendations and polices to keep programs running smoothly and successfully.
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.
YOUTH CAMPS
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 1.5 1.5 1.5 1.5
110 Salaries and payroll costs $71,118 $57,420 $73,603 $76,112
111 Salaries-seasonal $107,131 $119,074 $139,364 $143,522
121 Overtime $2 $366 $150 $150
153 Health Insurance $18,693 $11,659 $21,805 $23,469
155 Retirement $5,527 $4,514 $6,765 $7,029
Subtotal $202,471 $193,033 $241,687 $250,282
Maintenance & Operations:
224 Janitorial supplies (Daycamp facility)$30 $246 $250 $250
229 Other Supplies $2,032 $2,520 $3,520 $3,520
231 Gas $134 $47 $338 $200
320 Printing & Advertising $25 $82 $295 $375
345 Telephone & Communications $890 $727 $1,352 $1,350
354 Contract Services $10,251 $12,539 $12,870 $13,154
355 After School program expenses $654 $697 $1,200 $1,200
356 Bank Fees/Credit Card Charges $3,902 $3,985 $4,000 $4,500
373 Dues & Training $285 $508 $700 $800
Subtotal $18,203 $21,351 $24,525 $25,349
Total $220,674 $214,384 $266,212 $275,631
FUND: 2215-436-460448
EXPENDITURE DETAIL
38
PURPOSE OF THIS DEPARTMENT:
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
2.To provide safe and fun aquatic programs.
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.
FY21 budgeted funds will address necessary repairs and upgrades to dated/incorrect signage. Staff will
continue to work with partners such as ImagineIF and Paws to Play to enhance programing such as the well-
received free Storytime's and Splash Bars for dogs and their humans. Staff have also added new "Goldfish"
swim lesson levels for children to start swim lessons at an earlier age.
To support and benefit the general operation and ensure safe activities at the aquatic facility for FY21,
while addressing necessary building and amenity repairs and improvements.
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.
AQUATICS FACILITY
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:
111 Seasonal Salaries $172,163 $168,254 $171,808 $170,081
121 Overtime $129 $105 $200 $200
155 Retirement $1,116 $292 $1,500 $1,500
Subtotal $173,408 $168,651 $173,508 $171,781
Maintenance & Operations:
210 Office Supplies/printing/equip $518 $231 $500 $500
224 Janitorial Supplies, safety equipment $2,116 $1,759 $2,000 $2,000
226 Chlorine & Chemicals $26,064 $26,416 $26,500 $40,000
228 Concession stand $21,372 $21,160 $20,000 $21,000
229 Other Supplies, consumable tools, $3,165 $2,755 $4,000 $4,000
341 Electricity $8,333 $9,091 $9,000 $9,500
344 Natural Gas $14,180 $16,515 $21,500 $25,000
345 Security Cameras / Telephones/Internet $1,851 $2,131 $2,550 $2,500
354 Licenses & Fees $731 $776 $1,300 $1,300
356 Bank Fees/CC Charges $1,831 $2,027 $3,200 $2,500
362 Equipment/Building Maintenance $42,284 $18,257 $18,095 $28,250
380 Training Materials $1,240 $1,318 $1,800 $1,800
Subtotal $123,685 $102,436 $110,445 $138,350
Total Pool Budget $297,093 $271,087 $283,953 $310,131
Line Item Detail: Pool
362 Equipment/Building Maintenance - $28,250
$2,250 - Lease of probes, pumps, & controllers
$3,000 - Service & Cleaning to existing boilers
$5,000 - Replace dated/incorrect signage
$3,000 - Replaces broken/aging grates on activity pool
$15,000 - Leak repair/misc. building upgrades/maintenance
FUND: 2215-437-460445
EXPENDITURE DETAIL
FY 2021 BUDGET HIGHLIGHTS
39
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 FY21 Urban Forestry budget focuses on continuing to meet the prioritized schedule of removals,
pruning and planting, utilizing both in-house crews and contracted services. The budget includes the
purchase of a replacement boom truck, due to the age and structural defects in our current one that has been
red tagged by Central Garage.
FUND #2600
FORESTRY
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FORESTRY
(in 1000's)
BEG. CASH BAL.
EXPENDITURES
RECEIPTS
Note: Fiscal year 2022 and 2023 estimated revenue growth of 2%. Between 1% and 2% is considered
healthy growth. Fiscal year 2022 and 2023 estimated expenditure growth of 3.5%. Based on past
experience, inflation, and union contracts.
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 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 130%
(FY20), 111% (estimated FY21), 98% (estimated FY22), and 84% (estimated FY23).
40
FORESTRY
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
2600 FORESTRY OPERATIONS
BEGINNING CASH
10100 CASH $486,905 $607,787 $607,787 $753,188
REVENUES
334121 Arbor Day Grant/ forestry charges $1,200 $750 $750 $750
334125 Forestry Program Dev $0 $0 $0 $6,000
363010 Assessments $591,580 $592,000 $595,000 $600,000
363040 P. & I. on Assessments $1,226 $500 $1,100 $1,100
364030 Misc Revenue/Insurance Reimb $0 $0 $3,037 $1,200
365010 Arbor day Sponsors/Other Misc.$4,385 $3,200 $3,100 $3,200
383010 General fund transfer $100,000 $0 $0 $0
381050 Inception Lease (chipper)$0 $0 $0 $0
371010 Investment Earnings $8,201 $3,000 $9,000 $5,400
Total Revenue from operations $706,592 $599,450 $611,987 $617,650
Total Available $1,193,497 $1,207,237 $1,219,774 $1,370,838
EXPENDITURES
Urban Forestry operations $585,710 $548,246 $466,586 $680,420
ENDING CASH
CASH $607,787 $658,991 $753,188 $690,418
2601 DEVELOPER'S TREES
BEGINNING CASH
10100 CASH $97,804 $106,370 $106,370 $124,213
REVENUES
346080 Developer charges $16,497 $0 $18,210 $0
Total available $114,301 $106,370 $124,580 $124,213
EXPENDITURES
Contract Services - Trees & 5% admin $7,931 $96,703 $367 $124,213
ENDING CASH
Cash carry over $106,370 $9,667 $124,213 $0
FUND: 2600-436-460433; 460435
PROJECTED REVENUE AND FUND SUMMARY
41
FORESTRY
proposed
ACTUAL ACTUAL BUDGET BUDGET
Forestry:FY17/18 FY18/19 FY19/20 FY20/21
460433 Personal Services:FTE's 3.00 3.80 3.80 3.80
110 Salaries and payroll costs $128,836 $170,004 $194,961 $199,567
111 Seasonal $7,421 $16,994 $40,963 $23,406
121 Overtime $32 $0 $1,000 $1,000
153 Health Insurance $28,923 $32,255 $38,982 $54,259
155 Retirement $9,822 $13,446 $18,128 $17,366
Subtotal $175,034 $232,699 $294,034 $295,597
Maintenance & Operations:
229 Office supplies /Other Supplies $193 $281 $3,600 $4,000
231 Gas $3,410 $7,466 $7,000 $8,000
241 Tools / Small Equipment /Safety equip $2,773 $4,249 $11,100 $12,200
345 Telephone & Communications $0 $644 $660 $660
354 Contract Services $217,240 $263,284 $150,000 $120,000
357 FORESTRY Grant $16,942 $0 $0 $6,000
358 EAB Monitoring/Arbor Day $5,822 $3,556 $4,000 $4,000
362 Equipment Maintenance $469 $1,916 $4,000 $4,000
364 Trees $8,000 $5,950 $8,000 $8,000
373 Dues & Training $3,405 $2,151 $4,000 $5,000
388 Medical services: Drug Testing $0 $0 $0 $200
395 Equipment Rental $0 $0 $6,000 $9,500
510 Liability & Property Insurance $1,138 $1,911 $4,000 $4,700
522 Administrative Transfer $12,197 $10,380 $21,110 $23,976
528 Information Technology Transfer $4,171 $4,780 $4,547 $7,617
521 Central Garage Transfer $8,167 $8,125 $7,840 $9,241
610/620 Principal & Interest (stumper & chiptrucks)$11,916 $18,318 $18,355 $17,729
Subtotal $295,843 $333,011 $254,212 $244,823
Capital Outlay:
940 Boom Truck FY21 $48,180 $20,000 $0 $140,000
Total Forestry $519,057 $585,710 $548,246 $680,420
2601 Developer's Trees:
460435
354 Contract Services $8,074 $7,931 $96,703 $124,213
Total Developer's Trees $8,074 $7,931 $96,703 $124,213
EXPENDITURE DETAIL
FUND: 2600-436-460433; 460435
42
Page Fund Dept COMMUNITY DEVELOPMENT432880CD Revolving Loan 227,000$
44 2881 CD Revolving Loan #2 275,405$
45-46 2886 CD Miscellaneous 376,231$
47 2887 Rural Development Revolving Loan 172,074$
48 2888 Rural Development Revolving Loan 310,025$
49 2953 EPA Brownfields Assessment Grant 188,778$
50 2955 EPA Brownfields Revolving Loan 586,495$
51 2991 Tiger Grant 3,803,909$
52 2974 Airport Grant 236,000$
6,175,917$
SPECIAL REVENUE FUNDS
COMMUNITY DEVELOPMENT-REVOLVING FUND
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash, Operating $190,712 $224,737 $224,737 $216,002
10162 Cash, Reserve for investment (S&C)$36,508 $36,230 $36,230 $52,054
$227,220 $260,967 $260,967 $268,056
REVENUES
345010 Application fees $0 $0 $200 $0
373020 Loan Proceeds/Principal $27,339 $15,689 $15,689 $17,461
373010 Loan Proceeds/-Interest $3,407 $2,891 $2,891 $2,762
371010 Interest Earnings (inc S&C interest)$4,502 $2,300 $4,000 $2,400
Total Revenue $35,248 $20,880 $22,780 $22,623
Total Available $262,468 $281,847 $283,747 $290,679
EXPENDITURES
353 Auditing $1,000 $1,000 $1,000 $1,000
354 Contract Services $501 $1,000 $500 $1,000
711 Redevelopment $0 $225,000 $14,191 $225,000
Total Expenditures $1,501 $227,000 $15,691 $227,000
ENDING CASH
10100 Cash, Operating $224,737 $2,793 $216,002 $11,625
10162 Cash, Reserve for s & c investment $36,230 $52,054 $52,054 $52,054
Total Cash $260,967 $54,847 $268,056 $63,679
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
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash, Operating $241,321 $266,508 $266,508 $290,963
$241,321 $266,508 $266,508 $290,963
REVENUES
373020 Loan Proceeds/Principal $21,812 $32,041 $21,360 $32,041
373010 Loan Proceeds/-Interest $0 $0 $0 $0
371010 Interest Earnings $3,780 $2,000 $3,500 $1,600
Total Revenue $25,592 $34,041 $24,860 $33,641
Total Available $266,913 $300,549 $291,368 $324,604
EXPENDITURES
354 Contract services $405 $405 $405 $405
711 Redevelopment $0 $250,000 $0 $275,000
Total Expenditures $405 $250,405 $405 $275,405
ENDING CASH
10100 Cash, Operating $266,508 $50,144 $290,963 $49,199
Total Cash $266,508 $50,144 $290,963 $49,199
FUND: 2881-480-470210
PROJECTED REVENUE AND FUND SUMMARY
44
Community Development - Miscellaneous
amended estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: operating $273,676 $264,880 $264,880 $258,380
10150 CASH: Old School Redevelopment $12,418 $68,194 $68,194 $114,910
REVENUES
371010 Interest/Misc.$4,410 $3,000 $4,500 $100
373010 Interest from Old School Lot sale $740 $0 $4,520 $0
Reimburse from Old School TIFs $0 $0 $0 $0
Old School SID lot sale $75,000 $65,000 $43,196 $65,000
Total Revenue $80,150 $68,000 $52,216 $65,100
Total Available $366,244 $401,074 $385,290 $438,390
M & O $13,206 $22,740 $10,000 $18,879
Redevelopment/Grants/Transfers $19,964 $4,000 $2,000 $357,352
Total Expenditures $33,170 $26,740 $12,000 $376,231
10100 CASH: operating $264,880 $245,140 $258,380 $149
10150 CASH: Old School Redevelopment $68,194 $129,194 $114,910 $62,010
ENDING CASH
FUND: 2886-480-470210
EXPENDITURES
PROJECTED REVENUE AND FUND SUMMARY
45
Community Development - Miscellaneous
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Materials and Services:
210 Grant Administration Expenses/project exp $0 $0 $2,000 $0
353 Auditing $1,000 $1,000 $1,000 $1,000
373 Dues & Training $60 $0 $2,000 $0
379 Meetings $949 $0 $1,000 $0
396 Studies/Surveys & marketing $0 $0 $5,000 $0
522 Administrative Transfers $2,000 $2,000 $2,000 $2,000
528 Information Tech. Transfers $8,342 $9,559 $9,094 $15,233
532 Office Rent new bldg $1,175 $647 $646 $646
Total Materials & Services $13,526 $13,206 $22,740 $18,879
Redevelopment:
620 Interest - Old School (to General Fund)$0 $0 $0 $0
790 Redevelopment Activity $1,500 $1,400 $4,000 $5,000
795 Old School Lot Purchase FY15/Assessment Payments FY16&1 $156,494 $18,564 $0 $0
815 Transfer to SID 344 debt service $0 $0 $0 $113,000
810 Transfer to WS TIF $0 $0 $0 $239,352
Total Grants & Housing $157,994 $19,964 $4,000 $357,352
GRAND TOTALS $171,520 $33,170 $26,740 $376,231
FUND: 2886-480-470210
EXPENDITURE DETAIL
46
RURAL DEVELOPMENT LOAN REVOLVING #61-01
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: operating $396,364 $405,577 $405,577 $170,965
10140 CASH: loan loss reserve $8,390 $6,843 $6,843 $5,078
Total Cash $404,754 $412,420 $412,420 $176,043
REVENUES
345010 Application/Origination Fees $0 $0 $0 $0
373010 Loan Interest $2,343 $1,944 $1,944 $8,653
371010 Other Interest $1,994 $1,000 $1,800 $1,080
373030 Principal $25,811 $32,453 $32,453 $38,248
Total Revenue $30,148 $35,397 $36,197 $47,981
Amount Available $434,902 $447,817 $448,617 $224,024
EXPENDITURES
Redevelopment Activity $408 $400,000 $250,500 $150,000
Principal (Loan 61-01)$18,639 $18,826 $18,826 $19,014
Interest (Loan 61-01)$3,435 $3,248 $3,248 $3,060
Total Expenditure $22,482 $422,074 $272,574 $172,074
ENDING CASH
10100 CASH: operating $405,577 $18,900 $170,965 $46,872
10140 CASH: loan loss reserve (6% o/s loans principal)$6,843 $6,843 $5,078 $5,078
$412,420 $25,743 $176,043 $51,950
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
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: operating $347,823 $339,061 $339,061 $330,536
10140 CASH: loan loss reserve $0 $0 $0 $0
Total Cash $347,823 $339,061 $339,061 $330,536
REVENUES
373010 Loan Interest $0 $0 $0 $0
371010 Other Interest $1,671 $1,000 $1,500 $900
373030 Principal $0 $0 $0 $0
Total Revenue $1,671 $1,000 $1,500 $900
Amount Available $349,494 $340,061 $340,561 $331,436
EXPENDITURES
610 Principal Repayment to IRP 61-03 $8,301 $8,384 $8,384 $8,468
620 Interest Repayment to IRP 61-03 $1,724 $1,641 $1,641 $1,557
750 Redevelopment Activity $408 $300,000 $0 $300,000
Total Expenditures $10,433 $310,025 $10,025 $310,025
ENDING CASH
10100 CASH: operating $339,061 $30,036 $330,536 $21,411
10140 CASH: loan loss reserve (6% of o/s prin of loans)$0 $0 $0 $0
$339,061 $30,036 $330,536 $21,411
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
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash $0 $120 $120 $0
REVENUE
331090 EPA FUNDING $400,000 $142,399 $226,481 $37,702 $188,778
Total Revenue $142,399 $226,481 $37,702 $188,778
Total Available $142,399 $226,601 $37,822 $188,778
EXPENDITURES
470210-354 Cont. Serv - Petroleum $0 $185,592 $200 $185,392
470210-373 Travel-Petroleum $449 $1,943 $514 $1,429
470215-354 Cont Serv - Hazardous $141,236 $37,108 $37,108 $0
470215-373 Travel-Hazardous $594 $1,958 $0 $1,957
Total Expenditure $142,279 $226,601 $37,822 $188,778
ENDING CASH
Cash $120 $0 $0 $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
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash $100,500 $100,500 $100,500 $100,500
REVENUE
331090 EPA Funding $0 $486,924 $929 $485,995
Loan Principal and Interest
Total Revenue $0 $486,924 $929 $485,995
Total Available $100,500 $587,424 $101,429 $586,495
EXPENDITURES
470210 PETROLEUM
229 Supplies $0 $219,248 $0 $218,322
352 Personnel $0 $3 $0 $0
353 Fringes $0 $0 $0 $0
354 Contracted Services $0 $0 $0 $0
373 Travel $0 $0 $929 $0
720 Loans $0 $0 $0 $0
721 Subgrants $0 $0 $0 $0
725 Revolved Funds $0 $100,500 $0 $100,500
470215 HAZARDOUS SUBSTANCES
229 Supplies $0 $267,673 $0 $267,673
354 Contracted Services $0 $0 $0 $0
373 Travel $0 $0 $0 $0
720 Loans $0 $0 $0 $0
721 Subgrants (FC Jail Project)$0 $0 $0 $0
$0 $587,424 $929 $586,495
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
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
CASH: operating $0 $0 $0 $0
REVENUES
331055 Tiger Grant $10,000,000 $0 $3,803,909 $0 $3,803,909
383000 Transfer from Westside TIF $0 $0 $0 $0
other revenue sources $0 $0 $0 $0
Total Revenue $0 $3,803,909 $0 $3,803,909
Total Available $0 $3,803,909 $0 $3,803,909
EXPENDITURES
791 Redevelopment - rail park (grant)$0 $0 $0 $0
793 Redevelopment - City match Rail Park $0 $0 $0 $0
790 Redevelopment - trail (grant)$0 $3,803,909 $0 $3,803,909
Total Expenditures $0 $3,803,909 $0 $3,803,909
CASH: operating $0 $0 $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
51
AIRPORT MDOT GRANT
proposed
BUDGET
FY20/21
BEGINNING CASH
CASH: 010100 $0
REVENUES
Grant :
334020 MDT Aeronautics Division Grant($236,000)$236,000
EXPENDITURES
934 Capital Improvements - lights/fencing $236,000
ENDING CASH
CASH: 010100 $0
The Montana Aeronautics Board approved the City of Kalispell (Kalispell Airport Association) request for funding to support upgrades
to the Airport runway lighting and security (fencing). Aeronautic Division (MDT) grants are eligible to provide funding for up to 100%
of the airport's share of non-federally funded projects. These grants are funded primarily by a $0.045 tax on general aviation fuel.
There are no required matching funds, and the project will be managed by the Kalispell Airport Association.
2974-430-430310-xxx
PROJECTED REVENUE AND FUND SUMMARY
52
Page Fund Dept TIFS & OTHER
53-54 2185 Airport TIF 35,970$
55-56 2188 Westside TIF 632,549$
57 2310 Old School Tech TIF 78,500$
58 2311 Old School Industrial TIF 2,000$
59 2312 Glacier Rail Park TEDD 34,577$
60 2372 Health 1,068,000$
1,851,596$
SPECIAL REVENUE FUNDS
AIRPORT TAX INCREMENT DISTRICT "B"
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash $2,073,847 $2,608,196 $2,608,196 $0
Total Beginning Cash $2,073,847 $2,608,196 $2,608,196 $0
REVENUES
335230 State Entitlement $42,671 $42,672 $42,672 $0
371010 Investment Revenue $33,903 $20,000 $30,000 $0
383001 Transfer from Debt Service $600,000 $688,369 $678,369 $35,970
Total Revenue $676,574 $751,041 $751,041 $35,970
Total Available $2,750,421 $3,359,237 $3,359,237 $35,970
EXPENDITURES
Personal Services $26,770 $27,719 $27,719 $0
M & O and Redevelopment $115,455 $3,331,518 $3,331,518 $35,970
Total Expenditures $142,225 $3,359,237 $3,359,237 $35,970
ENDING CASH
Cash Carry Over $2,608,196 $0 $0 $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.
53
AIRPORT TAX INCREMENT DISTRICT
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
480
470240 Personal Services:FTE's 0.35 0.35 0.35 0.00
110 Salaries $19,807 $20,567 $21,321 $0
153 Health $4,255 $4,521 $4,647 $0
155 Retirement $1,555 $1,634 $1,703 $0
Subtotal $25,617 $26,722 $27,671 $0
345 Telephone & Communication $48 $48 $48
Subtotal $48 $48 $48 $0
000
430300 Airport
353 Auditing $1,600 $1,600 $1,600 $0
356 Legal Survey/title search/appraisals/ contract services $0 $0 $0 $0
522 Administrative transfer $9,975 $9,503 $13,584 $0
840 Redevelopment activity $88,847 $104,352 $3,316,334 $35,970
Subtotal $100,422 $115,455 $3,331,518 $35,970
Total $126,087 $142,225 $3,359,237 $35,970
FUND: 2185-000-430300/470240/460430
EXPENDITURE DETAIL
54
WESTSIDE TAX INCREMENT DISTRICT "C"
FUND: 2188
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Operating $1,638,150 $19,471 $19,471 $394,464
Total Cash $1,638,150 $19,471 $19,471 $394,464
REVENUES
311100 Real Estate Taxes $5,677 $0 $0 $0
311200 Personal Property Taxes $0 $0 $0 $0
312000 Penalty & Interest $231 $0 $0 $0
335230 NW Drywall-Principal/interest $0 $0 $11,092 $33,000
365010 Misc. Rev (FCEDA/Pacific Steel(19)/Private grant(19))$35,369 $575,000 $208,000 $0
371010 Investment Earnings $28,291 $1,000 $1,372 $0
381060 Transfer- FY21 CD Misc $0 $1,200,000 $1,950,000 $205,085
Total Revenue $69,568 $1,776,000 $2,170,464 $238,085
Total Available $1,707,718 $1,795,471 $2,189,935 $632,549
EXPENDITURES
Personal Services $55,990 $59,149 $59,149 $62,847
Transfer to Debt Service Fund $40,000 $0 $0 $0
M & O - Distribution or Redevelopment $1,050,814 $7,867 $7,867 $3,819
Transfer to Tiger Grant Fund $0 $0 $0 $0
Tiger Activity $541,443 $1,728,455 $1,728,455 $565,883
Total Expenditures $1,688,247 $1,795,471 $1,795,471 $632,549
ENDING CASH
Operating $19,471 $0 $394,464 $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.
Ordinance 1704 expanded and extended the life of the Westside Urban Renewal District for 25 years with the sale of an Urban Renewal Note in the
amount of $500,000 to Rocky Mountain Bank. The District has since been expanded to include the Core Area Redevelopment Boundary.
55
WESTSIDE TAX INCREMENT DISTRICT
proposed
ACTUAL ACTUAL BUDGET BUDGET
COMMUNITY DEVELOPMENT FY17/18 FY18/19 FY19/20 FY20/21
Personal Services FTE'S 0.65 0.65 0.65 0.65
480-470230
110 Salaries-Admin $42,543 $44,094 $46,104 $48,475
153 Health $7,219 $8,396 $9,381 $10,526
155 Retirement $3,337 $3,500 $3,664 $3,846
Subtotal $53,099 $55,990 $59,149 $62,847
353 Audit $3,000 $3,000 $3,000 $1,500
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 $140,000 $0 $0
522 Administrative Transfer $3,966 $4,000 $4,675 $2,127
720 Redevelopment $558,678 $1,043,622 $0 $0
Subtotal $605,836 $1,190,814 $7,867 $3,819
470440 Tiger Grant Activity
93x Tiger Grant Redevelopment $37,142 $541,443 $1,728,455 $565,883
840 Transfer to Tiger Grant fund $2,200,000 $0 $0 $0
Total $2,896,077 $1,788,247 $1,795,471 $632,549
FUND: 2188
EXPENDITURE DETAIL
56
2310 OLD SCHOOL STATION TIF-TECHNOLOGY "G"
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Operating Cash -Redevelopment $10,888 $1,401 $1,401 $43,590
REVENUES
311110 Real Estate Property Taxes $57,828 $56,000 $53,000 $50,000
311200 Personal Property Taxes $4,078 $4,000 $4,000 $4,000
315000 Penalty & Interest $32 $25 $0 $0
335230 HB124 Entitlement $3,056 $3,056 $3,056 $3,056
371010 Investment Earnings $183 $100 $150 $100
383001 Transfer from Debt Service-Reimburse $0 $0 $0 $0
Total Revenue $65,177 $63,181 $60,206 $57,156
Total Available $76,065 $64,582 $61,607 $100,746
EXPENDITURES
355 Glacier Investment Reimbursement $10,092 $9,700 $9,217 $9,500
356 FED-EX Reimbursment/Developer agreement $9,572 $9,200 $8,800 $9,000
820 Operating Transfer-Debt Service $55,000 $45,000 $0 $60,000
Total Expenditures $74,664 $63,900 $18,017 $78,500
ENDING CASH
10100 Operating Cash -Redevelopment $1,401 $682 $43,590 $22,246
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
57
2311 OLD SCHOOL STATION TIF-INDUSTRIAL "H"
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash Operating-Redevelopment $4,855 $687 $687 $2,702
REVENUES
311100 Real Estate Taxes $3,798 $4,288 $2,000 $2,000
312000 Penalty & Interest $0 $0 $0 $0
371010 Investment interest $34 $25 $15 $10
Total Revenue $3,832 $4,313 $2,015 $2,010
Total Available $8,687 $5,000 $2,702 $4,712
EXPENDITURES
820 Operating Transfer-Debt Service $8,000 $5,000 $0 $2,000
Total Expenditures $8,000 $5,000 $0 $2,000
ENDING CASH
10100 Operating Cash -Redevelopment $687 $0 $2,702 $2,712
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.
58
2312 GLACIER RAIL PARK TEDD
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Operating Cash -Redevelopment $520 $554 $554 $561
REVENUES
311110 Real Estate Property Taxes $26 $0 $0 $33,291
311200 Personal Property Taxes $0 $0 $0 $0
315000 Penalty & Interest $0 $0 $0 $0
371010 Investment Earnings $8 $8 $7 $10
Contigency-transfer from CD Misc.$0 $0 $0 $34,000
Total Revenue $34 $8 $7 $67,301
Total Available $554 $562 $561 $67,862
EXPENDITURES
110 Salaries & Wages FTE .35 $0 $0 $0 $22,868
153 Health Insurance $0 $0 $0 $6,224
155 Retirement $0 $0 $0 $1,808
345 Telephone $0 $0 $0 $48
353 Audit $0 $0 $0 $1,500
522 Administrative Transfer $0 $0 $0 $2,128
790 Redevelopment $0 $0 $0 $0
Total Expenditures $0 $0 $0 $34,577
ENDING CASH
10100 Operating Cash -Redevelopment $554 $562 $561 $33,285
FUND: 2312-480-470210
PROGRAM DESCRIPTION
Ordinance No. 1770, adopted by the Kalispell City Council on May 2, 2016, adopted the Glacier Rail Park Development Plan and established a targeted economic development district (TEDD) within the Glacier Rail Park Development Plan area. The purpose of the TEDD is to develop necessary
infrastructure as needed and to encourage the location and development of value-adding industries within the Glacier Rail Park boundaries. The cost of
which may be paid by the TEDD.
PROJECTED REVENUE AND FUND SUMMARY
59
HEALTH-permissive levy
REVENUE PROJECTION
23.0 21.3 21.3 tbd
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash on Hand 90,721$ 121,693$ 121,693$ 114,752$
REVENUE
311100 Real Estate taxes 960,625$ 975,000$ 960,000$ 960,000$
311200 Personal Property taxes 25,651$ 25,000$ 28,000$ 28,000$
312000 Penalty & Interest 1,506$ 1,000$ 1,200$ 1,500$
335230 Entitlement 23,190$ 22,025$ 23,859$ 23,859$
Total Revenue 1,010,972$ 1,023,025$ 1,013,059$ 1,013,359$
Total Available 1,101,693$ 1,144,718$ 1,134,752$ 1,128,111$
EXPENDITURES
521000-810 Health Insurance -transfer to General Fund 889,000$ 925,000$ 925,000$ 970,000$
521000-810 Health Insurance -transfer to PARKS 91,000$ 95,000$ 95,000$ 98,000$
980,000$ 1,020,000$ 1,020,000$ 1,068,000$
ENDING CASH
Cash Carry over 121,693$ 124,718$ 114,752$ 60,111$
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.
60
Page Fund
1 various Debt Service Funds 1,111,972$
2 4170 Impound/Storage Facility 178,520$
3 4290 Sidewalk & Curb Construction 25,000$
Total Capital Project Funds 203,520$
DEBT SERVICE FUNDS
CAPITAL PROJECT FUNDS
PROGRAM OF SERVICES
DEBT SERVICE FUNDS
CASH REVENUE EXP.CASH
RATE FUND 7/1/2020 ANTICIPATEDPROJECTION 6/30/2021
3.83%2005 AIRPORT TIF (Fund 3185) $2,000,000 15 yr $35,970 $0 $35,970 $0
4.85%NEW CITY HALL (Fund 3170) $15,877 $26,684 $42,561 $0
1.59%2012 G. O. BOND $4,145,000 10 yr $28,009 $226,200 $234,450 $19,759
3%-4% V2018 WESTSIDE TIF (Fund 3188) $4,960,000 19 yr $807,924 $664,148 $364,625 $1,107,447
Bond Totals $887,780 $917,032 $677,606 $1,127,206
3.25%2012 S&C $ 3,982 $97 $515 $612 $0
3.25%2013 S&C $17,472 $231 $2,337 $2,326 $242
3.25%2014 S&C $ 7,845 $88 $1,132 $1,077 $143
3.50%2015 S&C $9,272 $174 $1,344 $1,321 $197
3.75%2016 S&C $9,792 $153 $1,484 $1,454 $183
4.50%2017 S&C $ 4,288 $75 $697 $681 $91
5.50%2018 S&C $ 7,145 $54 $1,268 $1,237 $85
4.75%2019 S&C $ 15,824 $0 $3,224 $3,105 $119
S& C Totals $872 $12,001 $11,813 $1,060
3500 DEBT SERVICE REVOLVING FUND $75,610 $2,000 $0 $77,610
5.27%2006 SID 344 - Old School Station $4,520,000 20 yr $37,955 $343,000 $357,995 $22,960
SID 344 - 3500 BOND RESERVE $103,888 $0 $43,888 $60,000
3.50%2013 SID 345 - The "Willows" $ 228,000 15 yr $24,828 $22,600 $20,670 $26,758
SID Totals $242,281 $367,600 $422,553 $187,328
Total $1,130,933 $1,296,633 $1,111,972 $1,315,594
For a comprehensive list of the City of Kalispell debt, see page 14 of the Exhibits section.
1
IMPOUND/STORAGE FACILITY
BUDGET
FY20/21
BEGINNING CASH
10100 CASH: operating $0
REVENUES
381050 Revenue - Board of Investment Loan $178,520
Total $178,520
Total Available $178,520
EXPENDITURES
400-411230
925 Capital Outlay - Impound/storage facility $178,520
$178,520
CASH: operating $0
Construction of a new facility for the City of Kalispell Police Department. Funding for construction is split with impact fees ($100,000). Debt service on this
new facility will be paid by Police impact fees - fund 2399, and supplemented, if necessary by general fund rent savings. Annual debt service will be
approximately $16,000. General fund rent savings (KPD) - $8500. State Board of Investments loan @ 2.5% annually for 15 years, interest rate adjusted
annually.
4170-413-420140
PROJECTED REVENUE/EXPENDITURE AND FUND SUMMARY
ENDING CASH
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
2
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 FY21 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.
SIDEWALK & CURB CONSTRUCTION
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash:$0 $0 $0 $0
REVENUES
381004 Proceeds S & C Warrants $7,145 $25,000 $15,824 $25,000
Total Revenue $7,145 $25,000 $15,824 $25,000
Total Available $7,145 $25,000 $15,824 $25,000
937 Sidewalk Construction Costs $7,145 $25,000 $15,824 $25,000
10100 Cash:$0 $0 $0 $0
FUND: 4290-410-430234-937
EXPENDITURES
ENDING CASH
PROJECTED REVENUE AND FUND SUMMARY
2
Page Fund Dept
1-8 5210 Water 15,184,608$
9-10 5211 Water System Impact Fees 1,284,500$
11-18 5310 454 Sewer Operations & Billing 7,403,074$
19-23 5310 455 Waste Water Treatment Plant 8,274,367$
24-25 5311 Sewer System Impact Fees 2,273,121$
26-31 5349 Storm Sewer 7,205,593$
32-33 5348 Storm Sewer System Impact Fee 1,814,713$
34-37 5510 Solid Waste 1,758,208$
Total 45,198,184$
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
.40 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
GOALS OF THIS DEPARTMENT:
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.
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The FY21 budget reflects the construction project to support the growth of the community with a
new tank and well. Expenditures allows for an analysis to upgrade Kalispell's oldest water source -
Noffsinger. 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 finish being updated to replace the
existing antiquated and unsupported system.
FUND #5210
WATER
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
WATER
(in 1000's)
BEG. CASH BAL.
EXPENSES
RECEIPTS
Note: Fiscal year 2022 and 2023 estimated revenue growth based on fiscal year 2020 rate
study. Fiscal year 2022 and 2023 estimated expenditure growth based on past experience,
inflation, budget, union contracts, and the City's capital improvement plan.
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 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 240% (FY20), 164% (estimated
FY21), 91% (estimated FY22), and 62% (estimated FY23).
1
WATER FUND (Operations & Billing)
FUND: 5210-447-430550
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Operating Cash $7,732,761 $8,225,697 $8,225,697 $8,460,951
10125 Meter Replacement Cash $505,737 $539,938 $539,938 $483,675
10127 Capital & Emergency Reserve-Target $400,000 $400,000 $400,000 $400,000 $400,000
10130 Bond Reserves (restricted cash)$420,470 $420,470 $420,470 $515,370
$9,058,968 $9,586,105 $9,586,105 $9,859,996
REVENUES
343210 Metered Water Sales (billed) (10100)$3,193,048 $3,000,000 $3,000,000 $3,319,443
343230 Meter Replacement Fee (10125)$102,938 $100,000 $95,000 $136,000
383010 Impact Fee Admin - Transfer from impact fee fund (10100) $34,800 $25,000 $26,750 $17,500
383015 Debt service transfer from impact fees $0 $309,058 $300,000 $200,000
343260 Misc.-Tower Lease/Installation/Reconnect/Tag fees (10100)$152,059 $120,000 $204,000 $126,500
371010 Interest Earnings (10100)$148,192 $105,000 $130,000 $78,000
Bonded Debt - 4 Mi Transmission $0 $4,483,000 $1,943,000 $655,000
Bonded Debt - 1 MG Storage Tank & Well $0 $0 $0 $8,700,000
Total Revenue $3,631,037 $8,142,058 $5,698,750 $13,232,443
Total Available $12,690,005 $17,728,163 $15,284,855 $23,092,439
EXPENSES
EXPENSES FROM RATES $3,035,163 $4,347,345 $3,425,496 $5,144,608
Expenses from Meter Cash (10125)$68,737 $151,263 $151,263 $200,000
Bonded Debt - 4 Mi Transmission $0 $4,239,062 $1,848,100 $620,000
Bonded Debt - 1 MG Storage Tank & Well $0 $0 $0 $8,270,000
Depreciation $840,000 $840,000 $840,000 $950,000
Total All Departments $3,943,900 $9,577,670 $6,264,859 $15,184,608
add back depreciation $840,000 $840,000 $840,000 $950,000
ENDING CASH
10100 Operating Cash $8,225,697 $7,422,410 $8,460,951 $7,057,786
10125 Meter Replacement Cash $539,938 $488,675 $483,675 $419,675
10127 Capital & Emergency Reserve-Target $400,000 $400,000 $400,000 $400,000 $400,000
10130 Bond Reserves (restricted cash)$420,470 $679,408 $515,370 $980,370
Total cash $9,586,105 $8,990,493 $9,859,996 $8,857,831
PROJECTED REVENUE AND FUND SUMMARY
2
WATER FUND SUMMARY
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:
Water Billing $145,247 $146,660 $163,177 $170,442
Water Operations $887,501 $833,794 $1,032,328 $1,046,432
Subtotal $1,032,748 $980,454 $1,195,506 $1,216,874
Maintenance & Operations:
Water Billing Services $110,268 $123,765 $130,793 $146,706
Water Operations $880,032 $567,652 $1,168,414 $1,312,028
Subtotal $990,300 $691,417 $1,299,207 $1,458,734
Capital Outlay from Rates:
Water Operations $264,567 $1,167,160 $1,346,302 $2,159,000
Subtotal $264,567 $1,167,160 $1,346,302 $2,159,000
Debt Service:
Water $185,058 $196,132 $506,330 $510,000
Subtotal $185,058 $196,132 $506,330 $510,000
Total $2,472,673 $3,035,163 $4,347,345 $5,344,608
Capital Outlay - Bonded Project $1,744,422 $0 $4,239,062 $8,890,000
Capital Outlay - Meter Replacement funds:(10125)$23,453 $68,737 $151,263 $0
Depreciation (non-cash item)$840,000 $840,000 $840,000 $950,000
Total $5,080,548 $3,943,900 $9,577,670 $15,184,608
EXPENDITURE SUMMARY
3
WATER OPERATIONS
FUND: 5210-447-430550
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 12.80 12.80 13.00 13.00
110 Salaries & Wages $686,813 $645,030 $774,817 $788,169
111 Seasonal Salaries $0 $0 $5,000 $5,000
121 Overtime/Call Outs $9,495 $11,489 $20,000 $20,000
153 Health Insurance $139,203 $127,706 $174,095 $173,129
155 Retirement - PERD $51,990 $49,569 $58,417 $60,134
Subtotal $887,501 $833,794 $1,032,328 $1,046,432
Maintenance & Operations:
210 Office Supplies/Equip/Computers/ GIS $6,081 $9,684 $22,000 $23,000
218 Equip. (non-capital)/Safety Equip & Supplies $8,467 $8,183 $8,500 $9,000
226 Chlorine & Chemical $30,933 $25,596 $39,000 $39,000
229 Other Supplies/Janitorial/Consumable Tools $3,650 $2,553 $4,500 $4,500
231 Gas & Oil $21,213 $21,966 $35,000 $35,000
312 Postage & Printing $455 $684 $1,000 $1,000
336 Licenses / Public Water Supply Fee $15,780 $16,318 $18,500 $19,500
341 Electricity $151,348 $150,721 $160,000 $160,000
344 Natural Gas $10,036 $9,828 $15,500 $15,500
345 Communications $10,484 $10,862 $11,000 $12,000
349 Lab Services $9,119 $8,976 $20,000 $20,000
353 Auditing $5,000 $3,500 $3,500 $3,500
354 Contract Services $38,348 $25,127 $55,000 $55,000
355 Noffsinger Transmission Condition Assessment $0 $0 $255,000 $260,500
356 Backbone Condition Assessment/Wtr Rights/Modeling $303,479 $15,732 $125,000 $205,500
362 Repair & Maint./Equip Maint/Radios/Equip Rental $6,109 $2,214 $15,000 $15,000
366 Building & Grounds Maintenance $2,525 $3,510 $16,375 $35,000
373 Dues & Training $4,556 $3,954 $11,000 $13,000
388 Medical/Drug Testing $1,158 $213 $600 $700
410 Construction Materials $19,937 $26,971 $35,000 $35,000
422 Hydrants $8,484 $5,725 $10,000 $10,000
423 Materials - Mains $3,458 $2,463 $14,000 $14,000
424 Materials - Service lines $8,890 $10,437 $12,000 $12,000
425 Materials - Wells/Pumps $8,714 $9,552 $45,000 $45,000
con't
EXPENSE DETAIL
4
WATER OPERATIONS
5210-447-430550
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Maintenance & Operations Continued:
510 Property & Liability Ins.$20,309 $20,622 $33,256 $47,000
512 Uninsured Loss-Deductible & Goodwill Expenditu $5,283 $418 $10,000 $10,000
521 Central Garage Transfer $23,750 $21,977 $27,002 $36,275
522 Administrative Transfer $114,222 $109,988 $122,069 $104,671
528 Information Tech. Transfer $29,196 $33,457 $33,112 $67,382
532 Office Rent/Lease Pmt (Silverbrook Well)$9,048 $6,421 $10,500 $4,000
Subtotal $880,032 $567,652 $1,168,414 $1,312,028
490200
610/620 Principal, Interest, Fiscal Fees $185,058 $196,132 $506,330 $510,000
Capital Outlay - Operating funds (rates):
921 Sand/Cold Mix Storage Shed $14,997 $0 $0 $0
925 Noffsinger Rehab Alternative $0 $0 $0 $520,000
935 Meter System Replacement $0 $0 $0 $317,000
936 Noffsinger Spring Generator $7,736 $0 $0 $0
937 Buffalo Hills Flow Control Upgrades $0 $0 $0 $140,000
938 Old School Well Frequency Drives $44,830 $0 $0 $0
940 Machinery & Equipment $29,732 $13,950 $45,000 $0
950 1st Avenue WN (Carryover)$0 $409,787 $210,213 $30,000
951 SCADA Control System Upgrades (Carryover)$995 $0 $305,000 $305,000
953 Shop Complex Pvmnt Restoration (carry/new) $0 $33,622 $4,578 $10,000
958 2nd Ave. W RR from Center to 2nd St W $0 $0 $0 $302,000
959 Parks Metering Phase II (carry)$6,079 $27,064 $0 $0
962 9th Ave West Water Main Repl (carry)$157,517 $73,503 $0 $0
963 8th Street West Water Main Repl (carry)$2,681 $495,745 $0 $0
968 Conrad Drive $0 $113,489 $246,511 $0
971 10th Ave W & 2nd St W R&R (Carryover)$0 $0 $535,000 $535,000
Subtotal $264,567 $1,167,160 $1,346,302 $2,159,000
Capital Outlay-Bonded:
939 Four Mile Transmission Main (Carryover)$0 $0 $4,239,062 $620,000
954 1 MG Elevated Storage Tank & Well $0 $0 $0 $8,270,000
969 4th Ave E. Main Replc $1,744,422 $0 $0 $0
Subtotal $1,744,422 $0 $4,239,062 $8,890,000
EXPENSE DETAIL
5
WATER OPERATIONS
5210-447-430550
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
430550 Capital Outlay-Meter Funds (010125):
948 Meters - Replacement (fy20 $41,263 c/o)$23,453 $68,737 $151,263 $0
Subtotal $23,453 $68,737 $151,263 $0
510400-831 Depreciation Expense $840,000 $840,000 $840,000 $950,000
Total Water Facilities $4,825,033 $3,673,475 $9,283,700 $14,867,460
430560 Water Billing:
Personal Services:FTE's 2.5 2.5 2.5 2.5
110 Salaries & Wages $109,378 $107,812 $117,187 $121,093
153 Health Insurance $27,384 $30,391 $36,809 $39,753
155 PERD $8,485 $8,457 $9,182 $9,596
Subtotal $145,247 $146,660 $163,177 $170,442
Maintenance & Operations:
210 Office Supplies/Computers $2,340 $4,437 $7,000 $9,000
353 Auditing $2,000 $2,000 $2,000 $2,000
354 Billing Costs/Grizzly Sec. & Mail Room $38,592 $40,688 $40,000 $40,000
355 Billing Costs/bank & cc fees, CenturyLink $18,211 $22,726 $27,000 $27,000
356 Billing costs/printing, shredding $621 $465 $1,500 $1,000
373 Dues & Training $1,435 $2,281 $2,500 $3,000
522 Administrative Transfer $11,451 $11,289 $11,259 $11,390
528 Information Tech. Transfer $29,196 $33,457 $33,112 $53,316
532 Office Rent $6,422 $6,422 $6,422 $0
Subtotal $110,268 $123,765 $130,793 $146,706
Total Billing $255,515 $270,425 $293,970 $317,148
Grand Total Water Fund $5,080,548 $3,943,900 $9,577,670 $15,184,608
EXPENSE DETAIL
6
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 Engineer. Salary split between Storm, Water, Sewer, Street, Light Maint and Solid Waste.
210 Office Supplies/Equip/Computers/ GIS - $23,000
355 Noffsinger Transmission and Facility Condition Assessment - 260,500
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.
356 Consultants - $205,500
$65,000 Water Rights Acquisition and Water Modeling
$140,500 Backbone Condition Assessment
366 Building & Grounds Maint. - $35,000
$10,000 to replace four chlorine room doors and frames
$10,000 to repair water shop roof.
Capital Outlay: Operating Funds (Rates)
925 Design - Noffsinger Rehab Alternative - $520,000
This project consists of drilling a new well along with a pump station in the City's lower pressure zone. Design work includes well
location, water rights, and permitting (W-RR-14).
935 Meter System Replacement Project - $317,000
This project replaces current 17+ year old mobile metering system with a cellular reading system. Cellular metering system provides on
demand readings, daily reports (leaks, backflow, etc.) and sends directly to billing office. Provides customers with direct access to daily
consumption and ability to manage water usage and set up leak alerts.Meters would be changed over to cellular over a 10 yr period
(W-RR-10).
937 Buffalo Hills Flow Control Upgrades - $140,000
The Buffalo Hill elevated tower upgrades consist of installing a new flow control valve along with bypass & isolation piping within the
existing tower. This particular upgrade will allow the City to continue to operate the smaller tower in the short-term during average day
demand and is required with the addition of new storage to maintain a proper hydraulic grade line (W-O-02).
950 1st Avenue WN - Carryover $30,000
FY 2021 BUDGET HIGHLIGHTS
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).
7
WATER OPERATIONS
FUND: 5210-447-430550/560
Line Item Detail: Water Fund Continued
Capital Outlay: Operating Funds (Rates) Cont.
951 SCADA Control System Upgrade/Improvements - Carryover $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
proprietary 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 Phase II - Shop Complex Pavement Restoration - Total $10,000 - Carryover $2,912, New Appropriation $7,088
Phase I of the project is completed which included paving inside of the City shop complex and installation of a new storm water
quality treatment device. Phase II includes paving the front portion of the parking lot. Cost shared between Water, Sewer
Storm, Streets, & Solid Waste. Total project cost $50,000
958 2nd Ave W RR from Center to 2nd St W - $302,000
This project was identified by the risk assessment process. Due to the high likelihood of failure. The project replaces the 1920 8" CI water
main under 2nd Ave W just north of E Center St to 2nd St W in the lower pressure zone (W-RR-06).
971 10th Ave W & 2nd St W Main Replacement - Carryover $535,000
This project was identified 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 - Carryover $620,000 and Impact Fee Funds - Carryover $50,000
939 Four Mile Transmission Main (Phase 1) - Total $670,000
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).
Bonded Debt - $8,270,000 and Impact Fee Funds - $448,000 (Carryover)
954 1 MG Elevated Storage Tank and Well - Total $8,718,000
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 - Impact Fee funds (10120)
930 Contract Main Upsize - Total $515,000 - Carryover $440,000; New Appropriation $75,000
Funds required for small city requested upsizing of private development infrastructure (W-GD-02).
941 Meters - $54,000
New Services (W-GD-01)
FY 2021 BUDGET HIGHLIGHTS - con't.
8
WATER SYSTEM IMPACT FEES
FUND: 5211
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
Beginning Cash
10120 Cash: Water Impact Fees $2,000,956 $1,202,496 $1,202,496 $986,745
Total Cash $2,000,956 $1,202,496 $1,202,496 $986,745
Revenue
343225 Impact fees (less admin)$661,202 $475,000 $508,250 $332,500
343225 5% Admin (to 5210)$0 $25,000 $26,750 $17,500
371010 Interest Revenue - Impact fee cash $21,768 $15,000 $20,000 $12,000
Total Revenue $682,970 $515,000 $555,000 $362,000
Total Available $2,683,926 $1,717,496 $1,757,496 $1,348,745
Expenses
900 Capital from Water Impact Fees $1,301,430 $1,342,001 $444,001 $1,067,000
825 Admin. Fees - Transfer to water $0 $25,000 $26,750 $17,500
820 Debt Service Transfer(impact fee portion)$180,000 $309,058 $300,000 $200,000
Total Expenses $1,481,430 $1,676,059 $770,751 $1,284,500
Ending Cash
10124 Cash: Water Impact Fees $1,202,496 $41,437 $986,745 $64,245
Total Cash $1,202,496 $41,437 $986,745 $64,245
PROJECTED REVENUE AND FUND SUMMARY
9
WATER SYSTEM IMPACT FEES
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
447-430555 Capital Outlay - Impact Fee funds (10120)
930 Contract Main Upsize (Impact fee Acct) - Carryover/New $0 $0 $440,000 $515,000
939 Four Mile Transmission Main (Phase 1) - Carryover $0 $38,052 $223,948 $50,000
941 Meters - New Development $36,935 $45,600 $45,600 $54,000
953 Develop Wtr Supply Section 36 Well (FY20 $184,453 c/o)$195,515 $1,217,778 $184,453 $0
954 1MG Elevated Storage Tank & Well - Carryover $0 $0 $448,000 $448,000
Total Capital from Impact Fee Funds $232,450 $1,301,430 $1,342,001 $1,067,000
825 Transfer to 5210 for admin $0 $0 $25,000 $17,500
820 Transfer to 5210 for debt $180,000 $180,000 $309,058 $200,000
Total Sanitary Impact Fee Funds $412,450 $1,481,430 $1,676,059 $1,284,500
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.
10
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
.40 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
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
The sewer operations budget provides for rehabilitation of existing sewer collection infrastructure in the downtown
area and the completion of a large transmission main to areas north and west of town, also known as the Westside
Interceptor. Expenditures allow for the rehabilitation of Lift Station 9 which is the main lift station supporting a
large sewer shed in the northeast areas of Kalispell. The budget also supports the scheduled replacement of the
vacuum truck used to clean and clear blockages within the sewer system. 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 and tank coatings. The budget also supports a bond for the design and
construction of a new Equalization Basin. A new basin is necessary since the existing basin is at operation limits for
current flows. The budget also 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.
1.To ensure conveyance of wastewater in the community to the WWTP.
SEWER COLLECTION
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.
Note: Fiscal year 2022 and 2023 estimated revenue growth based on fiscal year 2020 rate
study. Fiscal year 2022 and 2023 estimated expenditure growth based on past experience,
inflation, budget, union contracts, and the City's capital improvement plan.
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 80% (FY20), 53% (estimated FY21), 32% (estimated FY22),
and 19% (estimated FY23).
0
1000
2000
3000
4000
5000
6000
7000
1STQTRFY20
2NDQTRFY20
3RDQTRFY20
4THQTRFY20est.
1STQTRFY21est.
2NDQTRFY21est.
3RDQTRFY21est.
4THQTRFY21est.
1STQTRFY22est.
2NDQTRFY22est.
3RDQTRFY22est.
4THQTRFY22est.
1STQTRFY23est.
2NDQTRFY23est.
3RDQTRFY23est.
4THQTRFY23est.
SEWER
(in 1000's)
BEG. CASH BAL.
EXPENSES
RECEIPTS
11
SEWER - (Operations, Billing & Wastewater Treatment)
FUND: 5310
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
BEGINNING CASH FY18/19 FY19/20 FY19/20 FY20/21
10100 Operating $4,355,512 $4,262,501 $4,262,500 $4,546,026
10125 WWTP Capital Replacement $1,353,064 $681,283 $681,283 $293,783
1013x Bond Reserves/ Operating reserve $1,164,125 $1,561,043 $1,561,043 $1,565,875
$6,872,701 $6,504,826 $6,504,826 $6,405,684
REVENUES
343310 SEWER SERVICE-billed (10100)$4,571,438 $4,500,000 $4,550,000 $5,991,963
343360 Misc. ; (10100)$15,752 $10,000 $5,000 $21,000
383010 Impact Fee Admin - Transfer from impact fee fund (10100) $70,426 $50,000 $50,000 $33,400
383015 Debt service transfer from impact fees $0 $891,026 $891,026 $900,000
Sanitary Bonded Debt - Westside Interceptor $11,103,440 $2,900,030 $101,450 $2,798,580
WWTP Bonded Debt - EQ Basin $0 $0 $0 $2,520,000
371010 Interest-operations (10100)$95,649 $51,000 $87,500 $58,000
Interest-WWTP/Capital Replc (10125)$12,479 $15,500 $7,500 $2,000
Total Revenue $15,869,184 $8,417,556 $5,692,476 $12,324,943
Total Available $22,741,885 $14,922,382 $12,197,302 $18,730,627
EXPENSES
Expenses from rates $4,846,277 $6,936,978 $5,300,000 $8,606,492
Capital Outlay Replacement Funds (10125)$1,090,211 $849,148 $800,000 $634,246
Capital Outlay / Bonded Debt - Westside Interceptor $10,706,522 $2,783,478 $96,618 $2,686,704
Capital Outlay / Bonded Debt - EQ Basin WWTP $0 $0 $0 $2,400,000
Depreciation (non cash expense)$2,245,000 $2,245,000 $2,245,000 $1,350,000
Total Expenses $18,888,010 $12,814,604 $8,441,618 $15,677,442
Add depreciation/other non cash exp to cash $2,245,000 $2,245,000 $2,245,000 $1,350,000
Add cash distribution to City 10125 from 10100 $405,951 $420,000 $405,000 $400,000
ENDING CASH
10100 Operating $4,262,500 $2,827,549 $4,546,026 $2,943,897
10125 WWTP Capital Replacement $681,283 $267,635 $293,783 $61,537
1013x Bond Reserves (restricted funds)$1,561,043 $1,677,595 $1,565,875 $1,797,751
$6,504,826 $4,772,778 $6,405,684 $4,803,185
PROJECTED REVENUE AND FUND SUMMARY
12
SEWER FUND SUMMARY
FUND: 5310-454-430620-630/455-430640
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:
Sewer billing $120,276 $123,843 $134,929 $140,744
Sanitary Sewer $322,063 $320,323 $405,213 $418,977
WWTP & LAB $697,198 $710,781 $747,352 $776,577
Subtotal $1,139,539 $1,154,947 $1,287,494 $1,336,298
Maintenance & Operations:
Sewer Billing services $109,378 $122,696 $129,653 $145,707
Sanitary Sewer $435,385 $458,605 $576,607 $482,702
WWTP & Lab $910,924 $1,029,959 $1,370,835 $1,546,540
Subtotal $1,455,687 $1,611,260 $2,077,095 $2,174,949
Capital Outlay from rates:
Sanitary Sewer Operation $126,154 $519,484 $1,113,173 $2,326,800
WWTP & Lab $31,372 $33,536 $191,464 $581,052
Subtotal $157,526 $553,020 $1,304,637 $2,907,852
Debt Service:
Sanitary Sewer $1,511 $261,186 $763,085 $701,441
WWTP $860,709 $859,913 $1,084,667 $1,085,952
Subtotal $862,220 $1,121,099 $1,847,752 $1,787,393
City/Evergreen Replacement funded from rates:$398,461 $405,951 $420,000 $400,000
Total $4,013,433 $4,846,277 $6,936,978 $8,606,492
Capital Outlay - Other funds:
WWTP (10125) City/Evergreen account $574,313 $1,090,211 $849,148 $634,246
Sanitary Bonded Debt $389,136 $10,706,522 $2,783,478 $5,086,704
Depreciation (non-cash item) Sanitary $820,000 $820,000 $820,000 $500,000
Depreciation (non-cash item) WWTP $1,425,000 $1,425,000 $1,425,000 $850,000
Total $7,221,882 $18,888,010 $12,814,604 $15,677,442
EXPENSE SUMMARY
13
SEWER OPERATIONS
FUND: 5310-454-430630
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 5.55 6.05 6.25 6.25
110 Salaries & Wages $246,747 $244,023 $297,006 $308,061
121 Overtime $633 $367 $5,500 $5,500
153 Health Insurance $56,047 $57,314 $80,197 $81,790
155 Retirement - PERD $18,636 $18,619 $22,509 $23,625
Subtotal $322,063 $320,323 $405,213 $418,977
Maintenance & Operations:
210 Office Supplies/Equip/ Computer Supplies/GIS $3,559 $7,688 $12,200 $13,200
218 Equipment (Non Capital)/Safety Equip & Supplies $7,994 $7,574 $8,350 $13,350
229 Other Supplies/Janitorial/Consumable Tools $1,230 $1,696 $2,300 $2,300
231 Gas & Oil $8,525 $9,293 $12,000 $12,000
312 Postage, Printing & Advertising $165 $444 $500 $500
341 Electricity $50,006 $48,390 $57,000 $57,000
344 Natural Gas $12,032 $13,395 $16,500 $16,500
345 Telephone & Comm., Alarms $25,067 $23,724 $26,000 $26,500
353 Auditing $3,000 $3,000 $3,000 $3,000
354 Contract Services $20,820 $20,111 $24,000 $25,000
356 Consultants-Modeling $122,859 $148,059 $185,000 $15,000
362 Equipment Maintenance/Buildings & Radios $1,606 $4,836 $11,375 $16,875
373 Dues & Training, Licenses $1,339 $2,524 $7,250 $9,250
388 Medical Services $447 $424 $500 $500
410 Construction Materials $7,270 $6,718 $10,000 $10,000
425 Materials - Pumps/Lift Stations $21,389 $43,097 $50,000 $70,000
510 Property & Liability Ins $17,457 $22,601 $42,000 $59,500
512 $10,000 Uninsured Loss/$15,000 Goodwill Expenditures $34,879 $0 $25,000 $25,000
521 Central Garage Transfer $8,575 $10,133 $9,435 $11,404
522 Administrative Transfer $64,060 $59,359 $48,854 $51,291
528 Information Tech. Transfer $16,684 $19,118 $18,921 $44,532
532 Office Rent $6,422 $6,421 $6,422 $0
Subtotal $435,385 $458,605 $576,607 $482,702
EXPENSE DETAIL
14
SEWER OPERATIONS
FUND: 5310-454-430630
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Capital Outlay: from Rates (10100)
921 Sand/Cold Mix Storage Shed $14,321 $0 $0 $0
922 Design - L.S. #9 Improvements $0 $0 $0 $250,000
940 Machinery & Equipment $68,298 $52,070 $43,500 $245,000
948 Repair & Replacement of Sewer Main - Carryover $0 $0 $600,000 $600,000
953 Shop Complex Pavement Restoration - Carryover & New $0 $33,527 $4,673 $10,000
954 Grandview L.S. Relocation & Upsize (50% rate 50% impact fee)$11,098 $615 $0 $0
956 Lift Station Communication Upgrade $18,332 $13,641 $20,000 $0
959 2nd Alley E Repl.FY16; Sewer Line A Replcmnt - Carryover $1,605 $231,135 $0 $0
960 Manhole Rehabilitation /Sewer Main Repairs $11,848 $14,990 $50,000 $50,000
961 Main Replcmnt - 6th Alley E-S. of 14th & 13th $0 $0 $0 $263,000
962 Sewer Main Slip Lining $652 $173,506 $395,000 $395,000
963 L.S. 5a Removal $0 $0 $0 $335,000
964 Design/Main Replcmnt - 1st & 2nd Ave EN from Wyoming North $0 $0 $0 $121,000
965 RR & Upsize of line upstream of WWTP $0 $0 $0 $57,800
Total Capital Outlay $126,154 $519,484 $1,113,173 $2,326,800
430630 Capital Outlay: Bonded
957 West Side Interceptor Phase I $389,136 $10,706,522 $2,783,478 $2,686,704
Debt Service
490204-6xxDebt Service -Principal, Interest, Fiscal Agent Fees $1,511 $261,186 $763,085 $701,441
510400-831Depreciation Expense $820,000 $820,000 $820,000 $500,000
Total Sanitary Sewer Operating Budget $1,705,113 $13,086,120 $6,461,556 $7,116,624
EXPENSE DETAIL
15
SEWER OPERATIONS
FUND: 5310-454-430630
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 2.0 2.0 2.0 2.0
430620 Sewer Billing
110 Salaries & Wages $92,280 $93,349 $99,549 $102,807
153 Health Insurance $20,851 $23,186 $27,602 $29,810
155 Retirement - PERD $7,145 $7,308 $7,778 $8,127
Subtotal $120,276 $123,843 $134,929 $140,744
Materials and Services:
215 Office Supplies/Computers $2,339 $4,376 $7,000 $9,000
353 Auditing $2,000 $2,000 $2,000 $2,000
354 Billing Costs/Grizzly Sec. & Mail Room $38,593 $40,689 $40,000 $40,000
355 Billing Costs/bank & cc fees, CenturyLink $18,211 $22,726 $27,000 $27,000
356 Billing Costs/printing, shredding $621 $465 $1,500 $1,000
373 Dues & Training $1,480 $2,177 $2,500 $3,000
522 Administrative Transfer $10,516 $10,385 $10,119 $10,391
528 Information Tech. Transfer $29,196 $33,457 $33,112 $53,316
532 Office Rent $6,422 $6,421 $6,422 $0
Subtotal $109,378 $122,696 $129,653 $145,707
Total Sanitary Sewer Billing Budget $229,654 $246,539 $264,582 $286,451
FY 2021 BUDGET HIGHLIGHTS
Line Item Detail: SANITARY SEWER
110 Personnel Services - Includes an additional .20 FTE
Addition of one full-time Engineer. Salary split between Storm, Water, Sewer, Street, Light Maint and Solid Waste.
218 Equipment (Non Capital)/Safety Equip & Supplies - $13,350
$5,000 increase is for the purchase of four jetter nozzles. Cost split with Storm, Total Cost $10,000
354 Contract Services -$25,000: Cost of annual contracts; U-dig fees, generator testing/maintenance, coveralls, estimated system repairs.
362 Equipment Maintenance/Buildings & Radios - $16,875
$5,500 increase for Electrical Panel Upgrade to Sewer/Storm Shop. Cost shared with Sewer, Total Cost $11,000
EXPENSE DETAIL
16
SEWER OPERATIONS
FUND: 5310-454-430630
Line Item Detail: SANITARY SEWER Cont.
373 Dues & Training - $9,250
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 - $70,000
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.
$20,000 increase in the line item is for thre purchase of three air-powered wet well mixers.
Capital Outlay: from Rates (10100)
922 Design - Lift Station #9 Improvements - $250,000
This project is located adjacent to Fairway Boulevard in the Buffalo Hills Golf Course and replaces the existing 8" PVC gravity sewer inlet
pipe entering Lift Station #9 with a 15" size to match the existing pipe size just upstream of the pipe section to be replaced. The existing
253 gpm pumps in the lift station will be replaced with 750 gpm pumps to accomodate peak flows in the short-term. Provide additional
capacity for 860 gpm flows at full buildout. Lift station improvements entail full lift station replacement (WW-LS-01).
940 Machinery & Equipment - Total $245,000 - Carryover $32,500, New Appropriation $212,500
Carryover $32,500 - Scheduled replacement of Service Truck with Service Body and Crane. Cost split with Storm, Total Cost $65,000
$212,500 Sewer Combination Truck (Vac Trk). Cost shared with Sewer. Total Cost $425,000
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 (WW-EX-18).
953 Phase II - Shop Complex Pavement Restoration - Total $10,000 - Carryover $3,074, New Appropriation $6,926
Phase I of the project is completed which included paving inside of the City shop complex and installation of a new storm water
quality treatment device. Phase II includes paving the front portion of the parking lot. Cost shared between Water, Sewer
Storm, Streets, & Solid Waste. Total project cost $50,000
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).
FY 2021 BUDGET HIGHLIGHTS
17
SEWER OPERATIONS
FUND: 5310-454-430630
Line Item Detail: SANITARY SEWER
Capital Outlay: from Rates (10100) Cont.
961 Sewer Main Replc-6th Alley E., South of 14th and 13th - $263,000
Replacement of 4" & 6" Sewer with 8" PVC - 6th Alley E - South of 14th to 13th (SEW-16)
962 Sewer Main Slip Lining Projects - Carryover $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)
963 Lift Station 5a Removal - $335,000
This project consists of removal of Lift Station #5a and replacing with a low pressure sanitary sewer system. 8 non-annexed properties in the
Greenacres Subdivision contribute flow to 5A through approx. 185’ of gravity sewer main. This project is necessitated due to high
groundwater inflow rates and the lack of easement/access to adequately maintain the facility. Additionally, the proposed 3” forcemain
servicing the low pressure sewer system would allow additional users to be connected to the system in the future, reducing groundwater
inflow from the Greenacres Subdivision (WW-EX-10).
964 Design - RR of 1st and 2nd Ave EN from Wyoming North - $121,000
Design replacement of Gravity Sewer with 8" PVC on 1st and 2nd Ave. EN from Wyoming St. heading north (WW-EX-16).
Capital Outlay - Impact Fee Funds (10123)
955 Main & Lift Station Upsize -Total $400,000 - Carryover $300,000, New Appropriation $100,000
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 $87,364, New Appropriation $10,000
Bonded Debt - Carryover $2,686,704
957 West Side Interceptor - Total $2,784,068
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).
Capital Outlay - from Rate (10100) and Impact Fee Funds (10123)
965 RR & Upsize of sewer main at WWTP - Total $170,000 ($57,800 rates (34%), $112,200 impact fees (66%)
This project replaces a total of 377 Ln Ft of failing 36" sewer main with a 54" sewer main. The project is split between rates and impact fees
for the upsize portion and also split between sewer conveyance and treatment as a portion of the pipe is inside the WWTP (WW-EX-19).
FY 2021 BUDGET HIGHLIGHTS - con't.
18
WASTEWATER TREATMENT PLANT
FUND: 5310-455-430640
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 6.55 6.55 6.55 6.55
110 Salaries & Wages $421,283 $411,608 $454,195 $468,577
111 Seasonal Salaries $1,818 $0 $5,000 $5,000
112 Severance $4,244 $31,633 $0 $0
121 Overtime $20,238 $19,039 $22,500 $22,500
153 Health Insurance $85,394 $81,837 $90,736 $97,675
155 Retirement - PERD $33,336 $32,819 $34,152 $35,640
Subtotal $566,313 $576,936 $606,584 $629,392
Maintenance & Operations:
210 Office Supplies/Equip/Computers $15,616 $10,001 $10,000 $11,500
218 Safety Equipment & Supply $2,310 $2,780 $2,700 $3,000
225 Alum $20,371 $19,776 $28,000 $43,500
226 Chlorine, Chemicals & Polymer $52,276 $90,001 $87,000 $111,000
229 Other Supplies/Janitorial/Consumable Tools/Equip Rental $3,502 $5,320 $7,000 $7,000
231 Gas & Oil $14,288 $12,438 $19,000 $19,000
312 Postage & Shipping $561 $19 $400 $550
336 Licenses and Fees $11,595 $6,668 $12,000 $14,000
341 Electricity $174,179 $187,587 $190,000 $193,000
342 Water $8,640 $4,971 $7,500 $7,500
344 Natural Gas $45,585 $64,579 $82,000 $82,000
345 Telephone & Alarms $5,974 $6,012 $6,500 $12,050
353 Auditing $4,000 $2,500 $2,500 $2,500
354 Contract Services-Glacier Gold $134,311 $120,658 $135,000 $135,000
355 Other Contract Services / Land Fill $36,880 $44,814 $39,000 $49,000
356 Consultant-Elec Eng/Permit Asst /Site Specific Sampling $58,535 $41,792 $210,960 $267,000
358 Consultant - TMDL,WWTP Permit/Rates/Fermenter Assessmnt $632 $95,808 $175,000 $145,000
360 Maintenance Service -Misc.$22,614 $27,953 $30,000 $30,000
366 Building Maintenance $39,005 $40,005 $46,000 $51,000
373 Dues, Training & Training Materials $4,911 $7,276 $8,500 $9,500
388 Medical Services $412 $198 $500 $500
510 Property & Liability Insurance $36,350 $37,449 $42,000 $51,000
521 Central Garage Transfer $13,842 $22,489 $19,219 $20,443
522 Administrative Transfer $122,819 $117,270 $122,705 $119,914
528 Information Tech. Transfer $20,854 $23,898 $23,651 $38,083
Subtotal $850,062 $992,262 $1,307,135 $1,423,040
EXPENSE DETAIL
19
WASTEWATER TREATMENT PLANT
FUND: 5310-455-430640
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
430640 Capital Outlay: Operating Funds
920 T-Was Roof Replc (carryover)$0 $28,588 $13,412 $0
921 Evergreen Sewer Sampling Equipment & Bld $0 $0 $0 $0
930 Biosolids Alternate Disposal Eng.(61% rate,39% impact)$0 $4,948 $178,052 $178,052
931 Design Dome for Secondary Clarifiers $0 $0 $0 $403,000
940 Boiler/Heat Exchange Overhaul $31,372 $0 $0 $0
Subtotal $31,372 $33,536 $191,464 $581,052
430645 WWTP Replacement Funds:Evg (10125)
362 Equipment Maintenance $100,485 $90,479 $118,000 $193,000
921 Roof ReplcmntFY17; E. Secondary Clarifier Coating Prj $0 $0 $75,000 $0
933 Solid Dewatering Carryover $89,000 $0 $0 $0
934 Secondary Digesters Lid Phase 1 & Phase 2 (carry/new)$310,390 $908,343 $530,648 $41,766
936 Digested Sludge Line Replacement $0 $0 $0 $0
937 Sand Filter Maintenance & Replacement- Carry $0 $0 $0 $0
940 Machinery & Equipment $74,438 $91,389 $125,500 $324,000
965 RR & Upsize main at WWTP(34% rate, 66% impact fee)$0 $0 $0 $75,480
Subtotal $574,313 $1,090,211 $849,148 $634,246
Capital Outlay: Bonded:
929 Construct New EQ Basin $0 $0 $0 $2,400,000
Subtotal $0 $0 $0 $2,400,000
4902xx-6xxDebt Service $860,709 $859,913 $1,084,667 $1,085,952
831 Replacement Reserve-Evergreen $398,461 $405,951 $420,000 $400,000
Depreciation Expense (non cash)$1,425,000 $1,425,000 $1,425,000 $850,000
Subtotal WWTP $4,706,230 $5,383,809 $5,883,998 $8,003,682
EXPENSE DETAIL
20
WASTEWATER TREATMENT PLANT
FUND: 5310-455-430640
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
430646 Laboratory Operations - Personal Services: FTE's 2.0 2.0 2.0 2.0
110 Salaries & Wages $106,328 $109,195 $115,308 $119,920
153 Health Insurance $16,590 $16,392 $16,872 $18,222
155 Retirement - PERD $7,968 $8,258 $8,589 $9,044
Subtotal $130,886 $133,845 $140,768 $147,186
Maintenance & Operations:
210 Office Supplies/Computers/other Supplies/Shipping $3,484 $3,572 $4,500 $6,000
218 Equipment $1,912 $1,890 $2,500 $13,500
222 Lab Supplies $14,163 $11,121 $16,500 $16,500
349 Lab services $34,823 $15,367 $30,000 $15,000
350 Pretreatment Services $0 $0 $0 $15,000
362 Equipment Maintenance $5,219 $3,988 $5,500 $5,500
373 Dues & Training, Licenses $1,261 $1,759 $4,700 $5,000
940 Machinery & Equipment $0 $0 $0 $47,000
Subtotal $60,862 $37,697 $63,700 $123,500
Subtotal Laboratory $191,748 $171,542 $204,468 $270,686
Total Treatment Plant $4,897,978 $5,555,351 $6,088,466 $8,274,367
Line Item Detail - Wastewater Treatment Plant
225 Alum - $43,500
Increased to support fermenter shut down for the condition assessment evaluation.
226 Chlorine, Chemicals & Polymer - $111,000
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.
345 Telephone & Communications - $12,050
Increase is for internet fiber costs
355 Other Contract Services - $49,000
Rag /grit and landfill biosolids disposal fees and other contract services.
FY 2021 BUDGET HIGHLIGHTS
EXPENSE DETAIL
21
WASTEWATER TREATMENT PLANT
FUND: 5310-455-430640
Line Item Detail - Wastewater Treatment Plant
356 Consultant - Electrical Engineer, Permit Compliance, Site Specific Sampling & Effluent Mgmt - $267,000
$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.
$180,000 - Site Specific Standard Sampling and Evaluation and $57,000 for a Effluent Mgmnt Plan - 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 - $50,000, Pretreatment Rate Development -$60,000, WWTP Permit Renewal
Application/Support $10,000 & Fermenter Condition Assessment $25,000 - Total $145,000
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 - $51,000
$36,000 - Replace Garage Doors on Press Bay & Chemical Storage Building
$15,000 - Misc. building repairs and maintenance to multiple WWTP buildings
430640 Capital Outlay - Operating Funds
931 Design - Dome for Secondary Clarifiers - $403,000
Design GEO dome covers on secondary clarifiers (3) that allow for full access for inspection and maintenance. Covers will greatly reduce
algae growth, sloughing, and odor production, while keeping the waterfowl out of the clarifiers. Resulting in improved operations and effluent
quality (WWTP-SCL-3).
644 Capital Outlay - from Bond and Impact Fee Funds
929 Construct New EQ Basin - TOTAL $2,869,800 - Carryover $469,800 impact fee & New Appropriation (Bond) - $2,400,000
FY 2021 BUDGET HIGHLIGHTS - con't
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.
22
WASTEWATER TREATMENT PLANT
FUND: 5310-455-430640
Line Item Detail - Wastewater Treatment Plant
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).
965 RR & Upsize of sewer main at WWTP - Total $222,000 ($75,480 replc 34%), $146,520 impact fees (66%)
This project replaces a total of 377 Ln Ft of corroded 36" sewer main with a 54" sewer main. The project is split between rates and impact fees
for the upsize portion and also split between sewer conveyance and treatment as a portion of the pipe is inside the WWTP (WWTP-misc12).
430645 Capital Outlay - Replacement Funds
362 Equipment Maintenance - $193,000 - 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). Increase in line item includes $75,000 to replace the UV bulbs, sleeves and ballasts for the UV system
that treats the effluent water for e-coli and fecal coliform for safe discharge into Ashley creek.
934 Secondary Digesters Lid Replacement - Phase 1 & 2 - TOTAL $41,766 - Carryover $6,766, New Appropriation $35,000
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). New appropriation is for the one year inspection.
940 Machinery & Equipment Replacement Fund - $324,000
$95,000 - Replace Bio-Cell Gate Replacement (11 gates)
$25,000 - Replace Bio-cell Aeration Actuators
$44,000 - Replace Gas Detection Equipment
$160,000 - Replace Sludge Truck. Scheduled replacement of a 1992 Truck.
Laboratory Operations:
218 Equipment - $13,500
Increase includes $6,000 to replace the Autoclave and $5,000 to replace the spectrophotometer.
349/350$15,000 Lab Services & $15,000 Permit & Pretreatment Testing = Total $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.
940 Machinery & Equipment - $47,000
$47,000 Auto Analyzer
FY 2021 BUDGET HIGHLIGHTS - con't
23
SEWER SYSTEM IMPACT FEES
FUND: 5311
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
Beginning Cash
10123 Cash: Sanitary (collection) Impact Fees $2,079,218 $2,025,491 $2,025,491 $2,180,342
10124 Cash: Treatment Impact Fees $1,322,802 $1,638,651 $1,638,651 $1,931,651
Total Cash $3,402,020 $3,664,142 $3,664,142 $4,111,993
Revenue
$816,167 $570,000 $855,000 $437,000
$0 $30,000 $45,000 $23,000
$209,531 $0 $0 $0
$521,930 $380,000 $494,000 $197,600
$0 $20,000 $26,000 $10,400
$27,730 $20,000 $30,000 $18,000
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 $22,082 $20,000 $24,000 $14,400
Total Revenue $1,597,440 $1,040,000 $1,474,000 $700,400
Total Available $4,999,460 $4,704,142 $5,138,142 $4,812,393
Expenses
900 Capital from Sanitary (collection) Impact Fees $757,155 $451,487 $64,123 $609,564
Capital from Treatment Impact Fees $3,163 $583,637 $0 $730,157
825 Admin. Fees - Transfer to sewer $0 $50,000 $71,000 $33,400
800 Debt Service from Sanitary (collection) Impact Fees $350,000 $666,026 $666,026 $675,000
Debt Service from Treatment Impact Fees $225,000 $225,000 $225,000 $225,000
Total Expenses $1,335,318 $1,976,150 $1,026,149 $2,273,121
Ending Cash
10123 Cash: Sanitary (collection) Impact Fees $2,025,491 $1,497,978 $2,180,342 $1,350,778
10124 Cash: Treatment Impact Fees $1,638,651 $1,230,014 $1,931,651 $1,188,494
Total Cash $3,664,142 $2,727,992 $4,111,993 $2,539,272
REVENUE PROJECTION
24
SEWER SYSTEM IMPACT FEES
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
454-430635 Capital Outlay - Impact Fee funds (10123)
954 Grandview L.S. Relocation & Upsize (50% rate / 50% impact fe $11,098 $615 $0 $0
955 Main & Lift Station Upsize - Carryover & New Appropriation $0 $105,680 $300,000 $400,000
957 West Side Interceptor Phase I - Carryover & New Appr $1,322,754 $650,860 $151,487 $97,364
965 RR & Upsize main at WWTP(34% rate, 66% impact fee)$0 $0 $0 $112,200
Total Capital from Sanitary Impact Fee Funds $1,333,852 $757,155 $451,487 $609,564
825 Transfer to 5310 for admin $0 $0 $30,000 $23,000
820 Transfer to 5310 for debt $95,000 $350,000 $666,026 $675,000
Total Sanitary Impact Fee Funds $1,428,852 $1,107,155 $1,147,513 $1,307,564
455-430644
929 Construct New EQ Basin $0 $0 $469,800 $469,800
930 Biosolids Alternate Disposal Eng. (61% rate,39% impact)$0 $3,163 $113,837 $113,837
965 RR & Upsize main at WWTP(34% rate, 66% impact fee)$0 $0 $0 $146,520
Total Capital from Treatment Impact Fee Funds $0 $3,163 $583,637 $730,157
825 Transfer to 5310 for admin $0 $0 $20,000 $10,400
820 Transfer to 5310 for debt $225,000 $225,000 $225,000 $225,000
Total Treatment Impact Fee Funds $225,000 $228,163 $828,637 $965,557
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
25
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 .75 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
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
of storm water.
The FY21 budget for Storm Sewer provides capital projects to improve conveyance for existing
stormwater systems and improve water quality from a large watershed that discharges to the
Stillwater River. The budget supports the design and construction of a regional conveyance and
facility project 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. Expenditure supports the scheduled
replacement of the vacuum truck used to clean and clear blockages within the sewer/storm system.
STORM SEWERFUND #5349
minimize pollutant run off to waterbodies in accordance with State and Federal Regulations.
STORM SEWERFUND #5349
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BEG. CASH BAL.
EXPENSES
RECEIPTS
Note: Fiscal year 2022 and 2023 estimated revenue growth based on fiscal year 2017 rate
study, experience, and growth. Fiscal year 2022 and 2023 estimated expenditure growth based on
past experience, inflation, budget, union contracts, and the City's capital improvement plan.
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 to pay the fund expenses through December, if a balanced budget is presented. Beginning
cash carryover was 145% (FY20), 92% (estimated FY21), 59% (estimated FY22), and 34%
(estimated FY23).
26
STORM SEWER
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
BEGINNING CASH FY18/19 FY19/20 FY19/20 FY20/21
10100 CASH: Operating $1,434,940 $1,677,520 $1,677,520 $1,536,211
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 Equipment Replacement $152,888 $141,550 $141,550 $199,300
10193 Cash, Designated Capital Projects $428,391 $717,522 $717,522 $1,202,522
Total Cash $2,181,219 $2,701,592 $2,701,592 $3,103,033
REVENUES
343370 Storm Assessments-billed (10100)$903,087 $958,750 $969,000 $1,342,772
Assessments - designated for equipment repl (10190)$75,000 $81,250 $81,250 $75,000
Assessments - designated for capital projects (10193)$505,000 $585,000 $585,000 $350,000
Bonded Debt $0 $5,775,000 $0 $3,685,000
334040 Petro Tank/Monitory Reimbursement (10100)$465 $1,500 $3,090 $1,500
343035 Permit fees & other Charges for Service (10100)$3,679 $1,500 $2,000 $3,800
363040 Penalty & Interest (10100)$3,672 $1,800 $3,000 $2,500
371010 Interest (10100)$35,785 $35,000 $35,000 $25,000
383015 Debt service transfer from impact fees $0 $175,568 $0 $150,000
383010 Impact Fee 5% Admin - Transfer from impact fee fund $12,454 $6,500 $6,500 $6,000
Total Revenue $1,539,142 $7,621,868 $1,684,840 $5,641,572
Total Available $3,720,361 $10,323,460 $4,386,432 $8,744,605
EXPENSES
EXPENSES FROM RATES (10100)$722,984 $1,516,321 $1,166,321 $1,663,093
Capital Equipment - replacement (10190)$86,338 $56,500 $23,500 $245,000
Capital Projects (10193)$215,869 $1,199,831 $100,000 $1,437,500
Capital Outlay - Bonded Debt $0 $5,500,000 $0 $3,500,000
Depreciation (non-cash expense)$285,000 $285,000 $285,000 $360,000
Total Expenses $1,310,191 $8,557,652 $1,574,821 $7,205,593
add back depreciation/other $285,000 $285,000 $285,000 $360,000
ENDING CASH
10100 Cash, Operating $1,677,520 $1,348,239 $1,536,211 $1,404,690
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 $141,550 $166,300 $199,300 $29,300
10193 Cash, Designated Capital Projects $717,522 $102,691 $1,202,522 $115,022
10195 Cash, Bond Reserve $0 $275,000 $0 $185,000
$2,701,592 $2,057,230 $3,103,033 $1,899,012
PROJECTED REVENUE AND FUND SUMMARY
FUND: 5349-453-430246
27
STORM SEWER
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services: 7.20 7.70 7.85 7.85
110 Salaries & Wages $380,479 $434,822 $476,323 $493,494
121 Overtime $893 $490 $4,000 $4,000
153 Health Insurance $78,609 $85,430 $97,207 $111,722
155 Retirement $28,810 $33,170 $36,107 $37,805
Subtotal $488,791 $553,912 $613,636 $647,020
Maintenance & Operations:
210 Office Supplies/Equip/Computer/GIS $10,516 $12,382 $16,100 $17,100
218 Equipment (non capital)/ Safety Equip & Supplies $532 $3,720 $6,000 $11,000
229 Other Supplies/Consumable Tools $2,108 $1,893 $2,200 $2,200
231 Gas & Oil $7,944 $8,641 $11,500 $11,500
345 Telephone & Communication $1,039 $2,134 $1,500 $2,500
353 Auditing $1,150 $1,150 $1,150 $1,150
354 Contract Services $6,857 $4,623 $7,000 $7,000
356 Stormwater Reg Compliance Program/Permit $24,420 $7,598 $135,000 $135,000
357 Impact Fee Update $10,192 $0 $0 $0
358 Consultants $7,627 $3,882 $10,000 $10,000
359 Consultants/TMDL / Permit $8,812 $0 $30,000 $30,000
360 Equipment/Buildings Repair & Maint.$2,200 $584 $2,500 $8,000
362 Groundwater Monitoring $1,933 $2,076 $6,500 $6,500
371 Curb, Gutter, Manhole & Inlet Maint. $364 $380 $6,000 $21,000
373 Dues & Training $3,767 $2,047 $7,250 $9,250
388 Medical Services $0 $58 $100 $100
410 Construction Materials $2,589 $204 $10,000 $10,000
510 Liability/Prop. Ins. ($13,500; $5,000 uninsured loss)$3,576 $8,396 $16,000 $18,500
521 Central Garage Transfer $8,575 $10,133 $9,435 $11,404
522 Administrative Transfer $44,350 $42,058 $45,133 $45,960
528 Information Tech Transfer $16,684 $19,118 $18,921 $40,909
530 Lease Payments/BNSF $4,587 $4,672 $6,200 $5,000
532 Office Rent $6,422 $6,421 $6,422 $0
Subtotal $176,244 $142,170 $354,911 $404,073
Debt Service
610/620 Principal, Interest, Fiscal Fees $4,072 $4,549 $180,127 $240,000
EXPENSE DETAIL
FUND: 5349-453-430246
28
STORM SEWER
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
430246 Capital Outlay: from operating (10100)
955 Sylvan Dr Repair Phase 2 (carry)$0 $22,353 $367,647 $0
962 W Center from 7th Ave W to Meridian $0 $0 $0 $372,000
Subtotal $0 $22,353 $367,647 $372,000
430247 Capital Outlay: from Capital Projects (10193)
921 Sand/Cold Mix Storage Shed $14,997 $0 $0 $0
922 Elms Stormwater Intersection $0 $0 $0 $0
952 Storm Drain Correction Funds (Carry & New)$0 $50,677 $249,323 $200,000
953 Shop Complex Pavement Restoration (Carry)$0 $165,192 $23,008 $10,000
954 North Main Street Stormwater Project (Carry)$0 $0 $252,500 $252,500
956 Wyoming Street Outfall (Carry)$0 $0 $225,000 $225,000
968 4th Ave East Replace - Non Bonded Portion $19,873 $0 $0 $0
959 Regional Facilities & Piping Design (Carry)$0 $0 $400,000 $400,000
961 North Regional Conveyance System (Carry)$0 $0 $50,000 $50,000
962 W Center from 7th Ave W to Meridian $0 $0 $0 $300,000
Subtotal $34,870 $215,869 $1,199,831 $1,437,500
Capital Outlay: Bonded
969 4th Ave East Replace $71,914 $0 $0 $0
970 Regional Facilities & Piping Design $0 $0 $5,500,000 $3,500,000
Subtotal $71,914 $0 $5,500,000 $3,500,000
430249 Capital Outlay: from Replacement $ (10190)
840 Machinery & Equipment-MACI Match (Carry)$0 $34,268 $0 $0
940 Machinery & Equipment $68,298 $52,070 $56,500 $245,000
Subtotal $68,298 $86,338 $56,500 $245,000
510400
831 Depreciation: $285,000 $285,000 $285,000 $360,000
Total $1,057,275 $1,310,191 $8,557,652 $7,205,593
EXPENSE DETAIL
FUND: 5349-453-430246
29
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 Engineer. Salary split between Storm, Water, Sewer, Street, Light Maint and Solid Waste.
218 Equipment (Non Capital)/Safety Equip & Supplies - $11,000
$5,000 increase is for the purchase of four jetter nozzles. Cost split with Sewer, total cost $10,000
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.
360 Equipment/Buildings Repair & Maint. - $8,000
$5,500 increase for Electrical Panel Upgrade to Sewer/Storm Shop. Cost shared with Sewer, Total Cost $11,000
371 Curb, Gutter, Manhole, and Inlet Maintenance - $21,000
Increase for manhole frame rehabilitation and provides additional funding to correct broken storm water inlet structures.
430246 Capital Outlay: from Operating (10100) - $372,000
430247 Capital Outlay: from Capital (10193) - $300,000
962 W Center from 7th Ave W to Meridian - Total $672,000
The project mitigates excessive ponding at intersections and promotes stormwater flows to the functioning stormwater system (STX-56).
430247 Capital Outlay: from Capital (10193)
952 Storm Drain Correction - Total $200,000 - Carryover $100,000 & 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.
FY 2021 BUDGET HIGHLIGHTS
30
STORM SEWER
FUND: 5349-453-430246
430247 Capital Outlay: from Capital (10193) Continued
953 Phase II - Shop Complex Pavement Restoration - Carryover $10,000
Phase I of the project is completed which included paving inside of the City shop complex and installation of a new storm water
quality treatment device. Phase II includes paving the front portion of the parking lot. Cost shared between Water, Sewer
Storm, Streets, & Solid Waste. Total project cost $50,000
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 - Carryover $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
970 Regional Facilities & Piping Design - Bond $3,500,000
Construct 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 (10120) Carryover $1,178,713, New Appropriation $200,000
430247 Capital Outlay: from Capital (10193)- Carryover $400,000
959 Regional Facilities & Piping Design - Total $1,778,713 - Carryover $1,578,713, New Appropriation $200,000
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 - Carryover $50,000
430247 Capital Outlay: from Capital (10193)- Carryover $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 - Total $245,000 - Carryover $32,500, New Appropriation $212,500
Carryover $32,500 Service Truck with Service Body and Crane. Scheduled replacement of 2000 Service Truck.
Cost split with Sewer, Total Cost $65,000
$212,500 Sewer Combination Truck (Vac Trk). Cost shared with Sewer. Total Cost $425,000
FY 2021 BUDGET HIGHLIGHTS - con't
31
STORM SEWER SYSTEM IMPACT FEES
FUND: 5348
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
Beginning Cash
10120 Cash: Storm Impact Fees $2,050,556 $2,094,556 $2,094,556 $1,996,952
Total Cash $2,050,556 $2,094,556 $2,094,556 $1,996,952
Revenue
343225 Impact fees (less admin)$236,633 $123,500 $123,500 $114,000
343225 5% Admin (to 5349)$0 $6,500 $6,500 $6,000
Interest Revenue - Impact fee cash $28,515 $15,000 $25,000 $15,000
Total Revenue $265,148 $145,000 $155,000 $135,000
Total Available $2,315,704 $2,239,556 $2,249,556 $2,131,952
Expenses
900 Capital from Storm Impact Fees $221,148 $1,694,852 $246,104 $1,658,713
825 Admin. Fees - Transfer to storm $0 $6,500 $6,500 $6,000
800 Debt Service Transfer(impact fee portion)$0 $175,568 $0 $150,000
Total Expenses $221,148 $1,876,920 $252,604 $1,814,713
Ending Cash
10124 Cash: Storm Impact Fees $2,094,556 $362,636 $1,996,952 $317,239
Total Cash $2,094,556 $362,636 $1,996,952 $317,239
PROJECTED REVENUE AND FUND SUMMARY
32
STORM SEWER SYSTEM IMPACT FEES
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
453-430248 Capital Outlay - Impact Fee funds (10120)
959 Regional Facilities & Piping Design (Carry&New)$0 $221,148 $1,414,852 $1,378,713
960 Stormwater Facility Upsizing (Carryover)$67,664 $0 $230,000 $230,000
961 North Regional Conveyance System (carryover)$0 $0 $50,000 $50,000
Subtotal $67,664 $221,148 $1,694,852 $1,658,713
820 Transfer to 5349 for admin $0 $0 $6,500 $6,000
820 Transfer to 5349 for debt $0 $0 $175,568 $150,000
Total Sanitary Impact Fee Funds $67,664 $221,148 $1,876,920 $1,814,713
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.
33
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL: (7.55 FTE)
.10 Public Works Director .20 Administrative Assistant
.15 Budget Resource Manager .30 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
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 FY21 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. The
1999 natural gas hot water pressure washer will be upgraded in the washbay, utilized daily by all City
Departments. Expenditure support the purchase of a new side arm garbage truck in accordance with the
equipment replacement schedule for Solid Waste.
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.
Note: Fiscal year 2022 and 2023 estimated revenue growth of 2%. Between 1% and 2% is considered
healthy growth. Fiscal year 2022 and 2023 estimated expenditure growth of 3.5%. Based on past
experience, inflation, union contracts, and the City's capital improvement plan.
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 85% (FY20),
79% (estimated FY21), 65% (estimated FY22), and 44% (estimated FY23).
0
200
400
600
800
1000
1200
1ST
QTRFY20
2ND
QTRFY20
3RD
QTRFY20
4TH
QTRFY20
est.
1ST
QTRFY21
est.
2ND
QTRFY21
est.
3RD
QTRFY21est.
4TH
QTRFY21est.
1ST
QTRFY22est.
2ND
QTRFY22est.
3RD
QTRFY22est.
4TH
QTRFY22est.
1ST
QTRFY23est.
2ND
QTRFY23est.
3RD
QTRFY23est.
4TH
QTR
FY23est.
SOLID WASTE
(in 1000's)
BEG. CASH BAL.EXPENSES RECEIPTS
34
SOLID WASTE
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 Cash: Operating $916,581 $895,538 $895,538 $924,961
10120 Replacement Account $357,075 $507,075 $507,075 $657,075
Total Cash $1,273,656 $1,402,613 $1,402,613 $1,582,036
REVENUES
343410 Assessments $1,021,935 $1,022,000 $1,040,000 $1,035,000
343420 garbage collections billed (part year)$23,768 $23,500 $25,000 $23,000
363040 Penalty & Interest $2,227 $2,100 $2,000 $2,000
371010 Interest Earnings $17,028 $15,000 $18,000 $10,800
343360 Misc./Sale of Asset(fy17)$272 $0 $2,526 $2,500
Total Revenue $1,065,230 $1,062,600 $1,087,526 $1,073,300
Total Available $2,338,886 $2,465,213 $2,490,139 $2,655,336
EXPENSES
Total Expenses from Rates (10100)$936,273 $951,303 $908,103 $1,023,208
Capital Outlay -Replacement (10120)$0 $260,000 $0 $585,000
*Depreciation/Replacement Fund $150,000 $150,000 $150,000 $150,000
Total Expenses $1,086,273 $1,361,303 $1,058,103 $1,758,208
add back transfer to replacement account $150,000 $150,000 $150,000 $150,000
ENDING CASH
10100 Operating $895,538 $856,835 $924,961 $825,053
10120 Replacement Account $507,075 $397,075 $657,075 $222,075
Total Cash $1,402,613 $1,253,910 $1,582,036 $1,047,128
FUND: 5510-460-430840;430845
PROJECTED REVENUE AND FUND SUMMARY
35
SOLID WASTE
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE's 7.40 7.40 7.55 7.55
110 Salaries & Wages $399,025 $390,498 $428,543 $442,363
112 Severance $0 $34,107 $0 $0
121 Overtime/Call Outs $4,849 $2,103 $6,500 $6,500
153 Health Insurance $89,741 $86,779 $101,080 $108,766
155 Retirement - PERD $31,388 $30,984 $32,232 $33,664
Subtotal $525,003 $544,471 $568,354 $591,293
Materials and Services:
213 Office Equip/ Computer Equip & Supplies $2,635 $13,055 $14,500 $15,500
218 Non Capital Equip.- Garbage Containers $23,665 $28,874 $37,500 $37,500
229 Other Supplies/Safety Equip/Consumable Too $2,353 $3,887 $5,500 $5,500
231 Gas and Oil $49,188 $52,028 $60,000 $60,000
341 Electricity $1,516 $1,682 $2,050 $2,050
344 Natural Gas $2,466 $2,873 $4,500 $4,500
345 Telephone $1,032 $1,678 $1,250 $2,000
354 Contract Services $10,206 $10,072 $20,000 $22,000
362 Equipment Maint. & Supplies/Radios $979 $5,571 $5,700 $5,700
366 Building Maintenance $3,070 $4,305 $8,875 $5,000
373 Dues & Training $1,832 $1,396 $5,500 $7,000
388 Medical Services $144 $562 $650 $700
510 Property & Liability Ins. $8,985 $8,471 $12,539 $17,950
512 Uninsured Loss - Deductible $5,084 $0 $4,000 $4,000
521 Central Garage Transfer $69,786 $71,869 $72,450 $88,650
522 Administrative Transfer $43,247 $38,199 $44,649 $41,572
528 Information Tech. Transfer $12,513 $14,339 $14,191 $33,293
532 Office Rent $6,422 $6,421 $6,422 $0
Subtotal $245,123 $265,282 $320,276 $352,915
430845 Wash Bay/Materials & Services:
224 Janitorial Supplies $362 $165 $500 $500
341 Electricity $1,834 $2,009 $3,500 $3,500
342 Water $529 $593 $2,000 $2,000
344 Natural Gas $4,758 $6,075 $6,000 $6,000
360 Repair/Maint Services/Building Maint $10,591 $4,108 $6,000 $17,000
Subtotal $18,074 $12,950 $18,000 $29,000
FUND: 5510-460-430840;430845
EXPENSE DETAIL
36
SOLID WASTE
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
430840 Capital Outlay:
820 Alley Paving - transfer to Gas Tax $40,000 $40,000 $40,000 $40,000
953 Shop Complex Pavement Restoration $0 $33,527 $4,673 $10,000
Subtotal $40,000 $73,527 $44,673 $50,000
430840 Capital Outlay: Replacement Funds (10120)
944 Machinery & Equipment $15,000 $0 $260,000 $585,000
Subtotal $15,000 $0 $260,000 $585,000
600 Debt Service - Garbage Truck $40,431 $40,043 $0 $0
831 Depreciation (fund replacement account)$150,000 $150,000 $150,000 $150,000
Total $1,033,631 $1,086,273 $1,361,303 $1,758,208
Line Item Detail: Solid Waste
110 Personnel Services - Includes an additional .15 FTE
Addition of one full-time Engineer. Salary split between Storm, Water, Sewer, Street, Light Maint. and Solid Waste.
430845 Wash Bay/Materials & Services
360 Repair/Maint Services/Building Maint - $17,000
Replacement of 1999 natural gas hot water pressure washer for the city wash bay.
430840 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 Phase II - Shop Complex Pavement Restoration - TOTAL $10,000 - Carryover $3,074, New Appropriation $6,926
Phase I of the project is completed which included paving inside of the City shop complex and installation of a new storm water
quality treatment device. Phase II includes paving the front portion of the parking lot. Cost shared between Water, Sewer
Storm, Streets, & Solid Waste. Total project cost $50,000
Capital Outlay: Replacement Funds
944 Machinery & Equipment -TOTAL $585,000 - Carryover $260,000, New Appropriation $325,000
Carryover $260,000 - Rear Loader Garbage Truck. Scheduled replacement of 2005 Rear Loader.
New Appropriation $325,000 - Side Arm Garbage Truck. Scheduled replacement of 2010 Side Arm.
FY 2021 BUDGET HIGHLIGHTS
EXPENSE DETAIL
FUND: 5510-460-430840;430845
37
Page Fund Dept
1-3 6010 Central Garage 585,356$
4-6 6030 Information Technology 1,113,793$
Total 1,699,149$
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 FY21 Central Garage budget supports continued automotive and equipment service and repairs for the
City’s growing fleet. Expenditures provide in-depth training opportunities for mechanics to stay informed on
the technical aspects of design and repairs of vehicles and equipment, including hybrid electric vehicles.
CENTRAL GARAGE
FUND #6010
1.Provide cost effective and efficient operation for fleet maintenance services.
CENTRAL GARAGE
FUND: 6010
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: operating $134,370 $165,506 $165,506 $75,006
Total Cash (beginning of year)$134,370 $165,506 $165,506 $75,006
REVENUES
342050 Fees for Services $544,000 $536,000 $536,000 $580,000
364030 Misc.$0 $0 $0 $0
371010 Investment Earnings $2,413 $1,000 $2,000 $1,200
Total Available $680,783 $702,506 $703,506 $656,206
EXPENSES
Personal Services $205,452 $219,435 $214,000 $227,423
M & O $296,308 $420,710 $410,000 $322,933
Capital Outlay $13,517 $10,500 $4,500 $35,000
Total Expense $515,277 $650,645 $628,500 $585,356
ENDING CASH
Operating cash available $165,506 $51,861 $75,006 $70,850
PROJECTED REVENUE AND FUND SUMMARY
1
CENTRAL GARAGE
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
Personal Services:FTE'S 3 3 3 3
110 Salaries and Payroll Costs $145,811 $154,796 $162,350 $166,712
121 Overtime $2,010 $972 $2,500 $2,500
153 Health Insurance $29,397 $38,404 $42,455 $45,611
155 Retirement $10,684 $11,280 $12,130 $12,600
Subtotal $187,902 $205,452 $219,435 $227,423
Maintenance & Operations:
210 Office Supplies, Computers & Software $7,389 $10,381 $11,000 $11,500
229 Equipment (Non Capital);Safety Equip, other Supplies $6,110 $7,530 $8,000 $8,000
230 Oil $16,647 $24,574 $25,000 $25,500
231 Gas $451 $1,162 $1,500 $1,500
232 Motor Vehicle Parts $122,137 $138,800 $126,000 $136,000
233 Tires $37,711 $46,632 $50,000 $54,000
238 Filters $8,209 $9,742 $8,500 $9,000
241 Consumable Tools, Books $1,277 $1,963 $2,000 $2,000
341 Electricity $1,625 $1,780 $1,950 $2,200
344 Natural Gas $4,260 $6,153 $6,500 $6,500
354 Contract Services-Repairs $29,868 $25,042 $32,000 $32,000
362 Equipment Maint., Radios, Building Maint.$1,318 $6,360 $126,375 $6,000
373 Dues & Training $1,602 $3,876 $7,500 $8,500
388 Medical Services $878 $537 $425 $500
510 Insurance $1,949 $2,217 $4,500 $4,500
528 Information Tech. Transfer $8,342 $9,559 $9,460 $15,233
Subtotal $249,773 $296,308 $420,710 $322,933
Capital Outlay
921 Parts Washer $0 $0 $10,500 $0
944 Machinery & Equipment $7,020 $13,517 $0 $35,000
$7,020 $13,517 $10,500 $35,000
Total $444,695 $515,277 $650,645 $585,356
EXPENSE DETAIL
FUND: 6010-410-431330
2
CENTRAL GARAGE
Line Item Detail: CENTRAL GARAGE
232 Motor Vehicle Parts - $136,000
The City's fleet continues to grow and part costs are increasing. The newer equipment requires replacement of parts that in
the past we were able to repair.
373 Dues & Training - $8,500
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 $35,000 - Pick Up w/Lift Gate
Scheduled replacement of a 1998 service truck.
FUND: 6010-410-431330
FY 2021 BUDGET HIGHLIGHTS
3
PURPOSE OF THIS DEPARTMENT:
DEPARTMENT PERSONNEL:
Technology Support Specialist; .55 Media Specialist, 2 GIS Support Specialists
GOALS OF THIS DEPARTMENT:
INTENDED OUTCOMES FROM BUDGET EXPENDITURES:
The core backup and recovery appliance will be replaced. Backup of SharePoint and One Drive is
included.
The City private fiber project will connect City buildings that are not connected currently to the
network. The private fiber will connect remote City offices to the main City network the way the
public safety building is connected to City Hall.
Electronic timesheets will be setup for City staff. Electronic timesheets will integrate into the
existing payroll system.
Replace the City's phone system. The phone system was carried over from the FY2020.
New in FY2021 GIS staff salaries and cost are included in the Information Technology budget.
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. Deploy 72 computers, servers and
tablets from a combination of new and repurposed equipment. Repurpose computers are setup
with new hard drives and a fresh image. Multifactor authentication will be added for all users to
login to the computers.
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; 2 Information
1.Maintain computer systems for the provision of municipal services.
2.Maintain external communication systems for the dissemination of information to the public.
INFORMATION TECHNOLOGY FUND
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: Operating 180,334$ 251,611$ 251,611$ 85,742$
10120 Cash, Replacement account 14,112$ 24,112$ 24,112$ 6,112$
194,446$ 275,723$ 275,723$ 91,854$
REVENUES
393000 Charge for service-other Funds 267,657$ 262,331$ 262,331$ 531,292$
335230 Entitlement (General Fund share)180,000$ 140,000$ 140,000$ 336,000$
341027 Charter Franchise Fees (General Fund share)214,965$ 225,000$ 210,000$ 210,000$
371010 Interest 3,133$ 1,300$ 2,800$ 1,000$
364030 Misc./ sale 12,665$ -$ -$ -$
Total Revenue 678,420$ 628,631$ 615,131$ 1,078,292$
Total Available 872,866$ 904,354$ 890,854$ 1,170,146$
Information Technology 572,002$ 744,693$ 700,000$ 1,048,793$
Equipment 25,141$ 71,000$ 71,000$ 55,000$
Equipment from Replacement $ -$ 28,000$ 28,000$ -$
Depreciation/Replacement reserve 10,000$ 10,000$ 10,000$ 10,000$
Total expenses 607,143$ 853,693$ 809,000$ 1,113,793$
add back depreciation 10,000$ 10,000$ 10,000$ 10,000$
10100 CASH: Operating 251,611$ 54,549$ 85,742$ 50,241$
10120 Cash, Replacement account 24,112$ 6,112$ 6,112$ 16,112$
Total Cash 275,723$ 60,661$ 91,854$ 66,353$
EXPENSES
FUND: 6030-403-410580;410585
PROJECTED REVENUE AND FUND SUMMARY
ENDING CASH
4
INFORMATION TECHNOLOGY FUND
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
401-410580 Personal Services: FTE's 2.55 2.55 2.55 5.55
110 Salaries & payroll costs 168,183$ 166,975$ 189,303$ 366,388$
121 Overtime 325$ -$ 1,000$ 1,000$
153 Health 44,564$ 36,383$ 32,742$ 88,484$
155 Retirement 13,273$ 13,267$ 15,017$ 29,474$
Subtotal 226,345$ 216,625$ 238,062$ 485,346$
403-410580 Maint. & operations:
215 Office Supplies, Ship & Recycle 1,387$ 1,183$ 2,000$ 2,865$
218 Equipment-(non capital)26,968$ 16,134$ 22,840$ 34,295$
325 Website & Social Media 16,817$ 16,745$ 16,450$ 6,670$
345 Telephones - Cellular 1,089$ 1,687$ 900$ 2,800$
346 SummitNet & Internet Service Providers 12,273$ 13,860$ 28,140$ 14,028$
353 LaserFiche maintenance contract 3,432$ 4,182$ 4,000$ 5,220$
354 Contracted Labor 13,509$ 35,887$ 45,000$ 50,100$
355 Software & Licenses 20,184$ 16,668$ 20,185$ 19,950$
356 Support/Maintenance Contracts 34,202$ 48,105$ 60,300$ 71,350$
357 AV Capture All Meeting Streaming 4,878$ 4,788$ 5,300$ 5,300$
358 Office 365 E-mail & Microsoft Office 4,690$ 9,273$ 61,011$ 66,560$
359 Private Fiber City Buildings Network 19,000$
360 Multi Factor Authentication 18,000$
373 Training/school/memberships 5,813$ 2,005$ 8,275$ 15,880$
510 Insurance 1,469$ 1,313$ 3,000$ 3,200$
403-410583
218 TV-Video Equipment & programming 4,484$ 2,682$ 7,000$ 3,500$
403-410585 Copiers, Fax, Office machines, Phones
229 Supplies (leased equip. supplies, paper, etc.)13,714$ 11,053$ 18,870$ 18,475$
345 Phone - Centrex 76,370$ 80,465$ 122,000$ 134,600$
532 Copier Leases (9)14,556$ 18,081$ 15,160$ 15,504$
Subtotal 255,835$ 284,111$ 440,431$ 507,296$
FUND: 6030-403-410580;410585
EXPENSES DETAIL
5
INFORMATION TECHNOLOGY FUND
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
405-410588 Equipment: DEPT.
940 Network Equipment Capital 29,319$ 17,911$ 28,000$ 25,000$
403-410585
942 Servers -capital 36,634$ 7,230$ 71,000$ 30,000$
4xx-410588
218 Police Dept. (413)33,555$ 33,539$ 28,150$ 24,545$
354 Police - Hosted server (413)2,484$ 1,941$ 2,400$ 2,850$
218 Park's Dept. (436)4,715$ 6,627$ 4,000$ 3,615$
218 Public Works (410)4,247$ 5,226$ 4,440$ 3,200$
218 Attorneys (404)4,800$ 747$ 3,870$ 3,505$
218 Fire Department (416)8,749$ 16,792$ 16,870$ 6,725$
218 MGR/HR/Mayor/Clerk/Finance- (401) 8,237$ 2,575$ 2,300$ 5,310$
218 Community Economic & Development (480)1,506$ 123$ 1,870$ 1,200$
218 Planning & Zoning (420)4,472$ 3,696$ 2,300$ 5,200$
Subtotal 138,718$ 96,407$ 165,200$ 111,150$
403-510400
831 Depreciation / Replacement reserve 5,000$ 10,000$ 10,000$ 10,000$
Total 625,898$ 607,143$ 853,693$ 1,113,793$
EXPENSE DETAIL
FUND: 6030-403-410580;410585
6
Page Fund Dept
1-30 TBID Annual Marketing Plan
31 7855 Tourism Business Improvement District
32 7855 Tourism Business Improvement District 560,000$
33-36 BID Budget Letter
37-38 2701 Business Improvement District 173,806$
Total Component Units 733,806$
COMPONENT UNITS
FY 2021
DESTINATION MARKETING PLAN AND BUDGET
KALISPELL, MONTANA
Discover Kalispell
Kalispell Chamber of Commerce Convention & Visitor Bureau
15 Depot Park, Kalispell, MT 59901
http://discoverkalispell.com
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 2
Contents Page
Introduction – COVID-19 Evolving Perspective 3
About Kalispell 4
Strengths
Challenges
Opportunities
About Discover Kalispell 8
Structure
Purpose of Marketing Plan
2019-2020 Highlights
Importance of Destination Marketing 10
Kalispell and the Montana Brand 12
The Travel Decision Process 13
Destination Marketing Industry Trends 17
FY2021 Marketing Plan
Key Market Segments 21
Leisure – Consumer Travel
Sports and Events
Meetings & Conventions
Groups – Domestic and International
Key Segments and Methods - chart 24
Goals and Objectives 25
Supplement to FY21 Marketing Plan: COVID-19 Planning and Recovery 27
Operating Budget 28
TBID
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 3
Introduction
As this marketing plan is in its final stages of approval the world is dealing with COVID-19. The
full impact of this global pandemic is yet to be determined but we know that it will have a
substantial, long term impact on the tourism industry. Short term, Discover Kalispell has shifted
from a marketing to messaging strategy, sharing appropriate messaging to the traveling
consumer to let them know that we want them to visit Kalispell, just not now - Daydream Today,
Travel Later. We are mitigating risks by reducing planned expenditures for the remainder of
FY20 and adjusting projected revenue and expenditures for FY21. We are retaining brand
awareness and connection with our loyal followers through newsletters, social media, VIC
services, blog and website to push out relevant and current content. We are gathering resources
and data and communicating regularly with local, regional and state industry stakeholders.
This marketing plan is predicated on conditions being normal, a plan that serves to promote our
destination and achieve maximum ROI. The TBID and Bed Tax FY21 budgets that support this
marketing plan have been decreased from their original projected revenues. Page 27 of this
document addresses the adjustments and strategies that will enable Discover Kalispell to be
nimble - to further adjust if needed based on local and state restrictions, traveler and
community sentiment and revenue over the next 12 months. Discover Kalispell will work closely
with the Kalispell Chamber and TBID Board of Directors to manage revenue, expenditures and
promotional strategies outlined in this plan.
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 4
About Kalispell Montana
What sets Kalispell apart is the way two worlds come together. This is a town dripping with history but not
stuck in the past…our spirit is 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 – ITRR
•Group Characteristics: 19% all first-time visitors; 73% all repeat visitors; 77% plan to return within 2 yrs.
•Primary reason for trip: 68% vacation/recreation/pleasure; 17% visit FRF or attend event
•If on vacation, attracted for: GNP, mountains, family/friends, open space
•Sites visited on trip: GNP, YNP, Flathead Lake state parks, other MT state parks; hot springs
•Top activities: scenic driving, day hiking, photography, wildlife watching, shopping, camping, visiting
other historical sites, local brewery, museums, Indian reservations, art exhibits, and attending
festivals/events.
•Residency of origin: WA, CA, BC, MN, AB, TX, AL, CO, ND, SC
•Age groups represented: average age 58; median age 60; 55% male; 45% female; 21% 1st time visitor
•(Source: ITRR 2019 Quarterly Non-Resident Survey – spent at least one night in Kalispell)
Expenditure Data
Non-Resident visitors spent $614M in Flathead County during 2018.
Destination Facts
•Lodging properties in Kalispell in 2019: 22 hotels with 1,950 rooms plus over 430 short term rental
properties active in Kalispell during the peak season (AirDNA).
•New lodging property in 2019 and 2020: 1) Sherman Lodge, a five-room lodging operating in
coordination with a fly-fishing outfitting service, a comfortable place to overnight and a base camp
from which to launch their guided adventures. 2) Montana Basecamp RV Park opened summer
0%
5%
10%
15%
20%
25%
2018 Non Resident Expenditures -Flathead County
Exenditure Percentages
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 5
2019. The RV park is on 50 acres which adjoins a 22-mile paved trail system offering spectacular
views. Currently featuring 62 RV sites but designed with phased plan to expand.
•Groups of 10-500 can be comfortably and adequately accommodated in Kalispell. Two conference
hotels that can accommodate up to 280 rooms per night with over 26,000 square feet of meeting
space.
•Glacier National Park: 3.05M recreational visitors in 2019.
•Kalispell’s Glacier Park International Airport is served by five major airlines – Alaska, Allegiant,
America, Delta, United - which fly to 14 cities (some seasonal).
o New flights in 2019: non-stop service to Dallas, Chicago, Los Angeles and Phoenix/Mesa
o Announced weekly non-stop to New York (LGA) beginning June 2020.
o GPIA 2019 – 356,297 enplaned passengers, 16% increase over 2018.
•International Tour Operators: 121 tour operators offered product in Kalispell and 3,483 room nights
book for $1.1M in spending generated from Intl Travelers in Kalispell. (Source: RMI T.R.I.P. report)
Kalispell Strengths
•Increased availability of non-stop flight destinations to Kalispell due to efforts by the airport and
Glacier AERO represented by the Flathead Valley business and tourism industry.
•Energized community: Kalispell area was named the third-fastest growing micropolitan community
in the nation for the third year in a row and ranked as the sixty-best micropolitan area in the U.S. for
business start-ups. A strong economy leveraged by tourism, manufacturing, retail and health care.
•Core area and rail project: committed City and other stakeholder groups to enhance and develop
the downtown core.
•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.
•Annual destination events that increase visitations such as Montana Spartan Race, Montana Indoor
Soccer Championship, Skijoring at Rebecca Farm, The Event at Rebecca Farm, Three Blind Refs.
•Kalispell successfully accommodates conferences of 500+ utilizing two convention hotels and nearby
overflow guest rooms. Proven track-record including features in national meetings publication and
sterling testimonials.
•Ashley Creek Historic Venue: new event and wedding venue for up to 350 attendees plus outdoor
venue to be developed summer of 2020.
Kalispell Challenges
•Sized between a larger Montana city and a resort town, Kalispell is neither. It’s a burgeoning,
thriving community that is best viewed and described as a small city with mountain-town amenities
and culture. This distinction is an integral part of what sets Kalispell apart and vital to understand
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 6
the competitive dynamics when setting expectations for seasonality of visitation, occupancy and
room rates.
•Weather conditions are deviating from historical patterns which poses a challenge when promoting
outdoor recreation and outdoor events. 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) is influencing traditional lodging occupancy and
ADR. Airdna states Kalispell has 432 active STR’s in the peak season with an average of 2.4 bedrooms
per unit. That is an additional 1,036 rooms serving the visitors that is not reflected in occupancy data
and benchmarking for Discover Kalispell.
•“Alberta's economy is expected to regain its footing in 2020 after a period of weakness in 2019. Real
gross domestic product (GDP), a common measure of economic activity, is forecast to grow by 2.5%
and surpass pre-recession levels” (alberta.ca/economicoutlook). This is based on current national
and global situations which dictate the strength of the Canadian dollar. Kalispell is a popular
destination for Alberta and southwest British Columbia for recreation and shopping, but visitations
depend largely on the exchange rate.
Kalispell Opportunities
•Destination and product development: The increased number of sports and conference and event
facilities being developed within our competitive destinations highlight 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 be 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.
•Growing Kalispell as a regional trade center: the Kalispell Chamber/CVB serves the local and regional
business community by supporting appropriate land use policies and tax incentives and improving
infrastructure that helps move the economy forward.
•Flathead Valley Community College One Campaign: $18M of new construction for new library,
student center and performance and athletic facility.
•Kalispell Core and Rail Redevelopment project:
o Developed a rail-served industrial park on the outskirts of Kalispell.
o Land formerly used by the rail tracks to be developed into a linear park with biking and
walking trails in the downtown core.
o Opens the core area and historic downtown to vast business opportunities.
•Positioning and branding: Discover Kalispell, through a refreshed brand strategy is building
awareness of Kalispell as a destination in and of itself, not just a gateway to what is around it, while
defining and sharing what makes Kalispell distinct.
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 7
•Enhanced consumer trip planning tools: DiscoverKalispell.com launched a direct booking engine. A
trip planning tool that enables engaged travelers to seamlessly book lodging and activity offerings.
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 8
About Discover Kalispell
Discover Kalispell is the destination marketing and stewardship organization for Kalispell, serving to protect
and enhance the destination’s resources, quality of life, and economic prosperity through comprehensive
marketing, sales and service programs.
Structure
Discover Kalispell, the Kalispell Convention & Visitor Bureau, 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. Discover Kalispell is funded through two contracts with public agencies and 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. In 2010, the Kalispell Chamber CVB assumed
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 http://discoverkalispell.com
Purpose of Marketing Plan
The FY21 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
On January 6, 2020, the Kalispell City Council approved the renewal of the Kalispell TBID district through
June 2030.
2019-2020 Highlights
•Discover Kalispell completed a brand strategic evaluation and refresh evolving the Kalispell brand to
a destination as opposed to a hub, a place in and of itself, a travel experience shaped by the local
culture.
•Newly designed 2020 Kalispell Visitor Guide which includes a smaller ‘packable’ size and features
including tear-out maps, itineraries and directories.
•Discover Kalispell’s 2019 spring/summer and 2019-2020 winter marketing campaigns garnered 7.7M
impressions, 42,576 clicks to website. The seasonal campaigns plus year-round digital webpage.
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 9
marketing produced increased conversions for newsletter sign up and visitor guide orders – 105%
increase in visitor guide requests over 2018.
•Kalispell VIC processed over 11,269 inquiries in 2019, 8% increase over 2018.
•Discover Kalispell hosted the 7th annual Montana Spartan Race in 2019, hosting 7,817 registered
racers and 1,500+ spectators. 46 states and 5 Canadian provinces represented. 5,235 racers
traveled at over 100 miles to attend the race.
•Over 4,600 room nights booked for group/meeting & convention business through Discover Kalispell
promotions for 2019 and beyond.
•Discover Kalispell offered hosted a workshop for industry partners about marketing to international
visitors. Reps from Rocky Mountain International, Montana’s state and regional tourism offices, and
Rocky Mountain Holiday Tours presented marketing strategies and educated local hotel
representatives and activity vendors on how to increase international business.
Kalispell: A hardworking, outdoor loving, adventure-seeking
Montanan who appreciates the finer things in life and holds its
family, land and community in high regard.
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 10
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 spent $3.64 billion
in Montana (preliminary 2019) and $614 million in Flathead County (2018) (ITRR). Those dollars impact a
wide range of local business such as 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 experience’s that 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 assets that are attractive to visitors
but also support 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.
The role of a DMO has evolved to extend beyond just marketing. A destination’s tourism marketing brand
works closely with local organizations and governments to be an active partner in the holistic health of the
community. Some of the current priorities include:
•Growth – how much is too much regarding visitation levels. Residents are questioning a DMO’s
contribution to peak seasons and the impact to resources and infrastructure. Discover Kalispell
weighs its marketing dollars to promote fall, winter and spring. The summer peak season is not
actively promoted through paid advertising. We use earned media, social media and newsletter
marketing to promote areas and activities outside of Glacier National Park and actively guide visitors
to off-the-beaten-path experiences.
•Development – DMO’s are not just marketers, they are advocates and stewards of the destination’s
development resources. Discover Kalispell is a actively supporting the following initiatives: Glacier
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 11
AERO to develop new and expanded air service, the Kalispell core area and downtown development
projects, Kalispell arts and culture including our three downtown museums, educating in-market
and potential travelers on Leave No Trace principles to help protect our natural resources, and
honoring and promoting the culture of northwest Montana.
•Workforce – adequate workforce is a key initiative for the Kalispell Chamber Convention & Visitor
Bureau. The 2020 workforce initiative includes a multi-year workforce program supporting
Kalispell’s three top industry sectors: tourism and hospitality, manufacturing and occupational
trades, and bioscience.
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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 Montana 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: Kalispell’s vibrant downtown offers Montana-inspired dining, spirits and
brews. Situated perfectly between Glacier National Park and Flathead Lake, blending four-season adventure
and soul-stirring beauty for an unforgettable experience.
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.
Cooperative Programs
Discover Kalispell partners with MOTBD in digital and print campaigns and research join ventures. Other
cooperative projects include press trips, trade shows such as IPW and IRU and photo and video asset
sharing.
Discover Kalispell partners with Glacier Country and in-region CVB’s on a variety of projects such as media
events, press trips, meeting planner FAM’s, trade shows, and crisis management planning.
Discover Kalispell is welcoming and genuine, adventurous and cultured, with
a tight community feel. Discover Kalispell is comfortable and classy while
being rugged and down-to-earth. Discover Kalispell is inspired by the arts,
nature and our strong Montana heritage. Discover Kalispell is tough, never
letting bad weather get us down, but also knows the pleasure of kicking back
and enjoying good food and each other’s company.
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The Travel Decision Process
People love to plan trips based on what they see in photos, especially those that they follow on social media.
It is for many, the top media to acquire inspiration – spark ideas for the next great vacation.
We travel for different reasons such as business, wellness-health, visiting family, educational travel. For the
leisure traveler the top reasons include seeing new cultures and customs, experiencing the outdoors,
conquering new adventures, having time to think and reflect and creating memories with friends and family.
Whatever the reason and wherever one decides to travel, the trip planning cycle is not always a linear path
and includes several different stages. Our goal as a DMO is to insert ourselves into that trip planning cycle.
To be part of a traveler’s consideration set means connecting with the visitor that would be attracted to our
destination and the travel resources influencing their choices. An effective destination marketing campaign
captures the attention of that motivated traveler.
When it comes to travel, inspiration is everywhere. As a result, the purchase path is full of twists and turns.
It ranges from days to months, stretches across thousands of touchpoints, and generates a mountain of data
in the process. (Thinkwithgoogle.com)
Google asked travelers in the U.S. how they plan a trip starting with what inspires them to travel.
Google/Bain, Global (AU, BR, DE, JP, U.S., U.K.), “Infinite Paths to Purchase,” 2019.
Even after booking may continue to research based on their needs, which often does not include price: 95%
visit travel-related sites after booking, 74% re-research a trip, 8% cancel and rebook.
A traveler’s needs include a variety of aspects such as dog-friendly hotel, things to do, local’s favorite places
to eat, or wellness options.
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 14
Google/Bain, Global (AU, BR, DE, JP, U.S., U.K.), “Infinite Paths to Purchase,” 2019.
Steps a DMO can use to be in the right place at the right time during the travel planning process:
•Focus on needs, not price: travelers are wanting the right trip for their needs, understand what
motivates them.
•Let consumer behavior guide the marketing strategy: there is no single path to purchase, use data to
identify the potential interaction points with travelers.
•Build relationships early with search: destination searches help to identify travelers that are
narrowing their search to a trip that matches your destination.
•Connect across the travel journey: messaging platforms, social media, staying connected with
newsletters and current information on website.
Discover Kalispell strategies to reach consumers throughout the planning cycle:
Stage 1 - Inspiration
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 to demonstrate the unique Kalispell culture
•Sponsored content in targeting and retargeting campaigns
•Emarketing to keep followers engaged
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 15
•Travel shows – one-on-one conversations with potential travelers in key markets
•Earned media to let others tell your story
Stage 2: Orientation – Planning
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:
•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 newsletter 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
Messages: Travelers are interested and motivated but probably have not finalized trip plans. Goal is to not
lose them to another destination, making it easy for them to book. Connect travelers with hotels and activity
providers, 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
•Activity booking links 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 is open year-round
Stage 4: The Experience
Messages: 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.
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Tools:
•Mobile-friendly website with up-to-date event calendar
•Wayfinding signage
•Maps and itinerary suggestions on DiscoverKalispell.com and travel guide
•Making sure that local businesses know what Discover Kalispell is and what resources we have
available so they can refer their customers.
•Visitor Information Center that is open year-round with maps, itinerary suggestions and
knowledgeable travel coordinator to find the answers to their questions.
Stage 5: Sharing
The goal is to create loyal fans that will share trip photos on social media and tell stories about their
adventures at the next party and family gathering.
Back to Stage 1 with the next traveler
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 17
Destination Marketing Industry Trends
“2020 travel trends reflect not so much where you can go, but who you can be while you're on the road.
Carbon offsetting is on. Microcations get big. Green hotels check in. Single-use plastics phase out. Giving
back takes hold. Women-only trips shine. Wellness vacations turn to nature.” National Geographic
Social Media – with over 40% of the world’s population on social media (HubSpot) it’s important that a
DMO leverage the platforms as an integral part of a targeted marketing campaign. Social media enables
a destination to portray a visual story, sharing experiences a traveler can have which inspires travel.
“For DMOs, Instagram and Facebook have the power to create dynamic experiences that engage
with travelers by telling the visual story of a destination using photos and video.” Sojern
Social media statistics for 2019 (blog.Hub Spot):
•42% of the world's population uses social media. That's 3.2 billion users worldwide. (Emarsys)
•To break it down, 90.4% of Millennials, 77.5% of Generation X, and 48.2% of Baby Boomers are active
social media users. (Emarketer)
•54% of social browsers use social media to research products. (GlobalWebIndex)
•Each person spends an average of 2 hours and 22 minutes on social networks and messaging.
(Globalwebindex)
•366 million new people started using social media in the past year. That’s more than a million new
people joining social media every single day. (Hootsuite)
Use of Influencers – social influencers with a niche travel segment following enable a DMO to reach a target
market through a trusted source, providing a customized experience in market for the influencer that fits
their audience increases the consumers intent to visit.
Local sources to tell an authentic story – today’s travelers don’t want a list of what there is to do, they want
to feel the experience through authentic content curated from locals and loyal visitors. No longer is a list of
5 Things To Do In Winter for example enough, consumers want to understand what its actually like to be in
Kalispell, why those that live here love it.
Mobile resources – travelers rely on mobile more and more during the early stages of trip planning and on
their trip. Marketers can integrate tools that are available through travel tech leaders within the DMO’s
platforms such as Google mapping, online booking for lodging and activities, video, and virtual reality.
Travelers versus locals – residents need to understand the role and outcomes of a DMO’s work, viewing
increased visitor dollars not as THE end goal but as a means to achieving various ends – a multifunctional
purpose that includes locals in the equation.
Group and M&C–
Destination Analysts 2019 annual online survey of meeting planners: In total, 482 completed surveys were
collected, presenting a full spectrum of experienced meeting and event planners. Markets represented
were corporate (53.1%), national/international association (41.3%), state/regional association (21.0%),
third-party planners (29.7%) and SMERF planners (44.8%) including those who regularly plan meetings and
events for social, military, educational, religious and fraternal organizations as well as government, non-
profit, sports, ethnic/multicultural and reunions.
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Meeting Success Metrics-Overall:
Top five most important components in measuring a successful meeting or event and the type of planner who
rated them the highest:
1. Attendee Satisfaction-SMERF Planners
2. Number of Attendee Registrations-Association Planners
3.Client Satisfaction-Third-Party Planners
4. Achieving Meeting Goals-Corporate Planners
5. Overall Experience of the Meeting-Corporate Planners
Importance of Destination Attributes-Overall:
Top five most important overall destination attributes and the type of planners who rated them the highest:
1. Hotels Quality -Third-Party Planners
2. Hotels Rates - Association Planners
3. Overall Cost of Holding Meetings in the Destination - Association Planners
4. Geographic Location - Corporate Planners
5. Meeting Facilities - Third-Party Planners
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 19
Most Important Services CVB’s Provide
Top five most important services that CVB’s provide and the type of planners who rated them the highest:
1.Personalized Hotel Selection Assistance - Association Planners.
2.Incentive Packages to Hold Your Meeting/Event in Their Destination - Third-Party Planners.
3.RFP Distribution - SMERF Planners.
4.Personalized Venue Selection Assistance - Association Planners
5.Advice/Recommendations for Vendor Selection - Third-Party Planners
Eprodirect is a hospitality marketing agency who focuses exclusively on the meetings and convention
segments of the hospitality industry. Discover Kalispell has done successful M & C campaigns with
Eprodirect to promote FAM sign ups and meetings in Kalispell. Annually they conduct an online survey for
their clients. The survey was conducted from October 1 through October 31, 2019 with a total of 392
meeting planners participating.
The meeting planner profile consisted of:
•57.4% worked as a professional planner for more than 10 years
•26.2% of respondents plan more than 25 meetings per year
•Survey respondents include:
o Independent/Third Party Meeting Professionals 28%
o Association Meeting Professionals 29%
o Corporate Meeting Professionals 22%
o Government 7%
o Other 12%
•The majority (60%) are not members of a professional industry organization.
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Primary key take-a-ways for Discover Kalispell are:
•To learn about meeting facilities, planners are most likely to use hotel websites (79%). Other
sources include internet search engines (60%), and CVB websites (58%).
•Meeting planners continue to find a great deal of value in FAM tours, meeting facility guides and
new hotel openings.
•66% of planners like to be engaged on LinkedIn, although surprisingly only 3% prefer to be
contacted (solicited) through LinkedIn.
•78% find value in using a CVB for RFP distribution and destination assistance.
•Planners seem to find facility views and virtual tours to be the most helpful when selecting a
meeting venue.
•Planners continue to read trade publications, but don’t often use them as their primary source to
learn about meeting venues.
•Saving time and money are the most important benefits for planners engaging in multi-year
contracts.
A mountain town rich in culture, Kalispell combines city conveniences
with Montana’s outdoors. Easily accessible from meeting hotels,
Kalispell’s vibrant downtown offers Montana-inspired dining, spirits
and brews. It’s situated perfectly between Glacier National Park and
Flathead Lake, blending four-season adventure and soul-stirring
beauty for an unforgettable experience beyond the conference room.
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 21
FY2021 MARKETING PLAN AND BUDGET
Key Market Segments
Discover Kalispell utilizes a variety of marketing and promotional strategies to reach leisure travelers and
implements a targeted group sales strategy to grow the meetings, convention and group travel segments.
The goal: to introduce travelers to the numerous offerings in and around Kalispell, while also helping them
choose to overnight in Kalispell.
Discover Kalispell uses data from Google Analytics, ITRR, Visa Vue, mobile arrival data and Tourism
Sentiment Index to determine high value geographic and psychographic markets from which to obtain the
highest ROI from marketing and other promotions.
Consumer
Summer is not actively promoted through paid advertising. Discover Kalispell uses earned media and social
media primarily to actively guide visitors throughout Kalispell and the valley, introducing them to off-the-
beaten-path/unknown experiences.
For winter, Discover Kalispell focuses on the destination’s well-rounded winter offerings and place a larger
emphasis on guided experiences that combine the area’s outdoor recreation with indoor amenities like
museums, wellness and dining.
Year-round, and especially during shoulder seasons, Discover Kalispell focuses on promoting annual and
community events and unique activities.
Key Segment/High Potential Visitors:
Outdoor recreation seekers
Arts and culture enthusiasts
Sporting event travelers
Emerging Segments: Adventure motorcyclists, educational travel
Key Geographical Markets –
Winter Missoula, Seattle, Los Angeles, Spokane, Great Falls
Spring Seattle, Phoenix (May/June), Spokane, Missoula Emerging: LA, Dallas
Summer Los Angeles, Dallas, Seattle, Spokane, SF-Oakland Emerging: NY
Fall Phoenix (Sept), Seattle, Los Angeles, Missoula, Spokane Emerging: Dallas
Sports and Events
Discover Kalispell serves as host and partner to bring numerous sporting and other types of destination
events to Kalispell. Events range from large national and international events such as the Montana Spartan
Race to regional youth events like the Montana Indoor Soccer Championship. Partners include high school
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 22
athletic directors, venues such as Flathead County Fairgrounds, Majestic Valley Arena and Flathead Valley
Community College, community event organizers and national event promoters.
Key Focus: regional or expanded national events during the shoulder seasons and indoor events taking
place in winter.
Grants: Discover Kalispell offers grant funding for new and expanding events based on an application and
scoring process directed by the TBID board of directors. https://discoverkalispell.com/grants/
Meetings and Conventions
Association continues to be a strong market for Kalispell. It is the most reliable and dependable market
largely due to the predictability of the rotation process, number of members and time of the year.
Traditionally our focus has been primarily regional and national. Discover Kalispell will build on relationships
established within the state getting more involved with our Montana associations.
Discover Kalispell plans to put more focus on the Montana associations and the organizations they belong
to, for example Montana Society of Association Executives. Many organizations continue to grow in their
membership, we need to keep Kalispell on the forefront. Within the Pacific Northwest, the Puget Sound
area will remain in our geographical market. Cities in the Puget Sound region include Tacoma, Olympia and
Everett. Seattle is the closest major U.S. city to Kalispell and in addition to being only an eight-hour drive
from Seattle, Glacier Park International Airport offers three direct flight out of Kalispell daily and Amtrak
services to Whitefish. We have included Oregon within the geographical market because of the easy access
to Kalispell and the number of regional associations located in Salem and Portland.
Key Segment: State, national and regional associations
Key Geographical Market: Montana, Pacific Northwest region – Seattle, Oregon
Tour & Travel
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.
Domestic tours offer niche travel experiences to include seniors, cultural, historical and motorcycle tours.
International tour operators are especially interested in offering unique, off-the-beaten-path experiences to
travelers. Favorites include national parks, recreational activities, western and cultural experiences and
historic tours.
Discover Kalispell will work with tour companies offering national park, cultural, historic itineraries,
motorcycle trips and internationally with tour operators that are in Germany, Australia, Italy, France, United
Kingdom, Benelux and Nordic Regions – The Great American West as part of Rocky Mountain International.
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Key Segment:
•Domestic groups that promote niche travel to include seniors, cultural/historical and motorcycle
tours.
•International tour operators that promote outdoor recreation, national parks, cultural and historic
experiences to travel planner in their countries.
Key Geographical Market: Tour operators that work in Germany, Australia, Italy, France, UK, Benelux and
Nordic Regions (RMI).
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 24
Key Segments and Methods
Segment Methods
Marketing Support Research – Smith Travel, Visa Vue, Tourism Sentiment Index
(supports all segments) Creative agency services
Discover Kalispell Grant Program
Online booking engine – lodging & activities
Training and education
Website Marketing Maintenance and enhancements
Website marketing (SEM and SEO)
Consumer Photo and video asset acquisition
Social media administration
Media buy: print, digital and multi-media marketing
Travel show attendance and booth display
Airport visitor display
Newsletter marketing
Travel guide, niche brochures and maps
Destination Event Development Montana Spartan Race
And Promotion Montana Indoor Soccer Championship
New off-season event
Sales - Groups, Meetings & Trade shows
Conventions Familiarization tours
Group incentive program to secure events and conferences
Media buy: print, digital and multi-media marketing
Newsletter marketing
Marketing collateral and image asset acquisition
Customer relationship management system
Sales calls
Visitor Services Operation of Kalispell VIC
Fulfillment services
Cooperative Marketing & MOTBD
Partnership Programs Glacier Country
Glacier Natl Park and Flathead Natl Forest
Other regional Chambers and CVB’s
County Trails Plan
City of Kalispell Trail Crew – Core and Rail Project
Kalispell Downtown Association
Glacier AERO
PR and Publicity Travel media and social influencer press trips
Media events in key markets
PR services – proactive and reactive story pitches, earned media
tracking
Kalispell branded merchandise
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 25
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 the sports and event destination within northwest Montana by
building relationships with state and local organizations and regional and national promoters and
tournament directors.
5.Provide sponsorships through the Discover Kalispell Grant program which support new and
expanding events and develop visitor asset.
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.
Objectives
1.Increase occupancy at TBID hotels by 2% during FY21 (as measured by STR Report).
2.Increase engagement of website users on DiscoverKalispell.com through increasing average pages
per session and session duration during FY21. (FY19 = avg 2.94 pgs/session; 1:36 session duration)
3.Increase visitor guide requests by 25% over FY20.
4.Increase consumer newsletter database by 15% over FY20 (equates to additional 2,500 opt-in
subscribers).
5.Measure the engagement with Discover Kalispell social media channels by 1) increasing followers on
Instagram by 10%, and 2) obtain an average post engagement on Facebook of 4%.
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 Discover Kalispell signature events: on budget.
9.Increase database of qualified and interested meeting planners and tour operators by 15% over
FY20 (equates to additional 600+ 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 two individual FAMs for qualified planners or tour operators who have never been to Glacier
Country.
13.Connect and engage with meeting planners through one targeted advertising campaign.
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 26
14.Promote Kalispell to domestic and international tour operators through one advertising campaign.
15.Increase referrals to the KCVB Bring It Home program to a total of 35 referrals in FY21 (17 referrals
in FY19).
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 27
Supplement to FY21 Marketing Plan: Coronavirus Planning and Recovery
Planning for the FY21 marketing plan begins in February with approved projected revenue from the TBID
Board of Directors and the Montana Office of Tourism & Business Development (Bed Tax). The financial
impact from decreased hotel occupancy during the coronavirus pandemic began in March 2020 and is
projected to continue into 2021. Projections are difficult to make due to the evolving restrictions and
traveler sentiment related to the pandemic over the next several months as the country moves into
recovery.
We are considering the following variances in quarterly revenue over the next 12 months. These
projections are based on data from MOTBD, ITRR, TBID booking forecasting and seasonal occupancy:
Quarter % above/below 2019 Quarter % above/below 2020
Apr-Jun 2020: -75%Jan-Mar 2021: 0%
July-Sept 2020: -40%Apr-Jun 2021: + 20%
Oct-Dec 2020: -20%
To mitigate the risks of decreased revenue, Discover Kalispell has proactively taken steps to reserve cash
while maintaining critical segments of the budget to continue brand awareness and stability and be ready to
launch a recovery plan to SELL Kalispell when the time is right - securing visitations and group business for
summer, fall and in 2021.
Remainder of FY20 (March through June 2020):
•TBID - reduced planned expenditures in operations, consumer, event and group marketing segments
and temporarily furloughed 1 FTE.
•Bed Tax - cancelled planned initiatives in consumer and group marketing segments and temporarily
furloughed 1 FTE.
FY21 (July 1, 2020 – June 30, 2021)
TBID – 36% reduction of initial approved projected revenue and inclusion of reserve funds. Reduced from
$658,000 to $560,000.
Bed Tax – 25% reduction of initial approved projected revenue. Reduced from $157,000 to $118,000.
Over the next 12 months Discover Kalispell will work closely with our board of directors to evaluate
collections and expenditures. An outline of the strategy:
•Eliminate higher cost and long-term commitment strategies such as trade/travel shows, print
advertising, media events in key markets, group FAM and press trips and training and personal
development. Focus on initiatives that generate a short and mid-term ROI. Reduce Discover
Kalispell grant program available funding and focus on events that generate hotel occupancy.
•VIC - reduce staffing costs by eliminating summer weekend hours. Reduce fulfillment costs by
using a self-mailing visitor guide and sending via bulk mail.
•If actualized revenue does not support the budget further adjustments will be made in staffing
and group/M&C segment.
•Media buy will be concentrated on digital strategies that enable us to be highly focused to
markets that have a stronger likelihood to travel in the short term and which enable us to adjust
messaging as necessary.
•Secure partnerships with regional and state tourism industry to maximize Kalispell’s reach.
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 28
•Programs that must continue to maintain brand awareness and implement visitor services,
conferences, events and other programs include: operational costs; staffing; creative agency
services (website, webpage marketing and paid media); PR-brand content services; social media
administration; DK destination events and group services and incentives.
•Increased revenue beyond projected will be directed to marketing programs during FY21.
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 29
Operational Budget – TBID
TBID Projected Revenue $ 430,000
Rollover cash and reserve acccount $ 130,000
Total $ 560,000
Program Description
Project Program Total
Administration
Wages, benefits, employer expenses $218,000
Operations $34,400
Rent $8,400
Bank Fees $50
Phone $2,800
Office Supplies $1,200
Postage & copies $2,500
Audit - City of Kalispell $2,000
Audit - Chamber $3,200
Accounting services $3,000
City of Kalispell Assessment Fee $5,000
Travel & entertainment expenses $1,500
Tech support (email accts plus) $1,500
Equip., software, furniture (purchase) $1,000
Annual report & meeting $1,000
TBID Directors & Officers Insurance $1,250
Marketing Support $79,700
Smith Travel Reports $6,700
Organizational Memberships $4,000
Training and Education $1,000
Research $6,000
Grant Program $8,000
Creative Agency Services $48,000
Ares $6,000
Website $30,000
Maintenance and enhancements $10,000
Website marketing (SEM-SEO) $20,000
Consumer Marketing $53,100
Photo and video library $3,000
Social Media administration $8,000
Media buy: print, digital, multi-media $35,300
Travel show attendance $1,000
Discover Kalispell, Kalispell Convention & Visitor Bureau -- FY 2021 Marketing Plan 30
Trade show booth display $500
Airport visitor display $1,500
EMarketing $1,800
Niche brochures $2,000
Events and Sports -Operations and Promotion $50,000
Spartan Race $30,000
Indoor Soccer - October/March $20,000
Groups and M&C $50,800
Meeting Planner Shows $3,000
Meeting Planner FAM $5,000
M&C and Group incentive program $21,000
Media buy: print, digital, multi-media $8,000
EMarketing $1,800
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 $1,000
Publicity $44,000
Travel media press trips/FAM $8,000
PR - agency services, Meltwater, misc. $35,000
Kalispell branded merchandise $1,000
TOTAL $ 560,000
KCVB TBID Budget FY21
TBID Projected Revenue 430,000$
Rollover cash and reserve acccount 130,000$
Total 560,000$
Program Description Project Program Total
% of
budget
Administration
Wages, benefits, employer expenses $218,000 39%
Operations $34,400 6%
Rent $8,400
Bank Fees $50
Phone $2,800
Office Supplies $1,200
Postage & copies $2,500
Audit - City of Kalispell $2,000
Audit - Chamber $3,200
Accounting services $3,000
City of Kalispell Assessment Fee $5,000
Travel & entertainment expenses $1,500
Tech support (email accts plus)$1,500
Equipment, software, furniture (purchase)$1,000
Annual report & meeting $1,000
TBID Directors & Offcers Insurance $1,250
Marketing Support $79,700 14%
Smith Travel Reports $6,700
Organizational Memberships $4,000
Training and Education $1,000
Research $6,000
Grant Program $8,000
Creative Agency Services $48,000
Ares $6,000
Website $30,000 5%
Maintenance and enhancements $10,000
Website marketing (SEM-SEO)$20,000
Consumer Marketing $53,100 9%
Photo and video library $3,000
Social Media administration $8,000
Media buy: print, digital, multi-media $35,300
Travel show attendance $1,000
Trade show booth display $500
Airport visitor display $1,500
EMarketing $1,800
Niche brochures $2,000
Events and Sports -Operations and Promotion $50,000 9%
Spartan Race $30,000
Indoor Soccer - October/March $20,000
Groups and M&C $50,800 9%
Meeting Planner Shows $3,000
Meeting Planner FAM $5,000
M&C and Group incentive program $21,000
Media buy: print, digital, multi-media $8,000
EMarketing $1,800
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 $1,000
Publicity $44,000 8%
Travel media press trips/FAM $8,000
PR - agency services, Meltwater, misc.$35,000
Kalispell branded merchandise $1,000
TOTAL 560,000$ 100%
TOURISM BUSINESS IMPROVEMENT DISTRICT
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY 20/21
BEGINNING CASH
10100 CASH: $6,000 $10,000 $10,000 $130,000
Total Cash $6,000 $10,000 $10,000 $130,000
RECIEPTS (DUE TO TBID)
10100 Room Tax $600,000 $658,000 $658,000 $430,000
Total Receipts $600,000 $658,000 $658,000 $430,000
TOTAL AVAILABLE $606,000 $668,000 $668,000 $560,000
DUE TO
Administration $35,300 $34,400
Staffing $244,500 $218,000
Marketing Support $80,700 $79,700
Website $35,000 $30,000
Consumer Marketing $75,500 $53,100
Events and Sports - Operations and Promotion $55,000 $50,000
Groups and M&C $89,000 $50,800
Publicity $53,000 $44,000
$596,000 $668,000 $538,000 $560,000
ENDING CASH
CASH: $10,000 $0 $130,000 $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.
32
33
34
35
36
BUSINESS IMPROVEMENT DISTRICT #2
estimated proposed
ACTUAL BUDGET ACTUAL BUDGET
FY18/19 FY19/20 FY19/20 FY20/21
BEGINNING CASH
10100 CASH: Operating $55,951 $65,994 $65,994 $84,261
Total Cash $55,951 $65,994 $65,994 $84,261
REVENUES
311100 Levy $76,654 $47,899 $47,899 $47,899
311200 Penalty and interest $450 $300 $350 $350
335230 Class 8 PP reimb.$675 $0 $350 $350
$100 Flat fee $0 $25,600 $25,600 $25,600
363010 Assessments $41,336 $41,385 $50,000 $50,000
343014 Charges for services - garbage/parking $3,077 $3,077 $4,349 $4,349
371010 Interest $781 $200 $800 $800
Total Revenue $122,973 $118,461 $129,348 $129,348
TOTAL AVAILABLE $178,924 $184,455 $195,342 $213,609
Total $112,930 $173,803 $111,081 $173,806
ENDING CASH
CASH: Operating $65,994 $10,652 $84,261 $39,803
FUND: 2701-490-470330
PROJECTED REVENUE AND FUND SUMMARY
EXPENSES
PROGRAM DESCRIPTION
Downtown Business Improvement District was created April 3, 2017 by Resolution 5801
37
BUSINESS IMPROVEMENT DISTRICT #2
proposed
ACTUAL ACTUAL BUDGET BUDGET
FY17/18 FY18/19 FY19/20 FY20/21
PROGRAM:
STAFFING:
210 Office Supplies $356 $478 $1,000 $500
354 Contract staff - coordinator $22,595 $35,347 $34,847 $34,847
355 Contract staff - other(1FT/1PT)$9,681 $24,121 $40,000 $40,000
373 Conferences/Travel/Memberships $0 $0 $1,000 $1,000
530 Storage Unit Rent $1,640 $600 $600 $600
COMMUNICATIONS:
322 Newsletter $0 $355 $350 $500
345 Cell Phone/Wireless $518 $0 $0 $0
359 Web Site Development/Maintenance $4,062 $1,090 $2,500 $2,000
337 Social Media and On-line Marketing $1,900 $2,435 $4,000 $3,000
DEVELOPMENT ACTIVITY:
780 Development Activity $191 $13,663 $30,000 $30,000
790 Façade Improvement Program - carryover $10,000 $0 $20,590 $25,000 $25,000
335 Print Advertising $0 $0 $500 $500
391 Sponsorship/Events $0 $1,565 $5,000 $5,000
510 Insurance $7,970 $823 $2,000 $2,000
TOURISM:
323 Printing - mobile app $0 $317 $10,000 $10,000
BEAUTIFICATION:
228 Art $0 $0 $5,000 $5,000
229 Flowers / Trees $5,970 $7,860 $8,000 $10,000
522 Administrative Transfer $0 $3,686 $4,006 $3,859
Total Budget $54,883 $112,930 $173,803 $173,806
FUND: 2701-490-470330
EXPENDITURE DETAIL
38
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
DEPARTMENT DESCRIPTION 2021 2022 2023 2024 2025 TOTAL
PUBLIC WORKS ADMINISTRATIONVEHICLE 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 $50,000
TOTAL $0 $60,000 $60,000 $80,000 $25,000 $225,000
CITY FACILITIES-MAINTENANCESTATION 62 CARPETING $0
1000-412-411230 $0
TOTAL $0 $0 $0 $0 $0 $0
POLICE VEHICLE REPLACEMENT- MARKED PATROL (2 veh. Purchased one year 3 the next)$57,000 $171,000 $120,000 $180,000 $125,000 $653,000
1000-413-42014x-xxx VEHICLCLE REPLACEMENT- UNMARKED VEHICLES $20,000 $19,500 $20,000 $20,500 $22,000 $102,000
BEAR WINDOW REPLACEMENT $35,000 $35,000
BATHROOM/LOCKER REMODEL $35,000 $35,000
RADIOS - PORTABLE/MOBILE $12,000 $12,000 $12,000 $14,000 $14,000 $64,000
WATCHGUARD SETUPS $10,000 $10,000 $20,000
SUBSTATION/STORAGE/SEARCH GARAGE $290,000 $290,000
REPLACE PARKING TICKET STATION IN EAGLES LOT $18,000 $18,000
TOTAL $379,000 $300,500 $152,000 $224,500 $161,000 $1,217,000
FIRE S.C.B.A REPLACEMENT MAIN UNITS AND MASKS $282,000 $282,000
1000-416-420400-xxx S.C.B.A CASCADE COMPRESSOR SYSTEM AND FIT TEST EQUIPMENT $65,000 $65,000
TOTAL $0 $282,000 $65,000 $0 $0 $347,000
PLANNING AND ZONING $0
1000-420-411020-xxx $0
TOTAL $0 $0 $0 $0 $0 $0
AMBULANCE TRANSPORT AMBULANCE $200,000 $200,000
2230-440-420730-xxx $0
TOTAL $0 $0 $200,000 $0 $0 $200,000
BUILDING DEPARTMENT BUILDING IMPROVEMENT - MEZANINE UPGRADES $0
2394-420-420530-xxx $0
$0
TOTAL $0 $0 $0 $0 $0
SPECIAL STREET MAINTENANCE/TSSTSM 10- 2 ST E / WOODLAND AVE (HSIP FUNDED)$1,000,000 $1,000,000
2500-421-430240-xxx TSM 12- 18TH ST / AIRPORT ROAD (TIF FUNDED)$2,200,000 $2,200,000
TSM 16- WHITEFISH STAGE ROAD / WEST EVERGREEN DRIVE $195,332 $195,332
TSM 17- CONRAD DRIVE / WOODLAND PARK DRIVE $139,523 $139,523
TSM 20 - SOUTH MERIDIAN ROAD AND 7TH ST W INTERSECTION IMPROVEMENT $139,523 $139,523
TSM 26- TRAFFIC PLAN UPDATE SCHEDULE $130,000 $130,000
MSN 2 - FOUR MILE DRIVE - NORTHLAND TO US HWY 93 $837,139 $837,139
PM-MILL, OVERLAY AND CHIP SEAL PROJECTS $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $5,000,000
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, solid wst)$10,000 $10,000
BUILDING IMPROVEMENTS-1,000 SQ FT BUILDING ADDITION TO TSS $135,000 $135,000
W CENTER ST FROM 7 ST W TO MERIDIAN RD (SPLIT W STORM)$409,423 $409,423
HEAVY TRUCKS REPLACEMENT - (12 YD)(305,360,362)$195,000 $195,000 $195,000 $585,000
HEAVY TRUCKS REPLACEMENT - (6 YD) (334)$100,000 $100,000
HEAVY TRUCKS RPLCMNT-(ICE MELT/WTR TRK)(361,338,330)(MACI MATCH) CARRY $10,000 $50,000 $50,000 $110,000
VEHICLE REPLACEMENT-UP TO 1 TON(202,430,310,210,327,800)$75,000 $75,000 $65,000 $50,000 $265,000
VEHICLE REPLACEMENT - 1 TON (800)$65,000 $65,000
STREET SWEEPER- (350,351)$215,000 $215,000 $430,000
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 - 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 (MACI MATCH)$5,000 $5,000
SUPPORT EQUIPMENT REPLACEMENT - PORTABLE ASPHALT RECYCLING MACHINE $95,000 $95,000
SUPPORT EQUIPMENT REPLACEMENT - STEEL DUMP TRUCK BOX $25,000 $25,000
SUPPORT EQUIPMENT REPLACEMENT - LINELAZER III AIRLESS STRIPER $6,000 $6,000
SUPPORT EQUIPMENT NEW - LAZERQUIDE & ROADPACK ATTACHMENT $6,000 $6,000
TOTAL $4,115,423 $3,467,139 $2,200,855 $2,178,401 $1,625,000 $13,586,818
1
CITY OF KALISPELL
FIVE YEAR CAPITAL IMPROVEMENT PLAN
DEPARTMENT DESCRIPTION 2021 2022 2023
PARKS DEPARTMENT LIONS PARK - ROOF REPLACEMENT $6,800 $6,800
2215-436-460xxx-xxx LIONS PARK - RESTROOM REMODEL $12,650 $12,650
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 - RIDE ON LINE STRIPER (KYAC)$15,000 $15,000
DRY BRIDGE PARK- ACCESSIBLE FISHING PIER $20,000 $20,000
BEGG PARK - PLAYGROUND $40,000 $40,000
KIDSPORTS MAINTENANCE STORAGE BUILDING $150,000 $150,000
HIGHWAY 93 TRAIL ALIGNMENT STUDY $30,000 $30,000
RECREATION VAN- 15 PASSENGER $30,000 $30,000
3/4 TON PICKUP $35,000 $35,000
1/2 TON PICKUP $20,000 $20,000
TOTAL $49,450 $103,000 $200,000 $82,500 $115,000 $549,950
FORESTRY 3/4 TON PICKUP $40,000 $40,000
2600-436-460433-xxx BUCKET TRUCK $140,000 $140,000
TOTAL $140,000 $0 $0 $40,000 $0 $180,000
AIRPORT TAXIWAY IMPROVEMENTS, ASPHALT ADDITIONS, UTILITIES (TIF)$0
5160-430-430310-xxx $0
$0
$0
$0
TOTAL $0 $0 $0 $0 $0
WATER DEPARTMENT FOUR MILE TRANSMISSION MAIN (PHASE 1) BOND & CARRYOVER $670,000 $670,000
5210-447-430550-xxx WEST RESERVE TRANSMISSION MAIN (PHASE 1)$654,518 $654,518
SOUTHEAST TRANSMISSION MAIN $2,943,236 $2,943,236
3RD AVENUE EAST TRANSMISSION MAIN $3,172,808 $3,172,808
1ST AVENUE WEST CONNECTION $146,605 $146,605
1 MG ELEVATED WATER STORAGE TANK & NORTHWEST WELL #1 $8,718,000 $8,718,000
MISC CONTRACT MAIN UPSIZE (CARRYOVER & NEW APPROPRIATION)$515,000 $150,000 $150,000 $150,000 $150,000 $1,115,000
METERS - NEW $54,000 $58,303 $64,948 $73,552 $84,154 $334,957
METERS SYSTEM REPLACEMENT PROJECT $317,000 $323,089 $338,767 $354,565 $370,488 $1,703,909
WATER DISTRIBUTION CONTROL SYSTEM UPDATES -SCADA (CARRYOVER)$305,000 $305,000
BUFFALO HILL FLOW CONTROL UPGRADES $140,000 $140,000
BUFFALO HILL BOOSTER STATION UPGRADES $435,174 $435,174
WATER RIGHTS ACQUISITION (S)$43,103 $12,388 $12,636 $12,888 $13,146 $94,161
NOFFSINGER TRANSMISSION AND FACILITY CONDITION ASSESSMENT $260,500 $260,500
SMALL DIAMETER CA $138,342 $138,342
BACKBONE CA $140,500 $140,500
SHOP COMPLEX PAVEMNT RESTORATION (Split b/t wtr, swr, storm, street, solid wst)CARRY $10,000 $10,000
10TH AVE W AND 2ND ST W R&R (CARRYOVER)$535,000 $535,000
1ST AVE WN R&R (CARRYOVER)$30,000 $30,000
6TH ST W R&R $156,240 $156,240
2ND AVE W (SOUTH) R&R $353,972 $353,972
2ND AVE W (NORTH) R&R $302,000 $302,000
1ST AVENUE WEST R&R $279,912 $279,912
7TH AVE WN R&R $698,161 $698,161
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 $520,000 $1,271,703 $1,791,703
VEHICLE REPL.- UP TO 1 TON (290,272,275)$50,000 $75,000 $125,000
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 $12,560,103 $6,881,247 $2,753,595 $7,105,297 $4,729,997 $34,030,239
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
2
CITY OF KALISPELL
FIVE YEAR CAPITAL IMPROVEMENT PLAN
DEPARTMENT DESCRIPTION 2021 2022 2023 2024 TOTAL
SEWER DEPARTMENT- BILLING AND COLLECTIONLIFT STATION #3 MAIN IMPROVEMENTS $407,361 $3,666,247 $4,073,608
5310-454-430630-xxx BLUESTONE UPSIZE $187,510 $187,510
LIFT STATION #9 IMPROVEMENTS $250,000 $1,540,010 $1,790,010
ROSE CROSSING WEST IMPROVMENTS $2,081,737 $2,081,737
INFLOW AND INFILTRATION (I&I) STUDY $189,460 $189,460
6TH ALLEY E-SOUTH OF 14TH TO 13TH GRAVITY REPLACEMENT $263,000 $263,000
10" CLAY SLIPLINE-1ST ALLEY W. FROM MT ST. TO WASHINGTON ST. (CARRYOVER)$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)$400,000 $47,754 $48,709 $49,684 $50,677 $596,824
WEST SIDE INTERCEPTOR (CARRYOVER BOND & NEW)$2,784,068 $2,784,068
12" CLAY SEWER SLIPLINE IN 1ST ALLEY E & W (CARRYOVER)$233,000 $233,000
SLIPLINE 8" SEWER MAIN IN 6TH ALLEY EN AND E WASHINGTON (CARRYOVER)$80,000 $80,000
GRANDVIEW LIFT STATION RELOCATION $1,314,604 $1,314,604
LIFT STATION 5A REMOVAL $335,000 $335,000
SHOP COMPLEX PAVEMNT RESTORATION (Split b/t wtr, swr, storm, street, solid wst)$10,000 $10,000
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 (FY21-DESIGN, FY22 CONSTR.)$121,000 $1,118,580 $1,239,580
REPAIR AND REPLACEMENT OF SEWER MAIN (CARRYOVER)$600,000 $600,000
SEWER MAIN R&R WWTP COMPLEX (SPLIT- 34% RATES WWTP/SWR, 66% IMPACT WWTP/SWR)$170,000 $170,000
VEHICLE REPL.- UP TO 1 TON (661,280) (split w/Storm) (CARRYOVER)$32,500 $32,500 $65,000
VEHICLE REPL.- 1 TON (212) (split w/Storm)$25,000 $25,000
VACUUM TRUCK REPLACEMENT (213) (Split w/Storm)$212,500 $212,500
SUPPORT EQUIPMENT REPL. - TRAILER MOUNTED GENERATOR (Split w/Storm)$22,500 $22,500
SUPPORT EQUIPMENT REPLACEMENT - HYDRAULIC SUBMERSIBLE PUMP $50,000 $50,000
TOTAL $5,623,068 $7,839,260 $5,193,088 $1,035,079 $320,687 $20,011,182
SEWER- WWTP CONSTRUCT NEW EQ BASIN $2,869,800 $2,869,800
5310-455-430643-xxx CONVERT SECONDARY TREATMENT SYSTEM TO A 5-STAGE PROCESS (DESIGN)$118,000 $1,413,000 $1,531,000
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 $373,000 $405,000
BIOSOLIDS ALT. DISPOSAL -ENG. PH1, CONSTR. PH2 (CARRYOVER)$291,889 $631,000 $7,565,000 $8,487,889
SITE SPECIFIC STUDY $180,000 $180,000 $360,000
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
DIGESTER CHEMICAL FEED SYSTEM $10,000 $10,000
FERMENTER CONDITION ASSESSMENT $25,000 $25,000
EFFLUENT MANAGEMENT PLAN $57,000 $57,000
REPLACE BELT FILTER PRESS $50,000 $50,000
EFFLUENT TEMPERATURE MITIGATION PLAN $60,000 $60,000
INFLUENT PIPING & DIVERSION STRUCTURE REHABILITATION $222,000 $222,000
SECONDARY DIGESTER LIDS REPLCMNT (CARRY & NEW APPR. FOR 1 YR INSPECTION)$41,766 $41,766
MISC REPLACEMENT ITEMS/MAINTENANCE/REPAIR $193,000 $100,000 $100,000 $100,000 $100,000 $593,000
PLANT EQUIPMENT & MACHINERY $164,000 $100,000 $100,000 $100,000 $100,000 $564,000
HEAVY TRUCKS REPL.- (12 YD) (204)$160,000 $160,000
LARGE IMPLEMENT TRACTOR REPLACEMENT (502)$20,000 $20,000
VEHICLE REPLACEMENT-UP TO 1 TON (208)(209)$60,000 $30,000 $90,000
TOTAL $4,607,455 $3,661,000 $2,487,000 $8,393,000 $2,096,000 $21,244,455
STORMWATER STORM DRAIN CORRECTIONS (CARRY/NEW)$200,000 $200,000 $200,000 $200,000 $100,000 $900,000
5349-453-430246-xxx DP 127 DETENTION POND N OF 3 MILE DR & COP-124 (Bond/Carryover/New Appr.)$5,278,713 $5,278,713
COP-118 (Pipe conveyance from detention pond 118 to Stillwater/N. Kalispell drainage area)$100,000 $6,712,690 $6,812,690
STORMWATER FACILITY UPSIZING (CARRYOVER)$230,000 $40,000 $40,000 $40,000 $40,000 $390,000
NORTH MAIN STORM IMPROVEMENT (CARRYOVER)$252,500 $252,500
ELM'S STORMWATER IMPROVEMENT $238,000 $238,000
TWO MILE DRIVE DRAINAGE IMPRVMNT-HAWTHORN TO MERIDIAN $427,068 $427,068
3RD AVE E AND 8TH ST E INTERSECTION DRAINAGE IMPROVEMENTS $223,817 $223,817
SHOP COMPLEX PAVEMNT RESTORATION (Split b/t wtr, swr, storm, street, solid wst)$10,000 $10,000
STORMWATER QUALITY TRTMNT FACILITY - WYOMING ST OUTFALL (CARRYOVER)$225,000 $225,000
STORMWATER QUALITY TRTMNT FACILITY - 8TH AVE W & 11ST W OUTFALL $319,232 $319,232
STORMWATER QUALITY TRTMNT FACILITY - 1ST AVE W SOUTH OF CITY SHOP $319,232 $319,232
STORMWATER QUALITY TRTMNT FACILITY - MERIDIAN DETENTION FACILITY OUTFALL $293,761 $293,761
WEST CENTER STREET FROM 7TH AVE W TO MERIDIAN $672,000 $672,000
HERITAGE WAY STORM IMPROVEMENTS (CURBING PRJ), HWY 93 TO WINDWARD WAY $133,705 $133,705
WEDGEWOOD & SHERWOOD $210,874 $210,874
BLUESTONE DRIVE $278,346 $278,346
VEHICLE REPL.- UP TO 1 TON (661,280) (split w/Storm) (CARRYOVER)$32,500 $32,500 $65,000
VEHICLE REPL.- 1 TON (212) (split w/Storm)$25,000 $25,000
VACUUM TRUCK REPLACEMENT (213) (Split w/Storm)$212,500 $212,500
SUPPORT EQUIPMENT REPL.- TRAILER MOUNTED GENERATOR(260) (Split w/Storm)$22,500 $22,500
TOTAL $7,213,213 $1,527,646 $7,505,296 $667,466 $396,317 $17,309,938
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) (CARRYOVER)$260,000 $260,000
TOTAL $585,000 $425,200 $410,000 $0 $0 $1,420,200
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CITY OF KALISPELL
FIVE YEAR CAPITAL IMPROVEMENT PLAN
DEPARTMENT DESCRIPTION 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 (s)$10,500 $10,500
SUPPORT EQUIPMENT REPLACEMENT - AIR COMPRESSOR $7,500 $7,500
SUPPORT EQUIPMENT REPLACEMENT - SCAN TOOLS $6,000 $8,000 $14,000
TOTAL $35,000 $31,500 $0 $8,000 $0 $74,500
INFORMATION TECHNOLOGY 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)$50,000 $50,000
SERVER - WEB SERVER $10,000 $10,000 $20,000
SERVER - SECURITY CAMERA REPOSITORY SERVER $9,000 $9,000
SERVER - DISK BASED BACKUP $26,000 $30,000 $56,000
SERVER - DISK BASED BACKUP - REPLICATION TARGET $26,000 $26,000
NETWORK EQUIPMENT - SWITCH - CITY HALL (3)$10,000 $10,000 $10,000 $30,000
NETWORK EQUIPMENT - SWITCH - 2 - CORE $30,000 $30,000
NETWORK EQUIPMENT - SWITCH - PUBLIC SAFETY (3) $10,000 $10,000 $10,000 $30,000
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)$40,000 $40,000
TELEPHONE SYSTEM ($40k from FY 2020)$120,000 $120,000
AV- CAMERA STATIONARY $30,000 $30,000
AV - SWITCHER (AUDIO & VIDEO)$20,000 $20,000
AV - EVENT CONTROLLER $25,000 $25,000
TOTAL $165,000 $117,000 $76,000 $88,000 $135,000 $581,000
$35,472,712.00 $24,695,492.00 $21,302,834.00 $19,902,243.00 $9,604,001.00 $110,977,282
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