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2019-2020 Preliminary BudgetCITY OF KALISPELL MONTANA PRELIMINARY BUDGET DOCUMENT FISCAL YEAR 2019-2020 CITY OF KALISPELL PRELIMINARY BUDGET INDEX -FY2020 CITY MANAGER BUDGET MESSAGE: ............................................................................................ .i -x 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 -2 2956 FIRE GRANTS .......................................................................................... , ........................................... 3 2957 HAZMAT GRANT ................................................................................................................................ 4 2399 PUBLIC SAFETY IMP ACT FEE FUND ......................................................................................... 5 -6 2915 HOMELAND SECURITY STONEGARDEN GRANT ........................................................................ 7 2916 DRUG ENFORCEMENT GRANT ....................................................................................................... 8 2919 LAW ENFORCEMENT BLOCK GRANT .................................................................................... 9 -10 2394 BUILDING CODE ENFORCEMENT ....................................................................................... : 11-12 PUBLIC WORKS: 2400 LIGHT MAINTENANCE ........................................................................................................... 13 -15 2420 GAS TAX .................................................................................................................................... 16-17 2421 BaRSAA ............................................................................................................. 18 2500 SPECIAL STREET MAINTENANCE/ STREET DEPT./ SIGN & SIGNAL ............................ 19 -24 2825 MACI GRANT ................................................................................................................................... 25 PARKS: 2210 PARK IN LIEU .................................................................................................................................... 26 2215 PARKS REVENUE AND FUND SUMMARY ................................................................................... 27 436 PARKS MAINTENANCE ................................................................................... 28 -29 440 ATHLETIC COMPLEX ...................................................................................................................... 30 431 RECREATION PROGRAMS .............................................................................................................. 31 448 YOUTH CAMPS ................................................................................................................................. 32 445 AQUATIC FACILITY ......................................................................................................................... 33 2600 URBAN FORESTRY DISTRICT/2601 DEVELOPER TREES .................................................. 34 -35 COMMUNITY DEVELOPMENT: 2880 COMMUNITY DEVELOPMENT LOAN REVOL YING .................................................................. 36 2881 COMMUNITY DEVELOPMENT LOAN REVOLVING #2 ............................................................. 37 2886 COMMUNITY DEVELOPMENT MISCELLANEOUS ............................................................. 38 -39 2887 RURAL DEVELOPMENT GRANT ................................................................................................... 40 2888 RURAL DEVELOPMENT GRANT #2 .............................................................................................. 41 2953 EPA BROWNFIELDS ASSESSMENT GRANT ............................................................. .42 2955 EPA BROWNFIELDS RWVOLVING LOAN FUND ........................................................................ 43 2991 TIGER GRANT ..................................................................................................... 44 TIFS & OTHER: 2185 TAX INCREMENT-AIRPORT .................................................................................................... 45 -46 2188 TAX INCREMENT-WESTSIDE ................................................................................................. .47-48 2310 OLD SCHOOL ST A TION TECHNOLOGY TIF ............................................................................... 49 2311 OLD SCHOOL ST A TION INDUSTRIAL TIF ................................................................................... 50 2312 GLACIER RAIL PARK TEDD .................................................................................. 51 2372 HEALTH FUND-PERMISSIVE LEVY .............................................................................................. 52 DEBT SERVICE FUNDS: DEBT SERVICE SUMMARY ....................................................................................................................... 1 CAPITAL PROJECT FUNDS: 4290 SIDEWALK AND CURB CONSTRUCTION ...................................................................................... 2 ENTERPRISE FUNDS: 5210 WATER OPERATIONS I BILLING .............................................................................................. 1 -7 5211 WATER SYSTEM IMPACT FEES ........................................................................... 8 -9 5310 SEWER OPERATIONS / BILLING ............................................................................................ 10 -16 5310 WAS TEW ATER TREATMENT PLANT ................................................................................... 17 -21 5311 SEWER SYSTEM IMPACT FEES ........................................................................ 22 -23 5349 STORM SEWER .......................................................................................................................... 24 -28 5510 SOLID WASTE ........................................................................................................................... 31 -33 INTERNAL SERVICE FUNDS: 6010 CENTRAL GARAGE .................................................................................................................... 1 -3 6030 INFORMATION TECHNOLOGY................................................................................................ 4 -6 COMPONENT UNITS: 7855 TOURISM BUSINESS IMPROVEMENT DISTRICT .................................................................. 1 -27 2701 BUSINESS IMPROVEMENT DISTRICT .......................................................................... -......... 28 -33 FIVE YEAR CAPITAL IMPROVEMENT PLAN: GENERAL FUND, AMBULANCE, BUILDING, & SPECIAL STREET MAINTENANCE ..................... 1 PARKS, FORESTRY, AIRPORT, & WATER .............................................................................................. 2 SEWER, WASTE WATER TREATMENT PLANT, STORM & SOLID WASTE ...................................... 3 CENTRAL GARAGE and INFORMATION TECHNOLOGY ................................ : .................................... 4 KALISPELL Honorable Mayor Mark Johnson Members of the Kalispell City Council PO Box 1997 Kalispell, MT 59903 Mayor and Council, City of Kalispell OFFICE OF THE CITY MANAGER 201 First Avenue East Kalispell, MT 59901 April 26, 2019 It is my pleasure to submit for your consideration, the Fiscal Year 2020 proposed budget for all municipal operations. This letter serves as the budget message for this proposal and outlines the nature of the budget plan for the coming year. This year's budget is marked by the completion efforts for the CORE Area redevelopment project. As has been discussed during the planning and preparation of the project, valuations in the Westside TIF have decreased significantly since the award of the TIGER grant. Previous budgets started mitigating that impact by setting aside funding in a dedicated capital line item, and taking a conservative approach with our revenue/expenditure balance. That preparation and an additional use of reserves have been included in this year's budget to complete the project. Even though much of the focus has been on this expenditure item, the proposed budget remains steadfast in providing services and setting the foundation for advancements in service delivery processes. This is demonstrated in the areas of succession planning, capital improvements, and technology improvements. While the organization was conservative in personnel additions and requested appropriations, the importance of improving our service delivery function was not neglected. The Council has spent significant time and effort over the past several years with the initiation and adoption of our growth policy, community plans, and capital facility plans. This provides a clear nexus between the policy of the governing body and the implementation at the staff level. The annual budget is the extension of this effort, placing those policies in action and providing future direction for the organization. I am pleased to present the FY20 proposed budget and am comfortable in the recommended appropriations, the expected service levels resulting from this funding distribution, and the efforts to position our services into the future. The ten pages of the transmittal letter are not intended to identify all the specifics of the budget document, but rather provide an overview of the revenues and expenditures, fund levels, unique attributes impacting the budget, and significant budget related activities of the organization. Moreover, as changes will be implemented between the preliminary budget and final adoption, numbers in this document may be different than the numbers in the budget document itself. ACCOMPLISHMENTS IN 2018 AND 2019 As the FY20 budget is proposed, it is appropriate to return to recent municipal activity to review the accomplishments of recent budgets as they frequently provide the history that leads to our current activities. While the listed items are only a sample of the improvements and respective accomplishments, they do represent a concerted effort across departments for the improvement of services offered by the City of Kalispell. • Following Council adoption of the assessment structure and contracting plan for the backlog of tree removals and pruning, two years ago, our forestry efforts have led to the following: o Trees removed: 270 o Trees pruned: 3,679 o Stumps removed: 250; • In 2017, the Council initiated a K9 unit in our law enforcement division. Since January of 2018, this effort has yielded the following: o Canine Deployments: 71 o Community presentations: 103 o Search Warrants: 45; • The following is a list of activities relative b 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 .. ,I:, -~ -.... have been designated as an Opportunity Zone, allowing for financial advantages within the area for investors CHS is well into the construction of a new facility Northwest Drywall is anticipated to complete its construction in late summer 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 A tentative agreement has been completed with the railroad to acquire an easement for rail-banking the existing line in accordance with interim trail uses by the Surface Transportation Board. This agreement is anticipated to come before Council for final approval. It will then be placed in escrow, awaiting service discontinuation in the CORE area; • The West Side Interceptor project is nearly complete. This project will provide capacity and development opportunities for areas to the West and North that were facing limitations due to the sizing of infrastructure. Work has been completed on all phases, with the 11 exception of completing some of the work under the bypass that had to be redesigned due to soil consolidations. • Following years of discussion, various development options, and a visioning process with the update of the South Kalispell Urban Renewal Plan, the Council completed the transfer to the Airport Users Association for management and maintenance responsibilities of the municipal airport. The user association has been operating the airport for over a year and has initiated the effort to make improvements as identified in the Master Lease. It is anticipated that these improvements will be completed during Fiscal Year 2020 in order to leverage funding from the Tax Increment Financing District, according to the agreement between the City and the User's association; • Council has adopted updates to the following plans to aid in the guidance of municipal growth and operations: o Stormwater Facility Plan o Wastewater Facility Plan o Water Facility Plan o Growth Policy o Impact fee reports o Water and Sewer rate study (currently in progress) o South Kalispell Urban Renewal Plan Update o Standards for Design and Construction Updates o Review of Emergency Medical Services o Downtown Urban Renewal Plan (see below) • Council adopted the Kalispell Downtown Plan to .- provide a vision for the future of the downtown. Some of the items that have been initiated based on the goals of the plan include: o Creation of a Tax Increment Financing District o Adopting parking management strategies and standards o Working with the Montana Department of Transportation on an updated Transportation Plan for the City of Kalispell o Amending our City Code for entrance corridor management • The City has continued its legislative efforts at the Federal and State levels. This included participating with the State of Montana and Flathead County on a joint effort to apply for funds to the Federal Build Grant program (replacement of the TIGER program). In addition to serving as the lead agency on the application to enhance capacity of the Bypass, we also led efforts to inform our Senators and Congressman in Washington D.C., and respective Federal agency representatives, of the importance of this project and how it interacts with goals of the program. We ultimately received the BUILD award and anticipate the State of Montana will begin construction on the Bypass project during this fiscal year. • 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. 111 PROPOSED FY20 BUDGET AT A GLANCE Major highlights and conditions of the proposed FY20 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. Reviewing new additions to county records, however, we feel comfortable with the forecast applied to the revenue projections; • Impact fees within the enterprise funds have been segregated to their own funds, rather than identified as individual line items, or sub sections of another fund. Hopefully, this will provide a simpler review of the impact fees accounts, projects, etc.; • A fund analysis is incorporated for many of our operational funds. This graphic representation is an estimate of the funds health for the upcoming three years and will aid in a quick review of trends of the fund and the respective level of attention we may want to provide in respect to its balance. • This year's budget was developed with a focus to complete the CORE Area Redevelopment project. In FY2016 we recognized the decreased valuation in our Westside Tax Increment District. In planning for the redevelopment project, we had initially anticipated about $800,000 a year in this fund to meet the obligations of the grant. With the decreased valuation, we have been planning for the financial ability to finish this project. To that end, in this year's budget, we are incorporating the following actions to complete the project: o Transferring $700,000 from the amount dedicated to capital into the Westside TIF fund, o Reducing the amount of our reserves by transferring an additional $600,000 into the Westside TIF. Our reserves are estimated at 14% of revenues, rather than the set policy amount of 20%. I anticipate being able to be back at 20% in two or three years, o In previous budget years, we have attempted to stay below our maximum property tax levy cap. This year, we have used that space to aid in funding the redevelopment project while maintaining municipal operations, o Structuring some purchases through board of investments to manage cash flows and not defer capital improvements; • Design work for the CORE Area Redevelopment is anticipated to be completed in the fall of 2019 with removal of the tracks and construction of the trail to begin in 2020. • Improvements to the intersection at Airport Road and 18th are budgeted for completion out of the South Kalispell Urban Renewal District. • The recommended budget contains funding for our Wastewater Treatment Plant's Biosolids program. We are continuing to look at options for long-term treatment and disposal of our biosolids. Over the past year, we have had improvements in our disposal system that has decreased some of the pressure for the long-term solution. However, there will still likely be a need for the establishment of a composting facility. This will be an area that is reviewed during budget meetings with an update on the current status of the efforts surrounding land identification and acquisition; lV • An increase in our human resources budget is included to account for the cost of performing background checks on seasonal hires. The increase is notable due to the large amount of seasonal hiring that occurs in the summer months; • The police department budget has a recommended appropriation to acquire a standardized policy and procedure manual and training program. Our insurance pool, MMIA, is also looking at the program in order to standardize policies across law enforcement. This may provide for a partnership where we could see a reduced cost in this acquisition. Hopefully we will know MMIA's direction by the time the final budget is adopted; • Information Services has two large cost centers in this year's budget. o The first item is an increased cost in the provision of our email exchange server. Our costs for our hosted email exchange will be over twice as much as last year. This stems from requirements of our security records compliance within law enforcement to move to a higher level of security. The services provided, however, will increase above our current service by providing additional access to SharePoint, Office365 applications, and OneDrive. o An additional item within the Information Services department is the acquisition and implementation of a Voice over IP phone system. Our current phone system has been designated for replacement for some time and has been deferred based on time and cost constraints. • This budget year, we are looking at adding two full-time positions, as identified below: o Public Works: A GIS Specialist position is being recommended to aid in the delivery of services across the Public Works Departments. With the growth of technology, we have been able to incorporate mapping enhancements across our divisions to aid in our delivery of services and ability to improve our asset management; o Attorney's office: Two years ago we identified a concern regarding caseload demands in the prosecutor's office. A review of 1st class cities reveals the caseload per prosecutor ratio as identified in the following table. As can be seen, we have the highest caseload per prosecutor and the second highest caseload per prosecutor for non-traffic offenses. Last year we added a part-time contract position in order to address this concern with some additional resources. This year, we are recommending funding to make that position full time. In addition to the workload, hiring a full-time position now will aid in succession planning needs we are anticipating; Non-Ratio of Cases filed Ratio of No. of traffic cases to per2015 cases to City Prosecutors offenses Prosecutor MCLI stats Prosecutor Billings 4 5,830 1,458 14,788 3,697 Bozeman 4 2,039 510 7,432 1,858 Butte-Silver Bow* 5 2,254 451 5,147 1,029 Great Falls 2.25 2,230 991 9,467 4,208 Helena 2 2,240 1,120 6,275 3,138 Kalispell 1 1,548 1,548 5,212 5,212 Missoula 5 9,585 1,917 18,280 3,656 V • Commercial activity in the Building Department is anticipated to be at lower levels than previous years. We do anticipate an increase in residential activity as several subdivisions have been created along the Westside Interceptor. Overall, we anticipate lower revenues in our building department and estimate that this will continue over the next few years; • There is funding in the proposed budget to replace a 2003 Ambulance with 150,000 miles. This apparatus is being proposed as a similar build to the purchase in 2017 that provides for a reusable box which should lower replacement costs in the future. We are proposing structuring payments for this acquisition through lending from the Board of Investments; • Funding is being proposed for work on two capital projects: o Construction of a storage facility for law enforcement (currently we spend $7,500 a year for this space). It is anticipated that this will be a project we look to fund in Fiscal Year 2021 o Buildout of the top floor at city hall to provide additional office space. This project is proposed to be constructed during fiscal year 2020 through Building Department Funds, with the general fund splitting the space and repaying the Building Department over a 10-year period; • This year's budget does not recommend an increase for any class of rates or assessments prior to budget adoption. However, we are in the middle of a rate study for our water and sewer rates, which we anticipate being addressed during the budget year. This rate study will encompass water and sewer rate operational needs, impact fees, facility plans, and potential upgrades in the metering and service delivery system. This review follows from the updating of facility plans for our utilities, which has been occurring during the current fiscal year; • We are again receiving a credit from MMIA for liability insurance. This credit has been applied as a decreased expense and is about two-thirds of the amount of last year's credit, which makes it appear that our liability insurance rates are increasing. The credit is dependent upon the results of the insurance pool and could end in the future, pending increased claims, etc.; • Legislation this past session has enacted a firefighter presumption bill that identifies various illness that will now be presumed to be caused by the respective line of work. MMIA has ran actuarial models for the impact to the workers compensation program and will be billing respective municipalities for this new risk. We are anticipating an approximate $60,000 additional charge to this program and have included it in the proposed budget. • Health insurance costs from MMIA are projected to increase about 3% from last year. However, based on our experience in comparison to our pool, our increase is 5% less than the base increase for the pool membership. Vl GENERAL FUND REVENUE PBOPEBIY TAX Property tax is the primary revenue source within the general fund. As we do not receive final property valuations for the current year until the first week in August, we are required to forecast revenues with incomplete information. For FY20, we anticipate the valuation to increase in conjunction with last year's growth of taxable property. To the right is a graphic representation of our revenues by their respective sources. General Fund Revenue By Type FY20 Finesand Forfeitures 4% Charges for Services 9% Licenses and Permits 1% Revenue 0%, PropertyTaxes 53% GENERAL FUND EXPENDITURES General Fund Expenditures by lype FY20 Capital 1% Debt Service 1% Personal Services 67% vu Expenditures in the General Fund are budgeted at $13,810,679. However, this includes the transfers from the capital line item and reserves for the expenditures in the CORE Area Redevelopment project. Without the transfers, our expenditures would be $12,110,679, which is about a 2.2% increase over the FY20 budget. Expenditure categories are broken down in the chart to the left. SPENDING LEVELS BY DEPARTMENT The following table provides a comparison of general fund departmental expenditures from FY19 to FY20. The table is included to demonstrate the funding levels for respective activity in this year's recommended budget as compared to the previous year. Changes may be indicative of large capital items, significant additions to departmental responsibilities, or other changes in operation and maintenance costs. FY2019 Adopted FY2020 General Fund Departments Budget Proposed Budget % change City Manager $203,360 $207,038 1.81% Human Resources $173,933 $194,198 11.65% Mayor/Council $170,595 $173,138 1.49% City Clerk $130,248 $134,657 3.39% Finance $295,163 $282,242 -4.38% Attorney $555,660 $603,256 8.57% Municipal Court $366,898 $359,746 -1.95% Public Works $49,114 $51,251 4.35% City Hall $288,050 $285,535 -0.87% Police $5,296,856 3.36% Fire $3,057,406 -1.79% Planning Department $380,074 $439,081 15.53% Community Development $96,334 $96,482 0.15% SPECIAL REVENUE AND ENTERPRISE FUND REVENUES, EXPENDITURES, AND BALANCES Below is a table of the Special Revenue and Enterprise Funds, with their related revenues, expenditures, and fund balances. While the funds, especially some of the enterprise funds, may show some variability due to capital projects, the operating balance as a percentage of reserve is a quick indicator for relative confidence in the health of a fund, or conversely, an indicator for further inspection. Additionally, we have placed graphic representations of fund health into the vm budget document. This representation estimates the fund revenues, expenditures, and balance for upcoming fiscal years. Operating Balance as a%of Fund Revenues Expenditures Balance Revenue SPECIAL REVENUE FUNDS 1. Parks $1,742,934 $1,833,985 $680,240 39.0% Forestry $599,450 $548,246 $604,241 100.7% - Ambulance $1,409,000 $1 ,459,426 $9,676 0.007% ·- Building Department $708,000 $1 ,154,244 $1 ,319,528 186.4% - Light Maintenance $418,700 $406,820 $419,763 100.3% --,_ Street Maintenance $2,770,500 $3,273,519 $1 ,973,571 71.2% _,_ ENTERPRISE FUNDS Water $7,393 ,000 $9,684,657 $6,253 ,149 84.6% - Sewer $8,520,996 $13.,021 ,200 $1 ,812,406 21.3% -· Stormsewer $7,534,084 $8,572,106 $1 ,153,650 15.3% - Solid Waste $1,062,600 $1 ,384,291 $1,174,803 110.1 % PERSONNEL COMPENSATION AND BENEFITS Over the past five years, we have made compensation decisions that provide equity across the organization. Attempting to spread this equity to the non-represented employees of the City of Kalispell, we have previously averaged the total compensation (step plus base adjustment) increase for the three labor unions to apply that amount to the non-represented employees. For the upcoming year, we have been able to create parity across the labor units and apply that to the non-represented employees as well. This provides a total compensation increase of 3.18%. Estimated Salary Increase for Respective Labor Groups (Overall Increase-Inclusive of Base Adjustment, Longevity, Merit, etc.) Police Contract Fire Contract AFSCME Contract Non-Union FY20 FY21 FY22 FY20 FY21 FY22 FY20 FY21 FY22 FY20 FY21 FY22 3.18% 3.1% NA 3.18% 3.1% NA 3.18% 3.1% NA 3.18% 3.1% NA IX Health care increases for MMIA are projected to increase 3% for FY20 for the City of Kalispell. This is 5% lower than the rest of our pool based upon our overall positive experience rating. Two years ago, the increase was 1.8%. Last year we saw a decrease of 1.3%. Overall, our average for the three years is 1.1 %. In an effort to maintain lower rates, MMIA continues to encourage employees to participate in their wellness program activities, which are designed to identify preventive illnesses and avoid long-term cost exposures. CONCLUSION The proposed budget is presented as the upcoming fiscal plan for the City of Kalispell. This year's effort represents the teamwork mentality within the organization for the City of Kalispell. While each department has a unique identity, and respective interests for their operations, the departments came together this year recognizing the overall need of the municipality to respond to the completion of the CORE Area redevelopment project. To accomplish this, some efforts have been reprioritized in the capital plan, some projects have been financed over multiple years, and personnel requests have been limited. While this budget was challenging in some aspects, it is also one of the more fulfilling budgets I have been associated with. Working with the respective personnel throughout the organization on the budget in order to complete such a large project as the CORE area redevelopment has been a pleasure. A great deal of appreciation goes out to the department heads for the City of Kalispell in coming together to present this budget and move the City of Kalispell to the next stage of our growth. With this acknowledgement, I present the proposed FY20 budget. Respectfully, Douglas R. Russell City Manager X EXHIBITS 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-IO year history of FTE's 6-7 Master Salary & staff fund splits 8 2017 Certified Taxable Valuation Information 9 Mill Levy Calculation -Dept. of Revenue l O 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 KALISPELL City of Kalispell Budget Certification THIS IS TO CERTIFY that the Preliminary Budget for Fiscal 2020, was prepared according to law and approved by the Kalispell City Council on June 17th, 2019; and that all financial data and other information set fo1ih herein are complete and correct to the best of my knowledge and belief. Signed Date Mark Johnson Mayor Signed Date Doug Russell City Manager 1 ELECTED OFFICIALS CITY OF KALISPELL 2020 PRELIMINARY BUDGET Manager/Council form of Government Mayor Mark Johnson 12/2021 Council members: Kari Gabriel Kyle Waterman Sandy Carlson Rod Kuntz Wayne Saverud Phil Guiff rida Chad Graham Tim Kluesner Other City Officials: City Manager Attorney Police Chief Fire Chief Finance Director City Treasurer City Clerk Municipal Judge Public Works Director Parks Director Planning Director Human Resource Director Information Technology Ward I Ward III Ward I Ward III Ward II Ward IV Ward II Ward IV 2 12/2019 12/2021 12/2021 12/2019 12/2019 12/2019 12/2021 12/2021 Doug Russell Charles Harball Doug Overman Dave Dedman Rick Wills Julie Hawes Aimee Brunckhorst Lori A. Adams Susie Turner Chad Fincher Tom Jentz Terry Mitton Erika Billiet CITY OF KALISPELL, MONT ANA Miscellaneous Statistics (unaudited) Class of City Date of Organization County Form of Government Number of employees (non-elected) fiscal year 2018 Seasonal employees Elected Mayor, Council persons, Municipal Judge Population of the City -2017 estimate Land area Registered Voters (active): Taxable Valuation 2019 City Services: Police protectio~ Fire Department, Ambulance Service and Building Inspection Parks & Recreation Community Development Kalispell 1st 1892 Flathead Council/ Manager 199.8 121 10 23,212 7,507 12,289 $ 42,868,3 15 Public Works-Streets, Water, Sewer, Wastewater Treatment, Storm Sewer Helena 1st 1864 Lewis & Clark Council/ Manager 311 130 6 31,429 10,489 17,479 67,668,857 General Administration-City Manager, Attorney, Finance, City Clerk, Municipal Court Planning, Human Resources Airport Number of building permits issued FY18 Miles of Streets & Alleys Municipal Water/Sewer: Number of water consumers Number of Sewer consumers Average daily water consumption (millions) Miles of water main Miles of sewer main Miles of storm main Water rate per 1,000 gallons $ Sewer rate per 1,000 gallons $ Irrigation per 1,000 gallons $ 356 155 8,083 9,091 2.33 136.5 141.9 70.9 2.43 4.78 1.55 Customer service costs each (water $7 .SO/sewer $8.44) per monthly billing period. PROPERTY TAX MILL LEVIES FY2019 General Fund/Parks Department G.O. Bond -Pool/Fire Station Permissive Health Levy TOTAL * Helena -rate is per unit (7 48 gallons/unit) 3 171.26 11.5 23.0 205.76 398 248 11,646 10,545 2.99 230 178 103.6 (per 748 gal.)* 2.97 (per 748 gal.)* 2.91 (wtr $5.00/swr 8.41) Whitefish 2nd 1903 Flathead Council/Manager 106.28 20 8 7,608 4,115 4,644 25,346,369 270 67.4 3,861 3,844 1.55 84.07 79.15 26.4 3.92 5.55 3.03 (wtr $37.80/swr 23.13) RESOLUTION NO. 5578 A RESOLUTION ADOPTING A FORMAL POLICY FOR BUDGETING TOWARD A SPECIFIED UNASSIGNED FUND BALANCE IN THE GENERAL FUND. WHEREAS, the City Council acknowledges that the City of Kalispell, as a local government, is vulnerable to economic uncertainty, unanticipated events, credit rating assignments, and potential shortfalls in revenue cycles within any respective budget year; and WHEREAS, it is the desire of the City Council that the city sustain a strong financial foundation for unassigned fund balances, but to also uphold a financial culture that does not sacrifice the provision of municipal services merely for the sake of fiscal targets; and WHEREAS, the Government Finance Officers Association in Best Practice "Appropriate Level of Unrestricted Fund Balance in the General Fund" identifies that a general purpose government, regardless of size, should maintain an unrestricted fund balance in its general fund of no less than two months (16.7%) of general fund operating revenues or expenditures;" and WHEREAS, the City Council hereby finds that it is prudent and in the best interests of the city to establish a specific policy to guide the development and maintenance of the level of unassigned fund balance within the general fund. NOW THEREFORE BE IT RESOLVED by the Council of the City of Kalispell, Montana that: SECTION I. The targeted ending unassigned fund balance in the general fund shall be 20% of the annual general fund revenues for that respective fiscal year. SECTION II. Should events occur that require the use of the unassigned fund balance that lowers it below the 20% level, budgeting adjustments shall be made in the following year that realigns the unassigned fund balance toward, if not to the 20% amount. SECTION III. Unassigned fund balances above 20% will be budgeted toward municipal operations so as to not create an excessive unassigned balance of taxpayer provided funds. PASSED AND APPROVED BY THE CITY COUNCIL AND SIGNED BY THE MAYOR OF THE CITY OF KALISPELL, THIS 20TH DAY OF AUG~kk Tammi Fisher "'- ATTEST: ~~ Mayor Theresa White City Clerk 4 10 year History of Full-Time Equivalent Employees City of Kalispell actual actual actual actual actual actual actual actual actual preliminary budget FTE FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 Manager 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Human Resources 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 1.50 City Clerk 1.34 1.34 1.24 1.23 1.58 1.33 1.33 1.33 1.33 1.33 Media Specialist 0.55 0.55 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Finance 3.20 3.20 3.20 3.20 3.20 3.20 3.20 3.20 3.20 3.20 Attorney 4.66 4.66 4.66 4.67 4.67 4.67 4.67 4.67 4.67 5.67 Attorney I increased workload 1.00 Court 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 DPW 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Garage 3.00 3.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 City Hall 1.40 1.40 1.40 1.40 1.45 1.45 1.45 1.45 1.45 1.45 Police 40.00 40.00 40.00 40.00 41.00 42.00 45.75 46.75 46.75 47.75 absorbed from expired grant 1.00 Parking 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Fire 23.50 22.50 25.50 22.50 22.50 22.50 22.50 22.50 22.50 21.50 firefighter -1.00 Prevention/Fire inspection 0.80 0.80 0.80 0.80 0.80 0.80 0.80 0.40 0.40 0.40 Planning & Zoning 4.75 4.25 4.25 4.25 4.25 4.25 4.05 3.95 3.95 3.95 Community Development 1.00 0.75 0.75 1.00 1.00 1.00 1.00 v-, Parks Recreation General Fund total 89.95 88.45 92.80 87.80 88.95 89.70 93.50 94.00 94.00 95.00 change General Fund 1.00 Airport 0.50 0.50 0.50 0.50 0.00 0.00 0.00 0.00 0.00 0.00 Parks & Rec Fund 8.90 8.90 9.45 9.80 9.80 9.80 10.60 10.60 10.80 10.80 Forestry 3.00 3.00 3.20 2.85 1.80 1.80 2.00 3.00 3.80 3.80 Building 3.45 3.95 3.95 3.95 5.20 5.20 6.75 8.65 8.65 8.65 Police Grants 2.00 2.00 2.00 2.00 1.00 2.00 2.00 2.00 2.00 1.00 grant expired/absorbed in gf -1.00 Fire -Safer Grant 3.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Street Main! 12.65 12.35 12.25 12.25 12.25 12.25 13.25 13.25 14.25 14.40 GIS Specialist split w/6 funds 0.15 Sign/signal 2.50 2.50 2.50 2.00 2.00 2.00 2.00 2.00 2.00 2.00 light District 0.80 0.75 0.75 1.25 1.25 1.25 1.25 1.25 1.25 1.40 GIS Specialist split w/6 funds 0.15 Water & billing 15.60 15.25 14.90 14.80 14.80 15.30 15.30 15.30 15.30 15.50 G1S Specialist split w/6 funds 0.20 Sewer & billing 8.45 7.55 7.00 7.05 7.05 7.55 7.55 7.55 8.05 8.25 GJS Specialist split w/6 funds 0.20 WWTP&lab 8.05 7.90 7.55 7.55 7.55 8.55 8.55 8.55 8.55 8.55 Storm 6.40 6.45 6.20 6.20 6.20 6.20 6.20 7.20 7.70 7.85 GIS Specialist split w/6 funds 0.15 Solid Waste 7.35 7.25 7.35 7.40 7.40 7.40 7.40 7.40 7.40 7.55 GIS Specialist split w/6 funds 0.15 UDAG/Comm. Dev./TIF 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Ambulance 6.50 7.50 6.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 Central Garage 0.00 0.00 0.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Information Tech 1.00 1.50 2.25 2.25 2.15 2.55 2.55 2.55 2.55 2.55 TOTALS 182.10 180.80 181.15 181.15 180.90 185.05 192.40 196.80 199.80 200.80 Total chanaes 1.00 CITY STAFF Salaries FUND SPLITS FY2020 lowest to highest /,~/,~/2✓/2~/✓M/2~✓✓-:ffff§ I City Manager $125,882 I 1.00 1 Human Resources Director $88,508 I 1.00 I HR Generalist/Fin.-Pavroll $60,644 I 1.00 I CitvClerk $69,040 I 1.00 0.55 Video/Media Specialist (.55 FTE) $25,616 0.55 0.55 1 Finance Director $90,586 0.5 0.25 0.25 1.00 I City Accountant $52,852 0.7 0.15 0.15 1.00 I City Treasurer $55,845 1 1.00 I Accounts Pay/Utilitv billing clerk $33,416 0.5 0.25 0.25 1.00 I Assessments Coordinator $52,165 0.05 0.05 0.20 0.20 0.05 0.05 0.20 0.20 1.00 I Citv Attorney $110,063 I 1.00 1 Adjutant Attorney $85,884 I 1.00 2 Assistant Attorney $69,035 $71 264 2 2.00 1 Attorney Secretary/Deputy Clerk $49,190 I 1.00 1 Attorney Secretarv $42,861 1 1.00 I Municipal Judge $83,970 1 1.00 I Clerk ofMunicioal Court $52,222 I 1.00 2 Court Clerk $32,933 $33,806 2 2.00 1 Facilities Maintenance/ianitor $41,911 I 1.00 0\ I Plannine: Director $98,097 0.65 0.35 1.00 2 Plannin!!/Bldg Office Administrator $37,316 $42,070 0.5 1.50 2.00 I Senior Planner $68,534 1 1.00 I Planner Il $55,528 I 1.00 2 GIS Coordinator $51 621 0.8 0.2 0.15 0.15 0.20 0.20 0.15 0.15 2.00 1 Building Official $65,713 1.0 1.00 6 Building Inspector $44,291 $58,793 0.4 5.6 6.00 2 Information Technology $50,817 $82,431 2.0 2.00 1 Police Chief $84,975 I 1.00 3 Captains $78,132 $88 995 3 3.00 8 Sergeant $69,472 $84,635 8 8.00 21 Patrol $54,330 $72,633 21 21.00 1 Drug Officer team member $59,072 1 1.00 3 Detective $61,693 $82,326 3 3.00 4 Resource Officer/oatrol $58,323 $69,763 4 4.00 I PD Records Manager $57,176 I 1.00 I PD Evidence Clerk $47,024 I 1.00 I Animal Control $38,306 I 1.00 2 Parking Enforcement $35,933 $38,550 2 2.00 3.75 Records Division $33 757 $36,039 3.75 3.75 1 PD Secretary $36 039 I 1.00 Salaries /4*¾~/4✓-hh/✓My{hh/.£¾# lowest to highest I Fire Chief $88,377 0.5 0.5 1.00 I Asst. Fire Chief $8 1,348 0.5 0.5 1.00 3 Captain $84,115 $86,162 3 3.00 3 Lieutenant $71,760 $74,930 3 3.00 5 Engineer $68,041 $71,535 5 6.00 15 Firefighter/paramedic $59,854 $71,161 8 7 15.00 2 Firefighter/EMT $62,425 $63,698 I I 2.00 I Ambulance Billing Clerk $51,563 0.5 0.5 ,. 1.00 I Public Works Director $95,453 0.05 0.20 0.20 0.15 0.20 0.10 0.10 1.00 I Senior Eng./Wtr Resource Mgr $80,204 0.25 0.25 0.15 0.10 0.25 1.00 1 Asst. Civil Engineer $68,613 0.40 0.60 1.00 1 Senior Engineer $61,068 0.25 0.20 0.20 0.20 0.15 1.00 I Budget Resource Manager $72,168 0.05 0.15 0.05 0.15 0.15 0.15 0.15 0.15 1.00 I Admin. Coordinator $45,372 0.05 0.15 0.20 0.20 0.10 0.10 0.20 1.00 I Clerk $40,594 0.20 0.20 0.20 0.20 0.20 1.00 1 Project Manager $67,356 0.60 0.40 1.00 1 Suoerintendent $65,713 0.05 0.50 0.05 0.05 0.05 0.30 1.00 I Engineering Tech $43,202 0.25 0.25 0.25 0.25 1.00 I WWTP Manager $67,356 I 1.00 I WWTP Asst. Manager $63,64 1 I 1.00 I Construction Manager $64,763 0.25 0.25 0.25 0.25 1.00 I Central Garage Foreman $52,170 I 1.00 2 Mechanics $41,671 2 2.00 -....} I Street Foreman $58,793 I 1.00 10.85 Street Maintenance & Repair $39,147 $48,826 10.85 10.85 3 Street -Traffic Sim & Sima!, Light mr $42,712 $53,081 2.0 1.0 3.00 I Water Foreman $47,147 I 1.00 9.1 Water Maintenance & Reoair $39,147 $49,461 9 9.10 2 Water/ Sewer Billing Clerk $32,130 $32,553 1.25 0.75 2.00 I Meter Reader $40,245 0.5 0.5 1.00 I Sewer Foreman $49,034 0.5 0.5 1.00 4 Sanitarv Sewer Ooerator $39,147 $45,185 4.0 4.00 4.45 Storm Operators $39,147 $45,185 4.45 4.45 4 WWTP Ooerator $44,291 $55,960 4 4.00 2 WWTP Lab Chemists $43,998 $54,313 2 2.00 I Solid Waste Foreman $56,622 I 1.00 5.1 Solid Waste Ooerators $38,193 $47,024 5.1 5.10 I Director Parks & Rec. $86,222 0.80 0.10 0.10 1.00 I Administrative Specialist $46,713 0.80 0.20 1.00 I Parks Superintendent $61,022 0.15 0.55 0.30 1.00 I Parks Foreman $58,793 1.0 1.00 8 Parks Caretaker (includes Forestrv) $37,261 $47,147 0.30 4.55 3.15 8.00 I Recreation Suoerintendent $60,228 1 1.00 2 Recreation Programmer $32 553 $37,26 1 2 2.00 I Assistant Director of CD $71,593 0.50 0.5 1.00 I CD Administrator $46,506 0.50 0.5 1.00 200.80 Total (excluding Council) 95.00 7.7 3.1 3.80 8.65 9.5 16.40 1.40 15.50 8.25 8.55 7.85 7.55 3 2.55 1 0 1 200.80 THIS PAGE LEFT BLANK FOR CERTIFIED VALUE INFORMATION FROM DEPARTMENT OF REVENUE 8 ESTIMATED Determination of Tax Revenue and Mill Levy Limitations Section 15-10-420, MCA Aggregate of all Funds FYE June 30, 2020 City of Kalispell, Montana Enter Ad valorem tax revenue ACTUALLY assessed in the prior year (from Prior Year's form Line 17) Add: Current year inflation adjustment@ 1.02% Adjusted ad valorem tax revenue ENTERING TAXABLE VALUES Enter 'Total Taxable Value' -from Department of Revenue Certified Taxable Valuation Information form, line# 2 Subtract: 'Total Incremental Value' of all tax increment financing districts (TIF Districts) -from Department of Revenue Certified Taxable Valuation Information form, line # 6 (enter as negative) Taxable value per mill (after adjustment for removal of TIF per mill incremental district value) Subtract: 'Total Value of Newly Taxable Property' -from Department of Revenue Certified Taxable Valuation Information form, line# 3 (enter as negative) Adjusted Taxable value per mill CURRENT YEAR calculated mill levy CURRENT YEAR calculated ad valorem tax revenue CURRENT YEAR AUTHORIZED LEVY/ASSESSMENT Enter total number of carry forward mills from prior year (from Prior Year's form Line 22) Total current year authorized mill levy, including Prior Years' carry forward mills Total current year authorized ad valorem tax revenue assessment CURRENT YEAR ACTUALLY LEVIED/ASSESSED Enter amounts in yellow cells 1$ 7,341,6281 1$ 43,808,8331 $ (1,000,000) (1 ,200,000)1 1.50 I Auto-Calculation (If completing manually enter amounts as instructed) $ 7,341,628 $ 74 885 $ 7,416,513 $ 43,808.833 $ (1,000.000) $ 42,808.833 $ (1,200.000) $ 41,608.833 178.24 $ 7,630,246 1.50 179.74 1 7,694.460 1 Enter number of mills actually levied in current year = D (Number should equal total non-voted mills, which includes the number of carry forward mills, actually imposed per the final approved current year budget document. Do Not include voted or permissve mills imposed in the current year.) 179.74 179.74 Total ad valorem tax revenue actually assessed in current year RECAPITULATION OF ACTUAL: Ad valorem tax revenue actually assessed Ad valorem tax revenue actually assessed for newly taxable property Total ad valorem tax revenue actually assessed in current year Total carry forward mills that may be levied in a subsequent year (Number should be equal to or greater than zero. A (negative) number indicates an over levy.) 9 $ 7,694,4601 $ 7,478,772 $ 215,688 $ 7,694,460 0.00 I Mill Levy -5 year Comparison FY2016 FY2017 GENERAL FUND 147.70 148.20 PARKS -designated mills 22.40 26.00 170.10 174.20 **Permissive levies: G. 0. BOND, series 2012 refunding bonds 12.50 12.50 TOTAL CITY LEVY 182.60 186.70 Health Ins. levy -premium increases 20.80 23.40 Parks health 2.20 2.60 TOTAL CITY LEVY w/PERMISSIVE 205.60 212.70 **The legislature provided for the increase in mills necessary to pay higher health insurance premiums. FY2018 145.20 24.42 169.62 12.50 182.12 21.80 2.20 206.12 The G.O. Bond debt service levy is voter approved and can go up or down each year depending on the debt service schedule and the value of the mill. Other Government levies: City/County Health Fund 5.74 6.57 5.70 (Administered by the County) Business Improvement District Levy (plus square footage assessment at .015 sq. ft.) 37.5 37.5 37.5 10 estimated FY2019 FY2020 146.84 TBD 24.42 TBD 171.26 TBD I I.SO TBD 182.76 TBD 20.90 TBD 2.10 TBD 205.76 TBD 4.90 TBD 37.5 TBD COSTS TO ALLOCATE: FY18 Actual 401-410210 Manager s 186,869 ADMINISTRATIVE TRANSFER FORMULA 401-410830 Personnel s 169,583 402-410100 Mayor/council $ 137,962 ALLOCATION FY2020 BUDGET 402-4 l0150+elcct/rcc adm City Clerk $ 140,180 403-410550+CAFR/audit Finance $ 290,747 404-411110-proscculors Auomcy(lcss prosecutors) s 218,000 412-4 11230 City Hall s 298,412 400 (only prop ins) General Gov't./lnsurancc s 75,166 Total s 1,516,919 METHOD OF ALLOCATION: Actual Costs for each fund are taken from the previous year's financial statements. FV17 FYl8 Percent of Comparison Expenditures Total s 17,714,328 General Go,·cmmcnt s 19,373,143 0.56291614 s 213,568 Airport TIF 2185 & 3185 (minus transfer & Rede,') s 308,195 0.00895507 s 89,888 Westside TIF 2188 & 3188 s 106,077 0.00308223 s 233,284 Forcslry s 478,951 0.01391665 s 82,840 BID (2700+2701) s 84,035 0.00244176 s 60,402 Airport -less dcpr s 0.00000000 s 2,471,789 Water Fund -less billing s 2,769,492 0.08047180 s (15,042,539) supported [unds s 253,712 Water Billing s 255,450 0.00742249 s 34,415,682 total per budget print out s 1,333,990 Sewer Opcrntions s 1,108,403 0.03220634 s 19,373,143 s 233,386 Sewer Billing s 229,589 0.00667106 s 2,635,448 Wastewater Fund $ 2,783,918 0.08089097 s 945,180 Stom1 sewer s 1,023,967 0.02975292 s 858,469 Solid Waste Fund s 1,013,000 0.02943426 s 701,131 Building Inspection s 827,496 0.02404416 s 2,224,115 Street Maintenance s 2,630,687 0.07643861 s 290,857 Light Maintenance s 350,695 0.01018998 s 1,255,412 Ambulance s 1,072,584 0.03116556 s 31,597,799 Total s 34,415,682 1.000000 ALLOCATION: Total FY20 FYI Allocation Last Years General Fund 0.562916 s 853,898 s 790,925 dirT Montl1Iv Airport TIF 0.008955 s 13,584 s 9,503 s 4,081 $ 1,132.01 WestsideTIF 0.003082 $ 4,675 $ 4,000 s 675 $ 389.62 Forestry 0.013917 s 21,110 s 10,380 s 10,730 $ 1,759.20 BID 0.002442 s 3,704 s 3,686 s 18 $ 308.66 Airport s s s $ Water Operations 0.080472 s 122,069 s 109,988 s 12,081 $ 10,172.43 Water Billing 0.007422 $ 11,259 s 11,289 $ (30) $ 938.28 Sewer Operations 0.032206 s 48,854 s 59,359 s (10,505) $ 4,071.20 Sewer billing 0.006671 s 10,119 s 10,385 s (266) $ 843.29 WasteWilter Opernlions 0.080891 s 122,705 s 11 7,270 s 5,435 $ 10,225.42 Storm sewer 0.029753 s 45,133 s 42,058 $ 3,075 $ 3,761.06 Solid Wilste 0.029434 $ 44,649 $ 38,199 $ 6,450 $ 3,720.78 Bu.ilding fnspcction • less mayor/council ($33 17) 0.024044 s 33,156 s 29,956 s 3,200 $ 2,763.00 Street Milintcnancc 0.076439 s 115,951 s 98,967 $ 16,984 $ 9,662.60 Light Maintenance 0.010190 s 15,457 s 12,942 $ 2,515 $ 1,288.11 Ambulilnce 2230 0.03 1166 $ 47,276 s 55,862 s (8,586) $ 3,939.64 Total 1.000000 s 1,513,602 $ 1,404,769 $ 45,860 $ 54,975.32 s 659 704 Revenue to General Fund Notes: Did not include cost or prosecutor to be distributed for Adm.in. Building fund not allowed to share cost of Mayor & Council 33 17 11 Information Technolgoy Fund AIRPORT 0.0% .BUILDING 7.0% WATER 7.0% WATER BILLING 7.0% SEWER 4.0% SEWER Billing 7.0% WWTP 5.0% STORM 4.0% ST. MAINT. 3.0% GARBAGE 3.0% AMBULANCE 4.0% CENTRAL GARAGE 2.0% COMM.DEV 2.0% ....... FORESTRY 1.0% N GENERAL 44.0% 100.0% INFORMATION TECHNOLOGY TRANSFER FY20 M & O/dpr $ 566,297 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 39,641 39,641 39,641 22,652 39,641 28,315 22,652 16,989 16,989 22,652 11,326 11,326 5,663 327,431 $644,557 $ $ $ $ $ $_ $ $ $ $ $ $ $ $ $ DISTRIBUTED COSTS General Fund 2020 Equipment 40,000 $ 10,248 $ $ 2,800 $ 2,800 $ 1,708 2,800 $ 1,708 1,600 $ 976 2,800 $ 1,708 2,000 $ 1,220 1,600 $ 976 1,200 $ 732 1,200 $ 732 1,600 $ 800 $ 488 800 $ 400 $ 59,000 $ $81 ,400 $ 10,248 $ phones 78,000 78,000 78,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Transfer Amt. $ 31,831 $ 33,112 $ 33,112 $ 18,921 $ 33,112 $ 23,651 $ 18,921 $ 14,191 $ 14,191 $ 18,189 $ 9,460 $ 9,094 $ 4,547 $ 262,331 348,323 610,654 2019 Last Years 33,457 33,457 33,457 19,118 33,457 23,898 19,118 14,339 14,339 19,118 9,559 9,559 4,780 $267,656 $405,000 $672,656 CENTRAL GARAGE SERVICES -FY20 TRANSFER FY20Garage FY19 Garage FY16 & FY17 & FY16 & FY17 & Budget Budget Departments Actual FY16 FY16 % of Total Actual FY17 YTD FY17 % of Total Actual FY18 YTD FY18 % of Total FY18Total FY18 % of Total Distribution Distribution Total $ 536,000.00 Ambulance $ 9,782.00 4.4% $ 8,006.75 3.2% $ 7,623.82 2.7% $ 25,412.57 0.034 $ 18,009.28 18093 Building $ 1,058.00 0.5% $ 676.52 0.3% $ 159.73 0.1% $ 1,894.25 0.003 $ 1,342.41 1926 Central Garage $ 0.0% $ 0.0% 0.0% Fire $ 16,540.00 7.4% $ 11,018.98 4.4% $ 19,942.83 7.1% $ 47,501.81 0.063 $ 33,663.40 40027 Forestry $ 5,462.00 2.4% $ 2,062.62 0.8% $ 3,537.56 1.3% $ 11,062.18 O.Q15 $ 7,839.50 8126 Parks $ 16,790.00 7.5% $ 19,804.20 7.9% $ 18,392.52 6.5% $ 54,986.72 0.073 $ 38,967.77 44867 KYAC $ 1,548.00 0.7% $ 507.48 0.2% $ 3,872.48 1.4% $ 5,927.96 0.008 $ 4,201.00 1562 Planning $ 178.00 0.1% $ 310.27 0.1% $ 77.02 0.0% $ 565.29 0.001 $ 400.61 1129 $ Police $ 30,050.00 $ 47,204.43 $ 41,639.97 $ 118,894.40 0.157 $ 84,257.62 76945 Parking Commission $ 1,272.00 $ 691.98 $ 1,197.51 $ 3,161.49 0.004 $ 2,240.47 2804 $ 31,322.00 14.0% $ 47,896.41 19.1% $ 42,837.48 15.2% $ 122,055.89 $ 86,498.09 $ Public Works $ 2,907.00 1.3% $ 1,896.65 0.8% $ 1,646.63 0.6% $ 6,450.28 0.009 $ 4,571.16 4434 Sewer/Storm $ 6,869.00 3.1% $ 12,426.80 5.0% $ 7,330.64 2.6% $ 26,626.44 O.Q35 $ 18,869.52 20266 ...... Solid Waste $ 30,469.00 13.6% $ 29,151.08 11.6% $ 42,612.70 15.1% $ 102,232.78 0.135 $ 72,449.93 71869 w $ Street $ 81,656.00 $ 92,387.67 $ 101,772.37 $ 275,816.04 0.365 $ 195,464.23 200052 Traffic Signs & Signali $ 4,299.00 $ 2,395.52 $ 3,891.22 $ 10,585.74 0.014 $ 7,501.86 7435 $ 85,955.00 38.4% $ 94,783.19 37.9% $ 105,663.59 37.4% $ 286,401.78 $ Water $ 8,603.00 3.8% $ 8,180.77 3.3% $ 21,318.16 7.6% $ 38,101.93 0.050 $ 27,001.93 21977 WWTP $ 6,358.00 2.8% $· 13,588.15 5.4% $ 7,173.86 2.5% $ 27,120.01 0.036 $ 19,219.30 22489 $ 223,841.00 100.0% $ 250,309.87 100.0% $ 282,189.02 100.0% $ 756,339.89 100.0% $ 536,000.00 $ 544,000.00 FY 2020 DEBT OBLIGATION SCHEDULE -ALL FUNDS RATE FUND GENERAL FUND 3.37% 2018 BOI -Fire Truck $467,784 SPECIAL REVENUE: 3.37% 2015 BO! -Chip Truck $34,498 (Forestry) 5 yr J.m,. 2017 BO! -Chip Truck, $40,000 (Forestry) 5 yr 3.37% 2018 BOI -Kubota $35,19l(Parks) 5 yr 3.37% 2018 BO! -Spray Gator, $26,336.20 (Parks) 5 yr 3.37% 2017 BOI -Restroom Remodel $39,214.43 (Parks) 5 yr J.37% 2017 BO! -Mower $59,707 (Parks) 5 yr 3.37% 2017 BOI Chevy I Ton, $22,199 (Parks) 5 yr 3.37% 2017 BOI -Flatbed $8,867.06 (Parks) 5 yr J.37% 2019 BOI -Woodland Park Remodel $100,000 (Parks) 5 yr 2.50"/o 2017 SRF -4th Ave E -S615,098 (Spec. St. Maint.) 20 yr t.00% 2005 USDA-IRP Loan 61-0 I Revolving Fund S520,000 30 yr t.00% 2006 USDA-!RP Loan 61-03 Revolving Fund $228,497 30 yr SPECIAL REVENUE TOTALS DEBT SERVICE FUNDS: 4.2t% 2005 AIRPORT TIF DEBT S2,000,000 15 yr 3.37% 2016 CITY HALL REFINANCE BO! -$412,571 (5 yr) t.59% 2012 G. 0. BOND-refunding POOL & FIRE HALL $4,145,000 IO yr 3-4%V 2018 WESTSIDE TIF BOND $4,960,000 19 yr DEBT SERVICE FUNDS TOTALS SIDEWALK & CURB WARRANTS (8 vr) 3.00% 2011 S&C S 5,792 3.25% 2012 S&C $ 3,982 3.25% 2013 S&C $17,472 3.25% 2014 S&C $7,846 3.50% 2015 S&C S 9,272 3.75% 2016 S&C S 9,792 4.50"/o 2017 S&C$ 4,288 5.50"/o 20l8S&C$7,l45 S&C TOTALS SID'S: 5.27% 2006 SID 344 -Old School Station $4,520,000 20 yr J.00"1. 2013 SID 345 -The "Willows" $242,000 15 yr ENTERPRISE FUNDS: \Yater SID TOTALS 2.50"/o 20 I 7 SRF -4th Ave E -$1,974,989 20 yr 2.00"/o 2012 Refi SFR loan (Main & Idaho Water Main) $404,000 9 yr 4.40% 2004 Refunding Bond (Hwy 93 So. Project) $1,840,000 20yr 2.25% 2012 Refin SRF-B Bonds (New Reservoir) $1,340,000 15 yr TOTAL WATER Sanitarv Sewer & \1/aste \Vater Treatment Plant 2.25% 2012 Sanitary SRF loan S 1,009,000 (Hwy 93 So.) 12 yr 2.25% 2012 WWTP SRF LOAN $12,827,000 15 yr 3.00"/. 2014 WWTP SRF LOAN $1,102,748 (Digester Lid) 20 yr 2.50% 2018 SRF LOAN $14,000,000 (WESTSIDE I TERCEPTOR) 30 yr TOTAL SEWER/IVWTP Stonn Sewer 2.50% 2017SRF-4thAveE-$71,9l3.71 20yr TOTAL ALL DEBT--ALL FUNDS Note: all loans are fixed rate with the exception of the IO 801 loans. BOI -Board oflnvestments FY20 Rate: 3.37% SRF-State Revolving Fund (DNRC money) Remaining Principal 6/30/2019 $434,201 $14,01 I $30,369 $28,495 S23,550 $26,600 $36,522 $ I 3,524 $5,424 $100,000 $567,497 $324,816 $164,090 $1,334,898 SI 75,000 $126,101 $940,000 $4,790,000 $6,031,101 $724 $995 $6,552 $3,923 $5,795 $7,344 $3,752 $7,145 $36,230 $1,595,000 $162,000 Sl,757,000 $1,822,155 $76,000 $405,000 $770,000 S3,073,155 $453,000 $7,374,000 $829,000 S 13,682,000 $22,338,000 $66,348 $35,070,933 PRINCIPAL $43,174 $6,986 S9,873 $6,862 $5,626 $8,657 S II ,940 $4,439 SI,773 $20,000 $24,956 $18,826 $8,384 S128,322 $175,000 $84,065 $485,000 $190,000 $934,065 $724 $498 $2,184 $98 1 $1,159 SI,224 $536 $893 $8,199 $225,000 S14,000 $239,000 $80,126 $50,000 S75,000 $89,000 S294,126 S87,000 $851,000 $48,000 $326,000 $1,312,000 $2,918 $2,961,804 FY 2020 Payment INTEREST & FEES $14,633 $472 $1,023 $960 $793 $896 $1,23 1 $456 $183 $3,370 $14,032 $3,248 $1,641 $28,305 $7,700 $4,250 $18,800 $171,925 $202,675 $22 $32 $213 $128 S203 S275 $169 $589 SI,63 1 $80,908 $5,120 $86,028 S45,052 S1,270 $19,643 S16,831 $82,796 $9,709 $161,157 $24,510 $340,026 $535,402 SI,641 $953,111 USDA-I RP -Dept of Agriculture lntennediary Re lending Program G. 0. Bonds -General Obligation voted bonded debt 14 TOTAL S57,807 $7,458 $10,896 $7,822 $6,419 $9,553 $13,171 $4,895 $1,956 $23,370 $38,988 $22,074 $10,025 $156,627 SI 82,700 $88,3 I 5 $503,800 $361,925 $1,136,740 S746 $530 $2,397 $1,109 SI,362 $1,499 S705 S1,482 $9,830 $305,908 $19,120 S325,028 $125,178 $51,270 $94,643 $105,831 $376,922 $96,709 $1,012,157 $72,510 S666,026 Sl,847,402 $4,559 $3,914,915 CITY OF KALISPELL 1996 $ 792,432 I $3,500,000 1997 $ 896,072 1998 $ 874,276 1999 $ 898,859 I $3,000,000 2000 $ 871,547 2001 $ 921,976 2002 $ 1,152,730 I $2,500,000 2003 $ 1,047,542 2004 $ 1,094,862 $2,000,000 2005 $ 2,106,768 V, 2006 $ 1,589,677 2007 $ 1,543,883 I $1,500,000 2008 $ 464,591 2009 $ 244,122 I $1,000,000 2010 $ 649,843 2011 $ 1,007,681 2012 $ 1,613,816 I $500,000 2013 $ 1,928,157 2014 $ 2,215,018 2015 $ 1,787,753 I $- 2016 $ 2,167,240 2017 $ 2,609,962 2018 $ 2,998,245 est 2019 $ 3,292,321 ----- -- GENERAL FUND Fund Balance at Year End ,-- ----- ------- i - - ~ --- -,-----,-- -------- -,--,---,--,---- ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ - - - - ...... O'\ Total City of Kalispell Budget by Department TOTAL EXPENDITURES FY2020 General Gov't Group 11.9% $ 9,338,976 Police 8.1 % $ 6,404,458 Court & Attorney 1.2 % $ 963,002 Parks & Rec 3.2% $ 2,497,326 Fire Dept. + grants 8.1 % $ 6,372,332 Facilities Maint. 0.4% $ 285,535 Community Dev. 14.1 % $ 11,087,168 Public Works 53.1% $ 41,833,084 $ 78,781,881 Department totals include grants for those departments, operations and capital. General Gov't group includes insurance, debt service infonnation technology, planning, building, finance, 11.9% 8.1% 1.2% 3.2% 8.1% 0.4% 14.1% 53 .1% city clerk, city manager, human resources and mayor & council budgets. • General Gov't Group 11.9% • Police 8.1% • Court & Attorney 1.2% • Parks & Rec 3.2% • Fire Dept.+ grants 8.1% Facilities Ma int. 0.4% Community Dev. 14 .. 1% Public Works 53.1% MUNICIPAL JUDGE ~ Lori Adams CITY CLERK Aimee Brunckhorst Terry Mitton I HUMAN RESOURCES l 1 WARD! Kari Gabriel Sandy Carlson CITY OF KALISPELL, MONTANA ORGANIZATIONAL CHART CITIZENS OF KALISPELL -I CITY COUNCIL MAYOR Mark Johnson WARDII WARDIII WARD IV Wayne Saverod Kyte Waterman Tim Kluesner Chad Graham Rod Kuntz Phil Guiffrida CITY MANAGER Doug Russell I PLANNING, BUILDING & FINANCE COMMUNITY Rick Wills DEVELOPMENT Tom Jentz I PARKS & RECREATION Chad Fincher PUBLIC WORKS l INFORMATION PUBLIC SAFETY PUBLIC SAFETY LEGAL Susie Turner TECHNOLOGY FIRE POLICE Charlie Harbafl Erika Billiet Dave Dedman Doug Overman 17 2020 FUND POSITION CITY OF KALISPELL Resources Anticipated Proposed Estimated Available Revenue Expenditures Ending Balance/ Beginning Year Carry over Fund Description 1000 General Fund $ 3,292,321 $ 12,315,209 $ (13,810,679) $ 1,796,851 General Fund-On-behalf payments $ 1,550,000 $ (1,550,000) $ Special Revenue Funds: 2185 TAX INCREMENT-AIRPORT $ 2,619,319 $ 736,541 $ (3,355,860) $ 2188 TAX INCREMENT-WESTSIDE $ 66,016 $ 1,701,000 $ (1,767,016) $ 2210 PARKS IN LIEU OF $ 18,592 $ $ (18,392) $ 200 2215 PARKS & RECREATION FUND $ 793,758 $ 1,742,934 $ (1 ,833,985) $ 702,707 2230 AMBULANCE $ 60,102 $ 1,409,000 $ (1,459,426) $ 9,676 2310 OLD SCHOOL TECHNOLOGY TIF $ 1,612 $ 65,181 $ (63,900) $ 2,893 2311 OLD SCHOOL INDUSTRIAL TlF $ 899 $ 6,025 $ (5,000) $ 1,924 2312 GLACIER RAIL PARK TEDD $ 554 $ 508 $ $ 1,062 2372 HEALTH-PERMISSIVE LEVY $ 108,746 $ 998,025 $ (980,000) $ 126,771 2394 BUILDING CODE ENFORCEMENT $ 1,765,772 $ 708,000 $ (I, 154,244) $ 1,319,528 2399 rMPACT FEE FUND $ 1,108,406 $ 173,000 $ (860,000) $ 421 ,406 2400 LIGHT MAINTENANCE $ 407,883 $ 418,700 $ (406,820) $ 419,763 2420 GAS TAX $ 746,004 $ 431,983 $ (721,041) $ 456,946 2421 BaRSAA $ $ 420,000 $ (420,000) $ 2500 SPECIAL STREET/ISS • $ 2,712,306 $ 2,770,500 $ (3,273,519) $ 2,209,287 2600 URBAN FORESTRY DISTRICT $ 553,037 $ 599,450 $ (548,246) $ 604,241 260 I DEVELOPER'S TREES $ 96,703 $ $ (96,703) $ 2825 MAC! GRANT $ 39,750 $ 186,783 $ (205,000) $ 21,533 2880 CD LOAN REVOLVING $ 259,620 $ 20,880 $ (227,000) $ 53,500 2881 CD LOAN REVOLVING #2 $ 258,416 $ 34,041 $ (250,405) $ 42,052 2886 COMMUNITY DEVELOPMENT $ 330,094 $ 68,000 $ (26,740) $ 371,354 2887 RURAL DEVELOPMENT $ 406,675 $ 35,397 $ (422,074) $ 19,998 2888 RURAL DEVELOPMENT #2 $ 339,298 $ 1,000 $ (310,025) $ 30,273 2915 STONEGARDEN GRANT $ $ 10,000 $ (10,000) $ 2916 DRUG ENFORCEMENT GRANT $ 12,356 $ 95,000 $ (101,602) $ 5,754 2919 LAW ENF. BLOCK GRANT $ 69 $ 71,000 $ (71 ,000) $ 69 2953 BROWNFIELDS ASSESSMENT GRANT $ $ 267,815 $ (267,815) $ 2955 BROWNFIELDS LOAN REVOLVING $ 100,500 $ 486,924 $ (587,424) $ 2991 TIGER GRANT $ $ 3,803,909 $ (3,803,909) $ 2956 FIRE GRANTS $ 6,003 $ 352,000 $ (352,000) $ 6,003 2957 HAZMATGRANT $ 49,045 $ 20,000 $ (18,500) $ 50,545 Total Special Revenue Funds $ 12,861,535 $ 17,633,596 $ (23,617,646) $ 6,877,485 18 2020 PAGE 2 -Fund Position Resources Anticipated BUDGETED Estimated Available Revenue Expenditures Ending Balance/ Beginning Year Carry over Debt Service Funds: SID Revolving Fund $ 67,615 $ 2,000 $ $ 69,615 G.O. BOND, series 2012 -Refunded Pool & Firehall $ 32,275 $ 504,000 $ (504,150) $ 32,125 NEW CITY HALL Debt Service $ 12,823 $ 90,000 $ (88,315) $ 14,508 SIDEWALK & CURB WARRANTS $ 815 $ 9,915 $ (9,883) $ 847 Sills $ 496,632 $ 320,400 $ (325,028) $ 492,004 AIRPORT TIF DEBT SERVICE!Transfer to TIF $ 218,419 $ 638,500 $ (856,919) $ WESTSIDE TlF DEBT SER VICE $ 581,666 $ 321 ,978 $ (364,925) $ 538,719 Total Debt Service funds $ 1,410,245 $ 1,886,793 $ (2,149,220) $ 1,147,818 Capital Project Funds: 4290 WALK & CURB $ $ 25,000 $ (25,000) $ Total Capital Projects $ $ 25,000 $ (25,000) $ Enterprise Funds: 5210 WATER $ 9,255,013 $ 7,393,000 $ (9,375,599) $ 8,112,414 5211 WATER SYSTEM IMPACT FEES $ 1,061,740 $ 490,000 $ (1,342,658) $ 209,082 5310 SEWER/WWTP * $ 5,504,417 $ 7,629,970 $ (12,130,174) $ 3,669,213 5311 SEWER SYSTEM IMPACT FEES $ 3,167,578 $ 990,000 $ (1,944,663) $ 2,2 12,915 5349 STORM SEWER * $ 2,602,579 $ 7,446,300 $ (8,392, l 06) $ 1,948,195 5348 STORM SEWER SYSTEM IMPACT FEE $ 1,694,056 $ 138,500 $ ( 1,561,568) $ 270,988 5510 SOLID WASTE * $ 1,346,494 $ 1,062,600 $ (1,384,291) $ 1,174,803 Total Enterprise Funds $ 24,631,877 $ 25,150,370 $ (36,131,059) $ 17,597,610 Internal Service Funds: 6030 INFORMATION TECH. FUND * $ 249,136 $ 628,631 $ (847,632) $ 40,135 6010 CENTRAL GARAGE * $ 165,370 $ 537,000 $ (650,645) $ 51 ,725 Total Internal Service Funds $ 414,506 $ 1,165,631 $ (1,498,277) $ 91,860 TOTAL CITY BUDGET $ 42,610,484 $ 59,726,599 $ (78,781,881) $ 27,511,624 * cash adjusted +$3,946,422 for non-cash line items (depreciation/prepaids) Component Units 2701 BUSINESS IMPROVEMENT DISTRICT $ 63,481 $ 118,461 $ (173,803) $ 8,139 7855 TOURISM BID (pass thru fund) $ 10,000 $ 658,000 $ (668,000) $ Total with Component units $ (79,623,684) 19 ALL FUND RECAP BY FUNCTION FY 2020 Personal Services Operations Capital Debt Transfers Other Total FUND: I & Benefits Service Financing Uses 1000 General Fund s 9,296,279 s 1.710,241 s 173,000 s 57,806 s 2,573,353 s 13,810,679 General Fund-On-behalf payments s 1,550.000 s 1,550,000 Special Revenue Funds: 2185 TAX INCREMENT-AIRPORT s 27,671 s 15,232 s 3,3 I 2,957 s 3,355,860 2188 TAX INCREMENT-WESTSIDE s 59,149 s 7,867 s 1,700,000 s 1,767,016 2210 PARKS IN LIEU OF s 18,392 s 18,392 2215 PARKS & RECREATION FUND s 1,227,410 s 484,78 I s 54,608 s 67,186 s 1,833,985 2230 AMBULANCE s 951,909 s 295,315 s 190,000 s 22,202 s 1,459,426 23 IO OLD SCHOOL TECHNOLOGY TIF s 18,900 s 45,000 s 63,900 2311 OLD SCHOOL INDUSTRIAL TIF s 5,000 s 5,000 2372 HEALTH-PERMISSIVE LEVY s 980,000 s 980,000 2399 IMPACT FEE FUND s 10,000 s 850.000 s s 860,000 2394 BUILDING CODE ENFORCEMENT s 73 1,615 s 222,629 s 200,000 s 1,154,244 2400 LIGHT MAINTENANCE s 108,863 s 297,957 s s s 406,820 2420 GAS TAX s 536,378 s 184,663 s 721,041 2421 BaRSAA s 420.000 s 420,000 2500 SPECIAL STREET /TSS s 1.2 I 9,644 s 1,751,688 s 243,200 s 38,987 s 20,000 s 3,273,519 2600 URBAN FORESTRY DISTRICT s 294,034 s 235,857 s s 18,355 s 548,246 2601 DEVELOPER'S TREES s 96,703 I s 96,703 2825 MACI GRANT s 205,000 I s 205,000 2880 CD LOAN REVOL YING s 2,000 s 225,000 s 227,000 2881 CD LOAN REVOL YING s 405 s 250,000 s 250,405 2886 COMMUNITY DEVELOPMENT s s 22,740 s s 4,000 s 26,740 2887 RURAL DEVELOPMENT REVOLVING s 22,074 15 400,000 s 422,074 2888 RURAL DEVELOPMENT REVOLVING #2 s 10,025 s 300,000 s 310,025 2915 STONEGARDEN GRANT s l0,000 s 10.000 2916 DRUG ENFORCEMENT GRANT s 93,802 s 7,800 s 101.602 29 I 9 LAW ENF. BLOCK GRANT s 60,000 s 11,000 s 71,000 2953 EPA BROWNFIELDS ASSESSMENT s 267,815 s 267,815 2955 EPA BROWNFIELDS LOAN REVOLVING s 486,924 s l00,500 s 587,424 299 I TIGER GRANT s 3,803,909 s 3,803,909 2956 FIRE GRANTS s 6,000 s 346,000 s 352,000 2957 HAZMAT GRANT s 4,000 s 14,500 s 18,500 Debt Service Funds: I I SID Revolving Fund s s G.O. BOND, series 2012 -Refinancing s 504,150 s 504,150 NEW CITY HALL Debt Service I s 88,315 I s 88,315 SIDEWALK & CURBS s 9,883 s 9,883 SIDs s 325,028 I s 325,028 WESTSIDE TIF DEBT SERVICE s 364,925 s 364,925 AIRPORT TIF DEBT SERVICE s 856.919 s 856,919 Capital Project Funds: 4290 WALK & CURB s 25,000 s 25,000 Enterprise Funds: Dcereciation 5210 WATER . s I, 195.506 s 1,295,95 I s 5,843,200 s 200,942 s 840,000 s 9,375,599 5211 WATER SYSTEM IMPACT FEES . I s 1,033,600 s 309,058 s 1,342,658 5310 SEWER/WWTP . s 1,287,494 s 2,015,135 s 5,205,819 s 956,726 s 2,665,000 s 12,130,174 5311 SEWER SYSTEM IMPACT FEES . i s 1,053,637 s 891,026 , s 1,944,663 5349 STORM SEWER • Is 613,636 s 339,91 I s 7,149,000 s 4,559 s s 285,000 s 8,392,106 5349 STORM SEWER SYSTEM IMPACT FEE • s 1,386,000 s 175.568 s 1,561,568 55 10 SOLLD WASTE • s 568,354 s 337,737 ,S 288,200 s s 40,000 s 150,000 s 1,384,29 I Internal Service Funds: 60 IO CENTRAL GARAGE s 2 I 9,435 s 420,710 s 10,500 s 650,645 6030 INFORMATION TECH. FUND . s 232,001 s 506,63 1 s 99,000 s 10,000 s 847,632 TOTAL CITY BUDGET s 19,1so,soJ I s 11,838,807 s 26,2ss,s19 I s 4,923,734 I s 3,663,3s3 I s 12,346,366 I s 78,781,881 20 GENERAL FUND PAGE FUND Dept.# i-ii 1000 General Fund Revenue and Summary Ill-IV 1000 General Fund Appropriation Summary V 1000 General Government Operations Chart I 1000 400 General Government $ 2,629,792 2 1000 401 City Manager $ 207,038 3 1000 401 Human Resources $ 194,198 4 1000 402 Mayor & City Council $ 173,138 5 1000 402 City Clerk $ 134,657 6 1000 403 Finance Department $ 282,242 7 1000 404 City Attorney $ 603,256 8 1000 406 Municipal Court $ 359,746 9 1000 410 Public Works Administration $ 51,251 10 1000 412 City Facilities Maintenance $ 285,535 11-14 1000 413 Police $ 5,296,856 15 1000 416 Fire $ 3,057,406 16 1000 420 Planning Department $ 439,081 17 1000 480 Community Development $ 96,482 Total General Fund $ 13,810,679 18 1001 On-behalf Retirement Payments $ 1,550,000 GENERAL FUND REVENUE AND SUMMARY FUND: 1000 MILL VALUE $ 41,231 $ 42,868 $ 41,794 tbd ACTUAL BUDGET ESTIMATED PROPOSED FY17/18 FY18/19 FY18/19 FY19/20 GENERAL FUND MILL LEVY 145.20 146.84 146.84 tbd PROPERTY TAXES: 311100 Real Property Taxes 5,850,674 6,222,000 6,222,000 6,380,000 311105 PILOT payment 16,488 16,500 16,459 16,500 311200 Personal Property 150,876 145,000 150,000 150,000 312000 Penalty & Interest 9,821 8,000 9,000 9,000 SUBTOTAL $ 6,027,859 $ 6,391,500 $ 6,397,459 $ 6,555,500 LICENSES & PERMITS: 322101 Alcohol Beverage 33,144 30,000 33,000 33,000 322300 General and occupational 1,355 1,700 1,500 1,500 323012 Planning fees & Sign permits 146,826 60,000 85,000 80,000 323109 Zoning & Site Plan Review Fees 16,477 15,000 16,000 16,000 323200 Parade Permits 1,750 1,000 1,000 1,000 SUBTOTAL $ 199,552 $ 107,700 $ 136,500 $ 131,500 INTER GOVERNMENT AL REVENUE: 335030 MV Tax Ad Valorem 1,860 1,500 400 400 335076 Gaming Machine Permits 63,300 60,000 63,000 63,000 335110 Live Card Game, keno & bingo 1,550 1,000 1,400 1,400 335230 HB 124 ENTITLEMENT 2,798,257 2,878,523 2,878,523 2,983,738 SUBTOTAL $ 2,864,967 $ 2,941,023 $ 2,943,323 $ 3,048,538 CHARGES FOR SERVICES: 341020 Administrative charges 638,715 628,533 620,185 671,704 341021 Grant Admin. (Planning, finance) 59,296 80,000 50,000 50,000 341025 City Collections/other charges 8,285 5,000 7,500 5,000 342010 KPD -Public safety fees 29,679 25,000 27,000 27,000 342014 KPD -School Resource Officers 205,557 209,187 209,187 218,967 342016 KPD -Regional Training /testing Reimb. 11,900 12,000 2,500 14,500 343018 Parking Permits, meters, boot removal 98,194 95,000 91,000 95,000 343062 Airport fuel tax 0 6,578 4,000 4,000 343063 Airport ground lease 0 14,422 14,422 14,500 SUBTOTAL $ 1,051,626 $ 1,075,720 $ 1,025,794 $ 1,100,671 GENERAL FUND Revenue -Page 2 FINES AND FORFEITURES: 351035 Parking fines 351017 Technologyfees 351000 City Court Fines & fees , admin SUBTOTAL MISC. REVENUE 3620 I 5 Insurance Reimbursements 362020 MMlA GASB 45 reimbursement 364030 Auction & misc. collections/donations 38 I 060 Operating transfer 2372 -health insurance SUBTOTAL INVESTMENT REVENUE: 373030 Interest on Old School SID loan -1.25% 371010 Interest Earnings TOTAL GENERAL REVENUE CASH JULY I (Includes designated$) TOTAL AVAILABLE FOR BUDGET EXPENDITURES CASH CARRYOVER (year end operating) Designated for Capital Assigned Court Technology fees Designated for Bandshell Designated for Parking Total cash available Total General Cash Carryover% Unassigned/Undesignated $ $ $ $ $ $ $ $ $ $ $ $ $ $ ACTUAL FY17/18 58,524 24,992 360,061 443,577 $ 4,911 3,000 13,018 901,000 921 ,929 $ $ 32,942 $ 11,542,452 $ 2,609,962 $ 14,152,414 $ 11,154,169 $ 2,701,896 $ 181,906 $ 80,435 $ 10,466 $ 23,542 $ 2,998,245 $ 23.4% 11 BUDGET FY18/19 50,000 20,000 450,000 520,000 $ 20,000 0 5,000 889,000 914,000 $ 48,750 $ 25,000 $ 12,023,693 $ 2,998,245 $ 15,021,938 $ 11,851,324 $ 2,374,731 $ 711,906 $ 60,435 $ $ 23,542 $ 3,170,614 $ 19.8% estimated FY18/19 58,000 26,000 395,000 479,000 $ 0 0 20,000 889,000 909,000 $ $ 53,000 $ 11,944,076 $ 2,998,245 $ 14,942,321 $ 11,650,000 $ 2,496,438 $ 711,906 $ 60,435 $ $ 23,542 $ 3,292,321 $ 20.9% proposed BUDGET FY19/20 58,000 24,000 450,000 532,000 0 3,000 10,000 889,000 902,000 45,000 12,315,209 3,292,321 15,607,530 13,810,679 1,720,968 11,906 40,435 23,542 1,796,851 14.0% GENERAL FUND APPROPRIATION SUMMARY # FTE's appropriated FTE's 1.5 1.33 3.2 5.67 4 General City Human Mayor Municipal Government Manager Resources Council City Clerk Finance Attorney Court 110 Salaries $ 149,741 $ 135,467 $ 63,087 $ 97,169 $ 214,631 $ 442,839 $ 227,463 114 Comptime Buyback & severance. Def. Comp. 121 Overtime & Spec. Assign PD, 250 500 3,500 153 Health Insurance 23,220 19,916 55,457 20,526 36,794 80,997 38,585 155 Retirement 15,887 10,715 2,558 7,732 17,017 35,232 18,048 TOTAL PERSONAL SERVICES 188,848 166,098 121,102 125,677 268,942 559,068 287,596 210 Supplies/office/computers/Non-capital equip 218 3,500 1,000 600 500 300 1,000 2,563 4,500 220 Other supplies, safety equip, ammo, 230 Supplies & FUEL; chemicals, concession sup 240 Uniforms 312 Postage 18,000 400 320 Printing, advertising, newsletter, books 4,000 300 17,000 2,500 330 Audit, filing fees 20,185 20,000 9,225 600 340 Electricity, natural gas 345 Telephone, web, cell, radio, security cameras 1,790 480 1,025 1,400 350 Prof. Services/League/911 disp./kidsport/Eagle 590,507 1,000 13,000 4,400 4,500 15,600 6,250 362 Main!. services, building, equip,radios,landscaping 6,600 360 Technology services (court) 40,000 370 Dues & Training, meetings, League meeting 15,000 6,500 29,311 3,200 7,500 8,000 10,000 380 Medical services 390 Other Purchased Services 7,500 500 Fixed Charges, Insurance, transfers 1,987,000 SUBTOTAL PURCHASED SERVICES/SUPPLIES 2,629,792 18,190 28,100 52,036 8,980 13,300 44,188 72,150 600 DEBT SERVICE 940 CAPITAL OUTLAY DEPARTMENT TOTAL 2020 s 2,629,792 s 207,038 $ 194,198 s 173,138 s 134,657 $ 282,242 $ 603,256 s 359,746 2019 BUDGET (info only) $ 904,178 $ 203,360 $ 173,933 $ 170,595 $ 130,248 S 295,163 $ 555,660 $ 366,898 111 GENERAL FUND APPROPRIATION SUMMARY # FTE's appropriated 0.25 1.45 49.75 21.9 3.95 95.00 Public Planning Community Works Facilities Police Fire Department Development TOTAL 110 Salaries $ 18,839 $ 72,913 $ 3,342,467 1,761,328 $ 283,588 $ 67,380 $ 6,876,912 114 Comptime Buyback & severance. Def. Comp. 35,600 18,000 59,014 $ 112,614 121 Overtime & Spec. Assign PD, 128,000 40,000 $ 172,250 153 Health Insurance 3,524 13,628 673,496 303,101 56,122 13,277 $ 1,338,643 155 Retirement 1,467 5,544 425,161 228,618 22,556 5,325 $ 795,860 TOTAL PERSONAL SERVICES 23,830 92,085 4,604,723 2,351,047 421,280 85,982 s 9,296,279 210 Supplies/office/computers/Non-capital equip 218 14,000 37,500 23,500 5,000 1,750 $ 95,713 220 Other supplies, safety equip, ammo, 12,200 86,410 20,000 $ I 18,610 230 Supplies & FUEL; chemicals, concession sup 3,000 86,000 17,325 400 $ 106,725 240 Unifonns 1,500 15,750 $ 17,250 312 Postage 500 $ 18,900 320 Printing, advertising, newsletter, books 5,500 1,450 $ 30,750 330 Audit, filing fees 2,000 500 $ 52,510 340 Electricity, natural gas 77,000 $ 77,000 345 Telephone, web, cell, radio, security cameras 350 400 19,000 6,000 1,000 750 $ 32,195 350 Prof. Services/League/911 disp./kidsport/Eagle 2,000 41,500 62,705 20,390 2,000 500 $ 764,352 362 Maint. services, building, equip,radios,landscaping 57,150 65,000 17,000 $ 145,750 360 Technology services (court) $ 40,000 370 Dues & Training, meetings, League meeting 3,500 63,500 10,000 7,000 6,500 $ 170,011 380 Medical services 3,000 27,475 $ 30,475 390 Other Purchased Services 2,500 $ 10,000 500 Fixed Charges, Insurance, transfers 4,571 3,700 164,018 413,663 401 $ 2,573,353 SUBTOTAL PURCHASED SERVICES/SUPPLIES 27,421 193,450 595,133 572,553 17,801 10,500 4,283,594 600 DEBT SERVICE 57,806 s 57,806 940 CAPlTALOUTLAY 97,000 76,000 s 173,000 DEPARTMENT TOTAL 2020 $ 51,251 $ 285,535 s 5,296,856 s 3,057,406 $ 439,081 s 96,482 s 13,810,679 2019 BUDGET (info only) $ 49,114 $ 288,050 $ 5,124,531 $ 3,113,187 $ 380,074 $ 96,334 S 11,851,325 lV 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 co co co co 0\ 0\ 0\ ...; rl rl rl rl rl rl rl V\ >->->->->->->-QI LL LL LL LL LL LL LL 0\ 0:: 0:: 0:: 0:: 0:: 0:: 0:: rl ti ti ti ti ti ti ti >-LL I-0 0 I I-0 0 0:: Vl z 0:: I-Vl z 0:: ti rl N cY1 st rl N cY1 I I-st GENERAL FUND FUND #1000 ...; V\ QI 0 N >-LL 0:: ti I-Vl rl GE NERAL FUN D (i n 10001s} ...; ...; ...; ...; ...; ...; ...; V\ "' V\ "' V\ V\ "' QI QI QI QI QI QI QI 0 0 0 rl rl rl rl N N N N N N N >->->->->->->-LL LL LL LL LL LL LL 0:: 0:: 0:: 0:: 0:: 0:: 0:: ti ti ti ti ti ti ti 0 0 I I-0 0 I z 0:: I-Vl z 0:: I- N cY1 st rl N rt') st ...; V\ QI N N >-LL 0:: ti I-Vl rl ...; ...; V\ V\ QI QI N N N N >->-LL LL 0:: 0:: ti ti 0 0 z 0:: N cY1 ...; V\ QI N N >-LL 0:: ti I I-st BEG. CASH BAL. -EXPENDITURES -RECEIPTS If the red line (expenditures) is above or intersects near the top of the green bar (beginning cash balance), the fund may not be able to meet its obligations and may need attention. Conversely, the red line intersecting the green bar near the bottom could indicate needed expenditures are not being incurred, or an adjustment is needed. The general fund receives about 63% of its revenue from tax levies (general and permissive health), and another 25% from intergovernmental revenues (entitlement share, etc.). Similar to a solely tax supp01ied fund, the general fund should have enough cash available at July 1st (and January 1st) to pay expenditures, less charges for services revenues, through December (June). In the general fund, a beginning cash carryover of 25%-35% of budgeted expenditures should be sufficient to pay the fund expenditures through December, if a balanced budget is presented. Beginning cash carryover was 26% (FYI 9), 24% ( estimated FY20), 15% ( estimated FY2 l ), and 17% ( estimated FY22). V GENERAL GOVERNMENT FUND: GENERAL I000-400-41XXXX EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 410530 Audit: 331 Annual Report Filing fees $2,935 $2,935 $2,935 $2,935 353 Contract services -Audit $14,250 $12,900 $14,250 $13,750 354 GASB 45 (75) cost for Other Post Empl Benefits $0 $7,500 $0 $7,500 410560 Central Purchasing 2 10 Office Supplies $2,420 $3,405 $4,000 $3,500 312 Postage $13,691 $17,251 $17,000 $18,000 320 Printing & envelopes $2,669 $3 ,9 10 $4,000 $4,000 354 Contract Services -document shredding/I 094 $123 $75 $250 $1,000 410600-354 Elections: $0 $13,431 $0 $13,657 410900 Records Admin.: 331 Publication & Filing Fees $2,507 $3,626 $4,000 $3,500 460452-366 Hockaday-annual building maint. per lease $6,600 $6,600 $6,600 $6,600 460452-355 Eagle Transit contribution $15,000 $15,000 $15,000 $15,000 420000-354 911 Dispatch Services Contract $472,804 $490,042 $510,000 $534,000 420000-356 Smith Valley levy reimbursement $378 $348 $400 $350 430300-355 Airport reimbursement $0 $0 $2 1,000 $18,500 5 10310-354 ICMA Fees $500 $500 $500 $500 510330-513 Liability Insurance $61,925 $110,313 $73,483 $155,000 510330-517 Property Insurance $49,965 $50,025 $50,760 $52,000 510330-516 Uninsured Loss (insurance deductible) $20,973 $43,879 $50,000 $50,000 510300 Contingency $882 $0 $30,000 $30,000 470000-820 Transfer out (Forestry-FY l 8/l 9)(Westside TIF FY20) $0 $2 10,467 $100,000 $1,700,000 Total $667,622 $992,207 $904,178 $2,629,792 CITY MANAGER ACCOUNT# 1000-401 PURPOSE OF TIDS DEPARTMENT: 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. GOALS OF THIS DEPARTMENT: 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. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: This year's budget represents efforts to complete work on the Core Area Redevelopment with anticipation of trail construction in 2020. This includes the management of financial resources and cashflows to complete the components of the project. Additional efforts within this year's budget include the continued long-term strategy for infrastructure improcements, emergency service delivery, and managing the sustainability of municpal operations through succession planning. CITY MANAGER FUND: GENERAL 1000-401-410210 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE's 1 110 Salaries and payroll costs $135,385 $140,2 16 $144,7 15 $149,741 153 Health Insurance $22,038 $17,473 $22,723 $23,220 155 Retirement & deferred comp. $14,496 $14,899 $15,332 $15,887 Subtotal $171 ,919 $172,588 $ I 82,770 $188,848 Materials & Services: 210 Supplies $274 $420 $2,000 $1,000 312 Newsletter , books $0 $117 $400 $400 345 Telephone $880 $970 $2,190 $1,790 373 Dues & Training $8,967 $9,146 $11 ,000 $10,500 379 Meetings $3,938 $3,628 $5,000 $4,500 Subtotal $14,059 $14,28 1 $20,590 $18,190 Total $185,978 $186,869 $203 ,360 $207,038 2 PURPOSE OF THIS DEPARTMENT: 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. GOALS OF THIS DEPARTMENT: 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. 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 be 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 FUND: GENERAL 1000-401-410830 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE'S 1.5 1.5 1.5 1.5 110 Salaries and payroll costs $122,335 $125,556 $130,303 $135,467 153 Health Insurance $18,532 $14,828 $17,344 $19,916 155 Retirement $9,466 $9,819 $10,185 $10,715 Subtotal $150,333 $150,203 $157,833 $166,098 Materials & Services 210 Office Supplies $447 $489 $600 $600 338 Recruitment $5,667 $11,121 $8,000 $20,000 354 Contract Services $2,320 $845 $1,000 $1,000 373 Dues & Training $6,182 $6,925 $6,500 $6,500 . Subtotal $14,616 $19,380 $16,100 $28,100 Total $164,949 $169,583 $173,933 $194,198 3 MAYOR/COUNCIL ACCOUNT# 1000-402 PURPOSE OF THIS DEPARTMENT: 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 fr,om each and the Mayor elected at-large. GOALS OF TIDS DEPARTMENT: 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. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The Mayor and Council budget accounts for the service and participation within the Montana League of Cities, the National League of Cities, and efforts to engage National and State legislators on areas that are of importance to the City of Kalispell. Additionally, the 2020 budget reflects efforts to upgrade technology and plan for strategic direction related to municipal infrastructure. MAYOR I COUNCIL FUND: GENERAL 1000-402-410100 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE'S 9 9 9 9 110 Salaries and payroll costs $62,504 $62,296 $63,107 $63,087 153 Health Insurance $57,204 $53,230 $62,903 $55,457 155 Retirement PERS $2,479 $2,501 $2,481 $2,558 Subtotal $122,187 $118,027 $128,491 $121 ,102 Materials & Services: 210 Ofiice Supplies $0 $157 $500 $500 335 MT. League of Ci ties Conference $2,145 $2,1 11 $6,498 $9,225 354 Contract Services $2,736 $2,073 $7,030 $13,000 373 Dues $6,576 $6,576 $8,576 $9,000 379 Meetings $6,353 $9,018 $19,500 $20,31 1 Subtotal $17,810 $19,935 $42,104 $52,036 Total $139,997 $137,962 $170,595 $173,138 4 CITY CLERK ACCOUNT # 1000-402 PURPOSE OF THIS DEPARTMENT: 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 THIS DEPARTMENT: Goals of the Clerk's office include enhancing public outreach through the use of strategic planning, and advertising. The City Clerk will work with departments to create public relations plans specific to department and division public outreach needs. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: Budget expenditures support ongoing goals to provide exceptional service to the public and staff in the creation and preservation of city records, and other standard clerk responsibilities; as well as ongoing outreach to the public. Revisions or additions to the budget compared to the last fiscal year are not deemed necessary at this time. CITY CLERK FUND: GENERAL 1000-402-410150 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE's 1.33 1.33 1.33 1.33 110 Salaries and payroll costs $87,597 $89,759 $93,439 $97,169 121 Overtime $0 $35 $250 $250 153 Health insurance $19,939 $20,210 $20,230 $20,526 155 Retirement PERS $6,793 $7,050 $7,349 $7,732 Subtotal $114,329 $ll7,054 $121,268 $125,677 Maintenance & Services: 210 Office Supplies $173 $231 $300 $300 331 Communications -Advertising $35 $360 $600 $600 345 Telephone $440 $480 $480 $480 354 Contract Services $0 $0 $300 $300 352 Codification $3,944 $1,653 $4,100 $4,100 373 Dues & Training $2,338 $3,346 $3,200 $3,200 Subtotal $6,930 $6,070 $8,980 $8,980 Total $121 ,259 $123,124 $130,248 $134,657 5 FINANCE ACCOUNT # 1000-403 PURPOSE OF THIS DEPARTMENT: 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. DEPARTMENT PERSONNEL: (3.2 FTE) .5 Finance Director, 1 Treasurer, .7 City Accountant, .5 Payroll Specialist, .5 Accounts Payable Clerk. GOALS OF TIDS DEPARTMENT: 1. Safeguard financial assets and maximize investment earnings. 2. Issue financial reports accurately and on schedule. 3. Maintain accurate and current financial documentation for City operations. 4. Adhere to contractual requirements in grants and other reporting. 5. Make accurate financial information easily and readily available to departments. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The City of Kalispell FY2020 budget will provide the finance department funding to: 1) review, monitor, and satisfy City obligations accurately and timely, 2) general oversight for revenue collection and billing processes, 3) treasury management, 4) record and report financial transactions in compliance with applicable requirements and expectations, 5) coordinate the required financial statement annual audit, 6) promote effective and efficient service to internal and external clients through continuous improvements with office procedures, 7) safeguard official records and ensure they are readily retrievable, 8) provide technical and clerical support for the budget, and continue refining the budget document to provide a more meaningful instrument, and 9) produce and improve the Comprehensive Annual Financial Report that qualifies for the Government Finance Officer's Association Certificate of Excellence in Financial Reporting. FINANCE DEPARTMENT FUND: GENERAL 1000-403-41 0550 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE'S 3.2 3.2 3.2 3.2 110 Salaries and payroll costs $206,259 $213,280 $202,052 $214,631 112 Salaries -Retirement $0 $0 $24,871 $0 121 Overtime $0 $0 $0 $500 153 Health Insurance $39,605 $40,812 $38,637 $36,794 155 Retirement $15,964 $16,722 $15,863 $17,017 Subtotal $261 ,828 $270,814 $281,423 $268,942 Materials & Services: 210 Supplies $490 $225 $1,000 $1 ,000 322 Books $0 $145 $300 $300 353 Contract Services $180 $267 $540 $500 354 Contract Services-Grizzly Security $1,277 $638 $1,200 $800 355 Bank fees $3,151 $3,202 $3,200 $3,200 373 Dues & Training $5,048 $5,020 $7,500 $7,500 Subtotal $10,146 $9,497 $13,740 $13,300 Total $271,974 $280,311 $295,163 $282,242 6 CITY ATTORNEY ACCOUNT # 1000-404 PURPOSE OF THIS DEPARTMENT: 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). GOALS OF THIS DEPARTMENT: 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. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The FY2020 budget for the Office of City Attorney seeks to maintain the level of service on all civil matters, including the areas of redevelopment, litigation management, and debt counsel related to previous issuances from the City. In the area of criminal matters, the budget includes a reduction in legal contract services and an increase in the salary line item through the hiring of an additional FTE prosecuting attorney. The FY2019 budget provided for legal contract services of 1040 hours to provide necessary backup support for the prosecution services. This was indispensable in maintaining the level of service in most out of court matters of the prosecutorial functions but could not deliver the time capacity to maintain the level of service necessary to the KPD and other requisite matters on the court calendar. ATTORNEY FUND: GENERAL 1000-404-411110 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE's 4,67 4.67 4.67 5.67 110 Salaries and payroll costs $360,892 $354,943 $382,200 $442,839 153 Health Insurance $5 1,942 $5 1,795 $61,927 $80,997 155 Reti rement $27,904 $27,776 $30,045 $35,232 Subtotal $440,738 $434,514 $474,172 $559,068 Maintenance & Operations: 210 Office Supplies/computer $833 $1,700 $2,563 $2,563 322 Lexis/Nexis; books, subscriptions $8,670 $11,158 $8,500 $] 7,000 345 Telephone & Communications $939 $758 $1,025 $1,025 354 Contract Services/contingency $177 $23,287 $62,400 $15,600 373 Dues & Training $5,695 $6,490 $7,000 $8,000 Subtotal $16,314 $43,393 $8 1,488 $44,188 Total $457,052 $477,907 $555,660 $603 ,256 7 MUNICIPAL COURT ACCOUNT# 1000-406 PURPOSE OF THIS DEPARTMENT: 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. DEPARTMENT PERSONNEL: Municipal Court Judge (1), Court Administrator (1), Court Clerks (2). GOALS OF THIS DEPARTMENT: The goal of Kalispell Municipal Court is to provide the citizens of Kalispell access to a fair and impartial court system. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The fiscal year 2020 Municipal Court budget strives to maintain the ability to provide the citizens of Kalispell access to a fair and impartial justice system. MUNICIPAL COURT FUND: GENERAL 1000-406-410360 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: TTE's 4 4 4 4 110 Salaries and payroll costs $220,913 $222,523 $233,996 $227,463 121 Overtime $583 $46 $0 $3,500 153 Health $44,248 $40,917 $43,902 $38,585 155 Retirement $17,105 $17,382 $18,350 $18,048 Subtotal $282,849 $280,868 $296,248 $287,596 Materials & Services 210 Supplies $3,080 $3,223 $4,500 $4,500 320 Printing & books $228 $1,938 $1,500 $2,500 345 Tele. & Communications $87 $101 $1,400 $1,400 353 Technology funds $43,635 $19,180 $40,000 $40,000 354 Contract Services $10,065 $2,946 $5,750 $6,250 373 Dues & Training $3,738 $4,042 $10,000 $10,000 394 Jury & Witness fees $2,816 $1,294 $7,500 $7,500 Subtotal $63,649 $32,724 $70,650 $72,150 Total $346,498 $3 13,592 $366,898 $359,746 8 PUBLIC WORKS ADMINISTRATION FUND# 1000 DEPARTMENT 410 PURPOSE OF THIS DEPARTMENT: 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. DEPARTMENT PERSONNEL: (.25 FTE) .05 Administrative Coordinator .05 Public Works Director .05 Budget Resource Manager .05 Assessment Coordinator .05 Road & Fleet Superintendent GOALS OF THIS DEPARTMENT: 1. Maintain current and accurate mapping. 2. Provide prompt and effective review of site improvement plans. 3. Ensure quality construction of infrastructure meeting minimum standards. 4. Provide quality customer service to support existing services and new projects during development stages. 5. Provide effective city budgeting guidance. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY20 Public Works Administration budget reflects the continuation of Public works administrative support for City services, permitting, utility management, surveying, engineering, construction, and development projects. PUBLIC WORKS-ADMINISTRATION FUND: GENERAL 1000-410-430100 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FYIS/19 FY19/20 Personal Services: FTE'S 0.25 0.25 0.25 0.25 110 Salaries and payroll costs $17,244 $17,672 $18,149 $18,839 153 Health Insurance $3,137 $3,182 $3,285 $3,524 155 Retirement $1,3 18 $1,367 $1,396 $1,467 Subtotal $21,699 $22,22 1 $22,830 $23,830 Materials & Services: 210 Office Supplies, Computers, Equip, and other Supplies $7,164 $7,428 $14,000 $14,000 23 1 Gas $2,736 $2,708 $3,000 $3,000 345 Telephone & Communications $3 11 $283 $350 $350 354 Contract Services $1,848 $201 $2,000 $2,000 373 . Dues & Training $2,673 $2,715 $2,500 $3,500 521 Central Garage Transfer $3,459 $3,612 $4,434 $4,571 Subtotal $18,191 $16,947 $26,284 $27,421 Capital Outlay 940 Machinery & Equipment $0 $7,004 $0 $0 Total $39,890 $46,172 $49,11 4 $5 1,251 9 CITY FACILITIES MAINTENANCE ACCOUNT# 1000-412 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 HV AC, plumbing, electrical and mechanical systems. 3. Provide maintenance services to Fire Hall Station 62. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: In addition to maintaining the physical structure and providing janitorial services of the municipality, budget expenditures will also provide a number of other improvements. Improvements to be made this year are new carpet in three rooms at Station #62, and a seal coating of the City Hall parking lot. CITY FACILITIES MAINTENANCE FUND: 1000-412-411230 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FYlS/19 FY19/20 Personal Services: FfE'S 1.45 1.45 1.45 1.45 110 Salaries $65,807 $67,249 $70,063 $72,913 121 Ove1iime $5 14 $16 $200 $0 153 Health Insurance $13,2 10 $13,404 $14,419 $ I 3,628 155 Retirement $4,940 $5,079 $5,268 $5,544 Subtotal $84,471 $85,748 $89,950 $92,085 Maintenance & Operations: 220 Security Improvements $728 $228 $2,000 $6,200 224 Janitorial Supplies $4,378 $4,358 $6,000 $6,000 24 1 Tools (mops, brooms, shovels)& Supplies $1,109 $1,176 $1,500 $1,500 34 1 Electricity $46,127 $45,458 $47,000 $45,000 344 Natural Gas $29,004 $31,331 $30,000 $32,000 345 Telephone $150 $262 $400 $400 354 Contract Services, remediation project $10,906 $77,092 $25,000 $25,000 355 HY AC Maintenance Contract $15,146 $15,600 $16,500 $16,500 361 Elevator Maintenance/fire alarm maint. $4,160 $3,964 $6,000 $6,000 362 Equipment Maintenance $1,869 $1,379 $10,000 $10,000 366 Building Maintenance $19,595 $25,625 $27,500 $41,150 545 County Landfill & recyling $3,391 $3,400 $3,700 $3,700 920 Building Improvements $28,057 $2,790 $22,500 $0 Subtotal $164,620 $212,663 $198,100 $193,450 Total $249,091 $298,4 11 $288,050 $285,535 FY 2020 BUDGET HIGHLIGHTS 366 Buildirlg Maintenance Budget includes resurfacing city hall parkings lots. Station #62 HV AC damper and actuator, and carpeting. Police Department Door #5 repairs. 10 POLICE DEPARTMENT ACCOUNT# 1000-413 PURPOSE OF THIS DEPARTMENT: As members of the community we are committed to excellence for those we serve, ourselves and each other through the shared values of Integrity, Compassion, Loyalty, Professionalism and Honor DEPARTMENT PERSONNEL: 41 sworn officers including one Chief of Police, three Captains, eight Sergeants, three Detectives, four School Resource Officers, 21 Patrol Officers, and one Canine Handler. Our non-sworn staff includes an Animal Warden and a Parking Enforcement Officer, 3.75 Records/Crime Analysts, one Evidence Custodian, one Records Management Specialist and two Administrative Assistants. GOALS OF THIS DEPARTMENT: The police department strives to inspire a sense of safety in the community through specialized police services including patrol, investigations, school resource officers, special response, and additional programs that support these activities and the overall purpose of community based policing. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: To provide professional law enforcement services to the residents and visitors to the City of Kalispell through a well-trained, well equipped and dedicated staff. The Capital budget reflects two updated emergency response vehicles to replacing aging models. The budget also provides for an evidence/substation facility to be built at the city shop site to replace a garage and storage unit currently rented for $8,500/year. Our Special Response Team budget includes a request to replace expiring tactical body annor. The non-capital budget adds 14 new mobile radios through a five year lease to buy program to replace obsolete radios. One additional administrative assistant position is included for our detective division to help meet the increased demand in discovery, case volume, and digital evidence management. The Kalispell Police Department strives to be a proactive agency that continually attempts to find innovative solutions and ways to partner with our community to provide the highest level of service. POLICE DEPARTMENT FUND: GENERAL 1000-413-420140 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET POLICE -ADMINISTRATION FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: ITE's 31 33 33 34 110 Salaries and payroll costs $2,112,474 $2,147,179 $2,290,528 $2,399,735 112 Severance-retirement $6 1,8 II $37,902 $0 $22,000 114 Comp time Buyout $4,445 $2,226 $11,600 $13,600 121 Ove1iime (REG & AET OT) $63,633 $63,464 $80,000 $80,000 123 Special Assignment Ove1iime $3,446 $2,525 $25,000 $25,000 153 Health Insurance $422,401 $428,204 $447,526 $465,977 155 Retirement $274,258 $280,288 $299,512 $313,964 Subtotal $2,942,468 $2,961,788 $3,154,167 $3,320,276 Maintenance & Operations: 210 Office Supplies $3,4 15 $3,111 $3,500 $3,500 215 Computer supplies/equipment/maint. $4,538 $4,010 $5,500 $9,000 218 Equipment non-capital $47,707 $54,665 $3 1,500 $2 1,000 220 Investigative Supplies $3,401 $2,908 $4,000 $3,760 221 Safety Equipment $6,704 $6,045 $7,000 $7,000 225 Major Case Unit supplies $1,589 $2,110 $2,000 $1,000 226 SRT Support/supplies $4,856 $10,397 $24,500 $29,250 227 Ammo & Supplies $2 1,236 $14,570 $33,450 $25,000 228 Patrol Car Supplies $15,321 $7,05 1 $15,000 $15,400 229 Other Supplies $11 ,297 $4,492 $5,000 $5,000 230 Crime Prevent. Supplies $904 $532 $1,000 $1,000 231 Gas $66,065 $78,158 $75,000 $83,000 234 Crisis Negotiations $2,012 $820 $2,000 $500 235 Bike Patrol $244 $0 $750 $0 237 Reserve Program Supplies $357 $394 $1,500 $1,500 320 Printing $4,668 $5,184 $5,500 $5,500 345 Telephone & Communications $18,041 $18,638 $17,500 $19,000 354 Contract Services $9,396 $14,536 $15,750 $49,375 357 Forensic Analysis/Pathology $7,3 14 $6,578 $6,500 $6,500 358 Canine/Animal :Vet. Treatment $167 $1,593 $5,000 $4,830 363 Office Equip Maintenance $2,975 $2,830 $2,000 $2,000 365 Mandatory maint. & licensing/software $41,148 $28,430 $27,000 $33,000 369 Radio Maintenance $1,374 $2,626 $2,500 $2,500 con't 11 POLICE DEPARTMENT FUND: GENERAL 1000-413-420140 EXPENDITURE DETAIL -CONTINUED proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 373 Dues & Training $37,117 $33,832 $40,500 $46,000 375 Regional Training & Testing (reimbursed) $1,031 $16,040 $14,500 $14,500 380 Training Supplies $1,140 $2,920 $3,000 $3,000 388 Medical Services* $2,6 11 $1,534 $3,000 $3,000 392 Prisoners Room & Board/ medical treatment $2,592 $2,519 $2,500 $2,500 521 Central Garage Transfer $73,717 $66,131 $79,749 $86,498 530 Rent $0 $0 $0 $8,520 Subtotal $392,937 $392,654 $436,699 $492,633 Capital Outlay: 940 Trailer (fyl 8)/5-P011able radios (fyl 9) $0 $29,392 $30,000 $0 942 Digiticket(fyl 8)/iRecord replc (fyl 9)/gate (fy20 $0 $51,067 $22,000 $0 944 Vehicles -3 Patrol (fyl 9) 2 Patrol (fy20) $143 ,575 $94,131 $134,700 $97,000 Subtotal $143,575 $174,590 $186,700 $97,000 RECORDS 420142 Personal Services: ITE's 3.75 3.75 3.75 3.75 110 Salaries $139,242 $145,302 $145,239 $149,535 121 Overtime $3,784 $1,313 $7,500 $7,500 153 Health Insurance $32,389 $3 1,796 $33,814 $44,050 155 Retirement $10,957 $11,388 $11 ,359 $11,83 I Subtotal $186,372 $189,799 $197,912 $2 12,916 Subtotal Pol ice & Administration $3,665,352 $3,718,831 $3,975,478 $4,122,825 DETECTIVES 420141 Personal Services: ITE's 5 5 5 5 I IO Salaries $345,778 $364,411 $367,855 $382,938 121 Overtime $7,278 $9,890 $15,000 $15,000 153 Health Insurance $71,384 $80,960 $72,770 $81,839 155 Retirement $45,575 $47,933 $49,247 $51,285 Subtotal $470,015 $503,194 $504,872 $531,062 . con't 12 POLICE DEPARTMENT FUND: GENERAL 1000-413-420140 EXPENDITURE DETAIL -CONTINUED proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 RESOURCE OFFICERS 420144 Personal Services: ITE's 3 4 4 4 110 Salaries and payroll costs $180,375 $248,662 $268,582 $283,576 153 Health Insurance $37,473 $48,682 $62,569 $42,175 155 Retirement $22,339 $3 1,579 $36,047 $38,062 Subtotal $240,187 $328,923 $367,198 $363,813 ANIMAL CONTROL 420145 Personal Services: ITE's 1 1 1 1 110 Salaries and payroll costs ($300 OT) $41,122 $42,040 $41 ,770 $43,420 121 Overtime $0 $0 $500 $500 153 Health Insurance $8,172 $8,295 $9,885 $8,436 155 Retirement $3,007 $3,11 6 $3,266 $3,434 Subtotal $52,301 $53,451 $55,421 $55,790 PARKING SERVICES 420147 Personal Services: ITE's 2 2 2 2 I 10 Salaries and payroll costs $87,2 19 $88,825 $80,091 $83,263 153 Health Insurance $25,414 $30,33 1 $32,709 $3 1,019 155 Retirement $6,573 $6,795 $6,261 $6,584 Subtotal $119,206 $125,951 $119,061 $120,866 Maintenance & Operations: 210 Supplies, office, computer, printing, misc. $1,573 $2,101 $4,000 $4,000 354 Contract Services $1,896 $2,012 $2,000 $2,000 362 Lot maintenance, auto $5,352 $6,351 $10,000 $10,000 365 Snow removal $22,395 $20,405 $17,500 $17,500 550 Lot lease payments $1,621 $1,553 $1,500 $1,500 Subtotal $32,837 $32,422 $35,000 $35,000 Subtotal Parking Services $152,043 $158,373 $154,061 $155,866 can't 13 POLICE DEPARTMENT FUND: GENERAL 1000-413-420140 EXPENDITURE DETAIL -CONTINUED proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Operating Transfers: 827 To Drug Fund 29 I 6 $67,500 $64,000 $64,000 $64,000 828 Transfer to Cops Hiring Grant fund 2918 $60,000 $60,000 $0 $0 829 Transfer to Block Grant 29 19 $3,500 $7,000 $3,500 $3,500 Subtotal $131 ,000 $131 ,000 $67,500 $67,500 Total $4,710,898 $4,893,772 $5,124,531 $5,296,856 14 FIRE DEPARTMENT ACCOUNT # 1000-416 PURPOSE OF THIS DEPARTMENT: 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%. GOALS OF THIS DEPARTMENT: The Kalispell Fire Department trains and provides community education services to minimize the impact of emergency events within the community. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: Specific efforts in FY2020 for the Kalispell Fire Department include the continuation and tracking of outreach efforts for training and education and commercial pre-plans. In this budget cycle we are continuing our replacement of various aged and non-compatible service delivery equipment specific to search and rescue and general non capital goods. Continued funding is being requested for maintenance and repair of infrastructure for station 62. Replacement of our SCBA air cyiinders is requested as they have met their life term and can no longer be certified for use. Utility vehicle proposed will replace a l 991 Chevy Blazer and 1999 Chevy Suburban. FIRE DEPARTMENT FUND: 1000-416-420400;420470 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FfE'S 23.3 22.9 22.9 21.9 110 Salaries (22.5 fte) $1 ,612,597 S1,617,926 $1,707,020 $1 ,739,869 110 Salaries -Prevention (.4 fte) $48,791 $20,493 $20,955 $21,459 114 Comp Time Buyout $4,109 $3,199 $5,500 $5,500 11 5 Out of Rank Pay $13,057 $14,201 $12,500 $12,500 121 Overtime $63,252 $73,116 $40,000 $40,000 153 Health lnsurance $308,667 $293,301 $319,276 $303,101 155 Retirement $2 19,131 $218,000 $230,748 $228,618 Subtotal $2,269,604 $2,240,236 $2,335,999 $2,351,047 Maintenance & Operations: 210 Office Supplies, computer supplies $1 ,882 $2,169 $2,000 $2,000 218 Equipment (Non Capital) $13,344 $20,171 $2 1,500 $21,500 221 Safety Equipment, consumable tools, uni forms $14,770 $10,657 $15,000 $15,000 224 Janitorial Supplies $3,361 $4,613 $5,000 $5,000 231 Gas $8,960 $9,748 $17,325 $17,325 241 Consumable Tools/Uniforms $10,201 $13,069 $15,750 $15,750 320 Printing $0 $0 $200 $200 322 Books/Fire Prevention week materials/codes $275 $237 $1,000 $1,250 345 Telephone & Communications $4,894 $5,461 $6,000 $6,000 354 Contract Services $10,082 $38,597 $13,800 $20,390 362 Equipment Maintenance $6,131 $2,288 $5,500 $5,500 366 Building Maintenance -station 62 $7,477 $5,342 $6,500 $6,500 369 Radio/pager-Equip.& Maintenance $4,821 $5,676 $5,000 $5,000 373 Dues & Training, meetings $5,495 $1 1,544 $10,000 $10,000 388 Firefighter Physicals $21 ,879 $15,538 $26,675 $27,475 521 Central Garage Transfer $43,938 $41,670 $40,027 $33,663 820 Transfer to Ambulance Fund $230,000 $352,000 $500,000 $380,000 821 Transfer to Fund 2956 Grant Match $0 $0 $22,454 $31,454 Subtotal $387,510 $538,780 $713,731 $604,007 610/620 Debt Retirement: Fire Pumper $0 $0 $63,457 $57,806 940 Capital Equipment-Vehicle/SCBA bottles/server $35,849 $0 $0 $44,546 Total $2,692,963 $2,779,016 $3,113,187 $3,057,406 15 PLANNING DEPARTMENT ACCOUNT # 1000-420 PURPOSE OF THIS DEPARTMENT: The purpose of the Planning Department is to develop and implement appropriate plans and policies that facilitate short and long term growth needs for the City of Kalispell. DEPARTMENT PERSONNEL: Planning Director (.65), Office Supervisor (.5), GIS Coordinator (.8), Senior Planner (1) and Planner ( 1 ). GOALS OF THIS DEPARTMENT: 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. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: During FY2020, the planning department will continue implementation of the Kalispell Downtown Plan. Staff will contine to work to improve downtown parking options and work with MDT as we implement a future vision for Main Street. Staff will assist public works in the update of the Kalispell Transportation Plan. The department will continue to work toward implementing the Core Area Plan, including developing final concept designs and construction drawings for the Kalispell Trail, assisting Community Development with the acquisition of railroad R/W, removal of the railroad lines, and development of the Kalispell Trail and complete street. The Kalispell Growth Policy Map update, is scheduled to be completed as part of the 2020 efforts. The Kalispell Architectural Revewi Committee desgn standards will be updated to address specific Downtown and Core Area provisions. Finally, staff will complete the pedestrian and bike facilities study with recommendations of key routes and connectors to be completed. PLANNING & ZONING FUND: 1000-420-411020 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE's 4.05 3.95 3.95 3.95 I 10 Salaries and payroll costs $276,806 $264,432 $278,527 $283,588 112 Salaries -Retirement $0 $0 $0 $59,014 153 Health Insurance $56,225 $55,251 $60,251 $56,122 155 Retirement $21 ,125 $20,731 $21 ,867 $22,556 Subtotal 354,156 340,414 360,645 $421,280 Maintenance & Operations: 210 Office Supplies/Equip/ Software $4,454 $204 $6,000 $5,000 231 Gas $133 $137 $300 $400 331 Publication & Filing Fees, Books, Printing $1 ,040 $1 ,625 $2,000 $2,000 345 Telephone $1 ,098 $787 $1 ,000 $1,000 354 Contract Services $0 $6,743 $2,000 $2,000 373 Dues & Training $1 ,918 $7,341 $7,000 $7,000 521 Central Garage Transfer $1,295 $949 $1 ,129 $401 Subtotal $9,938 $) 7,786 $19,429 $17,801 Capital Outlay 944 Vehicle (.5) shared with building department $0 $13,972 $0 $0 Total Budget $364,094 $372,172 $ 380,074 $439,081 16 COMMUNITY DEVELOPMENT ACCOUNT# 1000-480 PURPOSE OF THIS DEPARTMENT: Community Development works collaboratively with the community to improve the overall quality of place and life for residents and businesses. DEPARTMENT PERSONNEL: Assistant Director of Planning, Building and Community Development and Community Development Coordinator. Both of these positions are partially funded through the Westside TIF and Airport TIF. 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: The FY20 Budget highlights include the beginning of construction at the Trail component of the USDOT TIGER grant as well as construction of the South Kalispell TIF Traffic Project and the USDOT BUILD grant project at the Hwy 93 By-Pass Foys Lake project. Community Development FUND: 1000-480-470210 EXPENDITURE DETAIL ACTUAL ACTUAL FY16/17 FYI 7/18 Personal Services: ITE's 1.00 1.00 11 0 Salaries & Wages $61,028 $62,351 153 Health Insurance $8,567 $11 ,474 155 Retirement $4,718 $4,892 Subtotal $74,3 13 $78,7 17 Materials and Se1vices: 210 Office Supplies $132 $1,277 211 Grant Administration Expenses/project exp $594 $0 312 Postage & Printing $71 $496 334 Montana West Membership $500 $500 345 Telephone, Communications $586 $343 354 Contract Services $324 $160 373 Dues & Training $4,020 $1,576 379 Meetings $232 $0 Subtotal $6,459 $4,352 Total $80,772 $83,069 17 proposed BUDGET BUDGET FY18/19 FY19/20 1.00 1.00 $64,795 $67,380 $14,329 $13,277 $5,060 $5,325 $84,184 $85,982 $1,500 $1,000 $750 $750 $500 $500 $500 $500 $900 $750 $1,500 $500 $5,000 $5,000 $1,500 $1,500 $12,150 $10,500 $96,334 $96,482 ON BEHALF PAYMENTS FUND: I 00 I GENERAL-.400-420140 .... 420400 REVENUE PROJECTION/EXPENDITURE SUMMARY Beginning Cash CASH: Operating Revenue 336020 INTER GOVERNMENT AL Total Available Expenditure RETIREMENT 155 Police I 55 Fire & Ambulance Ending Cash Cash Carry Over ACTUAL FY16/17 $0 $1,441,752 $1,441,752 $728,185 $713,567 $1,441,752 $0 ACTUAL FY17/18 $0 $1,396,874 $1,396,874 $738,532 $658,342 $1,396,874 $0 PROGRAM DESCRIPTION BUDGET FY18/19 $0 $1,550,000 $1,550,000 $780,000 $770,000 $1,550,000 $0 proposed BUDGET FY19/20 $0 $1,550,000 $1,550,000 $820,000 $730,000 $1,550,000 $0 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 benefi t is a requirement ofGASB 24 (Governmental Accounting Standards Board). The State contributes 32.61 % (of payroll) for fire and 29.37% for police. 18 SPECIAL REVENUE FUNDS Page Fund Dept PUBLIC SAFETY 1-2 2230 Ambulance $ 1,459,426 3 2956 Fire Grants $ 352,000 4 2957 Hazrnat Grant $ 18,500 5-6 2399 Impact Fees $ 860,000 7 2915 Stonegarden Grant $ 10,000 8 2916 Drug Enforcement Grant $ 101,602 9-10 2919 Law Enforcement Grants $ 71,000 11-12 2394 Building Dept. $ 1,154,244 Total $ 4,026,772 PURPOSE OF THIS DEPARTMENT: 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. GOALS OF THIS DEPARTMENT: The goal of the Kalispell Ambulance Department is to provide effective medical response and educate the community on safe living practices. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The primary outcome of the·FY2020 budget is the continuation of emergency medical response and outreach services. Focus will be on internal and external communication improvements and operational accountability. A replacement medical transport ambulance is being requested to replace a 2002 ambulance. 500 400 300 200 100 0 -100 I-' N w ~ I-' N w ~ V, z :x, -l V, z :x, -l -l 0 0 I -l 0 0 I ~ ~ 8 8 8 8 8 8 :x, :x, :x, :x, :x, :x, :x, :x, -n -n -n -n -n -n -n -n -< -< -< -< -< -< -< -< I-' I-' I-' I-' I-' I-' I-' I-' 00 00 00 00 lD lD lD lD ~ AMBULANCE FUND #2230 I I-' V, -l 8 :x, -n -< N 0 ro ~ AMBULANCE (in lOOO's) I • ... N w ~ I-' N z :x, -l V, z 0 0 I -l 0 8 8 8 8 8 :x, :x, :x, :x, :x, -n -n -n -n -n -< -< -< -< -< N N N N N 0 0 0 I-' I-' ~ ~ ro ro ro ~ ~ ~ w :x, 0 ~ :x, -n -< N I-' ro ~ I I ~ I-' N -l V, z I -l 0 0 8 ~ -l :x, :x, :x, -n -n -n -< -< -< N N N I-' N N ro ro ro ~ ~ ~ w :x, 0 8 :x, -n -< N N ~ ~ ~ -l I 8 :x, -n -< N N ro ~ BEG. CASH BAL. --EXPENDITURES -RECEIPTS If the red line (expenditures) is above or intersects near the top of the green bar (beginning cash balance), the fund may not be able to meet its obligations and may need attention. Conversely, the red line intersecting the green bar near the bottom could indicate needed expenditures are not being incurred or an adjustment is needed. The ambulance fund is a hybrid tax/charge for services fund that receives approximately 2/3 of its revenue from charges for services (ambulance fees and county ems levy). In this hybrid fund a beginning cash carryover of 15%-25% (2-3 months) of budgeted expenditures should be sufficient, if a balanced budget is presented. Beginning cash carryover was 0% (FY19), 5% (estimated FY20), 1 % (estimated FY21), and 3% (estimated FY22). AMBULANCE FUND FUND: 2230-440-420730 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 CASH: operating $2,229 $270 $270 $60,102 Total Cash Available $2,229 $270 $270 $60,102 REVENUES 342050 Services billed $1,700,000 $1,700,000 $1,700,000 $1,700,000 NRchange ($162,000) ($50,000) ($50,000) ($46,000) Write -offs, uncollectible Medicare, etc. approx. 55% ($925,470) ($953,234) ($953,234) ($935,000) Net collections $612,530 $696,766 $696,766 $7 I 9,000 342070 County EMS Levy $106,095 $100,000 $ I 10,000 $120,000 Inception of Loan $0 $0 $0 $190,000 Transfer from General Fund $352,000 $500,000 $500,000 $380,000 Total $1,070,625 $1,296,766 $1,306,766 $1,409,000 Total Available $1,072,854 $1,297,036 $1,307,036 $1,469,102 EXPENSES Ambulance Service $1,072,584 $1,201 ,934 $1,186,934 $1,247,224 Debt service $0 $0 $0 $22,202 Capital $0 $60,000 $60,000 $190,000 Total $1,072,584 $1,261 ,934 $1,246,934 $1,459,426 ENDING CASH Operating cash available $270 $35,102 $60,102 $9,676 AMBULANCE FUND FUND: 2230-440-420730 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: ITE's 9.50 9.50 9.50 9.50 110 Salaries & Wages $612,770 $601,300 $656,047 $682,105 I 14 Comp Time Buyout $2,168 $0 $3,500 $3,500 115 Out of Rank Pay $1,602 $1,8 11 $2,500 $2,500 121 Overtime $54,478 $22,68 1 $30,000 $30,000 153 Health Insurance $144,880 $129,098 $155,949 $145,660 155 Retirement $83,219 $79,887 $87,109 $88,145 Subtotal $899,117 $834,777 $935,105 $95 1,909 Materials and Operations 2 10 Office Supplies/equip/computer $844 $979 $1,400 $1,400 218 Equipment -Non-Capital $4,108 $3,315 $4,200 $4,200 231 Gas $5,796 $5,628 $7,560 $7,560 241 Consumable Tools/uniforms $332 $2,125 $4,000 $4,000 312 Postage & printing $32 $129 $1,500 $1,000 345 Telephone & Communications $1,812 $1,696 $1,700 $1,700 354 Contract services $14,718 $40,865 $19,990 $19,990 355 911 Center contribution $34,000 $34,500 $35,020 $36,600 359 Collection Serv./Credit Card Fees/audit fees $3,448 $2,176 $1,650 $1,650 362 Equipment maintenance & radio maint. $5,000 $4,366 $5,000 $5,000 373 Dues & Training $2,666 $1,603 $5,000 $5,000 388 Exposure Testing/Immun. $0 $1,864 $2,500 $2,500 391 Treatment-Medical Supplies $31,205 $29,629 $49,749 $5 1,241 510 Property & Liability Ins. $7,614 $25,771 $34,487 $70,000 521 Central Garage Transfer $16,229 $18,070 $18,093 $18,009 522 Administrative Transfer $42,099 $48,407 $55,862 $47,276 528 Information Tech. Transfer $16,684 $16,684 $19,1 18 $18,189 Subtotal $186,587 $237,807 $266,829 $295,315 610/620 Debt Retirement: Ambulance $0 $0 $0 $22,202 940 Amb (fyl 7)/Cardiac Monitors(fyl 9)Amb(fy20) $169,708 $0 $60,000 $190,000 Total $1,255,412 $1,072,584 $1,261,934 $1,459,426 2 FIRE GRANTS FUND: 2956-416-420400 PROJECTED REVENUE/EXPENDITURE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10 100 CASH: operating $4,757 $4,778 $4,778 $6,003 REVENUES 331 120 Assistance for Firefighters Grant (SCBA) $0 $202,092 $0 $314,546 365020 Donation~oundup for Safety $4,894 $5,000 $7,225 $6,000 383001 City Share transfer from General fund $0 $22,454 $0 $31,454 Total $4,894 $229,546 $7,225 $352,000 Total Availab le $9,65 1 $234,324 $12,003 $358,003 EXPENDITURES 420400-218 Equipment (non-capital) $320 $0 $0 $0 22 1 Safety Equipment -Roundup for Safety $4,553 $5,000 $6,000 $6,000 420415-940 AFG GRT fy20 SCBA $0 $224,546 $0 $346,000 $4,873 $229,546 $6,000 $352,000 ENDING CASH CASH: operating $4,778 $4,778 $6,003 $6,003 3 HAZMAT GRANT FUND: 2957-416-420400 PROJECTED REVENUE/EXPENDITURE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 CASH: operating $60,785 $53,026 $53,026 $49,045 REVENUES 334021 Hazmat Grant $1,509 $0 $1,119 $20,000 365020 Hazmat Response Payments $1,945 so $0 $0 371010 Investments $614 $500 $700 $0 Total $4,068 $500 $1,8 19 $20,000 Total Available $64,853 $53,526 $54,845 $69,045 EXPENDITURES 420410-125 OT -Pass Thru Hazmat $5,462 $8,000 $2,700 $4,000 218 Equipment -Pass Thru Hazmat $4,68 1 $12,000 $2,300 $12,000 373 Travel -Pass Thru Hazmat $1,684 $5,000 $800 $2,500 Total $11,827 $25,000 $5,800 $18,500 ENDING CASH CASH: operating $53 ,026 $28,526 $49,045 $50,545 4 PUBLIC SAFETY IMP ACT FEES FUND: 2399 REVENUE PROJECTION Beginning Cash 10100 Cash: Administration 5% 10172 Cash: Police 10173 Cash: Fire Total Cash Revenue 341072 POLICE (less admin) 341072 5%Admin 341073 FIRE (less admin) 341073 5%Admin 371010 Interest Revenue -distrubuted to cash ADMIN Interest Revenue -distrubuted to cash POLICE Interest Revenue -distrubuted to cash FrRE Total Revenue Total Available Expenditure 900 Fire Department (inc debt service, less impact review) Police Department (less impact review) Administrative transfer Total Expenditures Ending Cash: Administration 5% 10100 Cash: Police IO 172 Cash: Fire 10173 Total Cash ACTUAL 5 FY17/18 $12,674 $90,937 $714,132 $817,743 $11,818 $622 $180,829 $9,558 $0 $1 ,051 $8,301 $212,179 $1 ,029,922 $69,516 $0 $15,000 $84,516 $7,854 $103,806 $833,746 $945,406 BUDGET FY18/19 $7,854 $103,806 $833,746 $945,406 $9,500 $500 $142,000 $7,500 $0 $800 $6,200 $166,500 $1,111,906 $750,000 $100,000 $10,000 $860,000 $5,854 $14,106 $231,946 $251,906 estimated ACTUAL FY18/19 $7,854 $103,806 $833,746 $945,406 $9,500 $500 $142,500 $7,500 $0 $2,000 $11,000 $173,000 $1,118,406 $0 $0 $10,000 $10,000 $5,854 $115,306 $987,246 $1,108,406 proposed BUDGET FY19/20 $5,854 $115,306 $987,246 $1,108,406 $9,500 $500 $142,500 $7,500 $0 $2,000 $11 ,000 $173,000 $1,281 ,406 $750,000 $100,000 $10,000 $860,000 $3,854 $26,806 $390,746 $421,406 PUBLIC SAFETY IMP ACT FEES FUND: 2399 EXPENDITURE SUMMARY/DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 413 420140 Police Department -available funds $0 $0 $100,000 $100,000 Subtotal Police $0 $0 $100,000 $100,000 416 420400 Fire Department -available funds $0 $0 $750,000 $750,000 610 Principal -Fire Truck $65,500 $67,524 $0 $0 620 Interest -Fire Truck $4,632 $1,992 $0 $0 Subtotal Fire $70,132 $69,516 $750,000 $750,000 400 410200 522 Administrative charge $10,000 $15,000 $10,000 $10,000 Subtotal Administration $10,000 $15,000 $10,000 $10,000 Total $80,132 $84,516 $860,000 $860,000 PROGRAM DESCRIPTION An Impact Fee committee oversees the recommendations for use of these funds. The fire department purchased a portion ofa 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. 6 HOMELAND SECURITY -STONEGARDEN GRANT FUND: 2915-413-420140 REVENUE PROJECTION -FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FYIS/19 FYIS/19 FY19/20 BEGINNING CASH Cash on Hand $0 $0 $0 $0 REVENUES 331112 Homeland Security Grant -15 Stonegarden $36,042 $120,000 $10,000 $0 331113 Homeland Security Grant-thru City of Whitefish $0 $0 $0 $10,000 Total $36,042 $120,000 $10,000 $10,000 Total Available $36,042 $120,000 $10,000 $10,000 EXPENDITURES 121 Ove11ime & payroll costs (KPD) $1,366 $20,000 $1,782 $10,000 218 Equipment (KPD) $0 $40,000 $3,000 $0 354 Contract Services (WPD, MFWP) $34,676 $60,000 $5,218 $0 Total $36,042 $120,000 $10,000 $10,000 ENDING CASH Cash on Hand $0 $0 $0 $0 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. 7 DRUG ENFORCEMENT GRANT FUND: 2916-413-420140 REVENUE PROJECTION -FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH Cash on Hand $3,473 $13,396 $12,876 $12,356 REVENUES 331020 HIDTA Grant $10,499 $8,000 $8,000 $8,000 331022 County Drug Grant $20,882 $23,000 $23,000 $23,000 383001 General Fund Transfer $64,000 $64,000 $64,000 $64,000 Total $95,381 $95,000 $95,000 $95,000 Total Avai lable $98,854 $108,396 $107,876 $107,356 EXPENDITURES Crime Control FTE's 1 110 Salaries and payroll costs $56,529 $64,857 $64,857 $65,117 121 Overtime-grant match $8,508 $7,500 $7,500 $8,000 153 Health Insurance $7,619 $8,453 $8,453 $11,934 155 Retirement $7,621 $8,710 $8,7 10 $8,751 Subtotal $80,277 $89,520 $89,520 $93,802 Materials and Services: 354 Contract Services $5,181 $6,000 $6,000 $7,800 Subtotal $5,181 $6,000 $6,000 $7,800 Total $85,458 $95,520 $95,520 $101,602 ENDING CASH Cash on Hand $13,396 $12,876 $12,356 $5,754 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. 8 . LAW ENFORCEMENT GRANTS FUND: 2919-413-420140 REVENUE PROJECTION -FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FYIS/19 FY19/20 BEGINNING CASH Cash on Hand $0 $69 $69 $69 REVENUES 331023 Bulletproof Yest Partnership $2,779 $3,500 $3,500 $3,500 331024 Roundup for Safety grant/other donations $2,842 $4,000 $4,000 $4,000 33 1021 Justice Assistance Grant (JAG) 20l6-DJ-BX-0265 $0 $12,000 $12,000 $0 334015 MDOT/Spec. Holiday Enforcement (STEP) (126) $25,582 $40,000 $40,000 $40,000 342015 School District Overtime $13,451 $20,000 $20,000 $20,000 383001 Transfer from General $7,000 $3,500 $3,500 $3,500 Total Revenue $5 1,654 $83,000 $83,000 $71,000 Total Available $51 ,654 $83,069 $83,069 $7 1,069 EXPENDITURES Crime Control $51,585 $83,000 $83,000 $71,000 ENDING CASH Cash on Hand $69 $69 $69 $69 PROGRAM DESCRIPTION This budget allows for the purchase of safety equipment through grant funding, including the Bulletproof Yest Partnership and Round-Up for Safety. 9 LAW ENFORCEMENT GRANTS FUND: 2919-413-420140 EXPENDITURE DETAIL/SUMMARY proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: 110 Salaries and payroll costs $2,696 $2,423 $4,000 $4,000 126 Overtime-Holiday Reimbursement $26,778 $21,303 $36,000 $36,000 127 Overtime-School district $16,305 $18,451 $20,000 $20,000 Subtotal $45,779 $42,177 $60,000 $60,000 Maintenance & Operations: 218 JAG grant $10,904 $0 $12,000 $0 220 Other equipment from donations $3,577 $3,393 $4,000 $4,000 221 Bullet Proof Vests $4,204 $6,015 $7,000 $7,000 Subtotal $18,685 $9,408 $23,000 $11,000 Total $64,464 . $51,585 $83,000 $71,000 10 BUILDING DEPARTMENT ACCOUNT# 2394-420 PURPOSE OF THIS DEPARTMENT: The building department serves as the entity that reviews plans and conducts inspections of construction in the city to promote safe and sustainable building efforts for the community. DEPARTMENT PERSONNEL: Planning Director (.35), Office Supervisor (.5), Assistant Office Supervisor, Building Official, two plans examiners, GIS position (.20) and four Building Inspectors. One inspector performs fire inspections and is funded 40% by the general fund (fire department). GOALS OF THIS DEPARTMENT: To achieve its purpose the building department conducts reviews and inspections in accordance with the most recently adopted building/fire and related construction codes. Along with fire life safety inspections in existing buildings. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY2020 budget will focus on the administration of the adopted code programs including residential, commercial and electrical inspection program, and the continued implementation of a web-based permit system allowing contractors to submit building applications on-line. This year, the 2018 code book cycle will be adopted and implemented including appropriate training. We will also incorporate safety features into the building department offices and storage areas. $2,500 $2,000 $1,500 $1,000 $500 $0 00 00 00 00 a-, rl rl rl rl rl >->->->->-u.. u.. u.. u.. u.. 0:: 0:: 0:: 0:: 0:: d d d d d I-0 0 I I-V, z 0:: I-V, .-i "' m 'Sf" .-i BUILDING DEPARTMENT ACCOUNT# 2394-420 a-, a-, rl rl >->-u.. u.. 0:: 0:: d d 0 0 z 0:: "' m BUILDING DEPARTMENT (in lOOO's) ._; t; ._; ._; ._; ._; ._; ._; ._; ._; V, V, V, V, V, V, V, V, V, V, Q) Q) Q) Q) Q) Q) Q) Q) Q) Q) Q) a-, 0 0 0 0 rl rl rl .-i "' "' .-i "' "' "' "' "' "' "' "' "' "' >->->->->->->->->->->-u.. u.. u.. u.. u.. u.. u.. u.. u.. u.. u.. 0:: 0:: 0:: 0:: 0:: 0:: 0:: 0:: 0:: 0:: 0:: I-d d d d d d d I-d d CJ CJ I t;:; 0 0 I I-0 0 I I-0 I-z 0:: ~ V, z 0:: I-V, z 'Sf" .-i "' m rl "' m 'Sf" rl "' ._; t; V, Q) Q). "' "' "' "' >->-u.. u.. 0:: 0:: d I-CJ 0 I 0:: I-m 'Sf" BEG.CASH BAL. -EXPENDITURES -RECEIPTS If the red line (expenditures) is above or intersects near the top of the green bar (beginning cash balance), the fund may not be able to meet its obligations and may need attention. Conversely, the red line intersecting the green bar near the bottom could indicate needed expenditures are not being incurred or an adjustment is needed. The building fund is supported by permits and fees. Permits and fee revenues are random. At a minimum, this fund should have enough cash available at July 1st to pay expenditures through December. In this fund, a beginning cash carryover of 50% of budgeted expenditures should be sufficient to pay the fund expenditures through December, if a balanced budget is presented. Beginning cash carryover was 206% (FY19), 153% (estimated FY20), 134% (estimated FY21), and 104% (estimated FY22). BUILDING DEPARTMENT FUND: 2394-420-420530 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 CASH: Operating $1,589,757 $1,970,615 $1,970,6 15 $1,765,772 REVENUES 323101 Building pennits $716,706 $600,000 $450,000 $400,000 323103 Plumbing pennits $37,443 $2 1,000 $30,000 $35,000 323 104 Mechanical permits $80,749 $30,000 $44,000 $35,000 323 105 Electircal permits $80,570 $60,000 $60,000 $60,000 323 108 Plan Review $306,342 $250,000 $140,000 $160,000 371010 Investment Earnings $19,475 $5,000 $27,000 $18,000 Total Revenue $1,24 1,285 $966,000 $751,000 $708,000 Total Available $2,831 ,042 $2,936,615 $2,721,615 $2,473,772 EXPENDITURES Operating $860,427 $955,843 $955,843 $1,154,244 Total Expenditures $860,427 $955,843 $955,843 $1,154,244 ENDING CASH 10 100 CASH: Operating $1,970,615 $1,980,772 $1,765,772 $1,3 19,528 11 BUILDING DEPARTMENT FUND : 2394-420-420530 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE's 6.75 8.65 8.65 8.65 110 Salaries and payroll costs $365,076 $469,129 $502,504 $520,71 I 112 Salaries -Retirement $0 $0 $21 ,472 $55,872 121 Overtime $13,922 $29,629 $20,000 $20,000 153 Health Insurance $73,092 $95,404 $95,112 $95,503 155 Retirement $27,940 $37,718 $37,666 $39,529 Total Personal Services $480,030 $631,880 $676,754 $731,615 Maintenance & Operations: 210 Supplies/computer hardware/software/other $29,278 $32,938 $36,000 $20,000 231 Gas &Oil $3,071 $3,285 $4,500 $5,000 320 Postage, printing, Code books $1,003 $9,430 $7,300 $7,300 323 State Ed Assessments $6,958 $5,136 $7,500 $7,500 345 Telephone & Communications $3,498 $4,386 $4,500 $6,000 353 Auditing (3 year Building audit for state) $1,000 $3,350 $4,500 $4,500 354 Contract Services $31 ,869 $20,426 $20,000 $20,000 355 City Works Licensing Fee $15,156 $19,671 $25,000 $16,000 356 ArcGIS server upgrade license $0 $9,500 $3,000 $6,000 357 Credit Card I PayPal Fees $0 $0 $20,250 $15,000 360 Furniture $0 $10,302 $9,000 $4,000 373 Dues & Training $13,578 $15,829 $30,000 $35,000 510 Insurance -liability & property $2,585 $7,176 $7,200 $10,000 521 Central Garage Transfer $1 ,453 $1,882 $1,926 $1 ,342 522 Administrative Transfer $16,282 $21,454 $29,956 $33,156 528 Information Technology Transfer $32,225 $29,196 $33,457 $3 1,831 Total M&O $157,956 $193,961 $244,089 $222,629 Capital Outlay: 920 Awning(fyl8) Mezzanine (fyl9 & fy20) $0 $9,447 $10,000 $200,000 940 Server (fyl8) N bsmt entrance safety proj (fyl9) $0 $10,000 $15,000 $0 944 Vehicles (fyl8) bldg annex rm 2nd floor access (fyl9) $63,145 $15,139 $10,000 $0 Total Capital $63,145 $34,586 $35,000 $200,000 Total Budget $701,13 I $860,427 $955,843 $1,154,244 12 SPECIAL REVENUE FUNDS Page Fund Dept PUBLIC WORKS 13-15 2400 Light Maintenance $ 406,820 16-17 2420 Gas Tax $ 721,041 18 2421 BaRSAA $ 420,000 19-24 2500 Street Maintenance $ 3,273,519 25 2825 MACI Grant $ 205,000 Total $ 5,026,380 LIGHT MAINTENANCE FUND #2400 PURPOSE OF THIS DEPARTMENT: Light Maintenance funds are utilized by the Traffics Signs and Signals Division to provide visibility that promotes safe and efficient use of sh·eet facilities. DEPARTMENT PERSONNEL: (1 .40 FTE) .05 Budget Resource Manager .20 Assessment Coordinator .15 GIS Specialist 1 Light Maintenance GOALS OF THIS DEPARTMENT: Achieve lighting standards and promote light replacements with longer lasting and more efficient lighting systems. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY20 budget presents the continuation of maintaining the light system to provide consistent and reliable lighting for vehicular traffic, pedestrians, bicycle travel, and outdoor recreational areas. Expenditures also allow for the rehabilitation of decorative lights in the downtown areas, installations of new luminaires throughout the City, and the conversion of LED fixtures for the City owned street lights and bollards. 500 450 400 350 300 250 200 150 100 so 0 LIGHT MAINTENANCE FUND#2400 LIGHT MAINTENANCE (in l OOO's) 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR FY18 FY18 FY18 FY18 FY19 FY19 FY19 FY19 FY20 FY20 FY20 FY20 FY21 FY21 FY21 FY21 FY22 FY22 FY22 FY22 est. est. est. est. est. est. est. est. est. est. est. est. est. BEG. CASH BAL. -EXPENDITURES -RECEIPTS 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 87% (FY19), 97% (estimated FY20), 92% (estimated FY21), and 86% (estimated FY22). LIGHT MAINTENANCE FUND: 2400-410-430263 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 CASH: $261,553 $315,885 $315,885 $393,432 10120 Replacement Account ($10,000/year) $30,000 $4,451 $4,451 $14,451 $291 ,553 $320,336 $320,336 $407,883 REVENUES 363010 Maintenance Assessments $378,888 $380,000 $395,000 $390,000 -designated for equipment replacement $10,000 $10,000 $10,000 $20,000 363040 Penalty & Interest $848 $600 $620 $700 364030 Misc. $22,618 $5,000 $41 ,085 $5,000 3ilOIO Interest Earnings $2,673 $1,200 $4,500 $3,000 $415,027 $396,800 $451,205 $418,700 TOTAL AVAILABLE $706,580 $717,136 $771 ,541 $826,583 EXPENDITURES Street Lighting (IO I 00) $328,227 $403,658 $363,658 $406,820 Capital Outlay-Replacement (IO 120) $35,549 $0 $0 $0 Debt Service $22,468 $0 $0 $0 $386,244 $403,658 $363,658 $406,820 ENDING CASH 10100 CASH: $315,885 $299,027 $393,432 $385,312 10120 Replacement Account ($20,000/year) $4,451 $14,451 $14,451 $34,451 $320,336 $313,478 $407,883 $4 19,763 13 LIGHT MAINTENANCE FUND: 2400-410-430263 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE'S l.25 t.25 l.25 1.40 110 Salaries $70,171 $72,665 $73,846 $86,741 153 Health Insurance $11,259 $11 ,516 $21 ,714 $15,533 155 Retirement $5,171 $5,450 $5,521 $6,589 Subtotal $86,601 $89,631 $101,081 $108,863 Materials and Services: 244 Lighting Supplies $6,976 $7,009 $18,000 $18,000 245 New Luminaires $500 $20,075 $30,000 $30,000 246 LED Luminaire Upgrade (carryover) $0 $21,165 $38,835 $30,000 341 Electricity $153,145 $155,585 $182,000 $182,000 360 Repair, Maint Services, & Other Supplies $8,137 $20,849 $20,000 $20,000 373 Dues & Training $0 $0 $0 $1,000 510 Liability Insurance & Uninsured Loss $392 $71 1 $800 $1,500 522 Administrative Transfer $12,648 $13,202 $12,942 $15,457 Subtotal $181 ,798 $238,596 $302,577 $297,957 Capital Outlay: Replacement Funds (IO I 20) 940 Machinery & Equipment $0 $35,549 $0 $0 Subtotal $0 $35,549 $0 $0 Debt Service: 610 Principal -Boom Truck $21 ,862 $22,055 $0 $0 620 Interest $596 $413 $0 $0 Subtotal $22,458 $22,468 $0 $0 Total $290,857 $386,244 $403,658 $406,820 14 LIGHT MAINTENANCE FUND: 2400-410-430263 FY 2020 BUDGET HIGHLIGHTS Line Item Detail: LIGHT MAINTENANCE 245 Luminaires -$30,000 Installation of new luminaires. 246 LED Luminaire Upgrade -Carryover $30,000 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 -$21,000 Maintain all City owned Luminaires and replacing the deteriorated and malfunctioning decorative globe lights at six per year. 15 GASTAX ACCOUNT # 2420-421 PURPOSE OF THIS DEPARTMENT: 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. GOALS OF THIS DEPARTMENT: Provide a right of way infrastructure program that includes reconstruction, maintenance, markings, and repair of streets, sidewalks, and alleys. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY20 budget reflects the continuation of the pavement marking, overlay, chip seal, and sidewalk replacement programs, which promotes safe travel and longevity of the road and pedestrian systems. GASTAX FUND: 2420-421-430240 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 Cash $590,277 $702,02 1 $702,021 $746,004 REVENUE 343012 Public Works Charges $0 $0 $0 $0 335040 Gas Tax Apportionment $38 1,045 $383,983 $383,983 $383,983 383001 Transfer from Solid Waste for Alley Paving $40,000 $40,000 $40,000 $40,000 37 101 0 Interest $7,116 $4,500 $10,000 $8,000 Total Revenue $428,161 $428,483 $433,983 $43 1,983 Total Available $1,018,438 $1,130,504 $1,136,004 $1,177,987 EXPENDITURES Street Department $3 16,417 $658,165 $390,000 $721,041 ENDING CASH Cash $702,021 $472,339 $746,004 $456,946 16 GASTAX FUND: 2420-421-430240 EXPENDITURE DETAIL 430240 Materials and Services-Streets 23 1 Gas & Oil 344 Natural Gas 354 Contract Services-Striping 360 Contract -Snow Remove, Constr. Support, Repair 368 Overlays & Chip Seals 452 Gravel 453 Equipment Rental 471 De-leer/Road Oil 472 Asphalt Material 473 Crack Sealing Material 4 74 Paint Striping Materials Total Materials & Services Streets 430234 Sidewalks/ Alleys: 956 957 Sidewalk Construction/ADA Compliance Alley Paving Total Capital Total ACTUAL FY16/17 $29,976 $4,600 $0 $900 $106,489 $0 $1,410 $44,682 $3 1,817 $4,362 $5,342 $229,578 SI 1,928 $38,750 $50,678 $280,256 ACTUAL FY17/18 $34,483 $4,758 so $750 $119,073 $4,023 $2,711 $39,158 $11 ,921 $4,707 $22,174 $243,758 $43,192 $29,467 $72,659 $316,417 FY 2020 BUDGET HIGHLIGHTS Line Item Detail: 368 Overlay & Chip Seals -Carryover $168,578 New Appropriations -$150,000 956 Sidewalk Replacement & ADA Compliance -Carryover $67,483, New Appropriation $50,000 BUDGET FY18/19 $40,000 $5,800 $20,000 $1,500 $300,000 $5,000 $5,000 $45,000 $50,000 $14,500 $30,000 $5 16,800 $101 ,365 $40,000 $141,365 $658,165 proposed BUDGET FY19/20 $42,000 $6,800 $20,000 $1,500 $3 18,578 $5,000 $5,000 $53,000 $40,000 $14,500 $30,000 $536,378 $117,483 $67,180 $184,663 $721,041 $25,000 to be used for a matching program to assist homeowners with replacing bad sidewalks and $25,000 to meet ADA requirements. 957 Alley Paving -Carryover 27,180 New Appropriation $40,000 Includes a transfer from Solid Waste to pave approximately 6 alleys and perform maintenance on existing paved alleys. 17 BaRSAA FUND: 2421-421 -430240 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 Cash $0 $74,438 $74,438 $0 REVENUE 335040 BARSAA Apportionment $141,787 $420,000 $305,077 $400,000 383001 Transfer from Special Street -5% $7,089 $21,000 $15,254 $20,000 Total Revenue $148,876 $441 ,000 $320,331 $420,000 Total Available $148,876 $515,438 $394,769 $420,000 EXPENDITURES 354 Pavement Maint. $74,438 $515,438 $394,769 $420,000 ENDING CASH Cash $74,438 $0 $0 $0 PROGRAM DESCRIPTION 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 20 18 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. 18 SPECIAL STREET MAINTENANCE ACCOUNT # 2500-421 PURPOSE OF THIS DEPARTMENT: To construct and maintain surface transportation, signals, and traffic controls that support economic viability and promotes clean, safe, and drivable travel during all seasons. DEPARTMENT PERSONNEL: (16.40 FTE) .20 Public Works Director .25 Senior Civil Engineer (City Engineer) .15 Budget Resource Manager .25 Construction Manager .15 Administrative Coordinator .25 Project Manager (Engineer II) .50 Road and Fleet Superintendent .20 Assessment Coordinator GOALS OF THIS DEPARTMENT: .20 Administrative Assistant .25 Engineering Tech/GIS/IT Supp01t .10 General Laborer 10.75 Special Street Maintenance Operators 1 Special Street Maintenance Supervisor 1 Traffic Signs and Signals Maintenance Supervisor 1 Traffic Signs and Signals Maintenance Technical .15 GIS Specialist 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. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY20 budget reflects the continuation of street and alley preventative maintenance, repairs, and reconstruction, including pavement marking, overlay, chip seal, ADA compliance, and sidewalk replacement programs. This budget supports the Kalispell area transportation plan update, which provides planning guidelines to meet the needs of new development and updates for the current transportation network. Expenditures to purchase equipment attachments for leaf collection improvements, a medium duty truck that supports year round operations and service, and utility rim adjustment equipment that supports paving projects. The Traffic, Signs, and Signal budget provides for the purchase of traffic detection to complete upgrades to improve traffic movements at the intersection of Meridian Road and Two Mile Drive. The purchase of a second variable message board will support traffic control for City wide construction projects, parades, and special events. 2500 2000 1500 1000 500 0 SPECIAL STREET MAINTENANCE FUND #2500 SPECIAL STREET MAINTENANCE (in 10001s) 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH -500 QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR .QTR QTR QTR QTR FY18 FY18 FY18 FY18 FY19 FY19 FY19 FY19 FY20 FY20 FY20 FY20 FY21 FY21 FY21 FY21 FY22 FY22 FY22 FY22 -1000 est. est. est. est. est. est. est. est. est. est. est. est. est. -1500 BEG. CASH BAL. -EXPENDITURES -RECEIPTS If the red line (expenses) is above or intersects near the top of the green bar (beginning cash balance), the fund may not be able to meet its obligations and may need attention. Conversely, the red line intersecting the green bar near the bottom could indicate needed expenditures are not being incurred, or an adjustment is needed. The special street maintenance fund is an assessed fund. As an assessment supported fund, the special street maintenance fund should have enough cash available at July 1st (and January 1st) to pay expenditures through December (June). In this fund a beginning cash carryover of 35%-40% of budgeted expenditures should be sufficient to pay the fund _expenditures through December, if a balanced budget is presented. Beginning cash carryover was 87% (FY19), 91 % (estimated FY20), 49% (estimated FY21), and 5% (estimated FY22). SPECIAL STREET MAINTENANCE FUND: 2500-421-430240 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 CASH: Operating $1,191,911 $1,634,033 $1,634,033 $1,898,776 10107 Cash, Designated Equip. Replacement $232,027 $162,502 $162,502 $148,859 10108 Cash, Designated S & C Repair/In-Lieu of $27,828 $27,828 $27,828 $27,828 10109 Cash, Designated Pavement Replacement $771 ,595 $486,843 $486,843 $636,843 Total Cash $2,223,361 $2,3 11,206 $2,311 ,206 $2,712,306 REVENUE 34301 2 Public Works Charges $58,999 $7,500 $7,500 $7,500 363010 Maintenance Assessments $2,067,750 $2,100,000 $2,100,000 $2,130,000 -designated for pavement replacement $400,000 $400,000 $400,000 $400,000 -designated for equipment replacement $200,000 $200,000 $200,000 $200,000 Bonded Debt -4th Ave E Rebuild $615,098 $0 $0 $0 363040 Penalty & Interest $6,537 $6,000 $6,000 $6,000 364030 Sale of Misc./ Aucti on $25,570 $5,000 $14,600 $5,000 371010 Investment $18,044 $15,000 $29,000 $22,000 Total Revenue $3,391,998 $2,733,500 $2,757,100 $2,770,500 Total Available $5,615,359 $5,044,706 $5,068,306 $5,482,806 EXPENDITURES Street DepartmentffSS $1,714,150 $2,095,116 $1,880,000 $2,095,705 Capital Equip. Replacement $296,575 $226,000 $226,000 $189,000 Capital Outlay Bonded Debt -4th Ave E Rebuild $615,098 $0 $0 $0 S & C Repair Funds $0 $27,828 $0 $27,828 Pavement Replacement Program $684,752 $691,927 $250,000 $960,986 Total Expenditures $3,310,575 $3,040,871 $2,356,000 $3,273,5 I 9 ENDING CASH 101 00 Cash, OPERATING $1,634,033 $1,672,417 $1,898,776 $1,973,571 10107 Cash, Designated Equip. Replacement $162,502 $136,502 $148,859 $159,859 10108 Cash, Designated S & C Repair $27,828 $0 $27,828 $0 10109 Cash, Designated Pavement Replacement $486,843 $194,916 $636,843 $75,857 Total $2,311,206 $2,003,835 $2,712,306 $2,209,287 19 SPECIAL STREET MAINTENANCE FUND: 2500-421-430240 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 STREET DIVISION Personal Services: FTE's 13.25 13.25 14.25 14.40 110 Salaries and Payroll Costs $671,788 $706,871 $776,609 $805,569 121 Overtime $35,135 $26,339 $28,000 $28,000 153 Health Insurance $146,402 $143,858 $170,710 $177,425 155 Retirement $5 1,987 $54,660 $57,693 $60,533 Subtotal $905,3 12 $931,728 $1,033,012 $1,07 1,527 Materials and Services: 210 Computer Equipment/Software/Supplies $4,431 $3,228 $16,360 $16,360 218 Non-Capital Equipment /Safety Equipment & Supplies $6,412 $8,308 $7,000 $7,000 220 Other supplies, Janitorial, Consumable Tools $4,465 $4,733 $4,500 $4,500 231 Gas&Oil $31,569 $35,833 $40,000 $42,000 341 Electric $2,733 $2,699 $3,500 $3,500 345 Telephone $1,226 $1 ,352 $1,500 $1,700 354 Contract Services $12,374 $18,559 $30,000 $22,500 356 Consultant-Transportation Plan, Plan Review $0 $514 $137,150 $157,150 362 Equipment Maint. Parts & Supplies, includes Radios $28,742 $2 1,782 $33,500 $33,500 366 Building Maint. $3,000 $2,473 $5,000 $26,375 373 Dues & Training $2,203 $1,830 $5,500 $7,500 388 Medical Services/Drug Test $420 $617 $1,000 $1,000 510 Property & Liability Insurance $13,578 $17,650 $17,23 1 $26,000 512 Uninsured Loss-Deductible $455 $0 $11,269 $11 ,269 521 Central Garage Transfer $179,219 $180,235 $200,052 $195,464 522 Administrative Transfer $90,571 $93,300 $98,967 $115,951 528 Information Tech. Transfer $12,513 $12,513 $14,339 $14,191 Subtotal $393,911 $405,626 $626,868 $685,960 610/620 Debt Service-Principal & Interest -from operating cash $114,962 $77,206 $36,740 $0 610/620 Debt Service-Principal & Interest -from pavement maint. $0 $34,821 $38,906 $38,987 Subtotal $114,962 $112,027 $75,646 $38,987 20 SPECIAL STREET MAINTENANCE FUND: 2500-421-430240 EXPENDITURE DETAIL -con't. proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Capital Outlay: 840 MAC[ Grant Match -Wtr/De-lcer Trk-Carryover $0 $0 $10,000 $10,000 920 Salt Brine Tank $8,950 $7,637 $0 $0 921 Sand/Cold Mix Storage Shed $35,749 $15,277 $0 $0 922 Shop Roof and Insulation Replacement $0 $0 $45,000 $0 923 Cold Storage Roof Replacement $0 $27,100 $0 $0 953 Shop Complex Pavement Restoration -Carry $0 $0 $38,200 $28,200 Subtotal $44,699 $50,014 $93,200 $38,200 Capital Outlay: Bonded Project 969 4th Ave E. Main Replc $0 $615,098 $0 $0 430244 354 Pavement Maintenance Funds $280,407 $642,842 $632,021 $901,999 820 Transfer to BaRSAA $0 $7,089 $21,000 $20,000 430245 Replacement Funds: 940 Machinery & Equipment $251,137 $296,575 $195,000 $158,000 430248 Sidewalk & Curb Repair Funds 354 Contract Services (carryover) $0 $0 $27,828 $27,828 Total Streets $1,990,428 $3,060,999 $2,704,575 $2,942,501 430264 TRAFFIC SIGN & SIGNALS Personal Services: FTE's 2.0 2.0 2.0 2.0 110 Salaries $120,485 $118,243 $124,519 $103,256 121 Overtime $607 $0 $7,500 $7,500 153 Health Insurance $16,306 $21,767 $26,794 $29,676 155 Retirement $8,798 $8,748 $9,177 $7,685 Subtotal $146,196 $148,758 $167,990 $148,117 Maintenance & Operations: 210 Computer Equipment/Software/Supplies $1,892 $1 ,395 $2,500 $3,775 218 Non-Capital Equipment /Safety Equipment & Supplies $1,441 $7,529 $6,700 $6,700 220 Other Supplies, Janitorial, Consumable Tools $2,409 $2,612 $3,500 $3,500 21 SPECIAL STREET MAINTENANCE FUND: 2500-421-430240; 430264 EXPENDITURE DETAIL -con't. proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Maintenance & Operations: Cont. 242 Street Signs $19,230 $7,469 $30,000 $30,000 243 Traffic Signals $15,555 $5,905 $20,000 $30,000 245 Barricade Materials $5,229 $5,603 $5,500 $6,000 341 Electricity $1,843 $1,829 $3,000 $3,000 345 Tele. & Communications $725 $769 $850 $850 354 Contract Services $3,443 $7,793 $10,000 $10,000 362 Equipment Maintenance Parts, includes Radios $925 $3 ,203 $3,000 $3,000 366 Building Maintenance $1,907 $363 $3,000° $7,375 373 School & Travel $3,511 $5,610 $6,000 $7,000 428 Paint Materials $3,583 $4,147 $5,000 $5,000 510 Property & Liability Insurance $1,604 $1,793 $1,623 $3,000 512 Uninsured Loss-Deductible Property $9,838 $0 $2,777 $2,777 521 Central Garage Transfer $7,934 $8,024 $7,435 $7,502 532 Office Rent $6,422 $6,422 $6,422 $6,422 Subtotal $87,491 $70,466 $117,307 $135,901 Capital Outlay: 940 Machinery & Equipment $0 $30,352 $51,000 $47,000 Subtotal $0 $30,352 $51,000 $47,000 Total Traffic Signs and Signals $233,687 $249,576 $336,297 $331 ,018 Grand Total -Streets & TSS $2,224,115 $3,310,575 $3,040,871 $3,273,519 22 SPECIAL STREET MAINTENANCE FUND: 2500-421-430240 FY 2020 BUDGET HIGHLIGHTS Line Item Detail: Street Division 110 Personnel Services -Includes an additional .15 FTE Addition of one full-time GIS specialist. Salary split between Stonn, Water, Sewer, Street, Light Maint. and Solid Waste. 210 Computer Equipment/Software/Supplies -$16,360 Includes funds for GPS vehicle Tracking, annual software licenses, and to meet the computer replacement schedule. 354 Contract Services -$22,500 $7,500 needed for street sweepings disposal. 356 Consultant -$157,150 $150,000-Transportation Plan Update-Carryover $100,000; New Appropriation $50,000-Propose to work in conjunction with MOOT and update the 2008 Kalispell Area Transportation Plan. This plan is now l O years out of date and is scheduled to be updated now that the bypass is complete. Updating the plan ensures projects and priorities are current and consistent with community needs. $7,150 -Plan Review and Construction Administration Support 366 Building Maintenance -$26,375 $15,000 -Replace four street department shop doors S 4,375 -Shop Complex Motorized Gate System. Cost shared between Water, Sewer, Streets, TSS, Central Garage, Solid Waste, Parks, and Police. Total Cost $35,000 S 2,000 -Repair a damaged section of security fence at shop complex. Cost shared with Sewer, Water, Solid Waste Street and Parks. Total Cost $.10,000 $ 5,000 -Misc Building Repairs Capital Outlay: Operating Funds 840 MAC! Grant Match -Carryover $10,000 During the next MAC! 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 MAC! Fund and a $10,000 transfer from the Special Street Maintenance Fund. Estimated cost of the flush/de-icer truck is $185,000. 23 SPECIAL STREET MAINTENANCE FUND: 2500-421-430240 FY 2020 BUDGET HIGHLIGHTS Line Item Detail Continued: Street Division Capital Outlay: Operating Funds Cont. 953 Shop Complex Pavement Restoration -Carryover $28,200 Th_e project involves replacement of the degraded asphalt surface inside the fenced area of the City Shop Complex and the installation of a new storm water quality treatment device. The asphalt at the City Shop Complex is deteriorated beyond simple patch work and necessitates replacement. The asphalt replacement triggers storm water treatment requirements stipulated by the MS4 permit and promotes good stewardship for clean water discharges to Ashley Creek. Cost shared between Water, Sewer, Storm, Streets, & Solid Waste. Total Project Cost $341,000 430244 Pavement Repairs -$901,999 354 Pavement Maintenance -Carryover $501,999, New Appropriation $400,000 Capital Outlay: Replacement Funds 430245 Machinery & Equipment -Carryover $7,000; New Appropriation $151,000 940 $13,000-Two Leaf Loader Buckets -Cost split with Storm -Total Cost $26,000 $100,000 -Used Medium Duty Flat Bed Truck with Removable Deicer Tank $11,000 -Manhole Repair System -Cost shared with Sewer and Storm -Total Cost $33,000 $27,000 -V-Plow Hydraulic Package Line Item Detail Continued: Traffic Sign & Signals 243 Traffic Signals -$30,000 $10,000 increase is for Whitefish Stage School Zone Flasher LED update 366 Building Maintenance -$7,375 $4,375 -Shop Complex Motorized Gate System (cost shared betwn water, sewer, streets, TSS, Central Garage, Solid Waste, Parks, Police. Total Cost $35,000 $3,000 -Misc Repairs Capital Outlay: 944 Machinery & Equipment -$47,000 $25,000 -Variable Message Board-Used for emergencies, planned work, and special events. $11,000 -Replace 1995 Pipe Threader $11,000 Wavetronix Detection Upgrade on Meridian/ 2 Mile Dr 24 MT. AIR & CONGESTION GRANT FUND: 2825 ... STREET ... .421. ... FUNCTION ... .430240 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH CASH: Operating REVENUES 331055 MACI Grant (FYI 9 Sweeper & FY20 Flush Truck) 383012 Transfer (match) from Storm Sewer• carryover 383012 Transfer (match) from Street Maintenance Total Revenue Total Available EXPENDITURES 940 Capital Equipment ENDING CASH CASH: Operating ACTUAL FY17/18 $21,006 $0 $0 $0 $0 $21,006 $0 $21,006 BUDGET FY18/19 $21 ,006 $363,122 $43,000 $10,000 $416,122 $437,1 28 $419,406 $17,722 PROGRAM DESCRIPTION estimated ACTUAL FY18/19 $21,006 $363,122 $43,000 $0 $406,122 $427,128 $387,378 $39,750 proposed BUDGET FY19/20 $39,750 $176,783 $0 $10,000 $ I 86,783 $226,533 $205,000 $21,533 The Montana Air and Congestion Initiative (MACI) provides funds for equipment purchases which are utilized to benefit air quality in the State. FY2020 BUDGET HIGHLIGHTS 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% m_atch, plus indirect costs, would come from the remaining balance in the MAC! Fund and a $10,000 transfer from the Special Street Maintenance Fund. Estimated cost of the flush/de-icer truck is $185,000. 25 SPECIAL REVENUE FUNDS Page Fund Dept PARKS 26 2210 430 Parks in Lieu $ 18,392 27 2215 Revenue and Fund Summary 28-29 2215 436 Parks $ 850,929 30 2215 440 Athletic Complex $ 258,328 31 2215 431 Recreation/Sports $ 174,563 32 2215 448 Youth Camps $ 266,212 33 2215 437 Aquatics Facility $ 283,953 34-35 2600 Forestry/Developer's Trees $ 644,949 $ 2,497,326 PARKS IN LIEU FUND: 2210-436-460430 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH CASH $1,416 $ l 8,392 $18,392 $18,592 REVENUES MT DOT Trail Refund $3,657 $0 $0 $0 346080 South Side Estates $13,135 $0 $0 $0 371010 Interest Earnings $184 $0 $200 $0 Total Revenue $16,976 $0 $200 $0 Total Available $18,392 $18,392 $18,592 $18,592 EXPENDITURES Park Improvements -Lions Park Irrigation / split w/parks $0 $18,348 $0 $18,392 $0 $18,348 $0 $18,392 ENDING CASH Cash Carry over $18,392 $44 $18,592 $200 PROGRAM DESCRIPTION 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. 26 PURPOSE OF THIS DEPARTMENT: PARKS FUND #2215 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. DEPARTMENT PERSONNEL: (5.55 FTE) Parks shares personnel costs of Parks and Recreation Director, Parks Superintendent, Parks Foreman, Administrative Specialist and four Parks Caretakers. GOALS OF THIS DEPARTMENT: 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. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: In FY20 the Parks Department will address and strengthen the basics by continuing to increase contract and in-house weed spraying as well as_grass over seeding to strengthen turf. Beacon lights will be purchased and installed at Woodland Park to help assist geese in finding new places to live. As part of the new playground being installed at Woodland Park a concrete sidewalk will be installed around the perimeter. A new powered lift gate will be purchased and installed on a current parks truck to help with loading and unloading. In addition a new wood fence/parking barricades will be installed at Woodland Park. 29 $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 00 00 00 00 ()") ()") ()") ...; ...; ..-< ..-< ..-< ..-< ..-< ..-< ..-< V\ V\ >->->->->->->-Qj Qj u.. u.. u.. u.. u.. u.. u.. ()") 0 et:: et:: et:: et:: et:: et:: et:: ..-< N 8 8 8 8 8 8 8 >->-u.. u.. r 0 0 I r 0 0 et:: et:: V, z et:: r V, z et:: 8 8 ..-< N m s:t .-i N m I r r V, s:t .-i PARKS FUND #2215 PARKS (in lOOO's) ...; ...; ...; ...; ...; +-' V\ V\ V\ V\ V\ V\ Qj Qj Qj Qj Qj Qj 0 0 0 ..-< ..-< ..-< N N N N N N >->->->->->-u.. u.. u.. u.. u.. u.. et:: et:: et:: et:: et:: et:: 8 8 8 8 8 8 0 0 I r 0 0 z et:: r V, z et:: N m s:t .-i N m BEG. CASH BAL. -EXPENDITURES -RECEIPTS ...; ...; ...; ...; ...; V\ V\ V\ V\ V\ Qj Qj Qj Qj Qj ..-< N N N N N N N N N >->->->->-u.. u.. u.. u.. u.. et:: et:: et:: et:: et:: 8 8 8 8 8 I r 0 0 I r V, z et:: r s:t .-i N m s:t 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 45% (FY 19), 42% ( estimated FY20), 36% ( estimated FY21), and 28% (estimated FY22). PARKS DEPARTMENT FUND: 2215-436-460430 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH: 10100 CASH: operations $738,327 $847,399 $847,399 $786,291 10107 Cash designated for Capital Equipment $40,917 $32,379 $32,379 $7,467 $779,244 $879,778 $879,778 $793,758 REVENUE: 311100 Real Estate Taxes $984,766 $1 ,025,000 $1 ,020,000 $1,045,000 311200 Personal Property/Entitlement $43,422 $40,000 $42,000 $40,000 312000 Penalty & Interest $1 ,685 $2,000 $1,500 $2,000 381060 Operating transfer-Health Insurance/Bandshell( 18) $101 ,467 $91 ,000 $91 ,000 $91,000 Subtotal Revenue from Taxes $1,131 ,340 $1 ,158,000 $1 ,154,500 $1 ,178,000 346050 Parks Usage Fees $20,713 $21 ,500 $20,000 $20,000 365015 Kidsports Maintenance $25,850 $20,000 $20,000 $20,000 346056 Kidsports usage $3,288 $2,500 $3,000 $3,000 346059 Picnic in the Park $22,993 $27,000 $26,000 $26,500 346051 Recreation Fees $22,472 $17,216 $22,216 $20,033 346053 Scholarships (donation) $3,271 $3,000 $1 ,700 $2,000 346052 Sports Programs $53 ,162 $52,022 $52,022 $59,480 365010 Donations/Grants( fy 16)/Reimb&Dog Park(fy 17) $15,241 $0 $1 ,675 $0 346054 Community After School Programs $67,427 $70,000 $53,000 $56,000 346057 Youth Camps $155,099 $147,302 $150,302 $156,42 1 346030 Pool $143,692 $127,000 $142,000 $140,000 346040 Concessions $36,552 $34,000 $38,000 $36,000 Subtotal Recreation & Pool $569,760 $521 ,540 $529,915 $539,434 371010 investments $6,672 $4,000 $7,000 $5,500 346055 lee Rink Utilities Reimbursement $18,773 $22,500 $20,126 $20,000 381050 Inception of loan $61,527 $100,000 $100,000 $0 Total $1 ,788,072 $1 ,806,040 $1 ,811 ,541 $1 ,742,934 Total Resources Available $2,567,316 $2,685,818 $2,691,319 $2,536,692 EXPENDITURES: All Departments $1,687,538 $2,101,723 $1,897,561 $1,833,985 ENDING CASH: Cash Designated for Capital $32,379 $7,379 $7,467 $22,467 Cash Carry Over $847,399 $576,716 $786,291 $680,240 27 PARKS DEPARTMENT FUND: 2215-436-460430 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE's s.ss s.ss s.ss s.ss 110 Salaries and payroll costs $311,383 $313,091 $324,341 $336,666 Ill Salaries -seasonal $58,751 $36,713 $73,950 $66,679 121 Overtime: Call outs $0 $176 $300 $300 153 Health Insurance $60,908 $59,142 $67,983 $61,999 155 Retirement $26,545 $25,546 $27,932 $28,857 Subtotal $457,587 $434,668 $494,506 $494,501 Maintenance & Operations: 210 Office Supplies, equip./computers $860 $1,575 $1,800 $1,800 215 Equipment -not capital $0 $7,822 $7,000 $6,000 224 Janitorial Supplies (All Parks) $4,845 $5,357 $6,000 $6,000 229 Other Supplies (fertilizer, weed spray, seed, paint) $3,022 $3,025 $10,000 $10,000 231 Gas $15,468 $14,211 $15,500 $15,500 241 Tools I Small Equipment /Safety equip $1,619 $2,146 $3,500 $6,000 320 Printing (Info brochures), advertising (legal notices) $169 $15 $400 $200 34 1 Electricity $14,000 $12,812 $14,000 $14,000 343 Ice Rink Utilities (Reimbursed-see revenue) $20,918 $18,802 $20,000 $20,000 344 Natural Gas $1,955 $1,904 $2,500 $2,500 345 Telephone & Communications $2,571 $2,412 $3,600 $2,800 351 Sports Court and Sport Maintenance $0 $7,300 $9,000 $2,000 354 Contract Services/Tennis Agreement $0 $2,000 $2,000 $2,000 355 Contract Services-Trail Maint./weed control/ woodland sidewalk $4,920 $6,958 $30,000 $15,000 356 Consultants -Preliminary design Hwy 93 trail $0 $0 $30,000 $30,000 357 Active Communities Expense $0 $0 $2,680 $1,193 358 FVCC Tennis Interlocal Agreement $0 $7,000 $7,000 $7,000 362 Equipment / Building Maintenance $3,699 $23,060 $40,000 $10,500 364 Landscape Materials, Perennials & Rose Garden $5,444 $5,700 $6,000 $6,000 367 Vandalism Repairs $46,867 $2,715 $4,000 $4,000 373 Dues & Training $5,255 $3,773 $8,000 $8,000 388 Medical services: Drug Testing $151 $0 $400 $400 395 Equipment Rental $301 $682 $1,400 $500 420 Metal /Wood ·Products-Fencing, picnic tables $2,821 $2,596 $5,000 $9,000 440 Irrigation Supplies $6,847 $6,280 $9,500 $7,500 452 Gravel, top soil, sand & compost $569 $180 $1,500 $1 ,500 con't 28 PARKS DEPARTMENT FUND: 22 15-436-460430 EXPENDITURE DETAIL -con't. proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Maintenance & Operations Continued: 521 Central Garage Transfer $43,857 $40,634 $44,867 $38,968 545 County Landfill $0 $0 $5,773 $6,273 610 Principal /Board of Investments -mower/flatbed/restrrn/playground $9,112 $30,928 $48,649 $59,296 620 Interest /Board of Investments -mower/flatbed/restrrn/playground $327 $2,647 $7,001 $7,890 Subtotal $195,597 $212,534 $347,070 $301 ,820 Capital Outlay: 941 Equipment -truck replacement (fy20) $90,673 $61,527 $40,000 $38,000 931 Park Improvements -Thompson Playground $0 $23,538 $0 $0 932 Park Improvements -Lions Irrigation/ split w/parks in lieu $0 $0 $0 $16,608 933 Park Improvements -Dog Park $0 $49,612 $0 $0 920 Building Improvements -Woodland Park playground $39,314 $0 $100,000 $0 Subtotal $129,987 $134,677 $140,000 $54,608 Total $783,171 $781,879 $981 ,576 $850,929 FY 2020 BUDGET HIGHLIGHTS Line Item Detail : Parks Department 941 Equipment -$38,000 Truck Replacement 932 Park Improvements -$16,608 Irrigation Improvements -Lions Park/ split with parks in lieu 29 ATHLETIC COMPLEX ACCOUNT # 2215-440 PURPOSE OF THIS DEPARTMENT: 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. DEPARTMENT PERSONNEL: (2.15 FTE) KY AC shares personnel costs of Parks Superintendent, Parks Foreman and 2 Parks Caretakers. GOALS OF THIS DEPARTMENT: Maintain 138 acres of sports fields, 3 parks (pocket, Spring Prairie, Memorial), and green spaces in a maintenance mode that supports the agreement between KY AC and the City. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The KY AC budget focuses on meeting the requirements of the 5 sports organizations, while maintaining the fields to promote safety and participation. With the completion of the additional fields on the north end of the complex the FY20 budget includes an increase in fertilizer and irrigation cost. A new goal at KY AC this year will be to increase over seeding of grass on main play areas on sports fields providing better, stronger turf. Kalispell parks and Recrecreation will continue working with Kidsports to improve the facilities under the terms of the Memorandum of Understanding. ATHLETIC COMPLEX FUND: 2215-436-460440 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY18/19 Personal Services: FTE's l.95 l.95 2.15 2.15 110 Salaries and payroll costs $68,342 $88,037 $106,149 $110,377 111 Seasonal Salaries $40,882 $41 ,027 $41 ,904 $38,917 121 Overtime $0 $0 $300 $300 153 Health Insurance $16,436 $22,140 $31,767 $34,733 155 Retirement $7,498 $9,330 $9,714 $10,009 Subtotal $133,158 $160,534 $189,835 $194,337 Maintenance & Operations: 221 Safety Equipment (ear plugs, masks, glasses etc) $26 $15 $350 $600 229 Other Supplies (fertilizer, weed spray, seed, paint) $15,446 $14,350 $20,500 $22,000 231 Gas $5,215 $6,998 $8,500 $8,500 241 Consumable Tools (weedeaters) $1 ,399 $50 $4,200 $2,000 341 Electricity $7,368 $9,478 $9,500 $9,500 345 Telephone & Communications $146 $183 $240 $240 354 Contract Services -pump & pest management $30 $0 $1,000 $1 ,000 355 Contract Services -well, pump, pressure tank $42,274 $22,549 $15,000 $0 362 Equipment Maintenance $434 $366 $800 $800 364 Landscape, Flowers & gardens $548 $136 $600 $600 367 Vandalism Repairs $318 $241 $500 $500 373 Dues & Training $401 $140 $600 $600 388 Medical services: Drug Testing $0 $0 $200 $200 395 Rental Equipment $0 $0 $150 $150 420 Metal /Wood Products/Fencing $0 $2,920 $1,500 $1,500 440 Irrigation $3,918 $3,939 $6,000 $7,000 452 Gravel/Sand $32 $1,278 $1,200 $1,200 521 Central Garage Transfer $0 $1,097 $1 ,562 $4,20 1 545 County Landfill $0 $0 $3,400 $3,400 Subtotal $77,555 $63 ,740 $75,802 $63,991 Capital Outlay: 940 Equipment -mower & slit seeder $23,988 $2,650 $107,000 $0 Total $234,701 $226,924 $372,637 $258,328 30 RECREATION/SPORTS ACCOUNT# 2215-431 PURPOSE OF THIS DEPARTMENT: The purpose of the Recreation Department is to provide affordable recreational and sports programs to encourage educational opportunities and promote healthy life styles. DEPARTMENT PERSONNEL: (1.6 FTE) Recreation shares personnel costs of the Parks and Recreation Director, Recreation Superintendent, Recreation Programmer, and Office Admin. GOALS OF THIS DEPARTMENT: 1. Provide free community & family events such as: Outdoor Movies, Picnic in the Park, Art Walk, Santa's Calling, and Shakespeare in the Park. 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. 4. Develop new recreation and sports programming based on current trends and customer requests. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The Recreation FY20 budget focuses on developing and maintaining recreational programming and youth sports such as: Picnic in the Park, Valentines Dance, Santa's Calling, Little Dribblers and Squirts basketball, Runnin' Rascals Football, seasonal soccer programs and our cheerleading camps. This year we will introduce a couple of new programs such as; youth art camps, family fly fishing and an indoor soccer league. RECREATION/SPORTS & SPECIAL EVENTS FUND: 2215-436-460431 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY1 9/20 Personal Services: FTE's 1.6 1.6 1.6 1.6 110 Salaries and payroll costs $79,547 $80,209 $81 ,541 $83,360 Ill Seasonal Salaries $6,440 $11,757 $9,133 $10,065 153 Health Insurance $20,214 $19,666 $21 ,601 $22,649 155 Retirement $6,114 $6,239 $7,005 $7,304 Subtotal $112,315 $117,871 $119,281 $123,377 Maintenance & Operations: 229 Other Supplies $7,348 $8,618 $11,110 $11,138 231 Gas $590 $407 $780 $584 320 Printing & Advertising $10,746 $11,010 $12,265 $9,300 345 Telephone & Communications $739 $564 $668 $664 353 On Line Registration/Credit Card Fees $0 $0 $5,458 $0 354 Contract Services $20,485 $21,320 $22,205 $27,550 357 Music Franchise Fees $1 ,042 $1,077 $1,150 $1 ,250 373 Dues & Training $509 $100 $1,214 $700 Subtotal $41 ,459 $43,096 $54,850 $51 ,186 Total $153,774 $160,967 $174,131 $174,563 31 PURPOSE OF THIS DEPARTMENT: YOUTH CAMPS ACCOUNT # 2215-448 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. DEPARTMENT PERSONNEL: (1.5 FTE) Youth Camps shares personnel costs (with Recreation/Sports budget) of the Recreation Superintendent, Recreation Programmer, and Office Admin. GOALS OF TIDS DEPARTMENT: 1. To provide affordable out of school programs for parents. 2. To provide an enriching and positive atmosphere. 3. To provide appropriate activities that develop cognitive, social, physical and emotional outcomes. 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: The Youth Camp FY20 budget focuses on meeting the federally and state mandated daycare standards for adult to child ratio to ensure safety and quality staffing, while providing a variety of stimulating field trips and physical and cultural activities to promote emotional and physical growth of our participants. After the change in Afterschool Program transportation in FY19, we are seeking to partner with the Kalispell School District again to increase participation and customer confidence. Each afterschool family will be required to pay $67.50/child per year for transportation costs. KPR will be required to pay the balance if the 100 participant minimum is not met. YOUTH CAMPS FUND: 2215-43 6-460448 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE's 1.5 1.5 1.5 1.5 110 Salaries and payroll costs $70,696 $71 ,118 $72,174 $73,603 111 Salaries-seasonal $110,426 $107,131 $142,248 $139,364 121 Overtime $0 $2 $150 $150 153 Health Insurance $19,058 $18,693 $20,771 $21 ,805 155 Retirement $5,429 $5,527 $6,584 $6,765 Subtotal $205,609 $202,471 $241,927 $241,687 Maintenance & Operations: 224 Janitorial supplies (Daycamp facility) $247 $30 $450 $250 229 Other Supplies $1,145 $2,032 $4,520 $3 ,520 231 Gas $266 $134 $355 $338 320 Printing & Advertising $0 $25 $345 $295 345 Telephone & Communications $1 ,080 $890 $1,040 $1 ,352 353 On Line Registration Fees $0 $0 $4,000 $0 354 Contract Services $9,001 $10,251 $12,870 $12,870 355 After School program expenses $1 ,554 $654 $1,200 $1 ,200 356 Bank Fees/Credit Card Charges $3,685 $3,902 $6,000 $4,000 373 Dues & Training $591 $285 $812 $700 Subtotal $17,569 $18,203 $31 ,592 $24,525 Total $223,178 $220,674 $273,519 $266,212 32 AQUATICS FACILITY ACCOUNT# 2215-437 PURPOSE OF THIS DEPARTMENT: 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. DEPARTMENT PERSONNEL: Seasonal Labor GOALS OF THIS DEPARTMENT: 1. To provide affordable aquatic recreational opportunities for our community. 2. To provide safe and fun aquatic programs. 3. Offer a healthy lifestyle alternative. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: To support and benefit the general operation and ensure safe activities at the aquatic facility for FY20, while addressing necessary building and amenity repairs and improvements. FY 20 budgeted funds will address necessary equipments upgrades including purchasing a new chemical feeder system and leasing controllers to replace equipment originally purchased when the pool was opened. We are also switching chemical suppliers to reduce shipping costs of of chemicals. AQUATICS FACILITY FUND: 2215-437-460445 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: Ill Seasonal Salaries $166,082 $172,163 $182,210 $171 ,808 121 Overtime $187 $129 $400 $200 155 Retirement $1,274 $1,116 $1,500 $1 ,500 Subtotal $167,543 $173,408 $184,110 $173,508 Maintenance & Operations: 210 Office Supplies/printing/equip $239 $5 18 $500 $500 224 Janitorial Supplies, safety equipment $2,21 1 $2,116 $2,500 $2,000 226 Chlorine & Chemicals $27,105 $26,064 $27,500 $26,500 228 Concession stand $18,326 $21,372 $21 ,000 $20,000 229 Other Supplies, consumable tools, $2,831 $3 ,165 $4,500 $4,000 341 Electricity $7,675 $8,333 $9,500 $9,000 344 Natural Gas $15,988 $14,180 $25,000 $21 ,500 345 Security Cameras / Telephones/Internet $1,697 $1 ,851 $1,800 $2,550 354 Licenses & Fees $590 $73 1 $1,300 $1,300 356 Bank Fees/CC Charges $1 ,172 $1,83 1 $3,000 $3,200 362 Equipment/Building Maintenance $13,605 $42,284 $17,350 $18,095 380 Training Materials $2,049 $1 ,240 $1 ,800 $1,800 Subtotal $93,488 $123,685 $115,750 $110,445 Total Pool Budget $261 ,03 I $297,093 $299,860 $283,953 FY 2020 BUDGET HIGHLIGHTS 362 Premier Pool -update chemical feeder and automation servivce and cleaning of existing boilers misc building upgrades 33 PURPOSE OF THIS DEPARTMENT: FORESTRY FUND#2600 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. 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. GOALS OF THIS DEPARTMENT: 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. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The FY20 Urban Forestry budget will focus on high priority trees and deferred maintenance pruning utilizing contracted services and in-house crews. Budget includes the purchase of resistograph, a tool used to help evaluate pockets of decay in trees helping make better decisions on tree management. $800 $700 $600 $500 $400 $300 $200 $100 $0 00 00 00 00 O'I O'I O'I +C +C .-i rl rl rl rl rl .-i VI VI >->->->->->->-Qj Qj LL LL LL LL LL LL LL O'I 0 cc cc cc cc cc cc cc .-i N 5 5 5 5 5 5 5 >->-LL LL I-0 0 I I-0 0 cc cc V) z cc I-V) z cc 5 5 .-i N ('() st rl N ('() I I-I-V) st rl FORESTRY FUND#2600 FORESTRY {in lOOO's) +C +C +C +C +C t; VI VI VI VI VI Qj Qj Qj Qj Qj Qj 0 0 0 rl rl rl N N N N N N >->->->->->-LL LL LL LL LL LL cc cc cc cc cc cc 5 5 5 5 5 5 0 0 I I-0 0 z cc I-V) z cc N ('() st rl N ('() BEG. CASH BAL. -EXPENDITURES -RECEIPTS +C t; +C +C +C VI VI VI VI Qj Qj Qj Qj Qj rl N N N N N N N N N >->->->->-LL LL LL LL LL cc cc cc cc cc 5 5 5 5 5 I I-0 0 I I-V) z cc I-st rl N ('() st 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 suppo1ied 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 can-yover of 35%-40% of budgeted expenditures should be sufficient to pay the fund expenditures through December, if a balanced budget is presented. Beginning cash can-yover was 76% (FY19), 101 % (estimated FY20), 107% (estimated FY21), and 112% (estimated FY22). FORESTRY FUND: 2600-436-460433; 460435 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 2600 FORESTRY OPERATIONS BEGINNING CASH 10100 CASH $166,794 $486,905 $486,905 $553,037 REVENUES 334121 Arbor Day Grant/ forestry charges $750 $750 $1,450 $750 334125 Forestry Program Dev $14,500 $0 $0 $0 363010 Assessments $574,207 $580,000 $592,000 $592,000 363040 P. & I. on Assessments $855 $500 $1,000 $500 364030 Misc Revenue/Insurance Reimb $1,727 $0 $0 $0 365010 Arbor day Sponsors/Other Misc. $3,370 $3,200 $3 ,250 $3,200 383010 General fund transfer $200,000 $100,000 $100,000 $0 381050 Inception Lease (chipper) $40,000 $0 $0 $0 371010 Investment Earnings $3,759 $2,500 $6,500 $3,000 Total Revenue from operations $839,168 $686,950 $704,200 $599,450 Total Available $1,005,962 $1,173,855 $1,191,105 $1,152,487 EXPENDITURES Urban Forestry operations $519,057 $684,868 $638,068 $548,246 ENDING CASH CASH $486,905 $488,987 $553,037 $604,241 2601 DEVELOPER'S TREES BEGINNING CASH 10100 CASH $94,774 $97,804 $97,804 $96,703 REVENUES 346080 Developer charges $11,104 $0 $0 $0 Total available $105,878 $97,804 $97,804 $96,703 EXPENDITURES Contract Services -Trees & 5% admin $8,074 $97,804 $1,101 $96,703 ENDING CASH Cash carry over $97,804 $0 $96,703 $0 34 FORESTRY FUND: 2600-436-460433; 460435 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET Forestry: FY16/17 FY17/18 FY18/19 FY19/20 460433 Personal Services: FTE's 2.00 3.00 3.80 3.80 110 Salaries and payroll costs $100,691 $128,836 $187,275 $194,961 111 Seasonal $11,536 $7,421 $29,856 $40,963 121 Overtime $0 $32 $1 ,000 $1,000 153 Health Insurance $21 ,66 1 $28,923 $56,796 $38,982 155 Retirement $7,636 $9,822 $16,510 $18,128 Subtotal $141,524 $175,034 $291,436 $294,034 Maintenance & Operations: 229 Office supplies /Other Suppl ies $41 $193 $600 $3,600 231 Gas $1,402 $3,410 $6,000 $7,000 241 Tools I Small Equipment /Safety equip $3,196 $2,773 $5,000 $11 ,100 345 Telephone & Communications $0 $0 $660 $660 354 Contract Services $26,020 $217,240 $296,574 $150,000 357 FORESTRY Grant $9,899 $16,942 $0 $0 358 Dutch Elm/EAB Disease $3,500 $5,822 $5,000 $4,000 362 Equipment Maintenance $336 $469 $4,000 $4,000 364 Trees $4,834 $8,000 $8,000 $8,000 373 Dues & Training $1 ,830 $3,405 $4,000 $4,000 395 Equipment Rental $0 $0 $0 $6,000 510 Liability & Property Insurance $628 $1,138 $1,863 $4,000 522 Administrative Transfer $8,271 $12,197 $10,380 $21 ,110 528 Information Technology Transfer $4,171 $4,171 $4,780 $4,547 521 Central Garage Transfer $7,368 $8,167 $8,125 $7,840 610/620 Principal & Interest (stumper & chiptrucks) $1 1,489 $11,916 $18,450 $18,355 Subtotal $82,985 $295,843 $373,432 $254,212 Capital Outlay: 940 Used chip truck-fy l6/Chipper-fyl 7 & 18 $0 $48,180 $20,000 $0 Total Forestry $224,509 $5 19,057 $684,868 $548,246 2601 Developer's Trees: 460435 354 Contract Services $8,775 $8,074 $97,804 $96,703 Total Developer's Trees $8,775 $8,074 $97,804 $96,703 35 SPECIAL REVENUE FUNDS Page Fund Dept COMMUNITY DEVELOPMENT 36 2880 CD Revolving Loan $ 227,000 37 2881 CD Revolving Loan #2 $ 250,405 38-39 2886 CD Miscellaneous $ 26,740 40 2887 Rural Development Revolving Loan $ 422,074 41 2888 Rural Development Revolving Loan $ 310,025 42 2953 EPA Brownfields Assessment Grant $ 267,815 43 2955 EPA Brownfields Revolving Loan $ 587,424 44 2991 Tiger Grant $ 3,803,909 $ 5,895,392 COMMUNITY DEVELOPMENT-REVOLVING FUND FUND: 2880-480-470210 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 Cash, Operating $162,092 $190,712 $190,712 $215,967 10162 Cash, Reserve for investment (S&C) $55,786 $36,508 $36,508 $43,653 $217,878 $227,220 $227,220 $259,620 REVENUES 345010 Application fees $400 $0 $0 $0 373020 Loan Proceeds/Principal $22,479 $18,744 $27,000 $15,689 373010 Loan Proceeds/-Interest $4,358 $3,813 $3,300 $2,891 371010 Interest Earnings (inc S&C interest) $3,607 $2,300 $4,100 $2,300 Total Revenue $30,844 $24,857 $34,400 $20,880 Total Available $248,722 $252,077 $261 ,620 $280,500 EXPENDITURES 353 Auditing $0 $1,000 $1 ,000 $1 ,000 354 Contract Services $413 $1,000 $1,000 $1,000 711 Redevelopment $21,089 $175,000 $0 $225,000 Total Expenditures $21 ,502 $177,000 $2,000 $227,000 ENDING CASH 10100 Cash, Operating $190,712 $31,424 $215,967 $9,847 10162 Cash, Reserve for s & c investment $36,508 $43,653 $43,653 $43,653 Total Cash $227,220 $75,077 $259,620 $53,500 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. 36 COMMUNITY DEVELOPMENT-REVOLVING FUND #2 FUND: 2881-480-470210 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 Cash, Operating $209,916 $241,321 $241,321 $258,416 $209,916 $241 ,321 $241 ,321 $258,416 REVENUES 373020 Loan Proceeds/Principal $29,37 1 $32,041 $14,000 $32,041 373010 Loan Proceeds/-lnterest $0 $0 $0 $0 371010 Interest Earnings $2,439 $1,500 $3,500 $2,000 Total Revenue $3 1,8 10 $33,541 $17,500 $34,041 Total Available $24 1,726 $274,862 $258,821 $292,457 EXPENDITURES 354 Contract services $405 $0 $405 $405 711 Redevelopment $0 $240,000 $0 $250,000 Total Expenditures $405 $240,000 $405 $250,405 ENDING CASH 10100 Cash, Operating $241,321 $34,862 $258,416 $42,052 Total Cash $241 ,32 1 $34,862 $258,416 $42,052 37 Community Development -Miscellaneous FUND: 2886-480-470210 PROJECTED REVENUE AND FUND SUMMARY estimated ACTUAL BUDGET ACTUAL FY17/18 FY18/19 FY18/19 BEGINNING CASH 10100 CASH: operating $261,512 $273,676 $273,676 10150 CASH: Old School Redevelopment $100,412 $12,418 $12,418 REVENUES 371010 Interest/Misc. $4,347 $3,000 $4,000 373070 Principal payments (Big Sky Manor) $20,955 $0 $0 373010 Interest from Loans (Big Sky Manor) $388 $0 $0 Reimburse from Old School TlFs $70,000 $65,000 $0 Old School SID lot sale (if excess after bond pmts) $0 $150,000 $75,000 Total Revenue $95,690 $218,000 $79,000 Total Available $457,614 $504,094 $365,094 EXPENDITURES M&O $13,526 $23,734 $12,000 Redevelopment/Grants $157,994 $217,500 $23,000 Total Expenditures $171,520 $241,234 $35,000 ENDING CASH 10 100 CASH: operating $273,676 $252,942 $265,676 10150 CASH: Old School Redevelopment $12,418 $9,918 $64,418 38 proposed BUDGET FY19/20 $265,676 $64,418 $3,000 $0 $0 $0 $65,000 $68,000 $398,094 $22,740 $4,000 $26,740 $245,936 $125,418 Community Development -Miscellaneous FUND:2886-480-470210 EXPENDITURE DETAIL ACTUAL ACTUAL FY16/17 FY17/18 Materials and Services: 210 Grant Administration Expenses/project exp $0 $0 353 Auditing $1,000 $1,000 373 Dues & Training $55 $60 379 Meetings $0 $949 396 Studies/Surveys & marketing $0 $0 522 Administrative Transfers $2,000 $2,000 528 Information Tech. Transfers $8,342 $8,342 532 Office Rent new bldg $1 ,175 $1,175 Total Materials & Services $12,572 $13,526 Redevelopment: 620 Interest• Old School (to General Fund) $0 $0 790 Redevelopment Activity $2,905 $1,500 795 Old School Lot Purchase FY 15/ Assessment Payments FY I 6cl $175,113 $156,494 Total Grants & Housing $178,018 $157,994 GRAND TOTALS $190,590 $171,520 39 proposed BUDGET BUDGET FY18/19 FY19/20 $2,000 $2,000 $1 ,000 $1,000 $2,000 $2,000 $1 ,000 $1,000 $5,000 $5,000 $2,000 $2,000 $9,559 $9,094 $1,175 $646 $23,734 $22,740 $48,750 $0 $3,750 $4,000 $165,000 $0 $217,500 $4,000 $241 ,234 $26,740 RURAL DEVELOPMENT LOAN REVOLVING #61-01 FUND: 2887-480-4702 10 PROJECTED REVENUE AND FUND SUMMARY 10100 10140 3450 10 373010 37 101 0 373030 10100 10140 BEGINNING CASH CASH: operating CASH: loan loss reserve Total Cash REVENUES Application/Origination Fees Loan Interest Other Interest Principal Total Revenue Amount Available EXPENDITURES Redevelopment Activity Principal (Loan 61-0 I) Interest (Loan 61-0 I) Total Expenditure ENDING CASH CASH: operating CASH: loan loss reserve (6% o/s loans principal) ACTUAL FY17/18 $303,075 $21,27 1 $324,346 $0 $4,929 $886 $97,149 $102,964 $427,310 $482 $18,454 $3,620 $22,556 $396,364 $8,390 $404,754 BUDGET FY18/19 $396,364 $8,390 $404,754 $500 $4,250 $500 $40,078 $45,328 $450,082 $300,000 $18,639 $3,435 $322,074 $11 9,618 $8,390 $128,008 PROGRAM DESCRIPTION estimated ACTUAL FY18/19 $396,364 $8,390 $404,754 $0 $2,500 $1,900 $20,000 $24,400 $429,154 $405 $18,639 $3,435 $22,479 $399,610 $7,065 $406,675 proposed BUDGET FY19/20 $399,610 $7,065 $406,675 $0 $1,944 $1,000 $32,453 $35,397 $442,072 $400,000 $18,826 $3,248 $422,074 $12,933 $7,065 $19,998 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 lntennediary Relending Program (IRP) on 10/12/04. 40 RURAL DEVELOPMENT LOAN REVOLVING #61-03 FUND: 2888-480-4 70210 PROJECTED REVENUE AND FUND SUMMARY 10100 10140 373010 371010 373030 610 620 750 10100 10140 BEGINNING CASH CASH: operating CASH: loan loss reserve Total Cash REVENUES Loan Interest Other Interest Principal Total Revenue Amount Available EXPENDITURES Principal Repayment to IRP 61-03 Interest Repa_yment to IRP 61-03 Redevelopment Activity Total Expenditures ENDING CASH CASH: operating CASH: loan loss reserve (6% of o/s prin of loans) ACTUAL FY17/18 $279,126 .$9,695 $288,821 $2,120 $792 $66,520 $69,432 $358,253 $8,219 $1,806 $405 $10,430 $347,823 $0 $347,823 BUDGET FY18/19 $347,823 $0 $347,823 $0 $500 $0 $500 $348,323 $8,301 $1,724 $250,000 $260,025 $88,298 $0 $88,298 PROGRAM DESCRIPTION estimated ACTUAL FY18/19 $347,823 $0 $347,823 $0 $1,500 $0 $1,500 $349,323 $8,301 $1,724 $0 $10,025 $339,298 $0 $339,298 proposed BUDGET FY19/20 $339,298 $0 $339,298 $0 $1,000 $0 $1,000 $340,298 $8,384 $1,641 $300,000 $3 10,025 $30,273 $0 $30,273 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 lntennediary 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 lntem1ediary Relending Program (IRP) of which $257,500 was used. 41 EPA BROWNFIELDS ASSESSMENT GRANT FUND: 2953-480-4 70210/4 70215 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 101 00 Cash $0 $0 $0 $0 REVENUE 33 1090 EPA FUNDING $400,000 $9,178 $368,880 $101 ,065 $267,8 I 5 Total Revenue $9,178 $368,880 $101,065 $267,8 15 Total Available $9,178 $368,880 $101,065 $267,815 EXPENDITURES 470210-354 Cont. Serv -Petroleum $0 $185,592 $0 $165,592 470210-373 Travel-Petroleum $965 $2,392 $449 $2,392 470215-354 Cont Serv-Hazardous $7,248 $178,344 $100,616 $97,279 470215-373 Travel-Hazardous $965 $2,552 $0 $2,552 Total Expenditure $9,178 $368,880 $101 ,065 $267,815 ENDING CASH Cash $0 $0 $0 $0 PROGRAM DESCRIPTION The City has been awarded $400,000 for Brownfields Revitalization Project funds to be used for Phase I and Phase II Environmental Assessments. 42 EPA BROWNFIELDS REVOLVING LOAN FUND FUND: 2955-480-470210 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 Cash $100,500 $100,500 $100,500 $100,500 REVENUE 331090 EPA Funding $0 $486,924 $0 $486,924 Loan Principal and Interest Total Revenue $0 $486,924 $0 $486,924 Total Available $100,500 $587,424 $100,500 $587,424 EXPENDITURES 470210 PETROLEUM 229 Supplies $0 $908 $0 $219,248 352 Personnel $0 $3,505 $0 $3 353 Fringes $0 $493 $0 $0 354 Contracted Services $0 $1,488 $0 $0 373 Travel $0 $0 $0 $0 720 Loans $0 $62,354 $0 $0 721 Subgrants $0 $100,000 $0 $0 725 Revolved Funds $0 $100,500 $0 $100,500 470215 HAZARDOUS SUBSTANCES 229 Supplies $0 $1,158 $0 $267,673 354 Contracted Se1vices $0 $88 $0 $0 373 Travel $0 $2,330 $0 $0 720 Loans $0 $314,600 $0 $0 721 Subgrants (FC Jail Project) $0 $0 $0 $0 $0 $587,424 $0 $587,424 ENDING CASH Cash $100,500 $0 $100,500 $0 PROGRAM DESCRIPTION The City has been awarded $1,000,000 for a Brown fields Revolving Loan Program accepted 6/20/11. 43 2991 TIGER GRANT FUND: 2991-480-4 70245 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH CASH: operating $0 $0 $0 $0 REVENUES 331055 Tiser Grant $ I 0,000,000 $6,196,091 $3,803,909 $0 $3,803,909 383000 Transfer from Westside TIF $2,200,000 $0 $0 $0 other revenue sources $0 $22,000 $0 $0 Total Revenue $8,396,091 $3,825,909 $0 $3,803,909 Total Available $8,396,091 $3,825,909 $0 $3,803,909 EXPENDITURES 791 Redevelopment -rai l park (grant) $6,196,091 $0 $0 $0 793 Redevelopment -City match Rail Park $2,200,000 $0 $0 $0 790 Redevelopment -trail (grant) $0 $3,803,909 $0 $3,803,909 Total Expenditures $8,396,091 $3,803,909 $0 $3,803,909 ENDING CASH CASH: operating $0 $22,000 $0 $0 PROGRAM DESCRIPTION The City of Kalispell was awarded a$ IO 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 rai l 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. 44 SPECIAL REVENUE FUNDS Page Fund Dept TIFS&OTHER 45-46 2185 Airport TIF $ 3,355,860 47-48 2188 Westside TIF $ 1,767,016 49 2310 Old School Tech TIF $ 63,900 50 2311 Old School Industrial TIF $ 5,000 51 2312 Glacier Rail Park TEDD $ 52 2372 Health $ 980,000 $ 6,171,776 AIRPORT TAX INCREMENT DISTRICT "B" FUND: 2 l 85-000-430300/470240/460430 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FYIS/19 FY18/19 FY19/20 BEGINNING CASH 101 00 Cash $1,786,485 $2,073,847 $2,073,847 $2,619,31 9 Total Beginning Cash $1,786,485 $2,073,847 $2,073,847 $2,619,319 REVENUES 335230 State Entitlement $42,671 $42,672 $42,672 $42,672 371010 Investment Revenue $20,778 $20,000 $30,000 $20,000 383001 Transfer from Debt Service $350,000 $600,000 $600,000 $673,869 Total Revenue $41 3,449 $662,672 $672,672 $736,541 Total Available $2,199,934 $2,736,5 I 9 $2,746,51 9 $3,355,860 EXPENDITURES Personal Services $25,665 $27,197 $27,200 $27,719 M & 0 and Redevelopment $100,422 $2,511 ,103 $100,000 $3,328,141 Total Expenditures $126,087 $2,538,300 $127,200 $3,355,860 ENDING CASH Cash Carry Over $2,073,847 $198,219 $2,619,319 $0 PROGRAM DESCRIPTION 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. 45 AIRPORT TAX INCREMENT DISTRICT FUND: 2 l 85-000-430300/4 70240/460430 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 480 470240 Personal Services: ITE's 0.35 0.35 0.35 0.35 110 Salaries $19,349 $19,807 $20,501 $2 1,321 153 Health $3,058 $4,255 $5,018 $4,647 155 Retirement $1,496 $1,555 $1,630 $1,703 Subtotal $23,903 $25,617 $27,149 $27,671 345 Telephone & Communication $48 $48 $48 $48 Subtotal $48 $48 $48 $48 000 430300 Airport 353 Auditing $1,600 $1,600 $1,600 $1,600 356 Legal Survey/title search/appraisals/ contract services $291 $0 $0 $0 522 Administrative transfer $9,243 $9,975 $9,503 $13,584 840 Redevelopment activity $0 $88,847 $2,500,000 $3,312,957 Subtotal $11 ,134 $100,422 $2,5 11 ,103 $3,328,141 Total $35,085 $126,087 $2,538,300 $3,355,860 46 WESTSIDE TAX INCREMENT DISTRICT "C" FUND: 2188 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 Operating $4,004,198 $1,638,150 $1,638,150 $66,016 Total Cash $4,004,198 $1,638,150 $1,638,150 $66,016 REVENUES 311100 Real Estate Taxes $224,125 $60,000 $5,677 $0 3 11 200 Personal Property Taxes $8,562 $7,500 $0 $0 312000 Penalty & Interest $469 $350 $231 $0 335230 HB 124 Entitlement $243,128 $243,128 $0 $0 341015 Developer payment-Depot Place Apt $7,954 $8,000 $0 $0 365010 Misc. Rev (FCEDNPacific Steel( 19)/Private grant(l 9)) $0 $0 $32,369 $0 371010 Investment Earnings $45,791 $20,000 $30,000 $1,000 381060 Transfer from general fund $0 $0 $0 $1,700,000 Total Revenue $530,029 $338,978 $68,277 $1,701 ,000 Total Available $4,534,227 $1,977,128 $1,706,427 $1,767,016 EXPENDITURES Personal Services $53,099 $56,544 $56,544 $59,149 Transfer to Debt Service Fund $0 $360,000 $140,000 $0 M & 0 -Distribution or Redevelopment $605,836 $907,192 $850,000 $7,867 Transfer to Tiger Grant Fund $2,200,000 $0 $0 $0 Tiger Activity $37,142 $600,000 $593,867 $1,700,000 Total Expenditures $2,896,077 $1 ,923,736 $1,640,411 $1,767,016 ENDING CASH Operating $1 ,638,150 $53,392 $66,016 $0 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. 47 WESTSIDE TAX INCREMENT DISTRICT FUND: 2188 COMMUNITY DEVELOPMENT Personal Services 480-470230 110 Salaries-Admin 153 Health 155 Retirement Subtotal 353 Audit 354 Contract services 356 Telephone 840 Transfer to debt service Fund 3188 842 Transfer to debt service Fund 3188 522 Administrative Transfer 720 Redevelopment Subtotal 470440 Tiger Grant Activity 93x Tiger Grant Redevelopment 840 Transfer to Tiger Grant fund Total EXPENDITURE DETAIL TTE'S ACTUAL FY16/17 0.65 48 $41 ,500 $5,509 $3,207 $50,216 $2,000 $0 $192 $33,844 $0 $3,464 $9,700 $49,200 $4 18,160 $0 $5 17,576 ACTUAL FY17/18 0.65 $42,543 $7,219 $3,337 $53,099 $3,000 $0 $192 $40,000 $0 $3,966 $558,678 $605,836 $37,142 $2,200,000 $2,896,077 BUDGET FYIS/19 0.65 $44,335 $8,701 $3,508 $56,544 $3,000 $0 $192 $0 $360,000 $4,000 $900,000 $1,267,192 $600,000 $0 $1,923,736 proposed BUDGET FY19/20 0.65 $46,104 $9,381 $3,664 $59,149 $3,000 $0 $192 $0 $0 $4,675 $0 $7,867 $1 ,700,000 $0 $1 ,767,016 2310 OLD SCHOOL STATION TIF-TECHNOLOGY "G" FUND: 2310-480-470210 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 Operating Cash -Redevelopment $16,695 $10,888 $10,888 $1,6 12 REVENUES 311110 Real Estate Property Taxes $66,405 $67,000 $58,000 $58,000 31 1200 Personal Property Taxes $4,911 $5,000 $4,100 $4,000 315000 Penalty & Interest $0 $0 $32 $25 335230 HBl24 Entitlement $3,057 $3,056 $3,056 $3,056 37 1010 Investment Earnings $213 $100 $200 $100 383001 Transfer from Debt Service-Reimburse $0 $0 $0 $0 Total Revenue $74,586 $75,156 $65,388 $65,181 Total Available $91,281 $86,044 $76,276 $66,793 EXPENDITURES 355 Glacier Investment Reimbursement $10,466 $11 ,000 $10,092 $9,700 356 FED-EX Reimbursment/Developer agreement $9,927 $10,500 $9,572 $9,200 820 Operating Transfer-Debt Service $60,000 $55,000 $55,000 $45,000 Total Expenditures $80,393 $76,500 $74,664 $63,900 ENDING CASH 10100 Operating Cash -Redevelopment $10,888 $9,544 $1,612 $2,893 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. 49 2311 OLD SCHOOL STATION TIF-INDUSTRIAL "H" FUND: 2311 -480-4702 10 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH l O l 00 Cash Operating-Redevelopment REVENUES 311100 Real Estate Taxes 312000 Penalty & Interest 37 IO IO Investment interest Total Revenue Total Available EXPENDITURES 820 Operating Transfer-Debt Service Total Expenditures ENDING CASH IO l 00 Operating Cash -Redevelopment ACTUAL BUDGET FY17/18 FY18/19 $7,413 $4,855 $7,38 1 $6,500 $0 $0 $61 $50 $7,442 $6,550 $14,855 $11 ,405 $10,000 $10,000 $10,000 $10,000 $4,855 $1,405 PROGRAM DESCRIPTION estimated ACTUAL FY18/19 $4,855 $6,000 $0 $44 $6,044 $10,899 $10,000 $10,000 $899 proposed BUDGET FY19/20 $899 $6,000 $0 $25 $6,025 $6,924 $5,000 $5,000 $1,924 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. 50 2312 GLACIER RAIL PARK TEDD FUND: 23 12-480-4702 10 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 Operating Cash -Redevelopment $0 $520 $520 $554 REVENUES 311 110 Real Estate Property Taxes $518 $500 $26 $500 31 1200 Personal Property Taxes $0 $0 $0 $0 3 15000 Penalty & Interest $0 $0 $0 $0 371010 Investment Earnings $2 $0 $8 $8 Total Revenue $520 $500 $34 $508 Total Available $520 $1,020 $554 $1,062 EXPENDITURES 354 Contract Services $0 $0 $0 $0 790 Redevelopment $0 $0 $0 $0 820 Operating Transfer $0 $0 $0 $0 Total Expenditures $0 $0 $0 $0 ENDING CASH 10100 Operating Cash -Redevelopment $520 $1,020 $554 $1,062 PROGRAM DESCRIPTION Ordinance No. I 770, 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. 51 HEALTH-permissive levy FUND: 2372-400-521000-810 REVENUE PROJECTION 24.0 24.0 24.0 estimated ACTUAL BUDGET ACTUAL FY17/18 FY18/19 FY18/19 BEGINNING CASH 10100 Cash on Hand $ 63,742 $ 90,721 $ 90,72 1 REVENUE 31 1100 Real Estate taxes $ 968,076 $ 950,000 $ 950,000 3 11200 Personal Prope11y taxes $ 26,402 $ 25,000 $ 25,000 312000 Penalty & Interest $ 1,670 $ 1,000 $ 1,000 335230 Entitlement $ 22,831 $ 22,025 $ 22,025 Total Revenue $ 1,018,979 $ 998,025 $ 998,025 Total Available $ 1,082,721 $ 1,088,746 $ 1,088,746 EXPENDITURES 521000-8 IO Health Insurance -transfer to General Fund $ 901,000 $ 889,000 $ 889,000 52 I 000-8 I 0 Health Insurance -transfer to PARKS $ 91,000 $ 91,000 $ 91,000 $ 992,000 $ 980,000 $ 980,000 ENDING CASH Cash Carry over $ 90,721 $ 108,746 $ 108,746 PROGRAM DESCRIPTION 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. 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 necessa1y to adjust for single, married, 2 party, etc. The calculation takes into account the number of employees. 52 tbd proposed BUDGET FY19/20 $ 108,746 $ 950,000 $ 25,000 $ 1,000 $ 22,025 $ 998,025 $ 1,106,771 $ 889,000 $ 91,000 $ 980,000 $ 126,771 DEBT SERVICE FUNDS Page Fund I various Debt Service Funds $ 2,149,220 CAPITAL PROJECT FUNDS 2 4290 Sidewalk & Curb Construction $ 25,000 PROGRAM OF SERVICES DEBT SERVICE FUNDS CASH REVENUE EXP. CASH RATE FUND 7/1/2019 ANTIC IP A TED PROJECTION 6/30/2020 3.83% 2005 AIRPORTTIF (Fund 3185) $2,000,000 15 yr $218,4 19 $638,500 $856,919 $0 4.85% NEW CITY HALL (Fund 3170) $12,823 $90,000 $88,3 I 5 $14,508 1.59% 2012 G. 0. BO D $4,145,000 IO yr $32,275 $504,000 $504,150 $32, I 25 3%-4% V 2018 WESTSIDE TIF (Fund 3188) $4,960,000 19 yr $581,666 $321,978 $364,925 $538,719 Bond Totals $845,183 Sl,554,478 $1,8 14,309 $585,352 3.00% 201 I S&C $ 5,792 $85 $7 14 $799 $0 3.25% 2012 S&C S 3,982 $79 $530 $530 $79 3.25% 2013 S&C $17,472 $211 $2,413 $2,397 $227 3.25% 2014 S&C $ 7,845 $176 $1,11 8 $1,109 $185 3.50% 20 15 S&C $9,272 $145 $1,344 Sl,362 $127 3.75% 20 16 S&C $9,792 $116 $1,536 $1,499 $153 4.50% 2017 S&C $ 4288 $3 $724 $705 $22 5.50% 2018 S&C $ 7145 so $1,536 $1,482 $54 S& CTotals $8 15 $9,915 $9,883 $847 3500 DEBT SERVICE REVOLVI G FUND $67,615 $2,000 $0 $69,615 5.27% 2006 SID 344 -Old School Station $4,520,000 20 yr $250,000 $300,000 $305,908 $244,092 SID 344 -3500 BOND RESERVE $226,000 $0 $0 $226,000 3.50% 2013 SID 345 -The "Willows" $ 228,000 15 yr $20,632 $20,400 $19,120 $21,912 SID Totals $564,247 $322,400 $325,028 $561,619 Total $1,410,245 $1,886,793 $2,149,220 $1,147,8 18 For a comprehensive list of the City of Kalispell debt, see page 14 of the Exhibits section. SIDEWALK & CURB CONSTRUCTION ACCOUNT # 4290-410 PURPOSE OF THIS FUND: This program is a means of encouraging the replacement of deteriorating sidewalks in order to maintain a safe pedestrian network. GOALS OF THIS DEPARTMENT: I. 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. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The FY20 budget represents a plan to continue the 50/50 curb and sidewalk program to encourage the replacement of deteriorating curbing and sidewalks to create a more aesthetically pleasing and functional pedestrian community. SIDEWALK & CURB CONSTRUCTION FUND: 4290-410-430234-937 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 Cash: REVENUES 381004 Proceeds S & C Warrants Total Revenue Total Available EXPENDITURES 93 7 Sidewalk Constrnction Costs ENDING CASH 10100 Cash: ACTUAL FY17/18 $0 $4,288 $4,288 $4,288 $4,288 $0 2 estimated BUDGET ACTUAL FY18/19 FY18/19 $0 $0 $25,000 $7,000 $25,000 $7,000 $25,000 $7,000 $25,000 $7,000 $0 $0 proposed BUDGET FY19/20 $0 $25,000 $25,000 $25,000 $25,000 $0 ENTERPRISE FUNDS Page Fund Dept 1-7 5210 Water $ 9,375,599 8-9 5211 Water System Impact Fees $ 1,342,658 10-16 5310 454 Sewer Operations & Billing $ 6,161,479 17-21 5310 455 Waste Water Treatment Plant $ 5,968,695 22-23 5311 Sewer System Impact Fees $ 1,944,663 24-28 5349 Storm Sewer $ 8,392,106 29-30 5348 Storm Sewer System Impact Fee $ 1,561 ,568 31-33 5510 Solid Waste $ 1,384,291 Total $ 36213 I 2059 WATER FUND #5210 PURPOSE OF THIS DEPARTMENT: Why does this department exist To provide safe, potable and palatable water for the needs of the domestic, commercial and industrial consumers. DEPARTMENT PERSONNEL: (15.50 FTE) .20 Public Works Director .25 City Engineer .15 Budget Resource Manager .25 Construction Manager .20 Administrative Coordinator .20 Engineer II .05 Road and Fleet Superintendent .20 Administrative Assistant .10 General Laborer .60 Utility Management Superintendent .40 Engineer II .25 Engineering Tech/GIS/IT Support .20 GIS Specialist GOALS OF THIS DEPARTMENT: 1 Water Meter Maintenance Supervisor 1 Water Meter Maintenance Technician 1 Water Maintenance Supervisor 4 Water Maintenance Operators 1 Water Production Supervisor 2 Water Production Operators .50 Meter Reader 1.25 Utility Billing Clerk .25 Finance Director .15 City Accountant .05 Assessment Coordinator .25 Accounts Payable Clerk 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. 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 the water system customers. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: This year's budget continues the replacement of aging and leaking mains throughout the water system to improve delivery of domestic water and fire flows. Condition assessments are scheduled to be performed on aging pipes and facilities which aids project replacement outcomes and prioritization. The communication software and radios will be updated to replace the existing antiquated and unsupported system. A new transmission main in the west area of town will be placed into operations to optimize the water system function and support the growth of the community. A rate study will be performed to ensure adequate rates are being applied to support the current and future water system. 9000 8000 7000 6000 5000 4000 3000 2000 1000 ~ C 0 co co co co a, a, a, ..., ..., .-I .-I .-I .-I .-I .-I .-I Vl Vl >->->->->->->-QJ QJ LL LL LL LL LL LL LL a, 0 er: er: er: er: er: er: er: .-I N 8 8 8 8 8 8 8 >->-LL LL ...... 0 0 :r: ...... 0 0 er: er: V) z er: ...... V) z er: 8 8 .-I N M s:t .-I N M :r: ...... ...... V) '-I' .--1 WATER FUND #5210 WATER (i n 1000's) <1I:> .__; .__; .__; ..,_; ..,_; .__; Vl Vl Vl Vl . Vl Vl QJ QJ QJ QJ QJ QJ 0 0 0 .-I .-I .-I N N N N N N >->->->->->-LL LL LL LL LL LL er: er: er: er: er: er: 8 8 8 8 8 8 0 0 :r: ...... 0 0 z er: ...... V) z er: N M '-I' .--1 N M BEG. CASH BAL. -EXPENSES -RECEIPTS .__; ..., .__; .__; .__; Vl Vl Vl Vl Vl QJ QJ QJ QJ QJ .-I N N N N N N N N N >->->->->-LL LL LL LL LL er: er: er: er: er: 8 8 8 8 8 :r: ...... 0 0 :r: ...... V) z er: ...... s:t .--1 N M s:t 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 canyover was 234% (FYl 9), 161 % ( estimated FY20), 141 % ( estimated FY21 ), and 80% ( estimated FY22). WATER FUND (Operations & Billing) FUND: 5210-447-430550 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FYIS/19 FY 18/19 FYJ9/20 BEGINNING CASH 10100 Operating Cash $6,448,009 $7,732,761 $7,732,761 $7,879,806 10125 Meter Replacement Cash $428,718 $505,737 $505,737 $554,737 10127 Capital & Emergency Reserve-Target $400,000 $400,000 $400,000 $400,000 $400,000 10130 Bond Reserves (restricted cash) $360,710 $420,470 $420,470 $420,470 $7,637,437 $9,058,968 $9,058,968 $9,255,013 REVENUES 343210 Metered Water Sales (billed) (10100) $3,274,414 $2,900,000 $3,150,000 $3,000,000 343230 Meter Replacement Fee (10125) $100,472 $98,000 $99,000 $100,000 343265 Impact Fee Adm in (IO I 00) $41,222 $25,000 $27,000 $25,000 343260 Misc.-Tower Lease/Installation/Reconnect/fag fees (IOIOC $2 19,892 $120,000 $150,000 $120,000 371010 Interest Earnings (10 100) $101,01 5 $85,000 $120,000 $105,000 Bonded Debt -4th Ave E main rep!., 4 Mi Transmission $1,911 ,893 $3,675,000 $0 $4,043,000 Total Revenue $5,648,908 $6,903,000 $3,546,000 $7,393,000 Total Available $13,286,345 $15,961,968 $12,604,968 $ I 6,648,0 I 3 EXPENSES EXPENSES FROM RA TES $2,472,673 $4,558,155 $3,299,955 $4,585,599 Expenses from Meter Cash (10 125) $23,453 $11 0,000 $50,000 $11 0,000 Bonded Debt -4th Ave E main repl.; 4 Mi Transmission $1,744,422 $3,500,000 $0 $3,840,000 Depreciation $840,000 $840,000 $840,000 $840,000 Total All Departments $5,080,548 $9,008,155 $4,189,955 $9,375,599 add back depreciation $840,000 $840,000 $840,000 $840,000 ENDING CASH 10100 Operating Cash $7.732,761 $6,304,606 $7,879,806 $6,544,207 10125 Meter Replacement Cash $505,737 $493,737 $554,737 $544,737 10127 Capital & Emergency Reserve-Target $400,000 $400,000 $400,000 $400,000 $400,000 10130 Bond Reserves (restricted cash) $420,470 $595,470 $420,470 $623,470 Total cash $9,058,968 $7,793,813 $9,255,013 $8,112,4 14 WATER FUND SUMMARY EXPENDITURE SUMMARY proposed ACTUAL ACTUA L BUDGET BUDGET FY16/17 FYI 7/18 FY18/19 FY19/20 Personal Services: Water Billing $142,920 $145,247 $150,800 $163,177 Water Operations $903,781 $887,501 $985,693 $1,032,328 Subtotal $1,046,701 $1,032,748 $1,136,494 $1,195,506 Maintenance & Operations: Water Billing Services $110,360 $11 0,268 $126,668 $130,793 Water Operations $564,788 $880,032 $857,522 $1,165,158 Subtotal $675,148 $990,300 $984,190 $1,295,95 1 Capital Outlay from Rates: Water Operations $108,439 $264,567 $2,241,339 $1,893,200 Subtotal $108,439 $264,567 $2,241,339 $1,893,200 Debt Service: Water $7 1,986 $185,058 $196,132 $200,942 Subtotal $7 1,986 $185,058 $196,132 $200,942 Total $1,902,274 $2,472,673 $4,558,155 $4,585,599 Capital Outlay -Bonded Project $60,883 $1,744,422 $3,500,000 $3,840,000 Capital Outlay -Meter Replacement funds:(10125) $32,575 $23,453 $110,000 $110,000 Depreciation (non-cash item) $840,000 $840,000 $840,000 $840,000 Total $2,835,732 $5,080,548 $9,008,155 $9,375,599 2 WATER OPERATIONS FUND: 5210-447-430550 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE's 12.80 12.80 12.80 13.00 110 Salaries & Wages $693,776 $686,8 13 $739,727 $774,817 Ill Seasonal Salaries $0 $0 $5,000 $5,000 121 Ove1time/Call Outs $8,015 $9,495 $20,000 $20,000 153 Health Insurance $150,274 $139,203 $165,884 $174,095 155 Retirement -PERD $51 ,716 $5 1,990 $55,082 $58,417 Subtotal $903,78 1 $887,501 $985,693 $1,032,328 Maintenance & Operations: 2 10 Office Supplies/Equip/Computers/ G IS $5,711 $6,081 $22,000 $22,000 218 Equip. (non-capital)/Safety Equip & Supplies $7,095 $8,467 $8,500 $8,500 226 Chlorine & Chemical $25,684 $30,933 $39,000 $39,000 229 Other Supplies/Janitorial/Consumable Tools $4,376 $3,650 $4,500 $4,500 231 Gas &Oil $2 1,236 $21,213 $35,000 $35,000 312 Postage & Printing $156 $455 $1,000 $1,000 336 Licenses / Public Water Supply Fee $16,250 $15,780 $18,500 $18,500 34 1 Electricity $139,380 $151,348 $158,000 $160,000 344 Natural Gas $9,997 $10,036 $15,500 $15,500 345 Communications $9,759 $10,484 $10,500 $11 ,000 349 Lab Services $22,999 $9,11 9 $20,000 $20,000 353 Auditing $5,000 $5,000 $5,000 $3,500 354 Contract Services $34,346 $38,348 $55,000 $55,000 355 Noffsinger Transmission Condition Assessment $0 $0 $0 $255,000 356 Consultants-Wtr Rights/Modeling/Review/Rate Study $15,790 $303,479 $105,000 $125,000 362 Repair & Maint./Equip Maint/Radios/Equip Rental $8,554 $6,109 $15,000 $15,000 366 Building & Grounds Maintenance $5,107 $2,525 $12,000 $16,375 373 Dues & Training $6,288 $4,556 $9,000 $11,000 388 Medical/Drug Testing $193 $1,158 $600 $600 410 Construction Materials $ I 9,935 $19,937 $35,000 $35,000 422 Hydrants $8,225 $8,484 $10,000 $10,000 423 Materials -Mains $7,997 $3,458 $14,000 $14,000 424 Materials -Service lines $5,473 $8,890 $12,000 $12,000 425 Materials -Wells/Pumps $6,823 $8,714 $45,000 $45,000 con't 3 WATER OPERATIONS 5210-447-430550 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Maintenance & Operations Continued: 510 Property & Liability Ins. $15,468 $20,309 $21 ,500 $30,000 512 Uninsured Loss-Deductible & Goodwill Expend $0 $5,283 $10,000 $10,000 521 Central Garage Transfer $23,855 $23,750 $2 1,977 $27,002 522 Administrative Transfer $103,473 $114,222 $109,988 $122,069 528 Information Tech. Transfer $29,196 $29,196 $33,457 $33,112 532 Office Rent/Lease Pymnt (Silverbrook Well) $6,422 $9,048 $10,500 $10,500 Subtotal $564,788 $880,032 $857,522 $1 ,165,158 490200 610/620 Principal, Interest, Fiscal Fees $7 1,986 $185,058 $196,132 $200,942 Capital Outlay -Operating funds (rates): 921 Sand/Cold Mix Storage Shed $34,744 $14,997 $0 $0 935 Noffsinger Transmission Condition Assessment $0 $0 $250,000 $0 936 Noffsinger Spring Generator $58,943 $7,736 $0 $0 938 Old School Well Frequency Drives $0 $44,830 $0 $0 940 Machinery & Equipment $0 $29,732 $20,000 $45,000 950 I st A venue WN $0 $0 $620,000 $620,000 951 SCADA Control System Upgrades $2,715 $995 $50,000 $305,000 953 Shop Complex Pavemnt Restoration (carry) $0 $0 $38,200 $28,200 958 2nd Ave. E. Main $453 $0 $0 $0 959 Parks Metering Phase II (carry) $1 1,584 $6,079 $22,337 $0 962 9th Ave West Water Main Repl (carry) $0 $157,517 $467,483 $0 963 8th Street West Water Main Rep! (carry) $0 $2,681 $413,319 $0 968 Conrad Drive $0 $0 $360,000 $360,000 971 10th Ave W & 2nd St W R&R $0 $0 $0 $535,000 Subtotal $108,439 $264,567 $2,241,339 $1 ,893,200 Capital Outlay-Bonded: 939 Four Mile Transmission Main (Phase I) $0 $0 $3,500,000 $3,840,000 969 4th Ave E. Main Replc $60,883 $1,744,422 $0 $0 Subtotal $60,883 $1,744,422 $3,500,000 $3,840,000 4 WATER OPERATIONS 5210-447-430550 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 430550 Capital Outlay-Meter Funds (010125): 948 Meters -Replacement $32,575 $23,453 $110,000 $1 10,000 Subtotal $32,575 $23,453 $110,000 $110,000 510400-831 Depreciation Expense $840,000 $840,000 $840,000 $840,000 Total Water Facilities $2,582,452 $4,825,033 $8,730,686 $9,081,628 430560 Water Billing: Personal Services: FfE's 2.5 2.5 2.5 2.5 110 Salaries & Wages $104,036 $109,378 $113,806 $117,187 153 Health Insurance $30,901 $27,384 $28.181 $36,809 I 55 PERO $7,983 $8,485 $8,813 $9,182 Subtotal $142,920 $145,247 $150,800 $163,177 Maintenance & Operations: 210 Office Supplies/Computers $2,424 $2,340 $3,500 $7,000 353 Auditing $2,000 $2,000 $2,000 $2,000 354 Billing Costs/Grizzly Sec. & Mail Room $0 $38,592 $40,000 $40,000 355 Billing Costs/bank & cc fees, CenturyLink $60,613 $18,211 $25,000 $27,000 356 Billing costs/printing, shredding $0 $621 $2,500 $1 ,500 373 Dues & Training $1,755 $1,435 $2,500 $2,500 522 Administrative Transfer $7,950 $11,451 $11 ,289 $11 ,259 528 information Tech. Transfer $29,196 $29,196 $33,457 $33,112 532 Office Rent $6,422 $6,422 $6,422 $6,422 Subtotal $110,360 $110,268 $126,668 $130,793 Total Billing $253,280 $255,515 $277,468 $293,970 Grand Total Water Fund $2,835,732 $5,080,548 $9,008,155 $9,375,599 5 WATER OPERATIONS FUND: 5210-447-430550/560 FY 2020 BUDGET HIGHLIGHTS Line Item Detail: Water Fund 110 Personnel Services -Includes an additional .20 FTE Addition of one full-time GIS specialist. Salary split between Storm, Water, Sewer, Street, Light Maint and Solid Waste. 210 Office Supplies/Equip/Computers/ GIS -$22,000 356 Consultants -$125,000 $60,000-Rate Study, $55,000 Water Rights Acquisition and Water Modeling, $10,000 Engineering Reviews and Construction Support. 366 Building Maintenance -$16,375 $ 4,375 -Shop Complex Motorized Gate System. Cost shared between Water, Sewer, Streets, TSS, Central Garage, Solid Waste, Parks and Police. Total Cost $35,000 $ 2,000 -Repair a damaged section of security fence at shop complex. Cost shared with Sewer, Water, Solid Waste Street and Parks. Total Cost $10,000 $12,000 -Misc Building Repairs 355 Noffsinger Transmission and Facility Condition Assessment -Carryover $250,000; New Appropriation $5,000 This project was identified by the risk assessment process. Due to the high consequence of failure associated with the Noffsinger Spring transmission mains and Center St. transmission mains, complete a condition assessment on the 16", 18", and 20" Cl mains to identify potential main failures and repair prior to failure. Additionally, Noffsinger Facility will be analyzed for operational alternatives due to the aging facility and high risk of failure associated with the production capacity. 940 Machinery & Equipment -$45,000 $45,000 -Service Truck with Service Body. Scheduled replacement of 2005 utility van. 9S0 1st Avenue WN -Carryover $620,000 This project was identified by the risk assessment process. The l 926's era 6 inch cast iron water main will be replaced within 1st Ave WN from West Washington St to Market St with 8 inch PVC. This project requires a bore under Hwy 2. Customers with service on the existing line will receive new meter pits and their water services will be replaced within the right-of-way (W-RR-02). 951 SCADA Control System Upgrade/Improvements -$305,000 The SCADA system utilizes a complex instrumentation, control and software system to operate and monitor water system facilities. This project consists of a transitioning the existing LC3000 infrastructure over to an Allen Bradley system. This allocation upgrades the current propriatory SCADA system to allow operators to manager and update the system internally through remote controls and technology advancements. It also ensures funding for maintenance to the SCADA system and supporting equipment (W-O-01 ). 953 Shop Complex Pavement Restoration -Carryover $28,200 The project involves replacement of the degraded asphalt surface inside the fenced area of the City Shop Complex and the installation of a new storm water quality treatment device. The asphalt at the City Shop Complex is deteriorated beyond simple patch work and necessitates replacement. The asphalt replacement triggers storm water treatment requirements stipulated by the MS4 permit and promotes good stewardship for clean water discharges to Ashley Creek. Cost shared between Water, Sewer, Storm, Streets, & Solid Waste -Total Project Cost $341,000 6 WATER OPERATIONS FUND: 5210-447-430550/560 FY 2020 BUDGET HIGHLIGHTS -con't. Line Item Detail: Water Fund Continued Capital Outlay: Operating Funds (Rates) Cont. 968 Conrad Drive -Carryover $360,000 This project was identified by the risk assessment process and has had multiple breaks in recent history, including one break this past winter. The I 930's era 4 inch and 6 inch cast iron water main under Conrad Drive between Woodland Avenue and College Avenue will be replaced with new 8 inch PVC. Customers with service on the existing line will receive new meter pits and their water services will be replaced within the right-of-way (W-RR-05). 971 10th Ave W & 2nd St W Main Replacement -$535,000 This project was identifed by the risk assessment process, due to the high likelihood of fai lure. The project replaces the 1926 6" Cl water main under I 0th Ave W between W Center St and I st St W and the 1926 8" Cl under 2nd St W from I 0th 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 -$3,840,000 and Impact Fee Funds -$100,000 (Carryover) 939 Four Mile Transmission Main (Phase I) -$3,940,000 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 ofThree Mi le Drive and Heavens Peak Drive (W-M-01). Capital Outlay -Impact Fee funds (10120) 930 Contract Main Upsize -Carryover $320,254; New Appropriation $119,746 Funds required for small ci ty requested upsizing of private development infrastructure (W-GD-02). 941 Meters -$45,600 New Services (W-GD-01) 954 1 MG Elevated Storage Tank and Well -$448,000 Funds to begin site location, land acquisition, water rights, permitting, and design work to construct a I 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 ofa 1,800 to 2,000 gpm pump station in the City's upper pressure zone (W-T-01 & W-W-01). Capital Outlay -Meter Replacement funds (10125) 948 Meters -$110,000 Meter replacements (W-RR-10) 7 WATER SYSTEM IMPACT FEES FUND: 5211 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 Beginning Cash 10120 Cash: Water Impact Fees $1,626,727 $2,000,956 $2,000,956 $1,061,740 Total Cash $1,626,727 $2,000,956 $2,000,956 $1,061,740 Revenue 343225 Impact fees (less admin) $770,049 $475,000 $5 13,000 $475,000 343225 5% Adm in (to 52 I 0) $0 $0 $0 $0 371 010 Interest Revenue -distrubuted to admin cash $0 $0 $0 $0 Interest Revenue -Impact fee cash $16,630 $15,000 $30,000 $15,000 Total Revenue $786,679 $490,000 $543,000 $490,000 Total Available $2,413,406 $2,490,956 $2,543,956 $1,551,740 Ex~enses 900 Capital from Water Impact Fees $232,450 $2,030,085 $1 ,302,216 $1,033,600 800 Debt Service (impact fee portion) $180,000 $180,000 $180,000 $309,058 Total Expenses $4 12,450 $2,2 10,085 $1,482,216 $1,342,658 Ending Cash 10124 Cash: Water Impact Fees $2,000,956 $280,87 1 $1,061,740 $209,082 Total Cash $2,000,956 $280,871 $1,061,740 $209,082 8 WATER SYSTEM IMPACT FEES FUND: 521 l EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 447-430555 Capital Outlay -Impact Fee funds (IO 120) 930 Contract Main Upsize (Impact fee Acct) $29,746 $0 $320,254 $440,000 939 Four Mile Transmission Main (Phase I) $0 $0 $262,000 $100,000 941 Meters -New Development $32,575 $36,935 $45,600 $45,600 953 Develop Wtr Supply Section 36 Well $0 $195,515 $1,402,23 I $0 954 I MG Elevated Storage Tank & Well $0 $0 $0 $448,000 Total Capital from Impact Fee Funds $62,321 $232,450 $2,030,085 $1 ,033,600 610/620 Debt Service $180,000 $180,000 $180,000 $309,058 Total Sanitary Impact Fee Funds $242,321 $412,450 $2,210,085 $1 ,342,658 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. 9 SEWER DEPARTMENT ACCOUNT# 5310 PURPOSE OF THIS DEPARTMENT: 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. WWTP DEPARTMENT PERSONNEL: (8.55 FTE) .20 Public Works Director .10 City Engineer . 15 Budget Resource Manager .10 Administrative Coordinator 1 WWTP Manager 1 Assistant WWTP Manager 4 WWTP Operators 2 WWTP Chemists SEWER DEPARTMENT PERSONNEL: (7.25 FTE & 1 Unfunded FTE) .15 Public Works Director .15 City Engineer .15 Budget Resource Manager .25 Construction Manager .20 Administrative Coordinator .20 Engineer II .20 Administrative Assistant .05 Road and Fleet Superintendent .25 Accounts Payable Clerk GOALS OF THIS DEPARTMENT: WWTP .25 Engineering Tech/GIS/IT Support 3 Sewer Maintenance Technician 1 Vacant/Unfunded Swr Maint. Technician .50 Storm/Sewer Maintenance Supervisor .05 Assessment Coordinator .50 Meter Reader .75 Utility Billing Clerk .25 Finance Director .15 City Accountant .20 GIS Specialist 1. To protect the health of the community by discharging wastewater that meets state and federal regulations. . 2. Economically maintain facilities to ensure maximum operational functions and equipment longevity. 3. Maximize secondary use of treatment biosolids. SEWER COLLECTION 1. To ensure conveyance of wastewater in the community to the WWTP. 2. Economically maintain facilities for maximum operational functions and equipment longevity. 3. Perform preventative maintenance on sewer conveyance and facilities to ensure optimum system operations. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The wastewater operations budget provides for rehabilitation of existing sewer infrastructure in the downtown area. This budget suppotis new service truck outfitted with a crane to support lift station pump and motor maintenance. The WWTP budget supports preventative maintenance and replacements for long term sustainability including the final phase construction of the rehabilitation of the secondary digester lids, tank coatings, and replacement of facility equipment that is malfunctioning due to antiquation, corrosion, and operational wear. This budgets allows the continued effotis to maintain permit compliance, aids permit renewal efforts, and evaluation of alternatives for long term adherence to water quality discharge regulations. 5000 4500 4000 3500 3000 2500 2000 1500 1000 500 0 SEWER DEPARTMENT FUND #5310 SEWER (in lOOO's) BEG. CASH BAL. -EXPENSES -RECEIPTS 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 75% (FYI 9), 47% (estimated FY20), 28% (estimated FY2 l), and 15% (estimated FY22). SEWER -(Operations, Billing & Wastewater Treatment) FUND: 5310 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH IO I 00 Operating 101 25 WWTP Equipment Repl/Evergreen IO I 3x Bond Reserves/ Operating reserve REVENUES 343310 SEWERSERVIC E-bi lled (10100) 343360 Misc.; (10100) 343330 343335 Adm in Impact Fees Sanitary (IO I 00) Admin Impact Fees WWTP (10100) Sanitary Bonded Debt -Westside Interceptor 3710 IO Interest-operations (I 0100) lnterest-WWTP/Evergreen (IO 125) Total Revenue Total Available EXPENSES Expenses from rates Capital Outlay City/Evergreen Funds (10125) Capital Outlay/ Bonded Debt -Westside Interceptor Depreciation (non cash expense) Total Expenses Add depreciation/other non cash exp to cash Add cash distribution to Evergreen/City IO I 25 from IO I 00 ENDING CASH 10100 Operating IO 125 WWTP Equipment Replacement/Evergreen 1013x Bond Reserves (restricted funds) 10 ACTUAL FY17/18 $3,695,377 $1,511 ,738 $1,156,731 $6,363,846 $4,534,465 $2,575 $46,644 $28,133 $396,530 $6 1,751 $17,178 $5,087,276 $11 ,45 1,122 $4,013,432 $574,313 $389,136 $2,245,000 $7,22 1,881 $2,245,000 $398,461 $4,355,513 $1,353,064 $1 ,164,125 $6,872,702 BUDGET FYIS/19 $4,355,513 $1,353,064 $1,164,125 $6,872,702 $4,500,000 $10,000 $30,000 $17,500 $14,003,470 $51,000 $15,500 $ I 8,627,470 $25,500,172 $6,940,408 $1,745,991 $13,490,000 $2,245,000 $24,421,399 $2,245,000 $420,000 $2,023,605 $42,573 $1,677,595 $3,743,77 3 estimated ACTUAL FY18/19 $4,355,5 I 3 $1,353,064 $1,164,125 $6,872,702 $4,500,000 $10,000 $32,500 $22,500 $11 ,000,000 $90,000 $20,000 $ I 5,675,000 $22,547,702 $5,800,000 $1,034,742 $10,614,494 $2,245,000 $19,694,236 $2,245,000 $405,951 $3,210,513 $744,273 $1,549,63 I $5,504,417 proposed BUDGET FY19/20 $3,210,513 $744,273 $1,549,63 1 $5,504,417 $4,500,000 $10,000 $30,000 $20,000 $3,003,470 $5 1,000 $15,500 $7,629,970 $13,134,387 $6,009,107 $1,014,749 $2,86 1,318 $2,245,000 $12,130,174 $2,245,000 $420,000 $1,812,406 $165,024 $1,691,783 $3,669,213 SEWER FUND SUMMARY FUND: 53 10-454-430620-630/455-430640 EXPENSE SUMMARY proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: Sewer billing $1 18,518 $120,276 $126,422 $134,929 Sanitary Sewer $305,390 $322,063 $381,313 $405,213 WWTP&LAB $698,751 $697,199 $785,574 $747,352 Subtotal $1,122,661 $1,139,538 $1,293,310 $1,287,494 Maintenance & Operations: Sewer Billing services $113,630 $109,378 $125,764 $129,653 Sanitary Sewer $303,573 $435,385 $705,282 $576,607 WWTP&Lab $800,512 $9 10,924 $1,165,799 $1,308,875 Subtotal $ I ,217,715 $1,455,687 $ I ,996,845 $2,015,135 Capital Outlay from rates: Sanitary Sewer Operation $572,225 $126,154 $2,088,479 $1,136,700 WWTP&Lab $23,054 $3 1,372 $215,000 $193,052 Subtotal $595,279 $157,526 $2,303,479 $1,329,752 Debt Service: Sanitary Sewer $0 $1,511 $66,861 $97,059 WWTP $860,055 $860,709 $859,913 $859,667 Subtotal $860,055 $862,220 $926,774 $956,726 City/Evergreen Replacement funded from rates: $407,772 $398,461 $420,000 $420,000 Total $4,203,482 $4,013,432 $6,940,408 $6,009,107 Capital Outlay -Other funds: WWTP (10125) City/Evergreen account $363,530 $574,313 $1,745,991 $1,014,749 Sanitary Bonded Debt $0 $389, I 36 $13,490,000 $2,861,3 I 8 Depreciation (non-cash item) Sanitary $820,000 $820,000 $820,000 $820,000 Depreciation (non-cash item) WWTP $1,425,000 $1,425,000 $1,425,000 $1,425,000 Total $6,812,012 $7,221,881 $24,421,399 $12,130,174 1 I SEWER OPERATIONS FUND: 5310-454-430630 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/1 8 FY18/19 FY19/20 Personal Services: FTE's 5.55 5.55 6.05 6.25 I IO Salaries & Wages $227,028 $246,747 $283,430 $297,006 121 Overtime $1,343 $633 $5,500 $5,500 153 Health Insurance $60,008 $56,047 $71,186 $80,197 155 Retirement -PERD $17,01 I $18,636 $21,197 $22,509 Subtotal $305,390 $322,063 $381,313 $405,2 I 3 Maintenance & Operations: 210 Office Supplies/Equip/ Computer Supplies/GIS $3,232 $3,559 $12,200 $12,200 218 Equipment (Non Capital)/Safety Equip & Supplies $5,773 $7,994 $8,350 $8,350 229 Other Supplies/Janitorial/Consumable Tools $1,908 $1,230 $2,300 $2,300 231 Gas&Oil $7,540 $8,525 $12,000 $12,000 312 Postage, Printing & Advertising $469 $165 $500 $500 341 Electricity $5 1,139 $50,006 $55,000 $57,000 344 Natural Gas $13,530 $12,032 $16,500 $16,500 345 Telephone & Comm., Alarms $24,598 $25,067 $25,000 $26,000 353 Auditing $3,000 $3,000 $3,000 $3,000 354 Contract Services $15,616 $20,820 $24,000 $24,000 356 Consultants-Review/Modeling/Facility Plan/Rate Analysis $5,246 $122,859 $335,000 $185,000 362 Equipment Maintenance/Buildings & Radios $4,851 $1,606 $7,000 $11,375 373 Dues & Training, Licenses $4,726 $1,339 $5,500 $7,250 388 Medical Services $53 $447 $500 $500 410 Construction Materials $7,405 $7,270 $10,000 $10,000 425 Materials -Pumps/Lift Stations $37,400 $21,389 $50,000 $50,000 510 Property & Liability Ins $15,791 $17,457 $18,400 $42,000 512 $ I 0,000 Uninsured Loss/$ I 5,000 Goodwill Expenditures $4,549 $34,879 $25,000 $25,000 521 Central Garage Transfer $9,180 $8,575 $10,133 $9,435 522 Administrative Transfer $64,46 I $64,060 $59,359 $48,854 528 Information Tech. Transfer $16,684 $16,684 $19,118 $18,921 532 Office Rent $6,422 $6,422 $6,422 $6,422 Subtotal $303,573 $435,385 $705,282 $576,607 12 SEWER OPERATIONS FUND: 5310-454-430630 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FYl7/18 FYIS/19 FY19/20 Capital Outlay: from Rates (IO I 00) 92 1 Sand/Cold Mix Storage-Shed $34,378 $14,321 $0 $0 922 USFS Bldg & Property Acquisition/Repair $366 $0 $0 $0 940 Machinery & Equipment $0 $68,298 $50,000 $43,500 948 Repair & Replacement of Sewer Main -Carryover $197,756 $0 $600,000 $600,000 953 Shop Complex Pavement Restoration -Carryover $0 $0 $38,200 $28,200 954 Grandview L.S. Relocation & Upsize (50% rate 50% impact fee) $0 $11,098 $579,536 $0 956 Lift Station Communication Upgrade $12,342 $18,332 $20,000 $20,000 959 2nd Alley E Rep!. FY 16; Sewer Line A Replcmnt -Carryover $0 $1,605 $556,395 $0 960 Manhole Rehabilitation /Sewer Main Repairs $3 1,045 $11 ,848 $50,000 $50,000 961 2nd Alley WN -Mont to Calf(66% rates 34% impact fee) $296,338 $0 $0 $0 962 Sewer Main Slip Lining $0 $652 $194,348 $395,000 Total Capital Outlay $572,225 $126,154 $2,088,479 $1 ,136,700 430630 Capital Outlay: Bonded 957 West Side Interceptor Phase I $0 $389, I 36 $13,490,000 $2,861,318 Debt Service 490204-6xx Debt Service -Principal, Interest, Fiscal Agent Fees $0 $1 ,511 $66,861 $97,059 5 I 0400-831 Depreciation Expense $820,000 $820,000 $820,000 $820,000 Total Sanitary Sewer Operating Budget $2,001,188 $1,705,113 $4,061,935 $5,896,897 13 SEWER OPERATIONS FUND: 5310-454-430630 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FTE's 2.0 2.0 2.0 2.0 430620 Sewer Billing I JO Salaries & Wages $87,363 $92,280 $96,132 $99,549 153 Health Insurance $24,461 $20,851 $22,864 $27,602 155 Retirement -PERO $6,694 $7,145 $7,426 $7,778 Subtotal $118,518 $120,276 $126,422 $134,929 Materials and Services: 215 Office Supplies/Computers $2,404 $2,339 $3,500 $7,000 353 Audi ting $2,000 $2,000 $2,000 $2,000 354 Billing Costs/Grizzly Sec. & Mail Room $0 $38,593 $40,000 $40,000 355 Billing Costs/bank & cc fees, CenturyLink $64,798 $18,21 I $25,000 $27,000 356 Billing Costs/printing, shredding $0 $621 $2,500 $1,500 373 Dues & Training $1,755 $1 ,480 $2,500 $2,500 522 Administrative Transfer $7,055 $10,516 $10,385 $10,119 528 Information Tech. Transfer $29,196 $29,196 $33,457 $33,112 532 Office Rent $6,422 $6,422 $6,422 $6,422 Subtotal $113,630 $109,378 $125,764 $129,653 Total Sanitary Sewer Billing Budget $232,148 $229,654 $252,186 $264,582 FY 2020 BUDGET HIGHLIGHTS Line Item Detail: SANITARY SEWER 110 Personnel Services -Includes an additional .20 FTE Addition ofone fu ll-time GIS specialist. Salary split between Storm, Water, Sewer, Street, Light Main! and Solid Waste. 354 Contract Services -$24,000: Cost of annual contracts; U-dig fees, generator testing/maintenance, coveralls, estimated system repairs. 356 Consultants -$185,000 $25,000 -Sewer Modeling, Engineering reviews, and Construction Support. $ I 00,000 Carryover -Facility Plan: Update will provide analysis to ensure planning and funding is in place to meet growth and regulatory compliance of the sewer collection system. $60,000 Carryover -Rate Study. 14 SEWER OPERATIONS FUND: 5310-454-430630 FY 2020 BUDGET HIGHLIGHTS Line Item Detail: SANITARY SEWER Cont. 362 Equipment Maintenance/Buildings & Radios -Sll,375 $2,000 to repair section of security fence at shop complex. Cost shared with Solid Waste, Water, Street, Parks -Total Cost$ I 0,000 $4,375 -Shop Complex Motorized Gate System (cost shared betwn water, sewer, streets, TSS, Central Garage, Solid Waste, Parks, Police. Total Cost $35,000 $5,000 -Misc. repairs 373 Dues & Training-$7,250 Proposed technical trainings include, FVCC electrical courses, methods and techniques for grout application in manholes, and sewer camera transporter fundamentals and rebuild course. 425 Materials -Pumps/Lift Stations -$50,000 The City maintains 40 sewer li ft stations which contain 80 pumps and motors, numerous drives, check valves and controls. Many ofour pumps have reached the end of their service life cycle. In addition to routine maintenance, repairs were mostly associated with pump and motor failures, or level transmission and control malfunctions. This budget accommodates 5-6 major pump replacements a year. Capital Outlay: from Rates (10100) 940 Machinery & Equipment -$43,500 $32,500 -Scheduled replacement of Service Truck with Service Body and Crane. Cost split with Storm, Total Cost $65,000 $11 ,000 -Manhole Repair System -cost shared between Storm, Sewer and Street, total cost $33,000 948 Repair & Replacement of Sewer Main -Carryover $600,000 This project was identified through video inspection and sewer main maintenance services. The existing 18 inch sewer main was determined to have deteriorating pipe, root intrusion, and sections of pipe fai lures. 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 lo rehab this main (SEW-91). 953 Shop Complex Pavement Restoration -Carryover $28,200 The project involves replacement of the degraded asphalt surface inside the fenced area of the City Shop Complex and the installation ofa new storm water quality treatment device. The asphalt at the City Shop Complex is deteriorated beyond simple patch work and necessitates replacement. The asphalt replacement triggers storm water treatment requirements stipulated by the MS4 permit and promotes good stewardship for clean water discharges to Ashley Creek. Cost shared between/Water, Sewer, Storm, Streets, & Solid Waste Total Project Cost $341,000 15 SEWER OPERATIONS FUND: 5310-454-430630 FY 2020 BUDGET HIGHLIGHTS -con't. Line Item Detail: SANITARY SEWER Capital Outlay: from Rates (10100) Cont. 956 Lift Station Communication Upgrade -S20,000 This multi-year project replaces up to five lift station landline based alarm systems with cell phone web based alarm and data collection. Currently, operators are alerted of lift station failures through landline phones. The proposed Mission Communication System collects necessary facility data that is published through a web based program reviewed daily by operators. 32 mission units are currently installed and additional units will be purchased and phased into the operational system over the next several years (SEW-72). 960 Manhole & Sewer Main Rehabilitation & Replacement -S50,000 This project allows for the reconstruction or replacement ofsanitaty sewer manholes and mains that have deteriorated and are approaching a potential fa ilure. The sewer crews review and record the function of manholes and mains. During this review, crews prioritize the potential projects according to the severity of the deterioration (SEW-33). 962 Sewer Main Slip Lining Projects -S395,000 This project involves re-lining failing sewer mains in I st Alley West from Montana St. to Washington St. and I st Alley East and West, and 6th alley EN and East Washington (WW-EX-02, WW-EX-06, WW-EX-07) Capital Outlay -Impact Fee Funds (10123) 955 Main & Lift Station Upsize -Carryover $204,320, New Appropriation $95,680 -Total $300,000 Misc. sewer contract main upsize, facility enlargements, or regional lift station. Increased fo r 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 $50,000, New Appropriation $120,000 Bonded Debt -$2,861,318 Carryover 957 West Side Interceptor-$3,031,318 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 connecti on at 10th Street West and 5th Ave West, west and then nor1h 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 negotiati ons for easements and land acquisition; development of project design plans and specifications; bidding and negotiation services; and construction (SEW-55). 16 WASTEWATER TREATMENT PLANT FUND: 5310-455-430640 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: TTE's 6.55 6.55 6.55 6.55 110 Salaries & Wages $418,815 $421 ,283 $456,093 $454,195 Ill Seasonal Salaries $4,479 $1,818 $5,000 $5,000 11 2 Severance $14,457 $4,244 $42,3 17 $0 121 Ove1time $19,892 $20,238 $22,500 $22,500 153 Health Insurance $83,823 $85,394 $89,087 $90,736 155 Retirement -PERD $32,690 $33,336 $33,89 1 $34,152 Subtotal $574,156 $566,313 $648,888 $606,584 Maintenance & Operations: 210 Office Supplies/Equip/Computers $6,012 $15,6 16 $10,000 $10,000 218 Safety Equipment & Supply $2,208 $2,310 $2,700 $2,700 225 Alum $20,282 $20,37 1 $20,000 $28,000 226 Chemicals $22,336 $52,276 $80,000 $87,000 229 Other Supplies/Janitorial/Consumable Tools/Equip Rental $6,383 $3,502 $7,000 $7,000 231 Gas & Oil $9,969 $14,288 $16,000 $19,000 312 Postage & Shipping $401 $561 $400 $400 336 Licenses and Fees $7,491 $11 ,595 $11 ,500 $12,000 341 Electricity $175,155 $174,179 $182,000 $190,000 342 Water $4,010 $8,640 $7,500 $7,500 344 Natural Gas $44,838 $45,585 $60,000 $82,000 345 Telephone & Alanns $6,098 $5,974 $6,500 $6,500 353 Auditing $4,000 $4,000 $4,000 $2,500 354 Contract Services-Glacier Gold $130,426 $134,3 11 $124,000 $135,000 355 Other Contract Services I Land Fill $27,472 $36,880 $30,000 $39,000 356 Consultant-Elec Eng/Permit Asst /Site Specific Sampling $54,582 $58,535 $77,500 $174,000 358 Consultant -TMDL, WWTP Permit/Rates/Fennenter Assessmnt $2,588 $632 $185,000 $150,000 360 Maintenance Service -Misc. $15,323 $22,6 14 $30,000 $30,000 366 Building Maintenance $23,181 $39,005 $40,000 $46,000 373 Dues, Training & Training Materials $5,391 $4,911 $7,500 $8,500 388 Medical Services $228 $412 $500 $500 510 Property & Liability Insurance $34,985 $36,350 $37,342 $42,000 52 1 Central Garage Transfer $13,212 $13,842 $22,489 $19,219 522 Administrative Transfer $112,237 $122,819 $11 7,270 $122,705 528 Infonnation Tech. Transfer $20,854 $20,854 $23,898 $23,651 Subtotal $749,662 $850,062 $1,103,099 $1,245,175 17 WASTEWATER TREATMENT PLANT FUND: 5310-455-430640 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FYIS/19 FY19/20 430640 Capital Outlay: Operating Funds 920 T-Was RoofReplc (carry & new) $0 $0 $32,000 $15,000 921 Evergreen Sewer Sampling Equipment & Bid $23,054 $0 $0 $0 930 Biosolids Alternate Disposal Eng.( 61 % rate,39% impact) $0 $0 $183,000 $178,052 940 Boiler/Heat Exchange Overhaul $0 $31 ,372 $0 $0 Subtotal $23,054 $31 ,372 $215,000 $193,052 430645 WWTP Replacement Funds:Evg (10125) 362 Equipment Maintenance $96,696 $100,485 $100,000 $118,000 921 Roof ReplcmntFY 17; E. Secondary Clarifier Coating Prj $34,636 $0 $60,000 $75,000 933 Solid Dewatering Carryover $1,538 $89,000 $0 $0 934 Secondary Digesters Lid Phase 1 & Phase 2 ( carry/new) $28,798 $3 10,390 $1 ,388,991 $696,249 936 Digested Sludge Line Replacement $149,190 $0 $0 $0 937 Sand Filter Maintenance & Replacement-Carry $0 $0 $100,000 $0 940 Machinery & Equipment $52,672 $74,438 $97,000 $125,500 Subtotal $363,530 $574,313 $1,745,991 $1 ,014,749 4902xx-6x Debt Service $860,055 $860,709 $859,913 $859,667 831 Replacement Reserve-Evergreen $407,772 $398,461 $420,000 $420,000 Depreciation Expense (non cash) $1 ,425,000 $1 ,425,000 $1 ,425,000 $1 ,425,000 Subtotal WWTP $4,403,229 $4,706,230 $6,417,891 $5,764,227 18 WASTEWATER TREATMENT PLANT FUND: 5310-455-430640 EXPENSE DETAIL ACTUAL ACTUAL FY16/17 FY17/18 430646 Laboratory Operations -Personal Services: FTE's 2.0 2.0 110 Salaries & Wages $100,802 $106,328 153 Health Insurance $16,344 $16,590 155 Retirement -PERO $7,450 $7,968 Subtotal $124,596 $130,886 Maintenance & Operations: 210 Office Supplies/Computers/other Supplies/Shipping $1 ,853 $3,484 218 Equipment $2,611 $1 ,912 222 Lab Supplies $13,249 $14,163 349 Lab services /Permit & Pretreatment Testing $27,321 $34,823 362 Equipment Maintenance $4,479 $5,219 373 Dues & Training, Licenses $1 ,337 $1,261 Subtotal $50,850 $60,862 Subtotal Laboratory $175,446 $191,748 Total Treatment Plant $4,578,675 $4,897,978 FY 2020 BUDGET HIGHLIGHTS Line Item Detail -Wastewater Treatment Plant 225 Alum -$28,000 Increased to support fennenter shut down for the condition assessment evaluation. 226 Chemicals -$87,000 proposed BUDGET BUDGET FYIS/19 FY19/20 2.0 2.0 $110,917 $115,308 $17,608 $16,872 $8,161 $8,589 $136,686 $140,768 $4,500 $4,500 $2,500 $2,500 $16,500 $16,500 $30,000 $30,000 $5,500 $5,500 $3,700 $4,700 $62,700 $63,700 $199,386 $204,468 $6,617,277 $5,968,695 Polymer addition is used as part of the dewatering process for biosolids production. An increase in use from the previous year is anticipated due to flow increases, and minor operational changes which creates dryer biosolids. 344 Natural Gas -$82,000 Increased based on actual consumption and recommended 3% increase from NW Energy. 355 Other Contract Services -$39,000 Rag /grit and landfill biosolids disposal fees and other contract services. 19 WASTEWATER TREATMENT PLANT FUND: 5310-455-430640 FY 2020 BUDGET HIGHLIGHTS -con't Line Item Detail -Wastewater Treatment Plant 356 Consultant -Electrical Engineer, Permit Compliance & Site Specific Sampling -$174,000 $20,000 Electrical Engineer -Continue to update the 1992 antiquated computer control programming for operations of the modernized equipment in the current plant. Ongoing trouble shooting when failures occur in communications and the computer control program. $10,000-Permit Compliance : Temperature Study Monitoring/Evaluation - The City of Kalispell wastewater discharge permit mandates the development of a temperature and flow monitoring plan for instream and effluent discharge in response to the Ashley Creek Temperature TMDL. Continuing monitoring and evaluation of the data will be utilized for permit compliance and evaluation of the WWTP discharge temperature effects on Ashley Creek. $144,000 -Site Specific Standard Sampling and Evaluation-Evokes a process for a permittee to demonstrate that the site specific reduction of one nutrient will achieve the highest attainable condition (HAC) the same as it could by a reduction of both nutrients. The permittee is required to demonstrate through monitoring, modeling and evaluation interim effluent limits, different than the numeric WQ standard, will achieve the HAC. This is a multi-year program involving a minimum of three years of data collection, analysis, modeling, DEQ collaboration and ultimately the state adopting new rulemaking standards for the WWTP's discharge to Ashley Creek. The first year involves development of the plan, approval from DEQ, sampling and analysis for summer 2019. 358 Consultants -TMDL Permit $25,000, Rate Study Carryover -$60,000, WWTP Permit Renewal Application/Support $10,000 & Fermenter Condition Assessment $55,000 -Total $150,000 TMDL restrictions will have some consequences for the City's historical ability to discharge waters to Flathead tributaries and its community wastewater to Ashley creek. We have engaged an experienced consultant to provide assistance to the City for working with MDEQ to develop a satisfactory TMDL. This budget continues funding for a WWTP Facility Plan Update and Rate Analysis, in addition to consulting support for permit renewal and variance adherence. The fermenter tank is due to be drained, cleaned and a conditions assessment will be preformed to plan for future repairs and maintenance. 366 Building Maintenance -$46,000 $31,000 -Replace Garage Doors on Truck Storage/Digester Bldg $15,000 -Misc. building repairs and maintenance to multiple WWTP buildings 430640 Capital Outlay -Operating Funds 920 T-WAS Tank Roofing Replacement-Carryover $5,000, New Appropriation $10,000 The T-Was Tank roofing liner was originally installed in 1992 and the roofliner is completely destroyed by U.V. and no longer provides rain/weather protection to the shared electrical equipment in the digester basement. The new appropriation is for the remaining electrical work that needs to be completed (WWTP-1729). 644 Capital Outlay -Impact Fee Funds 929 Construct New EQ Basin -$469,800 The existing EQ basin is at operational limits for the current flows . This project constructs one 75-FT diameter tank which provides 395,000 gallons of additional equalization basin storage. Design of the 75-FT diameter EQ tank will include considerations for future conversion to a primary clarifier, anticipated for the year 2030. Once the 75-FT diameter tank is converted to primary clarification, the existing rectangular clarifiers can be modified for additional equalization basin capacity. This first phase will be for preliminary engineering. 20 WASTEWATER TREATMENT PLANT FUND: 5310-455-430640 FY 2020 BUDGET HIGHLIGHTS-con't Line Item Detail -Wastewater Treatment Plant 430640 Capital Outlay -Operating Funds 640/44 Capital Outlay -Operating Funds & Impact Fee Funds 930 Biosolids Alternate Disposal Design & Land Acquision -Carryover $291,889 ($178,052 rates & $113,837 impact fee) As the City approaches the capacity of the Glacier Gold Composting facility of600 dry/tons per year these funds will be used to implement an alternative means of disposing of our biosolids (WWTP-1730). 430645 Capital Outlay -Replacement Funds 362 Equipment Maintenance -$118,000 -The WWT plant maintains a long list of equipment some of which includes 76 pumps, 2 10 valves, air compressors, gas boilers, sand filters, air blowers, fans, motors etc. The original 1992 plant is reaching the expected_ life span of25 years and therefore increases in equipment replacement, rehabilitation, and maintenance is expected. Most of the smaller pump replacement costs range in $12,000 -$15 ,000 range. The larger digester mixer pumps cost $50,000 and an air blower replacement costs would exceed the $125,000 range (WWTP-1604). Funds include $18,000 for the West Secondary Digester Cleaning and Inspection. 921 East Secondary Clarifier Coating Rehabilitation -Carryover $60,000; New Appropriation $15,000 The submerged metal in the East Seconda1y Clarifier is rusting and in need of protective coating. This clarifier became operational in 2009 and was equipped with galvanized metal, but the corrosive environment is causing the metal to rust along with wormhole pitting on the ann (WWTP-1605). 934 Secondary Digesters Lid Replacement -Phase 1 & 2 -Carryover $646,249, New Appropriation $50,000 The Secondary Digester Lids were originally installed in 1992. The steel floating lids were protective coated in 1997 due to the corrosive environment. The coatings were designed to last IO + years, and the coating/metal are now showing signs of rusting. An inspection by a qualified coating and structural expert was perfonned. Budget for this project includes final phase coating for the last secondaiy digesters as detennined from the inspection analysis report (WWTP-1711 ). 940 Machinery & Equipment Replacement Fund -$125,500 $45,000 -Biocell Instrumentation $28,000 -Biocell Submersible Mixers (4) $8,500 -Fermenter Valving $32,000 -Digested Sludge Line Grinder Pump $12,000 -Digester Bldg Hoist Replacement Laboratory Operations: 349 Lab Services/Permit & Pretreatment Testing -$30,000 Pretreatment Program: The pennit 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. 21 SEWER SYSTEM IMPACT FEES FUND: 5311 REVENUE PROJECTION estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FYI8/19 FYI8/19 FY19/20 Beginning Cash 10123 Cash: Sanitary (collection) Impact Fees $2,593,200 $2,079,218 $2,079,218 $1 ,630,439 10124 Cash: Treatment Impact Fees $1 ,003,232 $1,322,802 $1,322,802 $1,537,139 Total Cash $3,596,432 $3,402,020 $3,402,020 $3,167,578 Revenue 343330 Sanitary (less admin) $886,241 $570,000 $617,500 $570,000 343335 Treatment (less ad min) $534,524 $332,500 $427,500 $380,000 Interest Revenue -Sanitary (collection) $28,629 $25,000 $25,000 $20,000 Interest Revenue -Treatment $10,046 $8,500 $15,000 $20,000 Total Revenue $1,459,440 $936,000 $1,085,000 $990,000 Total Available $5,055,872 $4,338,020 $4,487,020 $4,157,578 Exuenses 900 Capital from Sanitary (collection) Impact Fees $1 ,333,852 $1 ,571,883 $741,279 $470,000 Capital from Treatment Impact Fees $0 $117,000 $3,163 $583,637 610/620 Debt Service from Sanitary (collection) Impact Fees $95,000 $350,000 $350,000 $666,026 Debt Service from Treatment Impact Fees $225,000 $225,000 $225,000 $225,000 Total Expenses $1,653,852 $2,263,883 $1 ,319,442 $1,944,663 Ending Cash 10123 Cash: Sanitary (collection) Impact Fees $2,079,218 $752,335 $1,630,439 $1,084,413 10124 Cash: Treatment Impact Fees $1 ,322,802 $1,321,802 $1,537,139 $1 ,128,502 Total Cash $3,402,020 $2,074,137 $3,167,578 $2,212,915 22 SEWER SYSTEM IMPACT FEES FUN D: 5311 EXPENDITURE SUMMARY/ DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 454-430635 Capital Outlay -Impact Fee funds (IO I 23) 954 Grandview L.S. Relocation & Upsize (50% rate / 50% impact I $0 $11 ,098 $579,536 $0 955 Main & Lift Station Upsize -Carryover & New Appropriation $0 $0 $3 10,000 $300,000 957 West Side Interceptor Phase I -Carryover & New Appr $79,226 $1,322,754 $682,347 $170,000 961 2nd Alley WN -Mont to Calf(66% rates 34% impact fee) $152,572 $0 $0 $0 Total Capital from Sanitary Impact Fee Funds $23 1,798 $1,333,852 $1,571,883 $470,000 610/620 Debt Service (impact fee portion) $96,345 $95,000 $350,000 $666,026 Total Sanitary Impact Fee Funds $328,143 $1,428,852 $1 ,921,883 $1,136,026 455-430644 929 Construct New EQ Basin $0 $0 $0 $469,800 930 Biosolids Alternate Disposal Eng. (6 1 % rate,39% impact) $0 $0 $117,000 $11 3,837 Total Capital from Treatment Impact Fee Funds $0 $0 $117,000 $583,637 610/620 Debt Service (impact fee portion) $225,000 $225,000 $225,000 $225,000 Total Treatment Impact Fee Funds $225,000 $225,000 $342,000 $808,637 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 IO year life. 23 STORM SEWER FUND #5349 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 minimize pollutant run off to waterbodies in accordance with State. and Federal Regulations. DEPARTMENT PERSONNEL: (7.85 FTE) .10 Public Works Director .25 Senior Civil Engineer (City Engineer) .15 Budget Resource Manager .25 Construction Manager .10 Administrative Coordinator .20 Project Manager (Engineer II) .05 Road and Fleet Superintendent .20 Assessment Coordinator 1.0 Environmental Specialist GOALS OF THIS DEPARTMENT: .60 Assistant Civil Engineer (Engineer II) .25 Engineering Tech/GIS/IT Support .20 Administrative Assistant .50 Storm/Sewer Maintenance Supervisor 3.0 Storm Maintenance .25 Special Street Maintenance Operator .20 General Laborer .40 Utility Management Superintendent .15 GIS Specialist 1. To maintain and operate the storm water collection, detention, and treatment facilities for the conveyance of storm water. 2. Implement requirements of the Municipal Separate Storm Sewer System Discharge Permit (MS4). INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY20 budget for Storm Sewer provides capital projects to improve conveyance for an existing stormwater system in Main Street, improve water quality from a large watershed that discharges to the Stillwater River, and improve the function of the Sylvan regional detention facility. The budget supports the design and construction of regional conveyance and facility which will service future growth in the west areas of Kalispell. Additionally, funding supports the MS4 Permit requirements including an inspection program for post development treatment facilities and the development of a TMDL action plan. 2000 1800 1600 1400 1200 1000 800 600 400 200 0 00 00 00 00 en en en ..; r< r< r< r< r< r< r< V, >->->->->->->-(lJ LL LL LL LL LL LL LL en er:: er:: er:: er:: er:: er:: er:: r< 5 5 5 5 5 5 5 >-LL f--0 0 I f--0 0 er:: V) z er:: f--V) z er:: 5 r< N er, <t .-< N er, I f--<t STORM SEWER FUND #5349 STOR M SEWER (i n 10001s) ..; ..; ..; ..; ..; ..; ..; ..; V, V, V, V, V, V, V, V, (lJ (lJ (lJ (lJ (lJ (lJ (lJ (lJ 0 0 0 0 r< r< r< r< N N N N N N N N >->->->->->->->-LL LL LL LL LL LL LL LL er:: er:: er:: er:: er:: er:: er:: er:: 5 5 5 5 5 5 5 5 f--0 0 I f--0 0 I V) z er:: f--V) z er:: f--.-< N er, <t r< N er, <t ..; ..; V, V, (lJ (lJ N N N N >->-LL LL er:: er:: 5 5 f--0 V) z .-< N ..; V, (lJ N N >-LL er:: 5 0 er:: er, ..; V, (lJ N N >-LL er:: 5 I f--<t BEG. CASH BAL. -EXPENSES -RECEIPTS If the red line (expenses) is above or intersects near the top of the green bar (beginning cash balance), the fund may not be able to meet its obligations and may need attention. Conversely, the red line intersecting the green bar near the bottom could indicate needed expenses are not being incurred or an adjustment is needed. The storm sewer fund is an assessed fund. As an assessment supported fund, the storm sewer fund should have enough cash available at July 1st (and January 1st) to pay expenses through December (June). In this fund a beginning cash carryover of 35%-40% of budgeted expenses should be sufficient ot pay the fund expenses through December, if a balanced budget is presented. Beginning cash carryover was 200% (FY19), 115% (estimated FY20), 75% (estimated FY21), and 44% ( estimated FY22). STORM SEWER FUND: 5349-453-430246 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET BEGINNING CASH FY17/18 FY18/19 FY18/19 FY19/20 10100 CASH: Operating $1,215,022 $1 ,434,940 $1 ,434,940 $1,582,500 10122 Cash, Capital Reserve $140,000 $140,000 $140,000 $140,000 10127 Cash, Emergency Reserve $25,000 $25,000 $25,000 $25,000 10190 Cash, Designated for Equipment Replacement $171 ,186 $152,888 $152,888 $134,888 10193 Cash, Designated Capital Projects $50,000 $428,391 $428,391 $720,191 Total Cash $1 ,601 ,208 $2,181,219 $2,181,219 $2,602,579 REVENUES 343370 Stonn Assessments-billed (IO I 00) $834,775 $810,000 $900,000 $958,750 Assessments-designated for equipment (IO I 90) $50,000 $75,000 $75,000 $81,250 Assessments-designated for capital projects (10193) $413,261 $505,000 $505,000 $585,000 Bonded Debt $71 ,914 $0 $0 $5,775,000 334040 Petro Tank/Monitory Reimbursement ( IO 100) $1,533 $1 ,500 $1 ,500 $1 ,500 343035 Penn it fees & other Charges for Service ( 10100) $3,217 $1,000 $2,200 $1 ,500 363040 Penalty & Interest (10100) $2,534 $1,500 $3,300 $1,800 371010 Interest (IO 100) $25,688 $25,000 $35,000 $35,000 Impact Fee 5% Admin (10100) $14,856 $10,000 $6,500 $6,500 Total Revenue $1,417,778 $1 ,429,000 $1 ,528,500 $7,446,300 Total Available $3 ,018,986 $3,610,219 $3,709,719 $ I 0,048,879 EXPENSES EXPENSES FROM RATES (10100) $669,107 $1,562,362 $807,362 $1 ,348,106 Capital Equipment -replacement (IO 190) $68,298 $93,000 $93,000 $56,500 Capital Projects (10193) $34,870 $640,700 $213,200 $1 ,202,500 Capital Outlay -Bonded Debt $71,914 $0 $0 $5,500,000 Depreciation (non-cash expense) $285,000 $285,000 $285,000 $285,000 Total Expenses $1,129,189 $2,581 ,062 $1 ,398,562 $8,392,106 add back depreciation/other $285,000 $285,000 $285,000 $285,000 ENDING CASH 10100 Cash, Operating $1 ,434,940 $728,000 $1 ,582,500 $1 ,245,866 10122 Cash, Capital Reserve (target $140,000) $140,000 $140,000 $140,000 $140,000 10127 Cash, Emergency Reserve (target $25,000) $25,000 $25,000 $25,000 $25,000 10190 Cash, Designated Equipment Replacement $152,888 $134,888 $134,888 $159,638 10193 Cash, Designated Capital Projects $428,391 $292,691 $720,191 $102,691 10195 Cash, Bond Reserve $0 $0 $0 $275,000 $2,181,219 $1,320,579 $2,602,579 $1,948,195 24 STORM SEWER FUND: 5349-453-430246 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FYl6/17 FYl7/18 FY18/19 FY19/20 Personal Services: 6.20 7.20 7.70 7.85 110 Salaries & Wages $337,023 $380,479 $451 ,922 $476,323 121 Overtime $1,353 $893 $4,000 $4,000 153 Health Insurance $74,142 $78,609 $97,880 $97,207 155 Retirement $25,245 $28,810 $33,856 $36,107 Subtotal $437,763 $488,791 $587,658 $613,636 Maintenance & Operations: 210 Office Supplies/Equip/Computer/GIS $3,436 $10,516 $16,100 $16,100 218 Equipment (non capital)/ Safety Equip & Supplies $2,932 $532 $6,550 $6,000 229 Other Supplies/Consumable Tools $280 $2,108 $2,200 $2,200 231 Gas&Oil $7,094 $7,944 $11 ,500 $11 ,500 345 Telephone & Communication $861 $1,039 $1 ,000 $1,500 353 Auditing $1,150 $1,150 $1,150 $1 ,150 354 Contract Services $6,861 $6,857 $7,000 $7,000 356 Stormwater Reg Compliance Program/Permit $24,243 $24,420 $135,000 $135,000 357 Impact Fee Update $29,942 $10,192 $0 $0 358 Consultants $5,111 $7,627 $10,000 $10,000 359 Consultants/TMDL I Permit $1 ,032 $8,812 $15,000 $15,000 360 Repair & Maint Services $1,294 $2,200 $2,500 $2,500 362 Groundwater Monitoring $2,150 $1,933 $4,000 $6,500 37 1 Curb & Gutter $0 $364 $7,000 $6,000 373 Dues & Training $3,933 $3,767 $5,500 $7,250 388 Medical Services $0 $0 $100 $100 410 Construction Materials $0 $2,589 $10,000 $10,000 510 Liability/Prop. Ins. ($11,000; $5,000 uninsured loss) $4,842 $3,576 $11,824 $16,000 521 Central Garage Transfer $9,180 $8,575 $10,133 $9,435 522 Administrative Transfer $39,752 $44,350 $42,058 $45,133 528 Information Tech Transfer $16,684 $16,684 $19,118 $18,92 1 530 Lease Payments/BNSF $4,790 $4,587 $6,000 $6,200 532 Office Rent $6,422 $6,422 $6,422 $6,422 Subtotal $171,989 $176,244 $330,155 $339,91 1 Debt Service 610/620 Principal, Interest, Fiscal Fees $0 $4,072 $4,549 $4,559 25 STORM SEWER FUND: 5349-453-430246 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 430246 Capital Outlay: from operating (IO 100) 951 2 Mi. Dr. Drainage lmpr $0 $0 $250,000 $0 955 Sylvan Dr Repair Phase 2 ( carry) $501,380 $0 $390,000 $390,000 Subtotal $501,380 $0 $640,000 $390,000 430247 Capital Outlay: from Capital Projects (IO 193) 921 Sand/Cold Mix Storage Shed $34,378 $14,997 $0 $0 952 Storm Drain Correction Funds (carry & new appropriation) $27,970 $0 $200,000 $230,000 953 Shop Complex Pavement Restoration (Carry) $0 $0 $188,200 $45,000 954 North Main Street Stonnwater Project $0 $0 $252,500 $252,500 956 Wyoming Street Outfall $0 $0 $0 $225,000 968 4th Ave East Replace -Non Bonded Portion $0 $19,873 $0 $0 959 · Regional Facilities & Piping Design $0 $0 $0 $400,000 961 North Regional Conveyance System $0 $0 $0 $50,000 Subtotal $62,348 $34,870 $640,700 $1 ,202,500 Capital Outlay: Bonded 969 4th Ave East Replace $0 $71,914 $0 $0 970 Regional Facilities & Piping Design $0 $0 $0 $5,500,000 Subtotal $0 $71 ,914 $0 $5,500,000 430249 Capital Outlay: from Replacement $ (IO 190) 840 Machinery & Equipment-MACJ Match (Carry) $0 $0 $43,000 $0 940 Machinery & Equipment $0 $68,298 $50,000 $56,500 Subtotal $0 $68,298 $93,000 $56,500 510400 831 Depreciation: $285,000 $285,000 $285,000 $285,000 Total $1 ,458,480 $1 ,057,275 $2,581 ,062 $8,392,106 26 STORM SEWER FUND: 5349-453-430246 FY 2020 BUDGET HIGHLIGHTS Line Item Detail: STORM SEWER FUND 110 Personnel Services -Includes an additional .IS FTE Addition of one full-time GIS specialist. Salary split between Storm, Water, Sewer, Street, Light Maint and Solid Waste. 356 Stormwater Regulatory Compliance Program/Permit Fees -$135,000 The City of Kalispell is required to comply with Montana Department of Environmental Quality's General Penn it for Storm Water Discharges Associated with Small Municipal Separate Stonn Sewer Systems (MS4s). The Permit requires the City to create a TMDL section that is included in its Stonmvater Management Plan (S WMP). The TMDL section will identify the measures and BMPs it plans to implement, describe the MS4's impainnent priorities and long-tenn 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 TM DL. 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 stonnwater management plan. 430246 Capital Outlay: from Rates (10100) 955 Sylvan Drive Stormwater Repair Phase 2 -Carryover $390,000 The Sylvan Drive stormwater system services a large drainage basin in the west and northwest areas of Kalispell. The system consists of large storn1water pipes, manholes and a detention facility that discharges to the natural drainage backwater channel of the Stillwater River. This project continues from phase I and rehabilitates the detention facility, slope stabilization, and outfall structure to ensure compliance with the MS4 stonnwater pennit (STX-39). 430247 Capital Outlay: from Capital (10193) 952 Storm Drain Correction -Carryover $130,000 & 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 stonn drainage system upgrades. Projects include: Areas in sections of the City that have extensive ponding at the intersection caused from rain events. Improve curb and gutter flow to eliminate ponding and deterioration of pavement. 953 Shop Complex Pavement Restoration -Carryover $45,000 The project involves replacement of the degraded asphalt surface inside the fenced area of the City Shop Complex and the installation of a new stonn water quality treatment device. The asphalt at the City Shop Complex is deteriorated beyond simple patch work and necessitates replacement. The asphalt replacement triggers stonn water treatment requirements stipulated by the MS4 pennit and promotes good stewardship for clean water discharges to Ashley Creek. The new appropriation accounts for the updated cost of the water quality unit. Cost shared between/Water, Sewer, Storm, Streets, & Solid Waste -Total Project Cost $341,000 27 STORM SEWER FUND: 5349-453-430246 FY 2020 BUDGET HIGHLIGHTS -con't 430247 Capital Outlay: from Capital (10193) Continued 954 North Main Street Stormwater Project -Carryover $252,500 Runoff from the golf course tends to pond near the southeast border of the golf course property. This project will help to mitigate the ponding and provide drainage mitigations to alleviate impacts to adjacent private properties and support water quali ty treatm ent practices for the Wyoming outfall to the Stillwater River. (STX-41). 956 Wyoming Street Outfall -$225,000 This project allows for the construction of a treatment unit at the Wyoming Street Outfall. The treatment unit will treat storm water runoff from 100 acres of residential, mix used, commercial, and hwy land development. Implementation of WQ Treatment projects allow the City to meet MS4 Permit and TMDL requirements (STX-49). Capital Outlay: Bonded 959 Regional Facilities & Piping Design -$5,500,000 Design a regional detention facility and conveyance piping to prevent and eliminate flooding created from new development in the areas 430248 Capital Outlay: from Impact Fees (10120) Carryover $736,000; New Appropriation $400,000 430247 Capital Outlay: from Capital (10193)-New Appropriation $400,000 959 Regional Facilities & Piping Design -Carryover $736,000; New Appropriation $800,000 Design a regional detention facility and conveyance piping to prevent and eliminate flooding created from new development in the areas north of town, with potential construction starting the summer of 20 I 9 (STX-28, STX-29, & STX53). 430248 Capital Outlay: from Impact Fees $50,000 430247 Capital Outlay: from Capital (10193)-$50,000 961 North Regional Conveyance System -Total $100,000 Preliminary design and permitting for large conveyance system which supports future development nmth of West Reserve (STX-29). 960 Stormwater Facility Upsizing -Carryover $200,000 Misc. stormwater contract main upsize, and or facility enlargements. 430249 Capital Outlay: from Equipment Replacement (10190) . 940 Machinery & Equipment -$56,500 $32,500 Service Truck with Service Body and Crane. Scheduled replacement of2000 Service Truck. Cost split with Sewer, Total Cost $65,000 $13,000 Two Leaf Loader Buckets. Cost shared with Street. Total Cost $26,000 $11 ,000-Manhole Repair System -cost shared between Storm, Sewer and Street, total cost $33,000 28 STORM SEWER SYSTEM IMP ACT FEES FUND: 5348 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 Beginning Cash 10120 Cash: Storm Impact Fees $1,82 1,099 $2,050,556 $2,050,556 $1 ,694,056 Total Cash $1,82 1,099 $2,050,556 $2,050,556 $1,694,056 Revenue 343225 Impact fees (less admin) $282,873 $190,000 $123,500 $123,500 Interest Revenue -Impact fee cash $14,248 $0 $20,000 $15,000 Total Revenue $297,121 $190,000 $143,500 $138,500 Total Available $2,118,220 $2,240,556 $2,194,056 $1 ,832,556 Ex(!enses 900 Capital from Storm Impact Fees $67,664 $1 ,466,000 $500,000 $1 ,386,000 800 Debt Service from Storm Impact Fees $0 $0 $0 $175,568 Total Expenses $67,664 $1,466,000 $500,000 $1 ,561 ,568 Ending Cash 10124 Cash: Storm Impact Fees $2,050,556 $774,556 $1,694,056 $270,988 Total Cash $2,050,556 $774,556 $1,694,056 $270,988 29 STORM SEWER SYSTEM IMP ACT FEES FUND: 5348 EXPENDITURE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 453-430248 Capital Outlay -Impact Fee funds (10120) 959 Regional Facilities & Piping Design $0 $0 $1,236,000 $1,136,000 960 Stormwater Facility Upsizing (Carry Over) $0 $67,664 $230,000 $200,000 961 North Regional Conveyance System $0 $0 $0 $50,000 Subtotal $0 $67,664 $1 ,466,000 $1,386,000 610/620 Debt Service (impact fee portion) $0 $0 $0 $175,568 Total Sanitary Impact Fee Funds $0 $67,664 $1 ,466,000 $1,561,568 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 IO year life. 30 SOLID WASTE FUND #5510 PURPOSE OF THIS DEPARTMENT: The Solid Waste Depattment collects and disposes of solid waste material from residential and commercial entities to provide a cleaner and healthier condition for the City of Kalispell. DEPARTMENT PERSONNEL: (7.55 FTE) .10 Public Works Director .15 Budget Resource Manager .20 Assessment Coordinator .20 Administrative Coordinator .30 Road and Fleet Superintendent .15 GIS Specialist GOALS OF TIDS DEPARTMENT: .20 Administrative Assistant .1.5 Project Manager (Engineer II) 5 Solid Waste Operators 1 Solid Waste Supervisor . 10 General Laborer 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. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY20 budget outcomes include the continuation of solid waste collection and transport operations to service existing and new residential/commercial customers while maintaining a high level of service. A new rear load will be purchased this year in accordance with the equipment replacement schedule for Solid Waste. The new rear loader will have a larger capacity and increase route efficiencies by reducing trips to the land fill, in addition the new hydraulics will be able to lift metal bins with a higher weight load. 1000 900 800 700 600 500 400 300 200 100 0 SOLID WASTE FUND #5510 SOLID WASTE (in l OOO's) 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH 1ST 2ND 3RD 4TH QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR QTR FY18 FY18 FY18 FY18 FY19 FY19 FY19 FY19 FY20 FY20 FY20 FY20 FY21 FY21 FY21 FY21 FY22 FY22 FY22 FY22 est. est. est. est. est. est. est. est. est. est. est. est. est. BEG. CASH BAL. -EXPENSES -RECEIPTS 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 opligations 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 3 5%-40% of budgeted expenses should be sufficient to pay the fund expenses through December, if a balanced budget is presented. Beginning cash carryover was 80% (FY 19), 75% (estimated FY20), 52% (estimated FY21), and 31 % (estimated FY22). SOLID WASTE FUND: 5510-460-430840;430845 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 Cash: Operating 10120 Replacement Account Total Cash REVENUES 343410 Assessments 343420 garbage collections billed (part year) 363040 Penalty & Interest 371010 Interest Earnings 343360 Misc./Sale of Asset(fyl 7) Total Revenue Total Available EXPENSES Total Expenses from Rates (10100) Capital Outlay-Replacement (10120) *Depreciation/Replacement Fund Total Expenses add back transfer to rep lacement account ENDING CASH 10100 10120 Operating Replacement Account Total Cash ACTUAL FY17/18 31 $905,151 $222,075 $1,127,226 $993,216 $23,399 $2,293 $11 ,153 $0 $1 ,030,061 $2,157,287 $868,631 $15,000 $150,000 $1 ,033,631 $150,000 $916,581 $357,075 $1,273,656 BUDGET FY18/19 $916,581 $357,075 $1 ,273,656 $996,000 $25,000 $2,100 $8,000 $0 $1,031,100 $2,304,756 $1,063,955 $0 $150,000 $1,213,955 $150,000 $733,726 $507,075 $1,240,801 estimated ACTUAL FY18/19 $916,581 $357,075 $1 ,273,656 $1 ,022,000 $23,500 $2,100 $15,000 $238 $1,062,838 $2,336,494 $990,000 $0 $150,000 $1 ,140,000 $150,000 $839,419 $507,075 $1,346,494 proposed BUDGET FY19/20 $839,419 $507,075 $1 ,346,494 $1 ,022,000 $23,500 $2,100 $15,000 $0 $1,062,600 $2,409,094 $974,291 $260,000 $150,000 $1 ,384,291 $150,000 $777,728 $397,075 $1,174,803 SOLID WASTE FUND: 5510-460-430840;430845 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 Personal Services: FrE's 7.40 7.40 7.40 7.55 110 Salaries & Wages $388,406 $399,025 $418,051 $428,543 112 Severance $0 $0 $65,447 $0 121 Overtime/Call Outs $5,303 $4,849 $6,500 $6,500 153 Health Insurance $88,224 $89,741 $94,557 $101 ,080 155 Retirement • PERO $28,977 $31 ,388 $31 ,059 $32,232 Subtotal $510,910 $525,003 $615,614 $568,354 Materials and Services: 213 Office Equip/ Computer Equip & Supplies $5,376 $2,635 $14,500 $14,500 218 Non Capital Equip.-Garbage Containers $37,290 $23,665 $37,500 $37,500 229 Other Supplies/Safety Equip/Consumable Toe $3,301 $2,353 $5,500 $5,500 231 Gas and Oil $37,798 $49,188 $55,000 $60,000 341 Electricity $1,6 11 $1 ,516 $2,050 $2,050 344 Natural Gas $2,627 $2,466 $4,500 $4,500 345 Telephone $1,003 $1 ,032 $1 ,250 $1,250 354 Contract Services $12,918 $10,206 $20,000 $20,000 362 Equipment Maint. & Supplies/Radios $1,517 $979 $5,700 $5,700 366 Building Maintenance $288 $3,070 $4,500 $8,875 373 Dues & Training $1,825 $1,832 $3,500 $5,500 388 Medical Services $141 $144 $650 $650 5IO Property & Liability lns. $6,799 $8,985 $9,400 $12,000 512 Uninsured Loss • Deductible $0 $5,084 $4,000 $4,000 521 Central Garage Transfer $76,104 $69,786 $71 ,869 $72,450 522 Administrative Transfer $37,311 $43,247 $38,199 $44,649 528 Information Tech. Transfer $12,513 $12,513 $14,339 $14,191 532 Office Rent $6,422 $6,422 $6,422 $6,422 Subtotal $244,844 $245,123 $298,879 $319,737 430845 Wash Bay/Materials & Services: 224 Janitorial Supplies $285 $362 $500 $500 341 Electricity $1,920 $1,834 $3,500 $3,500 342 Water $698 $529 $2,000 $2,000 344 Natural Gas $4,600 $4,758 $6,000 $6,000 360 Repair/Main! Services/Building Maint $247 $10,591 $18,909 $6,000 Subtotal $7,750 $18,074 $30,909 $18,000 32 SOLID WASTE FUND: 5510-460-430840;430845 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FYlS/19 FY19/20 430840 Capital Outlay: 820 953 Alley Paving -transfer to Gas Tax Shop Complex Pavement Restoration Subtotal $35,000 $494 $40,000 $0 $40,000 $38,200 $40,000 $28,200 $35,494 $40,000 $78,200 $68,200 430840 Capital Outlay: Replacement Funds (IO 120) 944 Machinery & Equipment Subtotal $45,405 $15,000 $0 $260,000 $45,405 $15,000 $0 $260,000 600 Debt Service -Garbage Truck $39,999 $40,431 $40,353 $0 831 Depreciation (fund replacement account) Total $150,000 $150,000 $150,000 $150,000 $1,034,402 $1 ,033,631 $1,213,955 FY 2020 BUDGET HIGHLIGHTS Line Item Detail: Solid Waste 110 Personnel Services -Includes an additional .IS FTE Addition of one full-time GIS specialist. Salary split between Storm, Water, Sewer, Light Main!, Street, and Solid Waste. 366 Building Maintenance -$8,875: $2,000 to repair a damaged section of security fence at shop complex. Cost shared with Sewer, Solid Waste, Water, Street, Parks. Total Cost $10,000. $1,384,291 $4,375 -Shop Complex Motorized Gate System. Cost shared between Water, Sewer, Streets, TSS, Central Garage, Solid Waste, Parks, Police. Total Cost $35,000 Capital Outlay: Operating Funds 820 Alley Paving -$40,000 Pave approximately six alleys and perform maintenance on existing paved alleys. Paved alleys enable garbage trucks better access to containers, improving operation efficiency, and the alleys are easier to maintain in the winter and summer months. 953 Shop Complex Pavement Restoration -Carryover $28,200 The project involves replacement of the degraded asphalt surface inside the fenced area of the City Shop Complex and the installation of a new storm water quality treatment device. The asphalt at the City Shop Complex is deteriorated beyond simple patch work and necessitates replacement. The asphalt replacement triggers stonn water treatment requirements stipulated by the MS4 permit and promotes good stewardship for clean water discharges to Ashley Creek. Cost shared between/Water, Sewer, Storm, Streets, & Solid Waste -Total Project Cost $341 ,000. Capital Outlay: Replacement Funds 944 Rear Loader Garbage Truck -$260,000 Scheduled replacement of 2005 Rear Loader. 33 Page Fund Dept 1-3 6010 4-6 6030 INTERNAL SERVICE FUNDS Central Garage Information Technology $ $ 650,645 847,632 Total Internal Service Funds $ 1,498,277 CENTRAL GARAGE FUND #6010 PURPOSE OF THIS DEPARTMENT: The Central Garage provides an internal customer service response for the proper maintenance and service of the city's fleet of vehicles and equipment. DEPARTMENT PERSONNEL: (3 FTE) 1 Mechanic Supervisor 2 Mechanics GOALS OF THIS DEPARTMENT: 1. Provide cost effective and efficient operation for fleet maintenance services. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY20 Central Garage budget supports continued automotive and equipment service and repairs for the City's fleet. Expenditures provide for building maintenance projects and replacement/update of equipment in an effo11 to promote a safer environment within Central Garage. $200 $180 $160 $140 $120 $100 $80 $60 $40 $20 $0 CENTRAL GARAGE FUND #6010 CENTRAL GARAGE FUND (in lOOO's) BEG. CASH BAL. -EXPENSES -RECEIPTS 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 Central Garage fund is an internal service fund supported by quarterly user ( other funds) charges, approximately 35% from the general fund and 65% from other funds. Ideally, the Central Garage fund should have enough cash available at the beginning of each quarter to pay expenses for the quarter. In the central garage fund a beginning cash carryover of 25%-35% of budgeted expenses should be sufficient to pay the fund expenses for the quarter, if a balanced budget is presented. Beginning cash carryover was 26% (FY19), 25% (estimated FY20), 10% (estimated FY21), and 12% (estimated FY22). CENTRAL GARAGE FUND: 6010 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FYIS/19 FYIS/19 FY19/20 BEGINNING CASH 10100 CASH: operating $8 1,107 $134,370 $134,370 $165,370 Total Cash (beginning of year) $8 1,107 $134,370 $134,370 $165,370 REVENUES 342050 Fees for Services $495,536 $544,000 $544,000 $536,000 364030 Misc. $1,027 $0 $0 $0 37 1010 Investment Earnings $1,395 $400 $2,000 $1,000 Total Available $579,065 $678,770 $680,370 $702,370 EXPENSES Personal Services $187,902 $228,991 $210,000 $219,435 M&O $249,773 $296,013 $291,000 $420,710 Capital Outlay $7,020 $15,000 $14,000 $10,500 Total Expense $444,695 $540,004 $515,000 $650,645 ENDING CASH Operating cash available $134,370 $138 ,766 $165,370 $51,725 CENTRAL GARAGE FUND: 6010-410-43 1330 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/l 7 FY17/18 FY18/19 FY19/20 Personal Services: FTE'S 3 3 3 3 11 0 Salaries and Payroll Costs $155,927 S145,81 I $165,695 $162,350 121 Overtime $2,288 $2,010 $2,500 $2,500 153 Health Insurance $38,047 $29,397 $48,559 $42,455 155 Retirement $11 ,3 19 $10,684 $12,237 $12,130 Subtotal $207,581 $187,902 $228,99 1 $219,435 Maintenance & Operations: 210 Office Supplies, Computers & Software $8,406 $7,389 $11,000 $11 ,000 229 Equipment (Non Capital);Safety Equip, other Supplies $9,694 $6,11 0 S10,700 $8,000 230 Oil $17,323 $16,647 $25,000 $25,000 23 1 Gas $6 12 $45 1 $1,500 $1,500 232 Motor Vehicle Parts $124,154 $122,137 $124,000 $126,000 233 Tires $40,780 S37,711 $48,000 $50,000 238 Filters $8,191 $8,209 $8,500 $8,500 241 Consumable Tools, Books $2,062 $1,277 $2,000 $2,000 341 Electricity $1,593 $1,625 $1,950 $1,950 344 Natural Gas $4,238 $4,260 $6,000 $6,500 354 Contract Services-Repairs $21,010 $29,868 $30,000 $32,000 362 Equipment Maint., Radios, Building Maint. $370 $1,3 18 $8,000 $126,375 373 Dues & Training $5,298 $1,602 $7,200 $7,500 388 Medical Services $423 $878 $425 $425 510 Insurance $1,286 $1,949 $2,179 $4,500 528 lnfom1ation Tech. Transfer $8,342 $8,342 $9,559 $9,460 Subtotal $253,782 $249,773 $296,0 13 $420,7 10 Capital Outlay 92 1 Parts Washer $25,504 $0 $0 $10,500 944 Machinery & Equipment $0 $7,020 $15,000 $0 $25,504 $7,020 $15,000 $10,500 Total $486,867 $444,695 $540,004 $650,645 2 CENTRAL GARAGE FUND: 6010-410-431330 FY 2020 BUDGET HIGHLIGHTS Line Item Detail: CENTRAL GARAGE 362 Equipment Maint., Building l\'laint. -$126,375 $15,000 -Replace Waste Oil Heater $40,000 -Replace Garage Doors $65,000 -Roof Replacement $ 4,375 -Shop Complex Motorized Gate System (cost shared betwn water, sewer, streets, TSS, Central Garage, Solid Waste, Parks, Police. Total Cost $35,000 $ 2,000 -Misc Building Maintenance 373 Dues & Training -$7,500 It is necessary to travel out of state for specialized training for the City's fire apparatus, large construction equipment, sweepers, and vac-trucks. Capital Outlay 944 SJ 0,500 -Aqueous Parts Washer Upright Automatic Parts Washer -Reduces technician exposure to harsh cleaning chemicals and solvents and allows the technician to perfonn other tasks while parts are cleaned. 3 INFORMATION TECHNOLOGY FUND #6030 PURPOSE OF THIS DEPARTMENT: 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. DEPARTMENT PERSONNEL: 1 Information Technology Director; 1 Info1mation Technology Support Specialist; .55 Media Specialist GOALS OF THIS DEPARTMENT: 1. Maintain computer systems for the provision of municipal services. 2. Maintain external communication systems for the dissemination of information to the public. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The server environment will utilize technology to increase server availability and reduce recovery time during server failure. Replace computers based on a 4 year replacement schedule. Repurpose the old computers for other staff using new hard drives and a fresh operating system build. Deploy 58 computers, servers and tablets from a combination of new and repurposed equipment. Replace the core storage area network that provides file shares and virtual server storage for vaiiety of departments. Replace the City's phone system. Installation of a generator at the City Hall building for the servers and network that will support the new voice over IP phone system. Migrate to Microsoft Office 365 Government Cloud. Acquire Microsoft office apps and email services from Government cloud. Provide SharePoint Online and One Drive to City email accounts. 300 250 200 150 100 so 0 INFORMATION TECHNOLOGY FUND #6030 INFORMAT ION TECH. FUN D (in 10001s) BEG. CASH BAL. -EXPENSES -RECEIPTS If the red line ( expenses is above or intersects near the top of the green bar (beginning cash balance), the fund may not be able to meet its obligations and may need attention. Conversely, the red line intersecting the green bar near the bottom could indicate needed expenses are not being incurred, or an adjustment is needed. The Information Technology fund is an internal service fund supported by quarterly user (other fund) charges, approximately 60% from the general fund ( entitlement share and Spectrum franchise fees) and 40% from other funds . Ideally, the IT fund should have enough cash available at the beginning of each quarter to pay expenses for the quarter. In the IT fund a beginning cash canyover of 25%-35% of budgeted expenses should be sufficient to pay the fund expenses for the quarter, if a balanced budget is presented. Beginning cash carryover was 29% (FY19), 27% (estimated FY20), 5% (estimated FY21), and 7% (estimated FY22). INFORMATION TECHNOLOGY FUND FUND: 6030-403-410580;4 l 0585 PROJECTED REVENUE AND FUND SUMMARY estimated proposed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINN ING CASH 10100 CASH: Operating $ 173,339 $ 180,334 $ 180,334 $ 225,024 101 20 Cash, Replacement account $ 9,11 2 $ 14,112 $ 14,11 2 $ 24,11 2 $ 182,45 1 $ 194,446 $ 194,446 $ 249,136 REVENUES 393000 Charge for service-other Funds $ 23 5,655 $ 267,657 $ 267,657 $ 262,33 1 335230 Entitlement (General Fund share) $ 205,000 $ 180,000 $ 180,000 $ 140,000 341027 Charter Franchise Fees (General Fund share) $ 180,197 $ 188,000 $ 225,000 $ 225,000 37 1010 Interest $ 1,585 $ 1,100 $ 2,600 $ 1,300 364030 Misc./ sale $ 10,456 $ $ $ Total Revenue $ 632,893 $ 636,757 $ 675,257 $ 628,631 Total Available $ 815,344 $ 83 1,203 $ 869,703 $ 877,767 EXPENSES Information Technology $ 482,178 $ 619,844 $ 592,567 $ 738,632 Equipment $ 138,7 18 $ 28,000 $ 28,000 $ 71,000 Equipment from Replacement $ $ $ $ $ 28,000 Depreciation/Replacement reserve $ 5,000 $ 10,000 $ 10,000 $ 10,000 Total expenses $ 625,898 $ 657,844 $ 630,567 $ 847,632 add back depreciation $ 5,000 $ 10,000 $ 10,000 $ 10,000 ENDING CASH 10100 CASH: Operating $ 180,334 $ 159,247 $ 225,024 $ 34,023 10120 Cash, Replacement account $ 14,11 2 $ 24,11 2 $ 24,112 $ 6,112 Total Cash $ 194,446 $ 183,359 $ 249,136 $ 40,135 4 INFORMATION TECHNOLOGY FUND FUND: 6030-403-4 l 0580;4 l 0585 EXPENSES DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 401-410580 Personal Services: FTE's 2.55 2.55 2.55 2.55 110 Salaries & payroll costs $ 164,357 $ 168,183 $ 175,9 13 $ 183,688 121 Overtime $ 1,116 $ 325 $ 1,000 $ 1,000 153 Health $ 44,227 $ 44,564 $ 42,173 $ 32,742 155 Retirement $ 12,909 $ 13,273 $ 13,828 $ 14,570 Subtotal $ 222,609 $ 226,345 $ 232,915 $ 232,001 403-410580 Maint. & operations: 215 Office Supplies, Ship & Recycle $ 972 $ 1,387 $ 2,200 $ 2,000 218 Equipment-(non capital) $ 17,660 $ 26,968 $ 25,800 $ 22,840 325 Website & Social Media $ 2,922 $ 16,817 $ 16,375 $ 16,450 345 Telephones -Cellular $ 2,178 $ 1,089 $ 2,550 $ 900 346 SummitNet & Internet Service Providers $ 10,109 $ 12,273 $ 16,224 $ 28,140 353 LaserFi che maintenance contract $ 3,432 $ 3,432 $ 3,866 $ 4,000 354 Contracted Labor $ 10,342 $ 13,509 $ 25,000 $ 45,000 355 Software & Licenses $ 18,452 $ 20,184 $ 20,250 $ 20,185 356 Support/Maintenance Contracts $ 49,785 $ 34,202 $ 49,100 $ 60,300 357 AV Capture All Meeting Streaming $ 7,400 $ 4,878 $ 5,000 $ 5,300 358 Office 365 E-mail & Microsoft Office $ 6,396 $ 4,690 $ 23,661 $ 61,01 I 373 Training/school/memberships $ 4,770 $ 5,813 $ 8,300 $ 8,275 510 Insurance $ 819 $ 1,469 $ 2,000 $ 3,000 403-410583 218 TV-Video Equipment & programming $ 2,280 $ 4,484 $ 7,100 $ 7,000 354 TV-Video Contract Services $ $ $ $ 403-4 10585 Copiers, Fax, Office machines, Phones 229 Supplies (leased equip. supplies, paper, etc.) $ 12,604 $ 13,7 14 $ 19,548 $ 18,870 345 Phone -Centrex $ 76,631 $ 76,370 $ 78,000 $ 122,000 532 Copier Leases (7) $ 15,233 $ 14,556 $ 14,388 $ 15,160 Subtotal $ 24 1,985 $ 255,835 $ 3 I 9,362 $ 440,431 5 INFORMATION TECHNOLOGY FUND FUND: 6030-403-4 l 0580;4 l 0585 EXPENSE DETAIL proposed ACTUAL ACTUAL BUDGET BUDGET FY16/17 FY17/18 FY18/19 FY19/20 405-410588 Equipment: DEPT. 940 Network Equipment Capital $ 47,440 $ 29,319 $ 16,000 $ 28,000 403-410585 942 Servers -capital $ 25,422 $ 36,634 $ 12,000 $ 71 ,000 4xx-410588 2 18 Police Dept. (413) $ 29,233 $ 33,555 $ 33,003 $ 28,150 354 Police-Hosted server(413) $ 1,087 $ 2,484 $ 2,150 $ 2,400 218 Park's Dept. (436) $ 5,034 $ 4,715 $ 7,080 $ 4,000 218 Public Works (410) $ 2,345 $ 4,247 $ 5,808 $ 4,440 21 8 Attorneys (404) $ 3,553 $ 4,800 $ 705 $ 3,870 218 Fire Department ( 416) $ 9,454 $ 8,749 $ 12,258 $ 16,870 218 MGR/HR/Mayor/Clerk/Finance-( 40 I) $ 85 $ 8,237 $ 4,158 $ 2,300 218 Community Economic & Development (480) $ $ 1,506 $ $ 1,870 218 Planning & Zoning (420) $ 12,312 $ 4,472 $ 2,405 $ 2,300 Subtotal $ 135,965 $ 138,718 $ 95,567 $ 165 ,200 403-510400 831 Depreciation / Replacement reserve $ 5,000 $ 5,000 $ 10,000 $ 10,000 Total $ 605,559 $ 625,898 $ 657,844 $ 847,632 6 COMPONENT UNITS Page Fund Dept 1-25 TBID Annual Marketing Plan 26 7855 Tourism Business Improvement District 27 7855 Tourism Business Improvement District $ 668,000 28-31 BID Budget Letter 32-33 2701 Business Improvement District $ 173,803 Total Component Units $ 841,803 DESTINATION MARKETING PLAN AND BUDGET Fiscal Year 2020 ~ DISCOVER .. Kalisr2~!1 Discover Kalispell, the Kalispell Convention & Visitor Bureau 15 Depot Park, Kalispell, MT 59901 www.discoverkalispell.com Contents About Kalispell Strengths Challenges Opportunities About Discover Kalispell . Structure Purpose of marketing plan FY 2019 Highlights Importance of Destination Marketing Kalispell and the Montana Brand The Travel Decision Process Destination Marketing Industry Trends FY20 Marketing Plan Key Market Segments Leisure -Consumer Travel Sports and Events Meetings & Conventions Groups -Domestic and International Key Segments and Methods -chart Goals and Objectives Operating Budget Bed Tax TBID DISCOVE11 Kalis~JJ Page 3 7 8 9 10 14 18 22 23 24 Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 2 DISCOVER Ka Ii s12~!J About Kalispell Montana Here in the Flathead Valley life is awe-inspiring and simple at the same time. That ability to both lose ourselves -to wander in millions of acres of protected and pristine lands -or find ourselves by channeling the confident frontier spirit that drove the development of this regional powerhouse, is what makes this mountain community a destination. What sets Kalispell apart is the way two worlds come together. This is a town dripping with history but not stuck in the past. Without sacrificing that old Western charm, Main Street has been revitalized in recent years with new shops and restaurants injecting a modern feel into the classic Western architecture. Kalispell is an eclectic community with artists and bankers co-mingling over a plate of ta pas, then moving down the street to shoot some pool. It's ballet class for the kids while mom and dad browse through used books or sip a latte while a bass player picks away in the corner. Our spirit is in our balance, between our work life and our home life, and between playing and building, all while remembering what really matters, the time with each other and the land that keeps it all in perspective. Kalispell's Nonresident visitor characteristics Group Characteristics: 15% all first time visitors; 73% all repeat visitors; 82% plan to return within 2 yrs Primary reason for trip: 60% vacation/recreation/pleasure; 21% visit FRF or attend event If on vacation, attracted for: GNP, mountains, family/friends, open space Sites visited on trip: GNP, Flathead Lake state parks, YNP, other MT state parks; Natl Bison Range Top activities: scenic driving, day hiking, wildlife watching, photography, visiting historical sites, shopping, camping, breweries, museums, Indian reservations, farmers markets, and attending festivals/events. Residency of origin: WA, ID, Alberta, CO, WI, MN, IL, OH, CA, OR Age groups represented: 36% -55-65 years; 33% -65-74 years; 20% -35-44 years; 19% 45-54 yrs (Source: ITRR 2018 Quarterly Non-Resident Survey-spent at least one night in Kalispell) Expenditure Data Non Resident visitors spent $530M in Flathead County during 2017. 2017 Non Resident Expenditures -Flathead County Exenditure Percentages 30% ------------------------- 25% 20% 15% I .10% 5% 0% Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 3 ~ OISCOVUI Kalis~~ Destination Facts Number of lodging properties in Kalispell: 22 Increased hotel room inventory in the Flathead Valley: 595 new guest rooms since 2016 (2016 = 325; 2018 = 186; 2019 = 84) Glacier National Park: 2.96M recreational visitors in 2018. Non-peak monthly increases: Mar +13%; May +9.7%; Sep +11.7%; Oct +8.9%; Nov +32.5%; Dec +41.6%. Kalispell's Glacier Park International Airport (FCA) is served by five major airlines -Alaska, Allegiant, America, Delta, United -which fly to 13 cities (some seasonal). • New flights secured for 2019: non-stop service to Dallas, Chicago, Los Angeles, Phoenix/Mesa • 2018 -307,076 enplaned passengers, a 14% increase Intl travel: 110 tour operators offer product in Kalispell. Over 5,000 estimated room nights and $1.4M in spending generated from Intl Travelers in Kalispell. (Source: 2017 RMI, T.R.I.P. report) FVCC One Campaign: $18M of new construction for new library, student center and performance/athletic facility. Kalispell Core and Rail Redevelopment: project creates a rail-served industrial park on the outskirts of Kalispell, builds a beautiful new linear park with biking and walking trails in the downtown core, and opens up the Core Area and historic downtown to vast business opportunities. 12012 Glacier Rail Park site purchased • ... ~. ..• 3 2012 -Ground first broken on the project .... u 0""' I O o , r 2015 Ci o Ka I l nd FC DA rec ·ve TIGER gr nt to help fund CRR I 1 2016 Grading in Rail Park begins I I I I I I I I I I I I 20l2 .. .. 2Dl5 21116 21117 21118 2020 THE FUTII I E • 1 L 2017 Construction in Glacier Rall Park beglnsJ _J J ~ 7 2018 CHS relocates to the Rail Park 36 ACRES 2019 Railroad tracks in middle of town · 80• 100 IN COREAAEA •~ are removed and replaced by trail 2 MILES JOB§ !£!t~ ua OF NEW TRAIL AT THE AAILPARI< Kalispell Strengths Increased availability of non-stop flight destinations to Kalispell due to efforts by the business and tourism community and Glacier AERO. Energized community: Kalispell area was named the third-fastest growing micropolitan community in the nation for the second year in a row. A strong economy leveraged by tourism, manufacturing, retail and health care. Core area and rail project: committed City and other stakeholder groups Annual destination events that increase visitations: Montana Spartan Race, Montana Indoor Soccer Championship, Skijoring at Rebecca Farm, The Event at Rebecca Farm, Three Blind Refs Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 4 DISCOVER Kalis~II ~ 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 ironic natural landmarks located in Kalispell's backyard: 32 miles from the entrance to Glacier National Park, 10 miles to Flathead Lake, surrounded by 2M acres of Flathead National Forest. Kalispell Challenges Weather conditions that are deviating from historical patterns pose a challenge when promoting outdoor recreation and outdoor events that rely on certain weather conditions. Changes in water temperatures impact fisheries and water-based activities. The impact of national media headlines around wildfires in GNP, as well as the wildfire smoke from surrounding states is impacting visitations to our area. Aquatic Invasive Species post a threat to the Flathead basin waterways. The impact to Montana from zebra mussels alone is estimated at $234M in mitigation costs and lost revenue. (Source: Flathead Lake Biological Station) Availability of Short Term Rentals (Airbnb, VRBO) continues to increase in Kalispell and Flathead County impacting the occupancy and ADR at traditional lodging properties. Canada is a primary market for northwest Montana noted mostly in visitations for shopping and recreation as well as real estate investments. Alberta's economic momentum in 2018 was impacted by the discount on Alberta's oil which widened to record levels impacting jobs and available discretionary income for Alberta's residents for travel. Alberta economy is forecasted to grow 1.6% in 2019. The 2018-2019 9-month exchange rate was stated at 76.6 cents, lower than 2017-2018. (Source: Treasury Board and Finance, Government of Alberta, 2018-19 Q3 Fiscal Update and Economic Statement) Potential increase in fuel tax to commercial airports {Montana legislation) challenging our ability to attract new carriers and flights. Kalispell Opportunities Destination and product development: The increased number of sports and conference and event facilities being developed within our competitive set highlights the need for Kalispell to prioritize the expansion of venues and other tourism assets. Environment: The natural environment is the cornerstone of Kalispell and its tie to agriculture and recreation. Discover Kalispell's commitment to being a steward of our resources will be integrated in our communication and promotional strategy and our alliances and partnerships with area non-profits and eco-conscious businesses. Increased average annual occupancy: Glacier National Park and Glacier Park International Airport saw increased visitations in 2018 during the shoulder and winter months. Discover Kalispell strategy serves to increase the group, event and corporate visitations to help smooth out the seasonality of occupancy and ADR. Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 5 DISCOVER Kalis12~JJ Positioning and branding: Discover Kalispell recently completed a destination tourism strategy plan which defines a broader and more differentiated positioning of Kalispell and our customer's loyalty. The identified strategies and action steps from the plan will be implemented during FY20. Enhanced consumer trip planning tools: DiscoverKalispell.com executed a direct booking engine in FY19. That trip planning tool will be expanded to enable engaged travelers to seamlessly book lodging and activity packages. Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 6 PISCOVElt Ka lis~JJ About Discover Kalispell Structure The Kalispell Convention & Visitor Bureau (KCVB) is a division of the Kalispell Chamber of Commerce. The Kalispell Chamber has served as the official tourism agency for the City of Kalispell since 1987. The KCVB is funded through two contracts with public agencies and also generates private funds through registration fees and sponsorships. The Chamber has contracted with the State of Montana for Kalispell's share of the lodging facility use tax since 1987. And, in 2010, they began administration of the Kalispell Tourism Business Improvement District under an agreement between the City, Kalispell hoteliers, and the Chamber. The Discover Kalispell Team President/CEO Chamber/CVB: Joe Unterreiner, joe@kalispellchamber.com Director/CVB: Diane Medler, diane@discoverkalispell.com Group Sales Manager: Dawn Jackson, dawn@discoverkalispell.com Sales & Marketing Assistant: Vonnie Day, vonnie@discoverkalispell.com Visitor Services Coordinator: Meche Ek, info@discoverkalispell.com 15 Depot Park, Kalispell, MT 599011 406-758-2811 I www.discoverkalispell.com Purpose of Marketing Plan The FY20 marketing plan serves to direct the initiatives and spending for Discover Kalispell and inform and educate the board of directors, community stakeholders, Tourism Advisory Council and the City of Kalispell. The Bed Tax and TBID funds work in collaboration to support this marketing plan. TBID Renewal The Kalispell Tourism Business Improvement District renews in June, 2020. The renewal process implemented by Discover Kalispell in cooperation with the City of Kalispell will take place during the first half of FY20. 2018-2019 Highlights Hosted the 6th annual Montana Spartan Race, bringing 7,946 registered racers and 2,150 spectators. 46 states and 5 Canadian provinces represented. 5,882 racers traveled at least 200 miles to attend the race. Put on the 2nd annual Montana Indoor Soccer Championships, a Discover Kalispell event that brought 45 youth teams from WA, ID, BC, Alberta, and across Montana in March. Launched the newly designed DiscoverKalispell.com Hosted state-wide youth sporting events such as Montana State Cup Soccer Discover KalispelYs marketing campaigns garnered 13.2M impressions and 90k clicks to website. Kalispell VIC processed over 10,500 inquiries Over 3,000 room night book for group/meeting & convention business through Discover Kalispell promotions. Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 7 OISCOVER KalisQ~!J 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. TRAVEL PROMOTION'S VIRTUOUS CYCLE Impacts of destination promotion for a community are far-reaching. Non-resident visitors spend $530M in Flathead County per year (ITRR). Those dollars impact a wide range of local business including restaurants, retail, hotels, outfitters and guides, groceries, gasoline, and rental cars. Investment in tourism assets provides long term benefits. New businesses such as restaurants and breweries are an important part of the local experiences visitors are attracted to, but are also enjoyed by residents. When a community creates the right conditions for destination development, investment, and promotion, tourism is an economic lever that supports a strong sustainable economy. Discover Kalispell works as a community partner to support and develop community assets that are attractive to visitors but also raise the quality of life for residents. Discover Kalispelrs 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 OMO. Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 8 DISCOVER Kalis~Jj The Montana Brand and Kalispell Kalispell fits perfectly with the Montana Brand enabling Discover Kalispell to work cooperatively with the Montana Office of Tourism and Business Development and other region and CVB partners. More spectacular unspoiled nature: Kalispell is surrounded by 10 mountain ranges, a national park, two national forests, one wilderness area, and the largest freshwater lake in the west. Vibrant and charming small town: A vibrant downtown that merges historical charm with contemporary culture. Breathtaking experiences by day, relaxing hospitality at night: Making waves on Flathead Lake, rafting the Middle Fork, cycling the Going-To-The-Sun road, exploring 'The Bob', or viewing fall's dramatic transformation in the Flathead National Forest. However you choose to spend the daylight hours, your evenings will be full of hearty food and homey accommodations in Kalispell. Discover Kalispell partners with MOTBD in joint ventures for digital and print campaigns and in FY20 will participate in the Visa Vue program. Other cooperative projects include press trips and trade shows such as IPW and IRU. Kalispell, Montana is a quic and scenic 4-hour drive from Spokane. Enjoy the faJI colors as you follow along the meandering Clark Fork River prior o reaching Flathead Lake. Kalispell offers family-fun lodging options, 3 breweries and shopping in a vibrant down o vn, and close access to Glacier ational Park. OtSCOVER Kalisr2~IJ FY19 Fall drive market campaign creative Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 9 DISCO E Kalis~ll The Travel Decision Process Top reasons to travel: see new cultures and customs, experience the outdoors, conquer new adventures, have time to think and reflect, create memories with friends and family. Whatever the reason and wherever you decide to travel, the trip planning cycle is not always a linear path and includes several different stages. During a traveler's quest for a one-of-a-kind trip they will encounter a 'whole world' of options. Montana in general and Kalispell specifically, are not necessarily top-of-mind destinations. To be part of a traveler's consideration set means understanding the visitor that would be attracted to our destination and the travel resources influencing their choices. Several studies have been conducted to gain insight into leisure travel intentions, motivators and detractors based on the knowledge that American's don't take the vacation time they have earned. A study highlighted in USTravel.org shows these top motivation factors by gender: Female Male R.elaxation 83% 77% Get away from home 81 73" Experience di.fferrent c Et res 69% 58.'3' Experience d"fferent c .. s 62% 54% Pursue a hobby 33% 36% Participate in a sport 1941& 28%, $1' !"ftt-, jl Several factors can attribute to the catalyst to decide to plan a trip such as a desire for escape, rest, adventure or social interaction. An effective destination marketing campaign captures the attention of that motivated traveler. Stage 1: Inspiration -Dreaming During the first stage of the planning cycle, travelers are gathering ideas and inspiration. This is when the traveler either decides the type of trip they are interested in, or researches destinations that fit the trip type they want. Cost of travel and availability of personal finances to travel will impact the destination and type of trip chosen. Airfare and distance to travel to and within Montana may impact the decision to select Montana. Consumers are checking an average of 38 websites before they click 'book' making it harder for a destination to get noticed. (Expedia Travel Group) Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 10 ONLINE BOOKERS INCREASINGLY E GAGE WITH TRAVEL CONTENT IN THE WEEKS LEADING UP TO PURCHASE Number"ofvisfts trawlsites made bf boolas 45 days beforeboofsing: ~~ 121 140 0 161 baftl 35.0 30.0 25..0 20.0 lS.O I 11 10.0 5..0 Week.6 before • """'°"""~ .. \& ... CJ,.~ ""'--f/11:»-dla .... _ Pl!ll I I I I al 1t - OISCOYER Ka lisQ~!J 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 Biogs, articles, and inspiring photos & videos -demonstrate the unique Kalispell culture Sponsored content in targeting and retargeting campaigns Emarketing to loyal fans -keep followers engaged Travel shows -1:1 conversations with potential travelers in key markets Earned media/WOM -let others tell your story Stage 2: Orientation -Planning The second stage of the trip planning cycle revolves around orientating themselves to the selected destination or trip type -planning their memorable moments. This stage includes deciding the dates of travel, learning about available activities, events, historical, cultural and natural attractions, and setting the trip budget. Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 11 OISCOVEll Kalis~JJ 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: Shopping • ' / • Glacier National Park Outdoor recreation Website -Discoverkalispell.com Special Events Consumer reviews and ratings on travel platforms Be present on popular travel sites Strong call to action in all content Customized content for emarketing database Local events calendars Arts & Culture 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: Fadlitation -Booking Third stage includes making specific plans: booking activities and tours, making reservations for transportation and lodging, checking weather predictions. Travelers do their homework when deciding how to spend the moments of their trip. These 'hyper-informed' consumers have amped their consumption of content across various media and devices. Messages: Travelers are interested and motivated but probably have not finalized trip plans. To not lose them to another destination, make it easy for them to book. Connect travelers with hotels and activity providers, Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 12 DISCOVER Kalis~ll highlight events during their travel dates, promote activities outside of Glacier National Park to extend the trip, and make the transaction as smooth and seamless as possible. Tools: ~ Mobile-friendly website Lodging booking engine on DiscoverKalispell.com Lodging and activity discount packages on DiscoverKalispell.com Reliable sources for questions -VIC, travel guide, response to questions posted on social media Season-specific and niche activity content on website and social media Links to a variety of maps on DiscoverKalispell.com Resources -i.e. list of boat rentals and guided tours on Flathead Lake with complete contact info Visitor Information Center that's open year-round Stage 4: The Experience Travelers rely on mobile to get their bearings once arriving at a destination. Once they are here, a destination and other tourism businesses need to be present with resources on websites, apps, and social media, including a way to tap into local knowledge. 85% of leisure travelers decide on activities only after having afl ·ved at the destination (Google/lpsos MediaCT,"Traveler's Road to Decision," Aug 2015 ) Stage 5: Sharing Hopefully you've created loyal fans to your destination and they'll be sharing trip photos on social media and telling stories about their adventures at the next party and family gathering. Back to Stage 1 with the next traveler Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 13 DISCOYEII Kalis~JJ Destination Marketing Industry Trends Content -authentic and engaging content -is the strongest tool for a OMO to build engagement, advocacy, and positive word of mouth recommendations. The key to engaging content is telling a story about your destination and its local culture. The trends to watch when creating a content marketing strategy include: 1. IGTV and lnstagram {IG} Stories: IG stories launched in 2016 and have grown 11 times faster than standard Feed posts, and comprise 47% of all lG content by major brands (Block Party via Destination Think). The introduction of IGTV switches a user s feed from square images to full- screen vertical video. It is stated that 'Stories will soon outperform the traditional news feeds of FB and IG in terms of engagement and growth' {Destination Think, 12/21/18). 2. Changing algorithms: social media platforms change their algorithms all the time. DMO's need to consider a strategy that diversifies your channels and focuses on your organization's goals for that platform. Facebook has become more about quantity and commercialization rather than a place to connect with friends and family. Viewership has slowed in recent years while its ad revenue jumped by 42%. (Entrepreneur.com, Why social media has become so toxic and what to look for next} 3. Influencers: Not all influencers are created equal and can be difficult to determine who is a high-quality influencer that will get your content out to your target market. 4. If the locals are supporting tourism and behind what the OMO is doing then it is effective to involve locals in marketing campaigns to effectively convey the culture and vibe of the destination. 5. Search engine optimization and search marketing are more important than ever. When beginning to research a trip, 48% of North Americans use a search engine to conduct the initial search. Additionally more than half of travelers under 34 use a general search engine to check lodging prices and find the best deal. {Hearst Bay Area Blog, 7 Tourism Marketing Trends Evolving in 2019}. A strong content marketing strategy should go across all platforms and include SEO/SEM marketing. Real-time optimization of campaigns should be an integral aspect of marketing campaigns on any platform. Understanding your audience, targeting, testing, adjusting, retargeting are a continual process during any campaign. Messaging and content crosses all platforms, tying your brand and message together seamlessly the entire way down the funnel. The Travel Trends Report of 2019 by TrekkSoft highlights top trends for tour operators: 1. Last minute bookings are increasing: 'Bookings are generally made 13 days in advance. On mobile, this window narrows to just 5 days.' 2. Advanced booking is preferred for multi-day tours. The report highlights a shift with multi-tours and activities being booked further in advance as a preferred option for travelers. 3. Travelers are visiting new destinations: 22% of participants of the survey have seen a visible increase of visitors from new destinations. Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 14 DISCOYEll Ka lisQ~!J 4. Requesting new experiences. Tour operators are receiving requests for unique, once-in-a-lifetime experiences, mostly common amongst millennials. Ecological and educational tours are also in demands. 5. Local history and culture experiences including walking tours continue to be a popular offering. Destinations Analysts surveyed 831 meeting planners that represent a full spectrum of meeting and event planners with experience in a variety of industries, including corporate (42.4%), national/international association {42%), state/regional association (26.8%) and third party planners (25.6%), as well as those who regularly plan city-wides and those solely focused on self-contained meetings (44.9%). Top five most important components in measuring the success of a meeting or event, and the type of planned who rated them the highest: 1. Attendee satisfaction -Corporate Planners 2. Number of attendee registrations -Association Planners 3. Client Satisfaction -Self Contained Planners 4. Overall meeting experience -Self Contained Planners 5. Achieving meeting goals -Self Contained Planners Meeting Success Metrics-Overall l!!!llfil-., -(!US.U!Slj o.,,t . ~-(3.Alllii.~.HI Dof.ar....-as.-rei>Jll·lna~~ a ~~ llallmd...,_..1·1¥'11illiltin (Lft;,. ... -.,r;lalillibs • tll-Bi,~ [JL~US) ~illf/Billillmr·mlll.'l,rai:t!ia I ~UR) Saoae_..~_......,,.,. (CUS,. lf<S)J Medi>'Jlr .... )llegCJJl'l!!lill!ll [CUS,. 0.8 Clllw I ~Q\.B °" - T€11'1Wll!lllOICsa>RE UJIP. Jllllltlllm' ~salJsQd:l(J.,, 44.?li ~ l!llmtierctattend,e~ ~ 15.5111 tlle-.:d e,~c,f ~ M.E!¥l l8.3III .r.t:hiemr:R£fi!re~ 211.,$ 11.15 ~1'1itt:n~ 12 l3.l'$ !lldlilraimimt.saiauft r:..,."::51.:.. 1'.Mi .t..a c.fsi:1!1'15'mh~ 4-.w .._. 1k: .r=,;a;::: 7..4$ us 5dld,::etn:,,r;ml:!bd,; 3.B!lii 7.55 :ip:£S!l i:Jftusamfattkr.t 2..9 335, ~ 01!1dia~zdmralti:>rs I.J!6 ~ ~pres~oeonewmt 8Ull& Ei'..S O!f:g a;,r; !SI.I. AWllC:. 511.HmLOlllmlll' 215,_ EN S\11'; ~-EH &1'61 ZE.:a 21.8 ~ .l28£ n. 2!ll6 ~ l!l'.311i !Z:231', -.$ 2!!8, 6il'/i ~ :m ~ 1§5 -1.l!ill !a a.a; m:2111, a.;g; l!a.3 45 l'.5!'11 &B 3!.m!i ~ 6'l'!ii JJl!I 4a ll. 1N BB 2;JSI Cl3lill 1B a 1155 C.N; l'fease1hink.aboot ,,1.,1oulllll61:~1e.w.lbral!el'.fre~ llte~QIT~-WC pa Wl!imoftl!efolbt.fngdol!OU&enerallyftlt:lSiider-MOST RW#i. ~ 1iteSU!lOeS>Gf a~°'° eiemr? Ple.riie,n 'fGllll'°• ea-.:mi ~ Top 5 most important attributes for a meeting location and the type of planner that rated the value the highest: 1. Geographic location -Self Contained Planners 2. Meeting facilities -Third Party Planners 3. Hotels-quality -Third Party Planners 4. Hotels-rates -Citywide Planners 5. Overall cost of holding meeting in destination -Association Planner Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 15 DISCOVER Ka I is12~!J While a CVB's role in the meetings process is largely described as a "one-stop shop" for destination expertise, there is notable lack of specific knowledge of the many services a CVB provides. Top five most important services that a CVB provides for mid-sized meetings and the planner that perceived them to be the most value: 1. Printed destination guidebooks for attendees -Association Planner 2. Local events calendar -Third Party Planner 3. Digital marketing material -Association Planner 4. Personalized hotel selection assistance -Third Party Planner 5. Incentive packages to hold your meeting in that destination -Third Party Planner Top-of-Mind Benefi s/Services O ered b, CVBs roPE -E om auEs oNJ Gl,f:'1--silll,•libb - f'Jd;~~IIO"alll~r--1]1 .._~~=-iC11•i&011ltfil;I,~ -/Wwc,,._d_•fladiiboc, amlol:wla-iiaiilqalOl!lb -IS.ni .. .,.,:mtlndliaa~ -llllf\J!,_,,,..,..-••--J.2..B, !lldp,..,_·q___,. -ll.75 Ccal:llS1:0111""1:c:--DAS, IIW\li,'Mill!,lbmlm-bdr,;,-Flldii,-- At:oa,Jjl:r:l;fCIJ:lldlo,.,.kl~-.... •3..7.!l ..... 1:tal.lo---.U!I l!llll:lt...,., .... ~..... • ~- ........ -~, .. __ .,..._ ~ --- -•;a,,i J!l;ft ---oa ..... --~ -.. ~ 11.9 -,sa ---... ,aa., --,. ... -... .. -... IL• --.... --- :BIW -111ft • $ =-~ ,. aa SJ!li ----s"°' -SC ------u. "l5i C!$ -UM ---n.-. , ----·--«-----""' 6ft SM s .. ... ,. . -... ... -... -U!lj ·-!t.':1!11 - awc-itm• The biggest challenge that meeting planners remain to have is staying within the budget and identifying a centrally located destination. CVB assistance is likely to be valued by those planners with budget restraints and accessible location options. The free professional services through Discover Kalispell and expanded air services avabilable in our area surprise many planners. Kalispell is the perfect meeting destination to support our planners and grow conference attendance through: 1} our iconic location near Glacier National Park and Flathead Lake, 2} quality lodging options, 3} incentive options, 4} assistance with attendance promotion, and 5} our welcoming community. Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 16 DISCOVEll Kalis~ FV20 Marketing Plan -Key Market Segments Leisure -Consumer Travel Segment Kalispell is a mountain destination community attractive to travelers for its friendly/small town feel, community vibe and mindset, family-friendly accommodations and activities, affordability not found in a resort mountain destination, and proximity to iconic outdoor recreation including Glacier National Park. Consumer segment high potential visitors include family travelers, active matures, outdoor recreation seekers, adventure motorcyclists, arts and culture enthusiasts, and sports event attendees. Adventure motorcyclists take multiple trips per year and have a median age of 46. They spend nearly $110 per day in Montana, mostly on restaurants and bars followed by lodging. Average length of stay is 2.45 nights. Preferred routes are scenic routes and designated scenic byway/highway of which Kalispell and NW Montana has several options. {ITRR Motorcycle Touring in Montana: A Market Analysis, 2019) Key Geographical Markets are Washington, California (Los Angeles), Illinois (Chicago), and Alberta. Year-round promotions are targeted to Los Angeles, Chicago, Seattle, Spokane/CDA, and Calgary. Seasonal highlights are focused to the drive markets of Spokane/CDA, Seattle, Calgary, and Leth bridge. Emerging markets: Based on new non-stop flights to Kalispell, an emerging market for FY20 is Texas (Dallas). Additionally, FIT group travel is a key market segment enhanced by Discover Kalispell's tour operator and supplier promotions and partnerships with RMI and MOTBD. Kalispetrs Glacier Park International Airport is served by five major airlines which fly to 13 major cities (some seasonal). Sports and Events Segment Discover Kalispell has created and organized major destination events since 2012. While this continues to be a key strategy in FY20 the Discover Kalispell grant program will be expanded to provide increased support for events and other tourism assets produced by community organizations. Since 2012, Discover In 2018 and 2019 a partnership with Flathead Soccer Club enabled Kalispell to host major soccer events providing measurable visitations in early June, expanding the peak season increased occupancy. Discover Kalispell supports local academic leadership to bring state-wide tournaments and events to Kalispell. In FY19 Discover Kalispell supported organizers to host a large tribal event, as well as a variety of conference events, press media events, and community events that enhance the vibrancy of downtown. Kalispell's signature destination events have generated $28M in economic impact for the Flathead VaUey. Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 17 Groups/Meetings & Conventions Segment Kalispell has twenty two TBID hotels and ranges from 6 rooms to 170 rooms per property for a total of 1,946 rooms in market. My Place, opening June 2019 is a limited service hotel with 84 rooms (included in the total). Larger flag properties in Kalispell include Hilton brands, Best Western, Radisson, Holiday Inn, LaQuinta, Marriott and Red Lion. Groups of 10-500 can be comfortably and adequately accommodated in Kalispell. The most common group size is 50-150. The two largest convention hotels can accommodate up to 280 rooms per night and have over 26,000 square feet of meeting space. Larger groups that require more meeting space can be easily arranged between the two convention hotels, with the efforts of the sales team, meeting coordinator and Discover Kalispell. Many affordable options for overflow rooms are located close to the convention hotels. Along with the convention hotel space there are numerous unique venues in Downtown Kalispell that also serve as part of Kalispelrs cultural assets. Destination choices are important to meeting planners to promote the maximum attendance. Trends by Benchmark and Social tables indicate that unique and purposeful experiences rank high on attendee preference. Groups are seeking post conference-hour adventures, pre and post excursions, and attendees want planners to provide meaningful teambuilding activities during the meetings according to Meetings Today Trends survey. M&C Key Segment: Association continues to be a strong market for Kalispell. It has been the most reliable and dependable market largely due to the predictability of the rotation process, number of members and bylaws for state, regional and national. Kalispell area was named the third-fastest growing micropolitan community in the nation for the second year in a row. Health care During FY18., 52% of RFP's received were association, folllowed by 17% oorporate and 8% sports and events. expansion, manufacturing and tourism continue growing at a rapid pace for the Flathead Valley. Industry professionals find it important to network with like-minded associates, to be a voice and advocate in their industry, and be exposed to industry trends. Joining associations helps provide them with a competitive edge, give insight and act as a resource to the organization. M&C Geographical Market: Discover Kalispell has steadily been growing awareness and building relationships with planners in the Puget Sound area and will build on that momentum. Seattle is the closest major U.S. city to Kalispell. Other cities in the Puget Sound region include Tacoma, Olympia and Everett, Washington. In addition to only being an eight hour drive from Seattle, Glacier Park International Airport offers three direct flights out of Kalispell daily and Amtrak train services from Whitefish. Seattle is often considered a regional location for association conferences because of the proximity to the airport, city amenities and coastal scenery. Kalispell offers the close proximity and city amenities however the differences are our Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 18 DISCOVER Kalis~" mountainous scenery, friendly community, abundance of outdoor activities and all at a reduced out-of- pocket expense. Discover Kalispell attends trade shows that target Pacific Northwest meeting planners such as Connect, Smart Meetings and MPI. Previous attendance at these shows has given Discover Kalispell the opportunity to retain engagement with those planners through our quarterly M & CE-news and annual FAM trips. Small Market meetings fits Discover Kalispell' s critieria for both meeting size and the variety of planners. A new show for Discover Kalispell in FY20 is MPI-Cascadia which focusues on the Pacific Northwest meeting planners and has educational programs for both planners and suppliers. Referral Program: The Bring it Home campaign is a referral program in its fourth year. It has proved to be successful in bringing in conventions of up to 500 attendees. Locals receive a $10 gift card for every meeting or group referral they give. Our local professionals are passionate about where they live and relieved there are resources like the Discover Kalispell that can help support the group, both financially and as boots-on-the- ground assistance. The Kalispell Chamber of Commerce continues to be a strong resource for Discover Kalispell with their membership of over 700 businesses and associations. We are able to market the Bring it Home program, educate our community about Discover Kalispelrs services through luncheons, newsletters and chamber staff. Market Segment Occupancy Report: The majority of Kalispelrs TBID hotels provide monthly market segment occupancy data. The segments include Corporate, Events, Government, Group, Tours and Transient/Leisure. Discover Kalispei'I compiles the information and utilizes the statistics for market strategy direction and keeping apprised of Kalispell trends. For example, during FY17 the average corporate segment occupancy was 14% of total and in FY18 it increased to 19% with increases noted in all quarters from the reporting hotels. This is contributed to the retail, corporate and highway construction occurring in the Flathead Valley. Higher transient occupancy was noted for those months and group percentages were higher compared year over year, providing compression to non-conference hotels. Discover Kalispell uses the report to closely monitor the tour group numbers with anticipation of steady growth as a result of the hosting International Roundup and increased promotional efforts to domestic and international tour operators. FY18-Annual Average Ql Average Q2 Average Q3 Average Q4Average Corporate 19% 16% 24% 23% 20% Event 1% 1% 1% 0% 2% 1Govemment 5% 5% 6% 5% 5% I 'Group 7% 9% 4% 5% 9% I Tours 1% 2% 0% 0% 0% :1 Transient/Leisure 67% 68% 66% 67% 64% Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 19 DISCOYEr« Kalis~U Tours Groups Segment -Domestic and International Kalispell has the right elements, affordability and unique experiences to attract domestic, regional and international tour companies, as well as clubs and specific interest hobby groups. Discover Kalispell will seek out tour groups both domestic and international and clubs that focus on history, culture and local signature events. Kalispell hosted the 2018 International Roundup in April (IRU). It brought in over 40 tour operators to experience Kalispell first-hand. The event had not been held in our area in over 20 years and the likelihood of hosting it again won't come around for another 20 years due to the rotation process between states and cities. The Montana Office of Tourism & Business Development contracts with Rocky Mountain International (RMI), which is the organization responsible for IRU. They specialize in international tourism marketing and PR. RMI works with Montana, Wyoming, Idaho, North and South Dakota. The countries that market this region are United Kingdom, Germany, Australia, France, Italy, Benelux and Nordic and they all have a RMI representative in each country. Discover Kalispell markets to the group travel segment through tour operator media outlets and attending industry shows including IRU, International Roundup, and IPW, International Pow Wow, in cooperation with MOTBD and other CVB's and regions. Communication to Key Market Segments Discover Kalispell utilizes monthly, quarterly and annual campaigns to promote Kalispell as a travel destination and to promote the professional services provided through Discover Kalispell for meeting planners and tour operators. Content marketing campaigns are ongoing through social media, search ads, website marketing, and travel guide promotion. Seasonal campaigns promote shoulder season events and local experiences. Attendance at consumer travel shows in the Calgary, Spokane and other markets generate new followers and provide means to continue engagement with existing followers. Discover Kalispell is an integral part of community conversations to keep stakeholders and residents informed about tourism-related activities and the importance tourism plays in the local quality of life and to be an advocate for protection of resources. Quarterly e-news campaigns are sent to Discover Kal ispell's consumer database, a targeted meeting planner database, and a tour operator database of domestic and international tour operators. Each newsletter has audience specific content and images. The convention hotels and meeting room stats are featured in a downloadable Kalispell Meeting Guide along with group specific information. The website provides a link to lodging packages associated with Kalispell convention, sports and group rates, and the Meetings & Group section expands on services, unique venues, and group meal planning. Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 20 DISCOYE Kalis~_M Discover Kalispell continues to educate the local business community and tourism stakeholders on the economic impact attained through meetings and group business and this is achieved through presentations, monthly newsletters, and incentives to refer a meetings and conventions through the Bring it Home Campaign. In the midst of Mon ana's na al pl3ces lies a mee 1ng desbnabon lile no o Located between Glacief Nation Par and Ra ead Lake. you wi f.od where isoov.ery eQUals and meets inspira 10n Kalispell combines a ordable vanet , modem arneo· ,es and quality meeting facilities w<th easy access to vast spectacular, unspotleci nat lfe, Le Kalispell be the change of "mee!ting scenery# tha will boost attendees' energy and locus and increase produc · ,ity D CO E Kalis m~IJ COHT,.CT 9 Wll JAC SOW OAW OISOOVE&I\AU2PULCOM I ••• 7U 2a20 WWW.OtSCOVUUCAUS Ell.COM FY19 M&C Campaign -print media DISCO\'ERKHJSf'OOl,I Register or a FAIi · fGcfay_ FY19 M&C campaign -paid social ·v~ OlSCOliERICALISl!'Ell.COM FY19 Consumer campaign -retargeting Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 21 DISCOYEII Kalis~JJ FV20 Marketing Plan -Key Segments and Methods Segment Marketing Suppor:t (supporting all segments) Website Marketing Consumer Destination Event Development Sales -Groups, Meetings & Conventions Visitor Services Cooperative Marketing & Partnership Programs PR and Publicity Methods Research -STR, Visa Vue Creative agency services Discover Kalispell Grant Program (events and visitor enhancements) Online booking engine -Kalispell lodging & activities Maintenance and enhancements Search marketing -SEO and SEM Photo and video assets Social media marketir1g Media buy: print, digital and multi-media Travel show attendance Airport visitor display Newsletter marketing Travel guide, niche brochures and maps Montana Spartan Race Montana Indoor Soccer Championship Trade shows Meeting planner FAM Group incentive program t© secure events and conferences Media buy: print, digita1I and multi-media Newsletteri marketing Sales calls Kalispell Visitor Information Center Customer service training Annual travel guide and niche brochures Montana Office of Tourism & Business Development Glacier Country Glacier National Park ancl Flathead National Forest Regional Chambers and CVB's Flathead County Trails Plan City of Kalispell Trail Crew -Core and Rail Project Kalispell Downtown Association Voice of Montana Tourism Travel media press trips Media events in key markets PR services -proactive and reactive story pitches, brand content Kalispell branded merchandise Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 22 ~ P l!liCOVlE Kalis12e" FV20 Marketing Plan -Goals & Objectives Increase year-round visitations from non-resident domestic and international travelers. Generate earned media for Kalispell in targeted U.S. and International markets. Goals 1. 2. 3. Build relationships with visitors as demonstrated through increased usage, engagement and conversions on media platforms. 4. Continue to position Kalispell as a sports and event destination by building relationships with state, regional and national promoters, tournament directors as well as local organizations. 5. Provide sponsorships through the Discover Kalispell grant program for programs and services that enhance the visitor assets and economy. 6. Promote Kalispell as a destination for domestic and international tour group travel. 7. Continue to build database and relationships with tour operators, domestic and international. 8. Continue to build database and relationships with active meeting planners in key markets and segments. 9. Promote Kalispell and the services that Discover Kalispell provides to local businesses and organizations for meeting and convention referrals. 10. Play an active role as a voice for tourism in the state and the community through positive publicity and outreach and involvement in the downtown and core area redevelopment projects. Objectives 1. Increase occupancy at TBID hotels by 2% during FY20 (as measured by TBID collections). 2. Increase unique visitors to website by 15% over FY19. {FY18 = 172,178, 11% increase over FY17) 3. Increase visitor guide downloads on Discoverkalispell.com by 25%. 4. Increase consumer newsletter database by 10% over FY19 (equates to additional 1,370 opt-in subscribers). 5. Measure the engagement of followers with Discover Kalispell social media channels through increased retweets, comments, shares, clicks and conversions. 6. Host minimum of one press trip with travel media from key demographic or geographic markets. 7. Promote Kalispell for sports event travel through key industry publications and direct marketing to tournament organizers and promoters. 8. Successfully produce KCVB signature events on budget and with increased room night pickup. 9. Increase database of qualified and interested meeting planners and tour operators by 30% over FY19 (equates to additional 356 opt-in subscribers). 10. Retain engagement of meeting planner and tour operator database through quarterly newsletters. 11. Attend two tradeshows to promote Kalispell as a meeting and group travel destination. 12. Host one meeting planner FAM of qualified planners who have never been to Glacier Country. 13. Connect and engage with meeting planners through one targeted advertising campaign. 14. Promote Kalispell to domestic and international tour operators through one advertising campaign. 15. Increase referrals to the Discover Kalispell Bring It Home program for a total of 40 referrals in FY20 (22 referrals in FY18). Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 23 Dl5COVEII Ka lisP-~J1 FV20 Marketing Plan -Operational Budget -TBID vao toj,mtelill llu ,enue Ir :a111tJ IMA!lf 1e'ta Staffing Wages, benefits, employer expenses $244,500 37% Operations $35,300 5% Rent $8,400 Bank Fees $50 Phone $2,800 Office Supplies $1,500 Postage & copies $2,500 Audit -City of Kalispell $2,000 Audit -Chamber $3,000 Accounting services $3,000 City of Kalispell Assessment Fee $5,000 Travel & entertainment expenses $2,000 Tech support $800 Equipment, software, furniture (purchase) $1,000 Annual meeting $2,000 TBID Directors & Officers Insurance $1,250 Marketing Support $80,700 12% Smith Travel Reports $6,700 Organizational Memberships $4,000 Training and Education $3,000 Research $6,000 Grant Program $15,000 Creative Agency Services $40,000 Ares $6,000 Website $35,000 5% Maintenance and enhancements $15,000 Website marketing (SEM-SEO) $20,000 Consumer Marketing $75,500 11% Photo and video library $5,000 Social Media administration $8,000 Media buy: print, digital, multi-media $42,000 Travel show attendance $5,000 Trade show booth display $2,000 Airport visitor display $1,500 EMarketing $4,000 Travel guide and niche brochures $8,000 Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 24 DISCOYEII Kalis~Jj Events and Sports -Operation and Promotion $55,000 8% Montana Spartan Race $30,000 Montana Indoor Soccer $25,000 Groups and M&C $89,000 13% Meeting Planner Shows $20,000 Meeting Planner FAM $17,000 M&C and Group incentive program $18,000 Media buy: print, digital, multi-media $16,000 EMarketing $4,000 Group photo and video library $2,000 M&C collateral $2,000 Customer Relationship Mgmt System $6,000 M&C memberships $1,000 Sales calls $3,000 Publicity $53,000 8% Travel media press trips/FAM $13,000 Proactive & reactive PR $35,000 Kalispell branded merchandise $5,000 TOTAL $ 668,000 100% Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 25 015COVEII Kalis~J1 FV20 Marketing Plan -Combined Operational Budget -TBID and BED TAX KCVB Combined Bvcf&ets.Fl'20 1 _ _ t-----,..-.-:...--a.w-r--:--= f-=--=t--=---............ ,--,-. ..... ----................ I Administration l ledTaPnljedNaa-S-.... m,can,.._ $ - Talll$ ..... ~ I 37" Staff employer expenses SU,.tilf!lCill RenI Phooe Olfrce Supptll!S Postage & «>pies. Audit -crtv or ~/ispell Audit -Cflilmber City of Kafispetll Assessme11t ff!I!' I i -----r __ I _ mJCI! S8l."4iJO $2.500 siooi ---r-__ $3,D) ____ --- I 7 ~ ----+ ----+-Rent Sl.,400, t------------·-~ Officl! Supplies S,100; $8001 -------------------IA.ud,t • Chamber ~ounting services J -- --!--I • I _ _ _ S800 _ -L-Techsupport _ ~ -~ Eqw)lment.sofur.rue, fumitU11e~I ~, Equipment. sol'twa~ &~ure (pu,rdr,aseJ $J.P) --!I - Annoahneetimg -I $1.000I Miscellaneous $1.4(il(!])~ 11----'l-BI_O_Oi_'rect_01_s..,,&'-O-ffi_lCel!S __ r,,,_$.UlfiR'.1R _____ -+----'-SJ,.lS'l!)-"---+----1-------+------+---------------+-~--'---+-----1 --- ~Suppo,t $6.Jm+ -~-~1 Martetinc Support --~ ~ GS Smith Tr.wet Reports TAC/Gov C.onf --r--Organfzatlcman Membecshfps $4Ulm vtestaff-year round ~ Training and £1fu¢.atfo1111 $3JiI€lO season.al $a.,(OO --+-------.----· -~ Researm ~ Opportunity marketing ! I Otltteach ~ ±; ~: $!S;m,----Grant Proa,ram, ~ayf!nd1ng s:=! ueatwe Ac.eocys:enices ~ ~tVl!<ltwes Ates ~ I I ... w_e_.bm,_· _. _____________ _j_ _______ m __ ooo_ ~ •ebsite ----------•----!. Mafnteiname.aideafw:TcemenU _j $iSJil0I!) -+ .,__ __ W_eb.si_'t_ecna-di-eoo_c_(s-EM-J. _s_m_D_ --I --'$2'-lil-=-lO!l®--+--------,f----+--____________ _,___I __ __._ · --- I I I ---------_____ $4,-'1,J119----;-· ---- Phone {800 line) I Postage ' -4--1 Supplies I _-i, I _$l!JIJ!IO __ .., ________ +-•,_Sod.a_-_1 M_edia __ ad_m_inist_· _r_.auon_· ---------~----__J __ ~ Medi.a buy: Print, digital, multi-media $ZJ,5illl!J! 1 Trade soow boo.th dl:sp(ay -------------=---Aw port visft" displ.a.y ,----~~---~ EMade.ting --"-S5.mlJI-"--,-+----_,__ Travel show.attendance ~I $1.ml Pr1nted Collateral $2,.1!110)1 ----t---,---~ + $U)O~ -- S4l;m __ -Ti_ra_.-.~elt~ui_de_and __ nidle_'. _b_m_dlws_~_es _____ ~ $S llll!JI!) ..... ---f-------r-·__...------------------+-1 -+-· 1Spart.an llac:e Wfnter event Groups. and M&.C .Publicity Meeting PlaMeli Shows Meem,g Plannl!f FAM M&Caad Gro.up ~e prfJUolm Med"ra buy: print. digital. mufli-med"ra GLoup p!loto aMI Yideo. l'ibra,y M&C collateral Custom.er Refatwnsbip Mg,nl s;ygem M&C memberships Safes.call& Tra.vel mediai pr.ess lli~JfAMI Proactive & reactive PR I I I I t- -~- I -- ! - I --,- I TOTAL as Events & Sports Promotion SIG.am Event Promotion -press/media SZS.Oil!tl .Ettnt Promotion • print, cf,gft.al, multi-media> ' ! u,c; Group and M&C Medi.a buy: Print, digital, mul.tl-medf,.a ~ Sl7,ll0il Group Marketing Personnel --r-- 1 I Sl8Ji1JO S16.00!l I -±--= ------t-------,- $:i)D!I) ---~ --$l'.Oill!) 7 r - $6..lm ~- I --==--•-•f-_-_-------------------+-J I $ --------------+-+ $ "8.000 100% TOTAl Kalispell Chamber of Commerce/Convention & Visitor Bureau --FY 2020 Marketing Plan 26 TOURISM BUSINESS IMPROVEMENT DISTRICT FUND: 7855 PROJECTED FIDUCIARY RECEIPTS AND FUNDS DUE TO estimated propopsed ACTUAL BUDGET ACTUAL BUDGET FY17/18 FY18/19 FY18/19 FY19/20 BEGINNING CASH 10100 CASH: $55,000 $6,000 $6,000 $10,000 Total Cash $55,000 $6,000 $6,000 $10,000 RECIEPTS <DUE TO TBID} 10100 Room Tax $560,000 $600,000 $600,000 $658,000 Total Receipts $560,000 $600,000 $600,000 $658,000 TOT AL AVAILABLE $615,000 $606,000 $606,000 $668,000 DUE TO Administration $29,000 $35,300 Staffing $238,000 $244,500 Marketing Support $18,500 $80,700 Website $37,000 $35,000 Consumer Marketing $80,500 $75,500 Events and Sports -Operations and Promotion $93,000 $55,000 Groups and M&C $80,000 $89,000 Publicity $30,000 $53,000 $609,000 $606,000 $596,000 $668,000 ENDING CASH CASH: $6,000 $0 $10,000 $0 PROGRAM DESCRIPTION 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. 27 KALISPELL BUSINESS IMPROVEMENT DISTRICT 2019-2020 BUDGET Board of Directors Marshall Noice, Chair Christopher Petersen Maggie Doherty Curtis Bartel Karen Sanderson Kisa Davison Ryan Berweger Mayor Johnson and Kalispell City Council, The proposed budget for the Kalispell Business Improvement District follows this letter and keeps in mind the Mission, Vision and Purpose of the District. The Mission of the Kalispell Business Improvement District To promote and foster economic growth and stability within the Business Improvement District while preserving Downtown Kalispell' s rich historic and cultural identity. The Vision By preserving historic charm, fostering growth, promoting a sense of community and improving image, Downtown Kalispell will develop into an attractive location for investors, property owners, business owners, and residents, and become a destination point for visitors. The Purpose To accomplish its vision of creating a vibrant and dynamic business district the BID works to: • Build effective partnerships with businesses, institutions, property owners, and city government to maintain a clean and safe community • Attract, retain and promote quality businesses and retail segments to support our local economy • Promote Kalispell as a renowned destination point with a business, retail, entertainment and institutional mix offering unique products, services and events • Promote Kalispell as the preferred place to shop, work, learn and live PO Box 1997 Kalispell, MT 59903 ( 406) 253-6923 28 www .downtownkalispell.com KALISPELL BUSINESS IMPROVEMENT DISTRICT BID ASSESSMENT FORMULA Montana Code Annotated 7-12-1133 (2) directs the governing body to annually assess the entire cost of the district against the entire district using a method that best ensures that the assessment on each lot or parcel is equitable in proportion to the benefits to be received. The BID Board reviewed in detail the current assessment and is recommending a change in the formula for fiscal year 2020. We recommend that all property owners within the district be assessed a new flat fee of $100.00, maintain the $0.015 per square foot assessment and reduce the taxable value assessment from .0375% to .0225%. This new proposed formula would leave the overall budget at the same level as the 2019 fiscal year. After discussion of the new work plan the BID Board of Directors believe that the new proposed assessment formula will ensure proportional benefits for the entire district. WORK PLAN 2019 The BID Board of Directors is pleased to let the Mayor, Council and property owners know that the following list from the 2019 work plan will be completed prior to the end of the current fiscal year. • Developed a web-based platform for BID property owners to list properties available for sale or lease • Began implementation of a bicycle/pedestrian safe & friendly downtown to include design and installation of three bike racks downtown in the fall of 2019 • Provided funding for 12 new trees to replace dead and dying trees Downtown and will be supplying labor (Downtown Ambassador) to irrigate the new trees in Summer 2019 • Awarded $16,973.50 in Facade Improvement grants • Beautification -Provided plants for 54 downtown comer planters and 52 hanging flower baskets for Summer 2018/FY 2019 (increasing to 115 hanging flower baskets for Summer 2019) • Worked with the city to evaluate current parking plans to add additional parking opportunities. • Worked with the city to review and evaluate transportation issues downtown • Continued representation on the CORE trail committee by the BID Executive Director • Advertised downtown events to continue drawing visitors for the economic success of property/business owners through our website • Assisted property owners/business owners resolve issues downtown • Continued investment in our website and social media presence • Promoted public art within the Business Improvement District • Continued to be an advocate for downtown • Beautification -Provided 1 fulltime Downtown Ambassador and 1 part time Downtown Ambassador to clean & maintain downtown public areas and BID-provided flowers • Developing a plan to address the entire district needs and fair distribution of services offered by the BID such as flowers, cleaning, etc. PO Box 1997 Kalispell, MT 59903 (406) 253-6923 29 www .downtownkalispell.com KALISPELL BUSINESS IMPROVEMENT DISTRICT WORK PLAN 2020 The following pie chart and detail demonstrates the proposed expenditures for the fiscal year 2020 work plan. Communications Beautification 7% Projects for the 2020 fiscal year include: • Continue semi-annual property owner meetings to gamer feedback and gather suggestions for future BID areas of focus & projects • Develop a long term plan for BID and utilize feedback gathered from property owners and the City Council to determine long-range focus and projects • Continue the Fac;ade Improvement Program and award up to$25,000 in grants throughout the BID • Further collaboration with the Kalispell Parks and Recreation to replace more missing and dead trees within the BID • Work with the Kalispell Downtown Association and other community members to develop public art within the BID • Develop a program to place bike racks where best suited throughout the entire district • Discuss and possibly initiate a program to assist with sidewalk snow removal throughout the district • Continue investment in our web site and social media presence • Maintain Executive Director and Downtown Ambassador positions • Contract an additional part time Downtown Ambassador for the 2019 summer season to assist with the work of the new district • Provide 115 hanging flower baskets and bedding plants for 54 comer planters & provide for their maintenance • Continue representation on the CORE trail planning committee • Advertise downtown events to continue drawing visitors for the economic success of property/business owners through our website • Continue to advocate for downtown • Promote public art within the Business Improvement District PO Box 1997 Kalispell, MT 59903 (406) 253-6923 30 www .downtownkalispell.com KALISPELL BUSINESS IMPROVEMENT DISTRICT Gathering of property owners November 2018 the BID Board of Directors hosted a gathering of BID property owners and solicited responses to a brief survey. The survey was also mailed to ALL BID property owners to encourage their response. We have attached a document to this letter which summarizes the responses. The BID Board of Directors will utilize the information generated by the survey to help guide future projects. Property owners were asked to prioritize areas of focus and here are the responses: 1. Attracting new business and supporting existing business 2. Building a cleaner and more attractive downtown 3. Marketing and promotion of downtown to the public The Downtown BID encourages the City of Kalispell to continue reinvestment in the Downtown core of Kalispell and that we will see improvements to water pressure on Main Street and improvements in City owned parking lots. We look forward to working with all of you in the upcoming year to achieve our mission to enhance the visitor experience and business environment. Together we can ensure that Downtown Kalispell remains a viable, vibrant and diverse business district providing an exciting and enjoyable place to live, work, dine and shop. Many thanks for your consideration of the new proposed assessment formula and our 2020 fiscal year budget. Best regards, Kalispell Business Improvement District Board of Directors Marshall Noice, Chairman Christopher Petersen Maggie Doherty Curtis Bartel Karen Sanderson Kisa Davison Ryan Berweger PO Box 1997 Kalispell, MT 59903 ( 406) 253-6923 31 www .downtownkalispell.com BUSINESS IMPROVEMENT DISTRICT #2 FUND: 2701-490-470330 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 CASH: Operating Total Cash REVENUES 311100 Levy 311200 Penalty and interest 335230 Class 8 PP reimb. 363010 Assessments 343014 Charges for services -garbage/parking 371010 Interest Total Revenue TOTAL AVAILABLE EXPENSES Total ENDING CASH CASH: Operating ACTUAL BUDGET FY17/18 FY18/19 $0 $55,951 $0 $55,951 $69,545 $73,499 $356 $0 $664 $0 $40,042 $41,385 $0 $1,200 $227 $125 $110,834 $116,209 $110,834 $172,160 $54,883 $147,183 $55,951 $24,977 PROGRAM DESCRIPTION estimated ACTUAL FY18/19 $55,951 $55,951 $73,499 $300 $337 $41,385 $1,200 $250 $116,971 $172,922 $109,441 $63,481 Downtown Business Improvement District was created April 3, 2017 by Resolution 5801 32 proposed BUDGET FY19/20 $63,481 $63,481 $73,499 $300 $0 $41 ,385 $3,077 $200 $118,461 $181,942 $173,803 $8,139 BUSINESS IMPROVEMENT DISTRICT #2 FUND: 2701-490-470330 EXPENDITURE DETAIL proposed ACTUAL BUDGET BUDGET FY17/18 FY18/19 FY19/20 PROGRAM: STAFFING: 210 Office Supplies $356 $1,200 $1,000 354 Contract staff -coordinator $22,595 $34,847 $34,847 355 Contract staff -other(lFT/lPT) $9,681 $30,000 $40,000 373 Conferences/Travel/Memberships $0 $1,000 $1,000 530 Storage Unit Rent $1 ,640 $600 $600 COMMUNICATIONS: 322 Newsletter $0 $350 $350 345 Cell Phone/Wireless $518 $0 $0 359 Web Site Development/Maintenance $4,062 $3,000 $2,500 337 Social Media and On-line Marketing $1,900 $4,000 $4,000 DEVELOPMENT ACTIVITY: 780 Development Activity $191 $20,000 $30,000 790 Fa~ade Improvement Program -carryover $10,000 $0 $25,000 $25,000 335 Print Advertising $0 $500 $500 391 Sponsorship/Events $0 $0 $5,000 510 Insurance $7,970 $6,000 $2,000 TOURISM: 323 Printing $0 $6,000 $10,000 BEAUTIFICATION: 228 Art $0 $5,000 $5,000 229 Flowers $5,970 $6,000 $8,000 522 Administrative Transfer $0 $3,686 $4,006 Total Budget $54,883 $147,183 $173,803 33 CAPITAL IMPROVEMENT PLAN PAGE FUND Dept.# 1000 410 PUBLIC WORKS 1000 412 FACILITIES 1000 413 POLICE 1000 416 FIRE 1000 420 PLANNING 2230 440 AMBULANCE 2394 420 BUILDING 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 CITY OF KALISPELL FIVE YEAR CAPITAL IMPROVEMENT PLAN DEPARTMENT DESCRIPTION 2020 2021 2022 2023 1 2024 TOTAL ~URLIC WORKS AIJMJN. _JVEfllCLE REPLACEMENT (287,402,425,426,409,410) S60,000 S60,000 $55,000 SI 75,000 1000-410-430100-x<x SCAN 'ER/PLOTTER S25,000 S25,000 TOTAL so S60,000 $60,000 SSS,000 $25,000 S200,000 CITY FACILITIES-MAl::.__JSTATIO 62 CARPETING SS,100 SS,100 I 000d I ?,411230 so TOTAL SS,100 so so so so SS,100 r.:LICE I VEHICLE REPLACEl\•IENT-MARKED PATROL (2 veh. one year 3 the next) 593,000 Sl35,000 S95,000 S137,000 S97,000 S557,000 0-413-420l•h:•XXX VEHICLCLE REPLACEMENT-UNMARKED VEHICLES SIS,500 S19,500 S20,000 S20,500 S78,500 BEAR \Vh DOW REPLACEMENT $35,000 S35,000 BATHROOM/LOCKER REMODEL 535,000 S35,000 RADIOS -PORTABLE/MOBILE 512,000 Sl2,000 S12,000 Sl2,000 S12,000 S60,000 SUBSTATION/STORAGE/SEARCH GARAGE SI00,000 SI00,000 REPLACE PARKING TICKET STATION IN EAGLES LOT Sl6,000 Sl6.000 TOTAL SIOS,000 S281,500 Sl96,500 S169,000 $129,500 S881,500 t rRE I S.C.B.A REPLACEMENT BOTTLES S34,000 S34,000 I 000-416-420-100-nx lITILITY VEfllCLE S35,000 $35,000 TOTAL $69,000 so so so so S69,000 r LANNING AND ZONIN:__J so 1000--120-411020-xL< so TOTAL so so so so so so AMBULANCE r RANSPORT AMBULANCE 5190,000 Sl90,000 S380,000 2230--1~0-420730-x.u so TOTAL $190,000 S190,000 so so so S380,000 BUILDI G j BUILD! G IMPROVEMENT -MEZANINE UPGRADES S200,000 S200.000 239~20-420530-x.t., so so TOTAL $200,000 so so so so S200,000 SPECIAL STREET MAINT/fSS ITSM 10-2 STE/ WOODLAND AVE (HSIP FUNDED) Sl,000,000 Sl,000,000 2500--121-4302~0-xxx TSM 12-18TH ST / AIRPORT ROAD $418,716 S418,716 TSM 15-4TH AVE E/ 2ND ST E S20,309 S20,309 TSM 16-WHITEFISH STAGE ROAD I WEST EVERGREEN DRIVE SIS9,552 Sl89,552 TSM 17-CONRAD DRIVE/ IVOODLA, D PARK DRIVE Sl35,394 Sl35,394 TSM 20 -SOlJfH MERIDIA, ROAD AND 7TH ST IV I TERSECTION IMPROV. Sl35,394 Sl35,394 TSM 26-TRAFFIC PLA,'1 UPDATE SCHEDULE (CITY'S PORTIO, ) SIS0,000 SIS0,000 MSN 2-FOUR IILE DRIVE -NORTflLA D TO US HWY 93 SS12,364 $812,364 PM-MILL. OVERLAY AND CI-IIP SEAL PROJECTS S900,000 S900,000 S900,000 S900,000 5900,000 S4,500,000 PM-STRIPING PROJECTS 530,000 S30,000 $30,000 SJ0,000 S30,000 SI 50,000 Rl-1-STH A VE \V FROl\•I 7ST W TO 11TH ST E (Coordination wi1h w1r proj phases) S683,878 $683,878 SHOP COMPLX PAVEMENT RESTORATION (Split b/1 wtr, swr, stom1, streets. sw) S28,200 S28,200 BUILDING IMPROVEME TS,1,000 SQ FT BUILDING ADDITIO, TO TSS Sl35,000 Sl35,000 HEAVY TRUCKS REPLACEMENT -(12 YD)(305,360) SIS0,000 $150,000 S300,000 HEAVY TRUCKS REPLACHIENT -(6 YD) (334.322) SI00,000 SI00,000 S200,000 HEAVY TRUCKS REPLACEMENT-(icefa1r trk)(361,338,330)(MACI IATCH) S10,000 SS0,000 S50,000 SI 10,000 VEHICLE REPLACEMENT-UP TO I TON(202,259,430,310,210,327,800) S100,000 S75.000 S50,000 SI05,000 S65,000 $395,000 VEHICLE EW-UP TO I TON S65,000 S65,000 STREET SWEEPER-(350) S215,000 $215,000 BACKHOE REPLACEMENT (244) $105,000 SI0S,000 MOTOR GRADER REPLACEMENT (PRICE FOR USED REPLACEMENT) (373) $200,000 $200,000 FRONT E D LOADER REPLACEMENT (371) S210,000 S210,000 SUPPORT EQUIPMENT REPLACEMENT -FLAIL MOWER (339) S70,000 $70,000 SUPPORT EQUIPMENT REPLACEMENT -ASPHALT ZIPPER (388) Sl25,000 $125,000 SUPPORT EQUIPMENT REPLACEMENT -CRACK SEALER (325) SS0,000 SS0,000 SUPPORT EQUIPMENT REPLACEMENT -HYDRAULIC PLOW PKG FOR #367 S27,000 $27,000 SUPPORT EQUIPMENT REPLACEME T -AIR COMPRESSOR (398) S15,000 $15,000 SUPPORT EQUIPMENT REPLACEMENT -SNOW BLOWER (396) $90,000 S90,000 SUPPORT EQUIPMENT REPLACEMENT -SANDER/DE-ICER COMBO UNIT S30,000 $30,000 SUPPORT EQUlPMENT REPLACEMENT -MOBILE PRESSURE WASHER S8,000 S8,000 SUPPORT EQUlPMENT REPLACEMENT -PIPE THREADER Sl l,000 SI 1,000 SUPPORT EQUIP. E\V · MAt~HOLE REPAIR SYS (spli1 w/Strcct,Sw~,S1om1) S11,000 SI 1,000 SUPPORT EQUIP.T NEW -TWO LEAF LOADER BUCKETS (SPLIT IV/STORM) $13,000 Sl3,000 SUPPORT EQUIP. NEW -VARIABLE MESSAGE BOARD S25,000 $25,000 TOTAL $1,723,916 $2,721,067 52,230,000 Sl,884,552 $2,074,272 SI 0,633,807 1 CITY OF KALISPELL FIVE YEAR CAPITAL IMPROVEMENT PLAN I DEPARTMENT DESCRIPTION 2020 2021 2022 2023 2024 TOTAL PARKS !LIONS PARK· ROOF REPLACEMENT S6,800 S6,SOO 2215--O6--460.u:x-nx LIONS PARK· RESTROOM REMODEL S22,000 S22.000 LIONS PARK -IRRIGATION SI6,609 S16,609 LIONS PARK-PLAYGROUND S40,000 S40,000 WOODLAND PARK-STABALIZE POND PERIMITER S75,000 S75,000 WOODLAND PARK· PARKING BARRIERS S8,000 S8,000 WOODLAND PARK-CAMP CENTER EXTERIOR PAINTING S20.000 S20,000 EQUIPMENT -VPLOW FOR TRUCK S7,500 $7,500 EQUIPMENT· TRACTOR 3046R S40,000 S40,000 EQUIPMENT -WALKER MOWER $19.000 S19,000 DRY BRIDGE PARK-ACCESSIBLE FISHING PIER S20,000 S20,000 BEGG PARK-PLAYGROUND S40,000 S40,000 WESTERN PARK-COf11lPLETE DEVELOPl-o·IEi T? so KIDSPORTS MAINTENANCE STORAGE BUILDING Sl50,000 Sl50,000 KIDSPORTS HIGHWAY93 TRAJL ALIGNMENT STUDY so RECREATION V N-15 PASSENGER S20,000 S20,000 314 TON PICKUP $38,000 S38.000 112 TON PICKUP S20,000 S20,000 TOTAL S54,609 S2IO,000 $95,800 S87,500 S95,000 S542,909 FORESTRY j 314 TON PICKUP 540,000 S40,000 2600-136-160433-xxx so TOTAL so so so so 540,000 S40,000 AIRPORT TAXIWAY IMPROVEMENTS, ASPHALT ADDITIO 'S, UTILITIES (TIF) SI,065,254 Sl,065,254 5 I 60-430-1303 I 0-xxx so Funding has bo.."'tl identified as part or so the Mas1er Plan Exhibit in the Lease so Agreement with the User's Association. Funding will be from the South so Kalispell TIF. TOTAL SI,065,254 so so so so SI,065,254 WATER FOUR MILE TRANSMISSION MAIN (PHASE I) BO, D & CARRYOVER S3,940,000 S3,940,000 52 I0-447-430550-xxx WEST RESERVE TRA, SMISSION MAIN (PHASE I) S654,518 S654,518 SOUTHEAST TRA,'ISMISSION MAIN $2,943.236 S2.943,236 I ST A VENUE WEST CONNECTION 5146.605 Sl46,605 I MG ELEVATED WATER STORAGE TANK & NORTHWEST WELL #I 5448,000 S7.681 ,248 SS,129,248 MISC CO, TRACT MAIN UPSIZE (CARRYOVER & , EW APPROPRIATION) 5440,000 5150,000 Sl50,000 SIS0,000 5150,000 SI ,040,000 r-.•IETERS -NEW S51,550 S52,600 $53,650 S54,700 S55,800 S268,JOO METERS· REPLACEME TS 5158,000 Sl36,000 S139,500 S143,000 5146,500 S723.000 BUFFALO HILLS FLOW CONTROL UPGRADES Sl37,815 Sl37.815 WATER DISTRJBUTION CONTROL SYSTEM UPDATES (SCADA) 5305,000 SJ05.000 BUFF ALO HILL BOOSTER STATION UPGRADES S435,l 74 S435,l 74 WATER RIGHTS ACQUISITION 542,500 SI 1,907 SI2,145 Sl2,JSS S12,636 S9I,576 NOFFSINGER TRANSMISSION AND FACILITY CONDITIO, ASSESSMENT 5255,000 $255,000 SMALL DIAMETER CA Sll8.342 SIJB,342 BACKBONE CA Sl40,028 Sl40,028 SHOP COt\•IPLX PAVH,.fNT RESTOR. (Split b/1 wtr, swr, stonn. street, sw)CARRY S28,200 S28,200 I 0TH A VE W AND 2ND ST W R&R $535,000 $535,000 I ST AVE IVN R&R (CARR YO VER) S620,000 S620,000 6TfI ST W R&R SI47,228 $147,228 2ND A VE W (SOUTH) R& R SJSJ,972 Sl53,972 CONRAD DRIVE R&R (CARRYOVER) 5360,000 Sl60,000 2ND AVE W (NORTH) R&R $301,432 $301,432 I ST AVE UE WEST R&R S279,9I2 $279,912 7TfI AVE IVN R&R $657,892 S657,892 8TH AVENUE W R&R (Coord. w/Strect Project) SJ,014,539 SJ,014,539 LOWER ZO E RESERVOIRS ROOF R&R SJ,94I,568 SJ.941,568 6TH STREET EAST R&R SSOB,238 S508,238 3RD & 4TH ST IV (STORM ADON) R&R S939,I96 $939,196 NOFFSINGER REHAIJILITATION ALTERNATIVE S519,428 SI,27I,703 SI.791,131 VEHICLE REPL.-UP TO I TON (290,272,275,220) S45,000 S50,000 S75,000 Sl70,000 TRENCH ROLLER REPLACEMENT(271) 527,000 $27,000 BACKHOE REPLACEMENT(286) $130,000 SIJ0,000 HEAVY TRUCKS REPLACEMENT-(12 YD)(221) $175,000 SI 75,000 RIDING MOIVER REPLACEMENT SI0,000 S10,000 SUPPORT EQUIPMENT REPLACEME, T • TAPPING MACHINE S9,315,458 ~ S20,000 S20,000 SUPPORT EQUIPMENT REPLACEME T. HYDRAULIC SUBMERSIBLE PUMP SI0,000 S10,000 TOTAL 57,228,250 S7,409,882 S2,580,332 56,834,228 SJJ,368, 150 2 CITY OF KALISPELL FIVE YEAR CAPITAL IMPROVEMENT PLA DEPARTMENT DESCRIPTION I 2020 2021 2022 2023 2024 TOTAL SEWER DEPARnlENT LIFT STATION #3 MAIN IMPROVEMENTS $407,361 $3,666,247 S4,073,608 Bil.LING & COLLECTION LIFT STATION #9 IMPROVEMENTS Sl.738,378 Sl.738,378 S310-454-430630-xxx ROSE CROSSING WEST IMPROVME TS S2.081,737 $2,081,737 I FLOW A,'1O INFILTRATION (l&I) STUDY Sl85,745 $185,745 6TH ALLEY E-SOUTH OF 14TH TO 13TH GRAVITY REPLACE~IENT $255,150 $255,150 IO" CLAY SEWER SLIPLINE IN I ST ALLEY IV. FROM MT ST. TO IV ASHINGTON ST. S82,000 S82,000 MANHOLE REHABILITATION Al D SEWER MAIN REPLACEMENTS/REPAIRS S50,000 SS0,000 S50,000 S50,000 SS0,000 $250,000 MISC. SEIVER CONTRACT MAINS & FACILITY ENLARGEMENTS(CARRY EW) $300,000 $46,818 S47,7S4 S4S.709 $49,684 $492,965 WEST SIDE INTERCEPTOR (CARR VOYER BOND & NE\\~ S3,031,318 S3,031,318 12"CLAY SEWER SLIPLINE IN 1ST ALLEY E & W $233,000 $233,000 SLIPLI E 8" SEWER MAI I IN 6TH ALLEY EN AL'\!D E \VASl·IINGTON SS0,000 $80.000 LIFT STATION COMMUNICATION UPGRADE $20,000 Sl0,000 GRANDVIEW LIFT STATION RELOCATION S1,314,604 Sl,314,604 LIFT STATION SA REMOVAL S334,714 S334.714 SHOP COMPLEX PAVE~•INT RESTORATIO 1 (Split bit \\1r, swr, stomt, strC\."1, sw} $28,200 $28,200 GRAVITY SEIVER REPLACEMENT ON 4TH ALLEY WN Sl,064,7S4 Sl,064,7S4 GRAVITY SEWER REPLACEMENT ON 2 DALLEY IV S596,351 S596,351 GRAVITY SEIVER REPLACEMENT O, SHI ALLEY WN S88S,39S S88S,395 GRAVITY SEWER REPLACEMENT ON 2 '0 ALLEY IV S809.281 S809,281 GRAVITY SEWER REPLACEMENT ON 1ST AND 2ND AVE EN S1.203,825 Sl,203,825 REPAIR AND REPLACEMENT OF SEWER MAIN (CARRYOVER) S600,000 S600,000 SWR MAIN R&R \VWTP COMPLEX (split 34% rates wwtp/swr, 66% impac1 W\\1p/swr Sl69,058 $169,058 VEHICLE REPL.-UP TO I TO, (212) S50,000 S50,000 VEHICLE REPL.-UP TO I TON (661) (spli1 w/S1om1) $32,500 SJ2.500 SUPPORT EQUIP. NEW· MANI-IOLE REPAIR SYSTEM (split w/Strcet,Swr,Stonn) Sll,000 SI 1,000 SUPPORT EQUIPMENT REPLACEMENT -HYDRAULIC SUBMERSIBLE PUMP S50,000 SS0,000 TOTAL $4,468,018 SJ,983,688 SS,016,210 S5,170,588 $1,035,079 St9,673,583 CONSTRUCT 'EIV EQ BASI $469,800 $2,349,000 S2,818,800 SEWER-W\\"l"P CONVERT SECONDARY TREATMENT SYSTEM TO A 5-STAGE PROCESS (DESIO, ) S118,000 SIIS,000 5310-455-430643-xxx INSTALL DOME COVERS ON SECONDARY CLARIFIERS $403,000 S3,199,000 Sl,621,000 $5,223,000 MODIFY EXISTING REAERATIO BASIN AND COVER STRUCTURE (DESIO ) 532,000 S32,000 REPLACE EXISTING DAFT UNITS WITH ROTARY DRUM THICKE 'ERS (RDTs) S152,000 S1 ,813,000 Sl.965.000 BIOSOLIDS AL TERNA TE DISPOSAL ENGINEERING PH I, CO, STRUCTION PH2 S291,889 S631,000 57,565,000 SS,487,889 SITE SPECIFIC STUDY $144,000 Sl44,000 S141,000 S429,000 AERATION BLOWER EVALUATION STUDY S22,000 $22,000 BIOFIL TER BEO REHABILITATION S6,000 570,000 S76,000 CHEMICAL ROOM MODIFICATIONS S29,000 $348,000 S377,000 FERME, TER CONOITIO, ASSESSMENT 555,000 S55,000 EFFLUENT MANAGEMENT PLA S57.000 S57,000 EFFLUENT TEMPERATURE MITIGATION PLA S60,000 S60,000 INFLUE T PIPING & DIVERSION STRUCTURE REHABILITATION SS0,000 $171,186 S221,IS6 SECONDARY DIGESTER LIDS REPLCMNT (CARRY) S696,249 S696.249 EAST SECONDARY CLARIFIER COATING REHABILITATION (CARRY) S7S,OOO $75,000 MISC REPLACEMENT ITEMS/MAINTENANCE/REPAIR SI 18,000 SI00,000 S100,000 SI00,000 SI00,000 S518.000 TWAS ROOF REPLACEMENT (CARRY/NEW) 515,000 SIS,000 PLAl T EQUIPMENT & MACHINERY S125,500 HEAVY TRUCKS REPL.-( 12 YD) (207,204,264) S150,000 SI 50,000 S150,000 S450,000 LARGE IMPLEMENT TRACTOR REPLACEME T (502) S20,000 $20,000 VEHICLE REPLACEMENT-UP TO I TON (208)(209) S40,000 S30,000 $70,000 TOTAL S1,990,438 S3,236,000 S3,723,186 Sl,746,000 $10,216,000 521,911,624 STORM DRAIN CORRECTIONS (CARRY/NEW) S230,000 $200.000 $200,000 S200,000 $200,000 Sl,030,000 STOR !WATER DP 127 DETENTION POND N OF 3 MILE OR & COP-124 (Bon{VCarryovcr/Ncw Appr.} S7,036,000 S7,036,000 S349-453-430246-xxx COP-11 8 (Pipe conveyance from daention pond 118 to Stillwatcr/N. Kalispell drainage area) S100,000 S6,612,690 $6,712,690 STORM IV ATER FACILITY UPSIZING (CARRYOVER) S200,000 S40,000 $40,000 S40,000 540,000 S360.000 SYLVAN DRIVE STORM\VATER REPAIR PHASE 3 (CARRYOVER) S390,000 Sl90,000 NORTH MAIN STORM IMPROVEMENT S252,500 S252,500 ELM'S STORr--'1\VATER IMPROVEMENT S297,217 S297.217 TWO MILE DRIVE DRAINAGE IMPRVM T-HAIVTHORN TO MERIDIA,'I S4l0,835 $410,835 SHOP COMPLEX PAVEMNT RESTORATION (Spli1 bit \\1r, swr, stonn, street, solid wst) $45,000 S45,000 STORMIVATER QUALITY TREATMENT FACILITY-WYOMING STREET OUTFALL S225,000 S225,000 STORM WATER QUALITYTREATME T FACILITY -8TH AVE \V & 11 ST W OUTFALL S420,285 S420,285 STORMIVATER QUALITY TREATMENT FACILITY -1ST AVE \V SOUTH OF CITY SHOP $307,098 S307,098 STORMWATER QUALITY TREATMEl'ff FACILITY -MERIOIA,'I DETE TION FACILITY OUTFALL 5386,751 S386,751 WEST CENTER STREET FROM 7TH AVE WTO MERIDIAN S933,467 S933,467 HERITAGE WAY STOR,\>I IMPROVEMENTS (CURBING PRJ). HWY 93 TO WINDIVAR WAY S176,030 SI 76,030 WEDGEWOOD & SHERWOOD $277,626 S277,626 BLUESTONE DRIVE $267,766 S267,766 VACUUM TRUCK REPLACEMENT (213) $400,000 $400,000 VEHICLE REPL.-UP TO I TON (661) (spli1 w/S1om1) S32,500 S32,500 SUPPORT EQUIPMENT REPL.-TRAILER MOUNTED GE, ERATOR(260) S45,000 S45,000 SUPPORT EQUIPMENT , EIV -TWO LEAF LOADER BUCKETS (Spli1 w/S1,eet) $13,000 SUPPORT EQULP. NEW -MANHOLE REPAIR SYSTEM (split w/Streci.,Swr,S1om1) S11,000 SI 1,000 TOTAL i $8,535,000 51,870,684 $1,225,699 S7,595,601 $802,781 520,029,765 BUILDING IMPROVEMENTS-2,520 SQ FT BUILDING ADDITION ($135 sq fl) I $340,200 SJ40,200 SOLID WAS1'E GARBAGE TRUCK REPLACEMENT -SIDE ARM LOADER (323,329) 5325,000 S325,000 S650,000 5510--160--130840(5)-x.u GARBAGE TRUCK REPLACEMENT· SIDE ARM LOADER-REFURBISH (331,450) I S85,000 $85,000 SI 70.000 GARBAGE TRUCK REPLACEMENT-REAR LOADER (316) $260,000 S260,000 TOTAL $260,000 5750,200 $8S 000 S325,000 so 51,420,200 3 CITY OF KALISPELL FIVE YEAR CAPITAL IMPROVEMENT PLAN -DESCRIPTION 2020 2021 2022 2023 2024 TOTAL DEPARnlENT VEHICLE REPLACEMENT-LIGHT VEHICLES-UP TO I TO, (326) S35.000 S35,000 SUPPORT EQUlPMENT REPLACEMENT -TIRE BALANCER $7,500 S7,500 SUPPORT EQUIPME, T REPLACEME T -WELDER 512,500 Sl2,500 SUPPORT EQUIPMENT REPLACEMENT -AIR COMPRESSOR S7,500 S7,500 SUPPORT EQUIPMENT REPLACEMENT -WELDERS S5,500 SS,000 SI0,500 SUPPORT EQUlPMENT REPLACEMENT -SCAN TOOLS S6,000 I 58,000 S14,000 SUPPORT EQUlPMENT NEW -AUTOMATIC PARTS WASHER S10,500 SI0,500 TOTAL SI0,500 S46,500 S32,500 so S8,000 S97,500 SERVER -PRIMARY DOMAIN CONTROLLER S10,000 SI0,000 S20,000 SERVER -CLUSTER (3 for VMs) S40,000 S40,000 SERVER -DATABASE (SQL) Sll,000 Sll,000 SERVER -STORAGE (SAJ ) SSl,000 SSl ,000 SERVER -WEB SERVER 510,000 S10,000 SERVER -SECURITY CAMERA REPOSITORY SERVER Sl2,000 Sl2,000 SERVER -DISK BASED BACKUP S40,000 S40,000 SERVER -DISK BASED BACKUP -REPLICATION TARGET 510,000 SI0,000 NETWORK EQUIPMENT -SWITCH -CITY llALL (3) 510,000 SI0,000 S20,000 NETWORK EQUIPMENT -SWITCH -2 -CORE 517,000 S17,000 NETWORK EQUIPMENT -SWITCH -PUBLIC SAFETY (3) 55,000 SI0,000 S10,000 $25,000 'ETWORK EQUIPMENT -SWITCH -PARKS S8,000 S8,000 NETWORK EQUIPMENT-SWITCH -STATION 62 S8,000 58,000 NETWORK EQUIPMENT -SWITCH -SECURITY CAMERAS 58,000 58,000 NETWORK EQUlPMENT-FIREWALL APPLIANCE (2) S30,000 S30,000 ETWORK EQUIPME T-ROUTER FOR STATTON 62 S10,000 510,000 GE 'ERATOR-CITY HALL SERVER ROOM S35,000 535,000 TELEPHONE SYSTEM S100,000 5100,000 NETWORK -CONNECT WIDE AREA NETWORK CITY BUILDINGS 565,000 565,000 AV-CAMERASTATIO, ARY S30,000 530,000 AV -VIDEO SWITCHER S20,000 520,000 AV -SWITCHER S20,000 520,000 TOTAL S194,000 S78,000 SI07,000 SI 11,000 SI00,000 S590,000 S26,102,085.00 S22,743,097.00 S20,181,777.00 S20,724,573.00 S21,359,860.00 SI 11,111,392 4