The URL can be used to link to this page

2016-2017 City of Kalispell Final BudgetCITY OF KALISPELL MONTANA FINAL BUDGET DOCUMENT FISCAL YEAR 2016-2017 CITY OF KALISPELL FINAL BUDGET INDEX - FY2017 CITY MANAGER BUDGET MESSAGE:......................................................................................... i - xiii EXHIBITS:............................................................................................................................................1 - 23 GENERAL FUND: 1000 GENERAL FUND REVENUE AND SUMMARY ....................... .................................................. i - ii 1000 GENERAL FUND APPROPRIATION SUMMARY ............................ "' 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........................................................................................................................................ H - 13 416 FIRE DEPARTMENT.................................................................................................................... 14 420 PLANNING & ZONING DEPARTMENT...........................................................................................15 480 COMMUNITY DEVELOPMENT........................................................................................................16 1001 ON -BEHALF PAYMENTS-RETIREMENT......................................................................................17 SPECIAL REVENUE FUNDS: PUBLIC SAFETY: 2230 AMBULANCE.................................................................................................................................1-2 2956 FIRE GRANTS...................................................................................................................................... 3 2957 HAZMAT GRANT................................................................................................................................ 4 2399 PUBLIC SAFETY IMPACT FEE FUND.........................................................................................5 - 6 2915 HOMELAND SECURITY STONEGARDEN GRANT........................................................................7 2916 DRUG ENFORCEMENT GRANT....................................................................................................... 8 2918 CARP GRANT......................................................................................................9 2919 LAW ENFORCEMENT BLOCK GRANT..................................................................................10 - 11 2394 BUILDING CODE ENFORCEMENT........................................................................................12 - 13 PUBLIC WORKS: 2400 LIGHT MAINTENANCE............................................................................................................14 - 16 2420 GAS TAX......................................................................................................................................17 - 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....................._.............................................................27 430 PARKS MAINTENANCE...................................................................................................................28 440 ATHLETIC COMPLEX...................................................................................................................... 29 431 RECREATION PROGRAMS..............................................................................................................30 448 YOUTH CAMPS................................................................................................................................. 31 445 AQUATIC FACILITY.........................................................................................................................32 2600 URBAN FORESTRY DISTRICT/2601 DEVELOPER TREES..................................................33 - 34 COMMUNITY DEVELOPMENT: 2880 COMMUNITY DEVELOPMENT LOAN REVOLVING.................................................................. 35 2881 COMMUNITY DEVELOPMENT LOAN REVOLVING #2............................................................. 36 2886 COMMUNITY DEVELOPMENT MISCELLANEOUS.............................................................37 - 38 2887 RURAL DEVELOPMENT GRANT................................................................................................... 39 2888 RURAL DEVELOPMENT GRANT #2..............................................................................................40 2953 EPA BROWNFIELDS ASSESSMENT GRANT..............................................................41 2955 EPA BROWNFIELDS RWVOLVING LOAN FUND........................................................................42 2991 TIGER GRANT.....................................................................................................43 2994 KIDSPORT GRANT...............................................................................................44 TIFS & OTHER: 2185 TAX INCREMENT-AIRPORT....................................................................................................45 - 46 2188 TAX INCREMENT-WESTSIDE..................................................................................................47- 48 2310 OLD SCHOOL STATION TECHNOLOGY TIF................................................................................49 2311 OLD SCHOOL STATION INDUSTRIAL TIF................................................................................... 50 2372 HEALTH FUND -PERMISSIVE LEVY..............................................................................................51 DEBT SERVICE FUNDS: DEBTSERVICE SUMMARY....................................................................................................................... l CAPITAL PROJECT FUNDS: 4290 SIDEWALK AND CURB CONSTRUCTION......................................................................................2 4150 FIRE PUMPER.......................................................................................................3 ENTERPRISE FUNDS: 5160 AIRPORT OPERATIONS1-2 - 2 5210 WATER OPERATIONS / BILLING...............................................................................................3 - 9 5310 SEWER OPERATIONS / BILLING.............................................................................................10 - 15 5310 WASTEWATER TREATMENT PLANT...................................................................................16 — 20 5349 STORM SEWER..........................................................................................................................21 - 25 5510 SOLID WASTE...........................................................................................................................26 — 28 INTERNAL SERVICE FUNDS: 6010 CENTRAL GARAGE................................................................................................................... 1-3 6030 INFORMATION TECHNOLOGY............................................................................................... 4-6 COMPONENT UNITS: 7855 TOURISM BUSINESS IMPROVEMENT DISTRICT..................................................................1 - 29 2700 BUSINESS IMPROVEMENT DISTRICT...................................................................................30 - 34 FIVE YEAR CAPITAL IMPROVEMENT PLAN: GENERAL FUND, AMBULANCE, BUILDING, & SPECIAL STREET MAINTENANCE ...................... I PARKS, FORESTRY, AIRPORT, & WATER...............................................................................................2 SEWER, WASTE WATER TREATMENT PLANT, STORM & SOLID WASTE ....................................... 3 CENTRAL GARAGE and INFORMATION TECHNOLOGY......................................................................4 "TCity of Kalispell - OFFICE OF THE CITY MANAGER 201 First Avenue East OT,NA Kalispell, MT 59903 April 28, 2016 Honorable Mayor Mark Johnson Members of the Kalispell City Council PO Box 1997 Kalispell, MT 59903 Ladies and Gentlemen, It is my pleasure to submit for your consideration, the Fiscal Year 2017 proposed budget for all municipal operations. This letter is intended to serve as the budget message for this proposal, and outlines the nature of the approximate $68,000,000 budget plan for the coming year. This budget is impacted by significant capital projects (TIGER grant, Kidsports grant, and 4th Ave East reconstruction). This message is not intended to identify all the specifics of the budget document, but rather provide an overview of the revenues and expenditures, fund levels, unique attributes impacting the budget, and significant budget related activities of the organization. Moreover, as changes will be implemented between the preliminary budget and final budget adoption, numbers in this document may be slightly different than the numbers in the budget document itself. The budget document is a substantial policy and managerial tool that highlights the interaction between the staff, the governing body, and the community. Through the budget document, service levels are established, policy directions are initiated, and fiscal positioning is achieved. The budget is an effort in cooperation between the entities of the City and the public as a whole. During my time in Kalispell, we have seen the budget objective informally evolve from building financial sustainability, to refining service delivery models, to re-establishing the service level in many of our funds. This year's budget moves toward improving our service delivery capabilities in some of our core functions, including police, parks, and street operations. FY16 brought an increased amount of growth to the budget that marked the beginning of looking at these services_ While we aren't forecasting as much revenue growth in this year's budget, we are recommending the increase in our service delivery operations for these functions, while at the same time keeping a tax level that is at the same as last year. We are seeing commercial growth taking place with large projects and are involved in large scale improvements with our own public infrastructure system, including our trails and athletic facilities. With this increased activity in the area, we are seeing and preparing for increased service delivery requirements. The fiscal restraint and flexibility that has been provided through all levels of the organization over the last four years, now provides us the opportunity and flexibility to engage in these types of reviews and discussions. I am pleased to present the FY17 proposed budget and am comfortable in the recommended appropriations, the expected service levels resulting from this funding distribution, and the efforts to adjust service levels and delivery methodologies to the community that we are serving. ACCOMPLISHMENTS IN 2015 AND 2016 As the FY17 budget is proposed, it is appropriate to return to recent municipal accomplishments. 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 being offered by the City of Kalispell, and in some cases dictate the projects that we will be undertaking in FY17. ➢ Acquired ownership interest in 6 parcels of land at Old School Station as a means of managing the outstanding debt obligation for the special assessment improvements and to facilitate the opportunity for private investment in the development. These properties have been recently placed on the market and have seen some activity, though we have yet to receive an offer on a parcel; ➢ Following the approval of a Resolution of Intention for the construction of the West Side Interceptor as part of the deviation process for the active management of the allocated, but unused, capacity within the sewer conveyance system, we began the process of land and easement acquisition for the preferred route for this major infrastructure improvement. Currently, the project is on schedule for construction in FY18; ➢ This past fiscal year, we received a $10 million TIGER grant for the development of a rail park and pedestrian trail through the downtown CORE area. This project includes removal of the rail from the downtown area in an effort to open this section of town to increased pedestrian, commercial, and residential activity. We are currently working through requirements of the grant program. Having previously completed design work for the rail park, as soon as we complete the pre -grant requirement, we will be ready to move forward with construction; ➢ Partnered with Kidsports on a successful application for a $1.4 million grant to iprove the infrastructure at the Youth Athletic Complex. This will lead to the creation of 7 multi- purpose fields and a possible Babe Ruth baseball field. We are currently in the process of developing the final engineering; ➢ After several years of community discussions, passed a parking management plan for the area around Flathead High School; ➢ During last year's budget sessions we discussed shifting our utility billing operations from a schedule of billing every two months to a monthly billing cycle. We have implemented this change as of January 1, and are currently monitoring the impact it has had on billing collections. The early trend is that it has reduced shut offs by 50%. Not only is this beneficial to our collection operations, it is also a benefit to those that are impacted by water service disruption for non-payment. While it is too early to make a definitive conclusion, the early trend appears beneficial; ➢ Partnered with the City of Whitefish to aid them in plan review for commercial construction projects; ➢ Anticipating the completion of the Alternate Highway/Bypass and Four Mile Drive. These two projects will have a significant impact on traffic patterns and are leading to in- depth discussion of how transportation will be managed in the future. This discussion included the recent RPA presentation which looked at 8 potential traffic alternatives; 11 ➢ Reviewed and adopted an updated Police and Fire Impact fee report. We are currently in the update of our final impact fee. The stormsewer update should be finished during FY17; ➢ Implemented a social media program to aid in the overall communication efforts with the community. We now have a social media presence on Facebook and Twitter; ➢ Escalated Dead Elm Tree and tree stump removal by shifting resources from forestry personnel into private contracts dedicated to those two areas; ➢ Initiated an update of the South Kalispell Urban Renewal Plan and retained CTA Architects to facilitate this update. This plan is currently moving through the Urban Renewal Agency and will likely come before Council in time for establishing a long tern direction for South Kalispell, and making appropriate budgetary decisions; ➢ Completed a review and implementation of a new rate structure for the City of Kalispell's Emergency Medical Services; ➢ Initiated and adopted an organization wide -leadership training program. This six module program will be completed by the end of June and is providing valuable leadership, communication, and conflict resolution training; ➢ Participated in a third outreach effort in Washington, D.C., with elected representatives and Federal Agencies related to the TIGER Grant application; ➢ Continuing a Kalispell Downtown long term review, including the nature of traffic in the downtown area and how it is anticipated to develop with the completion of the bypass and how it will interact with the implementation of the TIGER project in the CORE area. PROPOSED FY17 BUDGET AT A GLANCE Major highlights and conditions of the proposed FY17 budget include the following: ➢ The proposed FY17 budget is based on service levels needed to accomplish the goals outlined in the budget for each department, balanced with available resources. ➢ 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, when we will know what the final property tax valuation is for the year. Reviewing new additions to county records, however, we feel comfortable with the forecast applied to the revenue projections. Based on the projections we are making, we are recommending not increasing property taxes by the allowable inflationary adjustment. Additionally, we are recommending lowering property taxes in the general fund by the same amount that property taxes will be increased by the permissive medical levy. This amount would be allowable to be levied in future years if circumstances require it. But, for FY17, our property taxes will be neutral to the taxpayers of Kalispell. ➢ Public Works has scheduled an improvement project for 4"' Avenue East. This includes water and road replacement. There are 14 blocks that are part of the overall project. During budget discussions last year, Council provided direction to staff to move this project forward as one project in order to minimize neighborhood impact and to take advantage of one-time mobilization costs. As such, this project has been placed into this year's budget and is broken out as expenditures into the appropriate funds. ➢ Information Services has initiated a redesign of the municipal website. We have been in discussion with CivicPlus, which offers a web -based experience geared toward municipalities. In addition to providing an increased user experience and the ability to H more easily make changes within the website format, we are planning to incorporate additional online billing options for some of our services through the improved platform. The agreement with CivicPlus is spread over four years and includes two full redesigns/updates. ➢ A new fund has been created in this year's budget. To track the revenues and expenditures for the TIGER grant, we have established it as an independent fund within the budget. This will be of a significant aid as we work through this project. We anticipate construction of the rail park portion of the TIGER grant to commence during the FY17 fiscal year. ➢ In addition to a new fund being created for the TIGER grant, we are also adding a fund to track revenues and expenditures for the Kidsports grant. This project will likely be substantially completed in FY17, with some finishing items projected for FY18. ➢ The Community Development special revenue fund is reflecting the transfer of funds to cover the annual assessments on the 6 parcels at Old School Station. The Community Development fund is responsible for maintaining the parcels and paying the special assessments on an annual basis. Additionally, it will be receiving funding from the Tax Increment Districts to reimburse the fund for the initial land acquisition cost. ➢ In 2010, the budget was prepared for the park's department by dedicating a set amount of mills (22.4) that was intended to hold steady and provide a consistent revenue stream that increases with growth relative to the general fund. The concept behind this strategy was valuable in the belief that revenues for park operations would be consistent with the growth and demands placed on the department. However, changes in valuations have not been consistent with growth in general fund revenues. For example, when centrally assessed property taxes decreased, the value of the mill decreased. The corresponding revenue in the parks also decreased as it was tied to 22.4 mills. However, the general fund revenue did not decrease as its revenue is not tied to mills, but to the previous year's appropriation. Thus, the general fund grows while the parks revenue decreases. Since 2010, general fund revenue has grown by 19%. Parks revenue, if based on 22.4 mills, would not have increased, but would actually have decreased a very small amount, less than 1 %, during that same time frame. This year's budget is appropriating additional funding to the parks department in an effort to account for the impact of the mill levy value not being a consistent standard when compared to overall growth. This increased funding will provide for a greater attention to the overall operation of the parks department, including the parks system, the Youth Athletic Complex, and the forestry operations. Over the next five years, potential improvements in the parks system would include: o Additional FTE that is included in this budget that would provide help to parks, Youth Athletic Complex, and forestry (see section on Full-time equivalencies) o Improvements in the park assets, including renovations of bathroom facilities proposed for Woodlawn Park in this year's budget o ADA improvements throughout the system o Trails maintenance o Asphalt drives and parking lot maintenance within the parks o Irrigation improvements o Playground improvements o Landscaping improvements ➢ Activity in the Building Department has been accelerated, especially in the areas of commercial plan review and inspections, Revenue amounts exceeded FY16 }v expectations and the current information regarding projects ready to be submitted would significantly exceed last year's budgeted amount as well. As such, our department is facing a significant increase in service delivery expectations. To account for this increase we are looking at increasing staffing in GIS(with a correlating decrease in GIS in planning), an increase in support staff and inspection staff. These positions are explained more in-depth below in the full-time equivalencies subsection. ➢ Full-time equivalencies: o Buildin4 Department: 1) This year, we are proposing an increase of 0.2 (8 hours a week) FTE in our GIS Operations for the Building Department. The 0.2 hours has previously been authorized, though not appropriated in the Planning Department. 2) Currently, the Building Department shares 0.25 of an employee with Community Development to aid in front desk support. This 0.25 is being shifted completely to Community Development to aid in support for project implementation and administration. It is being replaced by 0.6 FTE in the Building Department for a new part time employee to aid in front desk support. 3) A new full time FTE is being added to the Building Department as an inspector. The current and anticipated commercial projects support adding this position to provide the necessary service delivery for review of plans and inspection services. The addition of the personnel within this fund is supported entirely by its revenues and is forecasted to be able to support the increased personnel through anticipated succession planning, should revenues at some point in the future drop below sustaining levels for the fund. o Parks Department: For FY17, we are proposing an additional FTE that would be split between the Youth Athletic Complex (0.80) and Forestry (0.20). There would be an additional reduction of a seasonal staff at the Youth Athletic Complex. The change to an FTE, however, would provide the complex with the manpower at the beginning (April and May) and ending (September and October) of the season when our part-time or seasonal help is typically no longer available. Typically, we pull personnel into Youth Complex operations from park activities. Having an additional staff member assigned to the Youth Complex would allow dedicated attention to these operations and help the parks' crews maintain their duties throughout the rest of the system. During the winter, this position would revert to forestry to aid in the maintenance of the forestry operations that we have not been able to get to with the emphasis on contract duties for the removal of trees, rather than in-house personnel to respond to daily needs of the division. o Streets Department: The FY17 budget is being recommended with an additional FTE in the Streets Department to maintain our level of services. The level of staffing in the Street Department has not changed since 1998. Since then our population has increased by over 5000 people and our roads/alleys have increased from 100 to 153.6 miles. While all street department operations would benefit with the added resource, it might be most notable in snow removal operations where the added miles and subdivisions are taxing our operations. o Police Department: Two officers are included in the FY17 budget. Both of these officers are planned to be funded through the same grant program that is providing funding for one of our current officers. In looking at potentially having three officers on a grant program creates the challenge of funding these positions once the grant program expires. This has been addressed by funding capital in v the same amount during this time period (explained more fully in the next budget highlight paragraph). In addition to additional officers, we are recommending an additional 0.5 hours for our crime analystlevidence technician activities. 10 hours would be allocated to crime analyst activities and 10 hours would be allocated to evidence processing. ➢ For the past several budget reviews, discussions have included trying to find a way to fund capital throughout all of our funds. The FY17 budget recommends increasing our funding designated for capital line item by about $240,000. This amount is not projected to perpetually fund capital. Rather it is intended to provide a needed allocation for future capital costs within the general fund and will be moved to operations when the grant funding is no longer available. As can be seen within this budget, respectively, we are planning to purchase a fire apparatus that would be funded through a debt instrument. Had a capital allocation been placed to account for depreciation of this equipment, we would be looking at being able to purchase the equipment without debt and its resulting interest payment. Our intent is to build a balance to fund -these needed capital purchases with an amount that would otherwise fund the police officers that are being funded through grant funds. When the grant funding expires, the amount of funding going to capital will decrease to cover the ongoing personnel costs. Thus, we are able to provide a mechanism to fund capital in the general fund, and also add law enforcement officers to our public safety efforts. ➢ Previously, the ambulance fund has been a point of discussion during the budget sessions. This past year, staffing was held at 6 personnel, rather than brining in a seventh person on overtime in situations where we previously called in the additional responder. At the beginning of the year, Council adopted a new rate structure for EMS services. We anticipate that this increase will make the department self-sufficient. At the time of the recommendation of the preliminary budget, we are only looking at one to two months of receipts, which is a relatively small data sample to make projections. As such, the transfer being recommended from the general fund to the ambulance service is $150,000. This is down from last year's budgeted transfer of $380,000. At the time of final budget preparation and adoption, we will have an additional four months of data to examine and revise projections. ➢ We are not looking at any rate increases as part of the preliminary budget proposal. However, we are recommending review of funding for two different areas of service. 1) As we are currently in the process of reviewing stormsewer impact fees, a process that will be completed during FY17, we feel it will be a good time to review stormsewer assessments as well. This way, the discussion on impact fees is not held in isolation of assessment rates. 2) Though we are not proposing a rate increase in Forestry, we do anticipate spending significant time during the budget workshop to review the service level in this fund and the challenges faced with its current personnel staffing levels. While we have been able to advance the tree and stump removal in this fund, general operations for tree maintenance is falling behind. ➢ This is the third year of including a 5-year Capital Improvement Plan for the municipal departments that outlines expected timeframes for equipment replacement and capital projects. This schedule helps to forecast the needs of the department and outlines projects that are being planned in future years. The CIP is updated on an annual basis with some projects being adjusted on the timeline and equipment being deferred, based upon priorities and available resources. VI ➢ For the fourth year in a row, we are receiving a credit from MMIA for liability insurance. This credit has been applied as a decreased expense. ➢ Health insurance costs from MMIA are projected to increase for the second time in the past four years. This year's increase is projected to be 7.3%. We have been fortunate to not have experienced the larger increases that have been present in the insurance industry. GENERAL FUN® REVENUE PROPERTY TAX Property tax is the primary revenue source within the general fund. As we do not receive final property valuations for the current year until the first week in August, we are required to forecast revenues with incomplete information. For FY17, we anticipate the valuation to increase in conjunction with last year's growth of taxable property. Large construction projects that are anticipated to be built in FY17 are on tax exempt parcels. Thus, future year growth may not hold to the same levels that we saw in FY16 and anticipate in FY17. General Fund Revenues by Percentage General Fund Revenue By Type FY17 Fines and Forfeitures 5% Charges for Services 7% 26% Licenses and Permits 1% vii Miscellaneous 9% Investment Revenue 0% Propertyiaxes 52% GENERAL FUND EXPENDITURES Expenditures in the General Fund are budgeted at $10,757,653. This is a 3% increase from the total expenditures adopted in the FY16 budget. Expenditure categories are broken down in the chart below. Breakdown of General Fund Expenditures by Percentage General Fund Expenditures by Type FYI Capital 2% Services and Debt Service Supplies 0% 21% Personal Services 77% viii SPENDING LEVELS BY DEPARTMENT The following table provides a comparison of general fund departmental expenditures from FY16 to FY17. 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. Table 1. Comparison Increase from Prior Year- General Fund Departments FY2016 FY2017 Adopted Proposed General Fund Departments Budget Budget % change City Manager $196,111 $190,780 -3% Human Resources $162,534 $168,445 3.6% Mayor/Council $132,677 $147,610 11.3% City Clerk $120,694 $124,876 3.4% Finance $286,451 $279,316 -2.5% Attorney $450,658 $470,722 4.5% Municipal Court $351,404 $362,869 3.3% Public Works $40,638 $39,711 -2.2% City Hall $279,179 $307,050 10% Police $4,452,984 $4,728,647 6.2% Fire $2,735,865 $2,670,356 -2.4% Planning Department $357,954 $371,258 3.7% Community Development $62,165 $85,873 38% ix 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. Those funds in bold are addressed in the narrative following the table. Table 2. Revenues, Expenditures, and Fund Balances in Special Revenue and Enterprise Funds Fund Revenues Expenditures Balance SPECIAL REVENUE FUNDS Parks $1,798,800 $1,781,858 $413,687 Forestry $265, 600 $317, 933 $87, 298 Ambulance $1,151,000 $1,286,176 $190,788 Building Department $534,500 $709,186 $491,514 Light Maintenance $386,900 $366,365 $189,122 Gas Tax $406,748 $496,562 $250,831 Street Maintenance $3,595,518 $4,158,524 $1,361,377 ENTERPRISE FUNDS Airport Operations $76,853 $68,147 $152,871 Water $5,803,627 $6,776,561 $7,070,864 Sewer $4,985,000 $10,273,292 $4,992,051 Storm Sewer $1,404,500 $2,311,483 $2,366,305 Solid Waste $984,600 $1,200,059 $855,054 x FORESTRY The Forestry Special Revenue Fund was established in 2001 with the following objectives: 1) implement a hazard reduction program, 2) replacement for removals or vacant sites, 3) pruning cycles for inventoried trees, 4) public education and site assistance, and 5) maintain a departmental tree maintenance unit. The primary function the department has concentrated on the past two years is the removal of Dutch Elm Disease through an outsourced agreement with a private contractor. This process was further extended for stump removal this last fiscal year. While we have made definitive progress in these two areas, the other functions of the department have been relegated to a lesser priority due to lack of resources. While we are not recommending a increase in forestry assessments for this budget, we are looking at having extensive discussions during the budget workshop to review the level of service options and resulting assessment breakdown. Adding the additional 0.2 FTE will provide an opportunity to address some of the deferred operations. A full review, however, will be beneficial to identify the service level desired. AMBULANCE Previous budgets have outlined the challenges in funding this operation. History has included a dedicated EMS levy that failed to pass in 2015. Since then, we have reduced call -in staffing that aligned with a 6 person shift. This past year, we implemented a fee schedule based upon the fees of a private company serving one a Montana community. It is anticipated that this fee schedule will eliminate the amount transferred from the general fund. For this years' budget, we reduced the transfer to $150,000 as we do not have enough data to forecast its elimination. However, we do hope to have a better idea by the time of the presentation of the final budget. BUILDING DEPARTMENT The Building Department acts as an enterprise fund that is allowed by State law to have a one year contingency fund, and is required to have spending levels for the next year to lower the reserve amount. Last year, we reached that level due to increased activity in building. To meet this demand, we added an additional building inspector. With the addition of revenue from our partnership with Whitefish to conduct their commercial plan reviews, and some significant commercial projects, we are again facing the same situation as last year. Thus, we are adding personnel to meet this demand in inspections and support with clerical and GIS operations. As an enterprise operation, this fund's revenues and expenditures will be monitored to maintain the proper balance. AIRPORT We are currently in the review of the South Kalispell Urban Renewal Plan update. This updated plan will provide an opportunity to re-establish a vision for South Kalispell and the Kalispell City Airport. The primary question emerging from the plan update is whether to keep the airport or to close it? The driver for both of these options is how will it be funded? As this process is in the final review of the Urban Renewal Agency, and has already been before the City Council at a work -session, we are hopeful to have direction by the time of the final budget submission in August. This would provide and funding/financing initiatives to be placed into the FY17 budget X1 appropriations. Of course, if a decision comes at a later time, the budget can be amended to account for necessary changes. PERSONNEL COMPENSATION AND BENEFITS Over the past four years, we have strived to create 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 averaged the total compensation (step plus base adjustment) increase for the three labor unions to apply that amount to the non -represented employees. The FY17 labor contract compensation increases are 3.3%, 1.3%, and currently in negotiation for the IAFF labor unit (these are listed in the table below). This currently averages to a 2.3% total compensation increase which is being proposed for the non -represented employees. Salary Increase for Respective Labor Groups (Overall Increase- Inclusive of Base Adjustment, Longevity, Merit, etc.) Police Contract Fire Contract AFSCME Contract Non -Union FY15 FY16 FY17 FY15 FY16 FY17 FY15 FY16 FY17 FY15 FY16 FY17 2.4% 3.0% 3.3% 3.3% 3.3% NA 3.3% 3.3% 1.3% 3.0% 3.2% 2.3% As part of last year's budget approval, a market -based pay matrix was implemented in order to better align our organization with the market. Following the adoption of this process and matrix by AFSCME, we initiated the same process with the non -represented groups as a means to further the equity across the organization. The outcome for this effort was a wage matrix that provides consistency for advancement through a respective pay range for employees while connecting every position with the respective market. Similar to the implementation of the AFSCME matrix, 1.3% is being appropriated as part of the total compensation to allow for step advancement, provided training requirements have been met for each position. This 1.3% is similar to the annual step increases in our police and fire union contracts. For FY17 an additional 1 % is being appropriated as a base adjustment. This amount would equal the average total compensation of 2.3% for the labor units. Health care increases for MMIA are projected to increase 7.3% for FY17 for the City of Kalispell. This increase is shared between the city and the employees, depending upon the respective employee plan. Two years ago, we did not have an increase in our plan. Last year the increase was 5.3%. Overall, our average for the three years is 4.2%. 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 was developed and is recommended as an appropriate use of the resources available to the City. The focus of the budget has been in identifying areas of service delivery need within the community and focusing resources in these areas. Specifically, we see this in law enforcement, parks, and street budgets. With large infrastructure improvements xu being undertaken, it is important to not neglect our basic services. While there is a significant amount of optimism and activity in our community surrounding the enhancement of the City of Kalispell, it is important to recognize that this growth increases the need for resources to be invested in our basic services. Hence, we are looking forward the improvements that can be made within these respective activities over the next fiscal year. As the local economy continues to reflect growth in commercial building, we anticipate a continuing growth period for fiscal year 2018. Watching the market respond to the public projects in the next several years will be closely watched as we forecast further into the future. While the fiscal developments may always be a challenge to predict, the activity and projects identified in this year's budget will likely have a long term impact within the community. In conclusion, I believe the preliminary budget preparations are a demonstration of the efforts of the employees of the City of Kalispell in striving for an improved community through their collective efforts. Furthermore, the direction provided by the City Council has been effective in outlining areas of focus for service delivery in the community. Finance Director, Rick Wills, has done an exceptional job in providing incremental changes to improve budget presentation, fiscal sustainability, and financial oversight. The collective goal of all involved has been to create the mechanism from which municipal services are delivered to the residents of the City of Kalispell. With these acknowledgements, I present the proposed FY17 budget. Respectfully, Douglas R. Russell City Manager 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-10 year history of FTE's 6-7 Master Salary & staff fund splits 8 2016 Certified Taxable Valuation Information 9 Mill Levy Calculation - Dept. of Revenue 10 Mill Levy History 11 Administrative Transfer Formula 12 Information Technology Transfer 13 Central Garage Transfer 14 Debt Obligation Schedule - All Funds 15 Chart - General Fund - Fund Balance History 16 Chart - Total City Budget by Department 17 Organization Chart 18-19 All Funds - Recap of Revenue, Expenditures/Expenses and Cash 20 All Funds - Recap of Expenditures/Expenses by Function 21-23 Tax Levy Requirements Schedule CITY OF r i City of Kalispell T , MONTH NA Budget Certification THIS IS TO CERTIFY that the Annual Budget for Fiscal 2017, was prepared according to law and approved by the Kalispell City Council on August 15, 2016; and that all financial data and other information set forth herein are complete and correct to the best of my knowledge and belief. Signed Signed City Manager Date ' Date 1 CITY OF KALISPELL 2017 FINAL BUDGET ELECTED OFFICIALS Manager/Council form of Government Mayor Mark Johnson 12/2017 Council members: Kari Gabriel Ward I 12/2019 Jim Atkinson Ward III 12/2017 Sandy Carlson Ward I 12/2017 Rod Kuntz Ward III 12/2019 Wayne Saverud Ward II 12/2019 Phil Guiffrida Ward IV 12/2019 Chad Graham Ward II 12/2017 Tim Kluesner Ward IV 12/2017 Other City Officials: City Manager Doug Russell Attorney Charles Harball Police Chief Roger Nasset Fire Chief Dave Dedman Finance Director Rick Wills City Treasurer Deb Deist City Clerk Aimee Brunckhorst Municipal Judge Lori A. Adams Public Works Director Susie Turner Parks Director Chad Fincher Planning Director Tom Jentz Human Resource Director Terry Mitton Information Technology Erika Billiet 2 CITY OF KALISPELL, MONTANA Miscellaneous Statistics (unaudited) Class of City 1st Date of Organization 1892 County Flathead Form of Government Council/ Manager Number of employees (non -elected) fiscal year 2017 192.4 Seasonal employees 121 Elected Mayor, 8 Council persons, Municipal Judge 10 Population of the City - 2014 estimate 21,518 Land area 7,507 Registered Voters (active): 8,148 Taxable Valuation 2016 $ 38,018,010 City Services: Police protection Fire Department, Ambulance Service and Building Inspection Parks & Recreation Community Development Public Works -Streets, Water, Sewer, Wastewater Treatment, Storm Sewer General Administration -City Manager, Attorney, Finance, City Clerk, Municipal Court Planning, Human Resources Airport Number of building permits issued FY16 321 Miles of Streets & Alleys 152 Municipal Water/Sewer: Number of water consumers 7,785 Number of Sewer consumers 8,505 Average daily water consumption (millions) 2.76 Miles of water main 137.5 Miles of sewer main 138.8 Miles of storm main 66.8 Water rate per 1,000 gallons $ 2.43 Sewer rate per 1,000 gallons $ 4.78 Irrigation per 1,000 gallons $ 1.55 Customer service costs each (water $7.50/sewer $8.44) per monthly billing period. PROPERTY TAX MILL LEVIES FY2017 General Fund/Parks Department G.O. Bond - Pool/Fire Station Permissive Health Levy TOTAL 174.2 12.5 26.0 212.7 RESOLUTION NO.55'78 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 ST, 20 2. ; Tanuni Fisher ATTEST: Mayor ) � = /� '7, Theresa White City Clerk 4 10 year History of Full -Time Equivalent Employees City of Kalispell amended actual* actual actual actual actual actual actual final budget FTE FY 08 FY 09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 Manager 2.00 2.00 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 1.00 1.34 1.34 1.34 1.34 1.24 1.23 1.58 1.33 1.33 Media Specialist 0.50 0.55 0.55 0.55 0.00 0.00 0.00 0.00 0.00 Finance 3.70 3.70 3.20 3.20 3.20 3.20 3.20 3.20 3.20 3.20 Attorney 4.50 4.66 4.66 4.66 4.66 4.66 4.67 4.67 4.67 4.67 Court 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 DPW 1.90 0.15 0.15 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Garage 3.00 3.00 3.00 3.00 3.00 3.00 0.00 0.00 0.00 0.00 City Hall 1.00 1.00 1.00 1.40 1.40 1.40 1.40 1.45 1.45 1.45 Police 45.00 46.50 45.50 40.00 40.00 40.00 40.00 41.00 42.00 43.75 increase records / resource off 1.75 Parking 2.00 2.00 2.00 2.00 2.00 Fire 29.60 29.90 24.90 23.50 22.50 25.50 22.50 22.50 22.50 22.50 Prevention/Fire inspection 0.80 0.80 0.80 0.80 0.80 0.80 0.80 Planning & Zoning 6.50 6.50 4.75 4.75 4.25 4.25 4.25 4.25 4.25 4.05 split gis with building -0.20 Community Development 1.00 0.75 0.75 1.00 increase from building 0.25 cn Parks 6.85 6.55 Recreation 4.551 4.55 General Fund total 115.10 115.85 95.55 89.95 88.45 92.80 87.80 88.95 89.70 91.50 change General Fund 1.80 Airport 0.75 1.00 1.00 0.50 0.50 0.50 0.50 0.00 0.00 0.00 Parks & Rec Fund 9.20 8.90 8.90 9.45 9.80 9.80 9.80 10.60 kyac.8 split with forestry 0.80 Forestry 2.55 2.80 2.80 3.00 3.00 3.20 2.85 1.80 1.80 2.00 split with kyac 0.20 Building 7.50 7.50 5.25 3.45 3.95 3.95 3.95 5.20 5.20 6.75 fire ins (1) gis (2) office (.6-.25) 1.55 Police Grants 2.50 2.00 2.00 2.00 2.00 2.00 2.00 1.00 2.00 4.00 new CHRP Grant (2) 2.00 Fire - Safer Grant 3.00 3.00 0.00 0.00 0.00 0.00 0.00 Street Maint 11.45 12.05 12.30 12.65 12.35 12.25 12.25 12.25 12.25 13.25 new operator 1.00 Sign/signal 2.00 2.50 2.50 2.50 2.50 2.50 2.00 2.00 2.00 2.00 Light District 0.10 0.60 0.60 0.80 0.75 0.75 1.25 1.25 1.25 1.25 Water & billing 15.20 15.75 15.95 15.60 15.25 14.90 14.80 14.80 15.30 15.30 Sewer & billing 8.05 8.70 8.40 8.45 7.55 7.00 7.05 7.05 7.55 7.55 WWTP & lab 9.40 9.40 8.40 8.05 7.90 7.55 7.55 7.55 8.55 8.55 Storm 5.35 6.00 6.20 6.40 6.45 6.20 6.20 6.20 6.20 6.20 Solid Waste 7.35 7.55 7.60 7.35 7.25 7.35 7.40 7.40 7.40 7.40 UDAG/Comm. Dev./TIF 3.50 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 Ambulance 9.40 9.10 9.10 6.50 7.50 6.50 9.50 9.50 9.50 9.50 Central Garage 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 3.00 3.00 Information Tech 1.00 1.00 1.00 1.00 1.50 2.25 2.25 2.15 2.55 2.55 TOTALS 201.20 203.80 189.851 182.10 180.80 181.15 181.15 180.90 186.051 192.40 Total changes 7.35 CITY STAFF Salaries FUND SPLITS-FY2017 lowest to highest G q ¢ Q+ S V 1 City Manager $118,682 1 1.00 1 Human Resources Director $84,230 1 1.00 I HR Generalist/Fin.-Payroll $57,734 1 1.00 I City Clerk $65,688 1 1.00 0.55 Video/Media Specialist (.55 FIE) $24,381 0.55 0.55 1 Finance Director $86,1921 0.5 0.25 0.25 1.00 1 CityAccountant $50,300 0.7 0.15 0.15 1.00 1 CityTreasurer $69,823 1 1.00 1 Accounts Pa /Utili billingclerk $31 216 0.5 0.25 0.25 1.00 I Assessments Coordinator $49,632 0.05 0.05 0.20 0.20 0.05 0.05 0.20 0.20 1.00 I CityAttorney$104,776 1 1.00 1 Adjutant Attorney$81,745 1 1.00 1 Assistant Attorney $71,055 1 1 1.00 1 Attorney Secretary/Deputy Clerk $46,834 1 1 1.00 1 Attorney Secretary $44,454 1 1.00 1 Municipal Jude $79,177 1 T 1 Clerk of Municipal Court $57,796 1 1.00 2 Court Clerk $33,700 $35,976 2 2.00 1 Facilities Maintenance/janitor $38,649 1 1.00 1 Planning Director $93,375 0.75 0.25 1 1 1 1 1 1.00 1.6 Planning Office Supervisor $18,241 48672 0.5 1 1.10 1.60 1 Senior Planner $65,229 1 1.00 1 Planner $52,847 1 1.00 1 GIS Coordinator (.8 FTE) $49,131 0.8 0.2 1.00 1 Building Official $62 536 1 1.0 1.00 5 Building Inspector $41,906 $56,585 0.8 4.2 5.00 2 Information Technology $48,358 $78,446 1 1 2.0 2.00 1 Police Chief $98,324 1 1 1.00 3 Captains $81,474 $84,710 3 3.00 8 Sergeant $69,113 $78,780 8 8.00 21 Patrol $50 404 $64,728 18 3 21.00 1 Drug Officer team member $56,678 1 1.00 3 Detective $58,715 $62139 3 3.00 3 Resource Officer/patrol $54,643 $58 422 3 3.00 1 PD Records Manager $54,434 1 1.00 1 PD Evidence Clerk $43,368 1 1.00 1 Animal Control $35,3081 1 1.00 2 Parkin Enforcement $35,559 $42,971 2 2'0 3.75 Records Division $32,364 $32,782 3.75 3.75 1 PD Secretary $31,612 1 1.00 10� Salaries C5 4 4 4 4 F 5 v S 9 Cs C3 ti9 G Cif' lowest to highest I Fire Chief $83,270 0.5 0.5 1.00 1 Asst. Fire Chief $76,650 0.5 0.5 1.00 3 Captain $76 545 $78,423 3 3.00 3 Lieutenant $64,991 $67,938 3 3.00 6 Engineer $61,549 $65,096 6 6.00 15 Firefighter/paramedic $47,387 $64 444 8 1 1 1 7 1 1 1 1 1 1 1 1 15.00 2 Firefighter/EMT $54,794 $57,506 1 1 2.00 1 Ambulance Billing Clerk $48,588 0.5 0.5 1.00 1 Public Works Director $90,828 0.05 0.20 0.20 0.15 0.20 0.10 0.10 1.00 1 Senior Eng./Wtr Resource M $76,316 0.25 0.25 0.15 0.10 0.25 1.00 1 Asst. Civil Engineer $58,840 0.40 0.60 1.00 I Senior Engineer $65,313 0.25 1 0.20 0.20 0.20 1 0.15 1.00 1 Budget Resource Manager $68,695 0.05 0.15 0.05 0.15 1 0.15 0.15 0.15 0,15 1.00 1 Admin. Coordinator $43,180 0.05 0.15 0.20 0.20 0.10 0.10 0.20 1.00 1 Clerk $37,438 0.20 0.20 0.20 0.20 0.20 1.00 1 Project Manager $61,638 0.60 0.40 1.00 1 Superintendent $64,102 0.05 0.50 0.05 0.05 0.05 0.30 1.00 1 Engineering Tech $41,614 0.25 0.25 0.25 0.25 1.00 1 WWTP Manager $64,102 11 1.00 1 WWTP Asst. Manager $60,573 1 1.00 1 Construction Manager $56 420 0.25 0.25 0.25 0.25 1.00 1 Central Garage Foreman $52,910 1 1.00 2 Mechanics $39,442 $42,658 2 2.00 1 Street Foreman $55,6451 1 1.00 9.85 Street Maintenance & Repair $37,041 $46,207 9.85 1 1 9.85 3 Street -Traffic Sign & Signal, Light mi $46,061 $54,288 2.0 1.0 3.00 1 Water Foreman $45,205 1 1.00 9.1 Water Maintenance & Repair $37,542 $52,847 9 9.10 2 Water/ Sewer Billing Clerk $30,798 $30,798 1.25 2.00 1 Meter Reader $37,104 0.5 P3.5 1.00 1 Sewer Foreman $45,622 0.5 1.00 3.5 SanitarySewer Operator $38,022 $45,038 3.50 2.95 Storm Operators $38,022 $45,038 2.95 2.95 4 WWTP Operator $53,662 $54,079 1 4 4.00 2 WWTP Lab Chemists $41,092 $50,070 1 2 1 2.00 1 Solid Waste Foreman $51,553 1 1.00 5A Solid Waste Operators $41,760 $45,560 5.1 5.10 1 Director Parks & Rec. $82,038 0.80 0.10 0.10 1 1.00 1 Administrative Specialist $44,454 0.80 0.20 1.00 I Parks Superintendent $58,067 0.15 0.55 0.30 1.00 I Parks Foreman $55,645 0.80 0.20 1.00 6 Parks Caretaker includes Fore $35,726 $43,430 0.30 4.55 L 15 6.00 1 Recreation Superintendent $57,316 1 1.00 2 Recreation Programmer $35,7261 $36,665 2 1 2.00 1 Assistant Director of Planning,Bldg, C $68 132 0.50 0.5 1.00 l CD Administrator $44,266 0.50 0.5 1.00 192.40 Total (excludingCouncil) 91.50 7.5 3.1 2.00 6.75 9.5 15.25 1.25 15.30 7.55 8.55 6.2 7.4 3 2.5i 1 0 4 192.40 M0NTANA Form AS'72T Rev.3'I2 2016 C2rtifi2dTBXa ble kl8iUatiUq|nforma%i8n (15-10-202, MCA) Flathead County CITY <]FK4LISPELL Certified values are nnwavailable onUnp;atproperty, nit, gnV/Cov 1. 20I6Tota| Market Value z .. ..... - � ' .- ... ........ .. ..- '' ..- $ 23O7546427 2.ZD16Total Taxable VgiVe~ . ..... ........ ---- ~...... .,~^_.~,.,~^_........ __,__ 3.2O16Taxable Value ofNewly Taxable PropertY..-''. --.' - .. ---. S 947,977 4. 2016 Taxable Value less Incremental Taxable Value" $ -- 5. 2016 Taxable Value of Net and Gross Proceeds, -- (Class 1and [|asoZ). - - -. _ _ _ _ __ _ __ � G�T|FDistricts �---------- Tax!ncmemnemt Current Taxable 8»seTaxab(e |ncnennent,�| -_ M�trictNanne Va[�e^ Vaium Value KAL8PELL8 I14911 453612 695S�__g KALISPELLC 8,332.869 7,932,918 399,951 KAUSPELLH 20890 I26 -- 2076 &AL8PELL6 95241 390 94,851 Total Incremental Value ______ Prepa,er Holly Dale Date ^Marhetvalue does not include class Iand class Zvalue � Taxable value iscalculated after abatements have been applied ` This value is the taxable value less total incremental value ofall LaxincrernerL /inandng di5tric1s The taxable value of class l and class J is included in the taxable value totals - - - - For (rihzrrnationPurposes Only - - - - - - 20I6 taxable value of centrally assessed property having market value of 53 m/||\onor rnore.which has transferred to a different ownership in compliance w/ith 15 1O 202(2)' MCA | Value Included in "newly taxab|e" property 2'387 || Total value exclusive of"newly taxable" q property 0 8 DETERMINATION OF TAX REVENUE AND MILL LEVY LIMITATIONS UNDER SECTION 15-10-420, MCA AGGREGATE OF ALL FUNDS FYE J U N E 30, 2017 CITY OF KALISPELL MAXIMUM PROPERTY TAXES AUTHORIZED: Ad valorem tax revenue authorized to be assessed prior year (from prior year's determination form - ($e)) 6,628,196 Add: FISCAL YEAR 2017 INFLATION ADJUSMENT @ 0.50% 33,141 33,141 Less: Property taxes authorized to be assessed in the prior year for Class 1 and 2 property (net and gross proceeds) (enter as negative number) 0 Adjusted ad valorem tau revenue 6,661,337 CURRENT YEAR LEVY COMPUTATION: IINEWII- Change from Prior Years' Formatll In Rows (5), (5a), (5c) & (5d), PLEASE ENTER TAXABLE VALUES, AS WHOLE NUMBERS, DIRECTLY FROM DEPT. OF REVENUE CERI VALUATION INFORMATION form -"Per 1111111" values will auto -calculate. Enter'Total Taxable Value' amount- from Department of Revenue Certified Taxable Valuation Information form, line# 2. 39,229,175 39,229.175 Less: Enter'Total Incremental Value' of all tax increment financing districts (TIF Districts) amount - from Department of Revenue Certified Taxable Valuation Information form, line # 6 (enter as negative) (1,211,165) (1,211.165) Adjusted taxable value per mill (adjusted for removal of TIF per mill incremental district value) 38,018.010 Less: Enter'Total Value of Newly Taxable Property'- from Department of Revenue Certified Taxable Valuation Information form, line # 3 (enter as negative) _ (g47 g77) _ (947.977) Less: Enter'Taxable Value of Net and Gross Proceeds, (Class 1 & 2 properties)'- from Department of Revenue Certified Taxable Valuation Information form, line # 5 (enter as negative) 0.000 Adjusted Taxable value per mill Authorized mill levy under Section 16-10-420, MCA Adjusted taxable value per mill Add: Newly taxable property per mill value Taxable value per mill of net and gross proceeds (Class 1 & 2 properties) Taxable value per mill (including newly taxable property but excluding TIF per mill incremental value) Authorized mill levy under Section 15-10-420, MCA Current property tax revenue authorized limitation RECAPITULATION: Adjusted ad valorem tax revenue Amount attributable to newly taxable property Amount attributable to nettgross proceeds Current property tax revenue authorized limitation Revised 5/31/2016 37,070.033 179.70 37,070.033 947,977 0.000 947.977 38,018.010 179.70 6,831,685 6,661,337 170,348 0 6,831,685 W Mill Levy - 5 year Comparison FY2013 FY2014 FY2015 FY2016 FY2017 GENERAL FUND 132.20 131.70 134.40 147.70 148.20 PARKS -designated mills 22.40 22.40 22.40 22.40 26.00 154.60 154.10 156.80 170.10 174.20 "Permissive levies: G. O. BOND, series 2012 refunding bonds 12.5 12.5 12.5 12.50 12.50 TOTAL CITY LEVY 167.10 166.60 169.30 182.60 186.70 Health Ins. levy -premium increases 16.90 16.80 16.80 20.80 23.40 Parks health 1.60 1.70 1.70 2.20 2.60 TOTAL CITY LEVY w/PERMISSIVE 185.60 185.10 187.80 205.60 212.70 "The legislature provided for the increase in mills necessary to pay higher health insurance premiums. The G.O. Bond debt service levy is voter approved and can go up or down each year depending on the debt service schedule and the value of the mill. Other Government levies: City/County Health Fund 5.75 5.75 5.74 6.57 6.63 (Administered by the County) Business Improvement District Levy (plus square footage assessment at .015 sq. ft.) 37.5 37.5 37.5 37.5 37.5 10 2017 Manager Personnel Mayor/council City Clerk Finance Attomey(less prosecutors) City Hall General Gov't/Lnsurance Total $ 174,140 $ 155,494 $ 1L8,416 $ 122,621 $ 251,549 $ 174,189 $ 242,176 $ 88,686 $ 1,327,271 Actual Costs for each fimd are taken from the previous year's fmancial statements ADMMSTRATIVE TRANSFER FORMULA ALLOCATION FY2017 BUDGET FY14 FY15 Percent of Comparison Expenditures Total $ 19,101,636 General Government $ 17,371,106 0.57558833 $ 212,415 Airport TIF 2185 & 3185 (minus transfer) $ 210,176 0.00696415 $ 78,302 Westside, TIF 2188 & 3188 $ 78,773 0.00261011 $ 211,195 Forestry $ 198,079 0.00623198 $ 144,098 BID $ 106,605 0.00353234 $ 81,290 Airport - less depr $ 58,247 0.00193002 $ 2,410,228 Water Fund - less billing $ 2,352,779 0.07795890 $ (12,808,634) supported funds $ 189,316 Water Billing $ 190,767 0.00599968 $ 30,179,740 total per budget print out $ 1,5.11,698 Sewer Operations $ 1,465,732 0.04856675 $ 17,371,106 $ 167,920 Sewer Billing S 160,408 0.0053.1510 $ 2,550,122 Wastewater Fund $ 2,552,062 0.09456208 $ 869,874 Storm sewer $ 903,889 0.02995019 $ 912,650 Solid Waste Food $ 848,392 0.02811 l31 $ 362,781 Building Inspection $ 399,464 0A1320302 $ 2,023,212 Street Maintenance $ 2,059,426 0,06923869 $ 383,069 Light Maintenance $ 287,587 0.00952913 $ 960,244 Ambulance $ 957,248 0,03171823 S 32,072,050 Total $ 30,179,740 1.000000 General Fund 0.575588 Total Allocation S 763,962 FYI Last Years $ 780,047 diff Monthly Airport TIF 0.006964 S 9,243 $ 8,674 $ 569 $ 770.28 Westside TIF 0.002610 S 3,464 S 3,198 $ 266 $ 288.69 Forestry 0.006232 $ 8,272 $ 9,624 $ (352) $ 689.29 BID 0.003532 $ 4,688 S 5,894 $ (1,196) $ 390,70 Airport 0,001930. S 2,562 $ 3,320. S (758) $ 213.47 Water Operations U.077959 $ 103,473 $ 98,426 $ 5,047 $ 8,622.71 Water Billing 0.005990 $ 7,950 $ 7,731. $ 219 $ 662.49 Sewer Operations 0.048567 $ 64,461 S 61,733 $ 2,728 $ 5,371.77 Sewer billing 0.005315 $ 7,055. $ 6,857 $ 198 $ 587.88 Wastewater Operations 0.084562 $ 112,237 $ 104,138 $ 8,099 $ 9,353.06 Storm sewer 0.029950 S 39,752 $ 35,523 $ 4,229 $ 3,312.67 Solid Waste 0.028111 $ 37,311 $ 33,186 S 4,125 $ 3,109.28 Building inspection- 0.013203 $ 16,282 S 13,573 $ 2,709 $ 1,356.83 Street Maintenance 0.069239 $ 90,571 $ 82,703 $ 7,868 $ 7,547.60 Light Maintenance 0.009529 $ 12,648 $ 15,643 $ (2,995) $ 1,053.98 Ambulance 2230 0.031718 $ 42,099 $ 39,213 $ 2,886 $ 3,508.22 Total 1.000000 $ 1,326,029 S 528,426 $ 33,641 $ 46,838.93 $ 562,067 Revenue to General Fund Notes: Did not include cost a£ prosecutor to be. distributed for Admin. Building fund not allowed to share cost of Mayor & Council II N INFORMATION TECHNOLOGY TRANSFER FYI 7 DISTRIBUTED COSTS General Fund 2017 Information Technolgoy Fund M & O/dpr Equipment phones Transfer 2016 $ 376,389 $ 40,700 $ 76,000 Amt. Last Years AIRPORT BUILDING WATER WATER BILLING SEWER SEWER Billing WWTP STORM ST. MAINT. GARBAGE AMBULANCE CENTRAL GARAGE COMM. DEV FORESTRY GENERAL 0.5% 7.0% 7.0% 7.0% 4.0% 7.0% 5.0% 4.0% 3.0% 3.0% 4.0% 2.0% 2.0% 1.0% $ 1,882 $ 204 $ 2,085 $ 2,094 $ 26,347 $ 2,849 $ 29,196 $ 16,750 $ 26,347 $ 2,849 $ 29,196 $ 33,500 $ 26,347 $ 2,849 $ 29,196 $ 33,500 $ 15,056 $ 1,628 $ 16,684 $ 16,750 $ 26,347 $ 2,849 $ 29,196 $ 33,500 $ 18,819 $ 2,035 $ 20,854 $ 25,125 $ 15,056 $ 1,628 $ 16,684 $ 12,562 $ 11,292 $ 1,221 $ 12,513 $ 12,562 $ 11,292 $ 1,221 $ 12,513 $ 12,562 $ 15,056 $ 1,628 $ 16,684 $ 16,750 $ 7,528 $ 814 $ 8,342 $ 8,375 $ 7,528 $ 814 $ 8,342 $ 4,188 $ 3,764 $ 407 $ 4,171 $ 4,188 43.5% $ 287,858 $ 17,705 $ 76,000 100.0% $500,518 $0 $ 40,700 $ 76,000 $ 235,655 $232,406 $ 381,563 $250,000 $ 617,218 $482,406 CENTRAL GARAGE SERVICES - FY17 TRANSFER FY13 & FY14 & FY17 Garage FY13 & FY14 & FY35 % of Budget Departments Actual FY13 FY13 % of Total Actual FY14 FY14 % of Total Actual FY15 YTD FY15 % of Total FY15 Total Total Distribution Total S 510,000.00 Ambulance $ 5,733.85 2.9% $ 9,706.10 4.2% $ 6,014.00 2.5% $ 21,453.95 0.032 $ 16,228.58 Building $ 323.55 0.2% $ 798.95 0.3% $ 799.00 0.3% $ 1,921.50 0.003 $ 1,453.50 Central Garage $ 140.64 0.1% $ 113.40 0.0% $ - 0.0% Fire $ 15,818.04 7.9% $ 17,168.94 7.4% $ 25,099.00 10.4% $ 58,085.98 0.086 $ 43,938.43 Forestry $ 3,676.91 1.8% $ 2,898.80 1.2% $ 3,165.00 1.3% $ 9,740.71 0.014 $ 7,368.24 Parks $ 17,422.64 8.7% $ 18,124.63 7.8% $ 22,431.00 9.3% $ 57,978.27 0.086 $ 43,856.95 Planning $ 551.29 0.3% $ 164.01 0.1% $ 997.00 0.4% $ 1,712.30 0.003 $ 1,295.25 Police $ 31,872.64 $ 34,328.77 $ 23,972.00 $ 90,173.41 0.134 $ 68,210.57 Parking Commission $ 3,574.93 $ 1,980.15 $ 1,725.00 $ 7,280.08 0.011 $ 5,506.93 $ 35,447.57 17.8% $ 36,308.92 15.6% $ 25,697.00 10.6% $ 97,453.49 $ 73,717.50 Public Works $ 2,382.00 1.2% $ 1,160.78 0.5% $ 1,030.00 0.4% $ 4,572.78 0.007 $ 3,459.02 Sewer/Storm $ 6,936.03 3.5% $ 9,969.32 4.3% $ 7,365.00 3.0% $ 24,270.35 0.036 $ 18,359.01 w Solid Waste $ 32,591.29 16.3% $ 33,088.75 14.2% $ 34,929.00 14.5% $ 100,609.04 0.149 $ 76,104.47 Street $ 64,222.35 $ 83,563.24 $ 89,139.00 $ 236,924.59 0.351 $ 179,218.70 Traffic Signs & Signals $ 3,464.19 $ 3,937.33 $ 3,087.00 $ 10,488.52 0.016 $ 7,933.91 $ 67,686.54 33.9% $ 87,500.57 37.5% $ 92,226.00 38.2% $ 247,413.11 Water $ 6,621.65 3.3% $ 12,784.98 5.5% $ 12,129.00 5.0% $ 31,535.63 0.047 $ 23,854.74 WWTP $ 4,289.05 2.1% $ 3,536.65 1.5% $ 9,640.00 4.0% $ 17,465.70 0.026 $ 13,211.71 $ 199,621.05 100.0% $ 233,324.80 100.0% $ 241,521.00 100.0% $ 674,212.81 100.0% $ 510,000.00 Note: Equipment that serves Storm is included in the above Sewer numbers. Sewer's garage services should be split: 50% storm, 50% sewer. FY 2017 DEBT OBLIGATION SCHEDULE ALL FUNDS Remaining Principal FY 2017 Payment RATE FUND 6/30/2016 PRINCIPAL INTEREST & FEES TOTAL SPECIAL REVENUE: 3.95% 2008 Fire Ladder Truck -Rocky Mtn. Bank Note $575,000 10 yr $133,175 $65,500 $4,651 $70,151 1.55%v 2015 BOI - Chip Truck (Forestry) 5 yr $34,498 $6,774 $535 $7,309 1.55%v 2011 BOI - Compactor $ 45,928 (Spec. Street Maint) 5 yr $9,421 $9,421 $146 $9,567 1.55%v 2011 BOI - Dump Truck & Roller $124,865 (Spec. Street Maint) 5 yr $28,358 $29,358 $440 $28,798 1.55%v 2013 BOI - P/U and Tractor $45,000 (Parks) 5 yr $18,314 $9,112 $284 $9,396 1.55%v 2013 BOI - Stump Grinder $20,000 (Forestry) 5 yr S8,140 $4,050 $126 S4,176 1.55%v 2013 BOI - (2)Dump Trucks $175,000(Spec. Street Main[.) 5 yr $78,618 $39,111 $1,219 $40,330 1.95%v 2013 BOI - Boom Truck $97,651(Light Maint.) 5 yr $43,917 $21,862 $681 $22,543 us%v 2014 BOI -06 Intl Dump Tk $46,500 (Spec St. Maint) 5 yr $28,160 $9,299 $436 $9,735 i.s5%v 2014 BOI - 07lntl Dump Tk U 16,195 (Spec St. Maint) 5 yr $77,844 $25,757 S 1,207 $26,964 i.00% 2005 USDA- IRP Loan 61-01 Revolving Fund $520,000 30 yr $380,182 $18,272 $3,802 $22,074 l.00% 2006 USDA- IRP Loan 61-03 Revolving Fund $228,497 30 yr $188,748 $8,138 $1,887 $10,025 $245,654 $15,414 $261,068 SPECIAL REVENUE TOTALS $1,029,375 DEBT SERVICE FUNDS- 3.63% 2005 AIRPORT TIF DEBT $2,000,000 15 yr $650,000 $150,000 $28,483 $178,483 1.55% v 2016 CITY HALL REFINANCE BOI - $412,571 (5 yr) S372,101 $80,980 $5,768 $86,748 1.59% 2012 G. 0. BOND -refunding POOL & FIRE HALL $4,145,000 10 yr $2,350,000 $465,000 $41,838 $506,838 4/ v 2012 WESTSLDE TIF, 2012 NOTE $500,000 25 yr 49/6variable $448,000 $14,500 $17,780 $32,280 $710,490 $93,869 $804,349 DEBT SERVICE FUNDS TOTALS $3,820,101 SIDEWALK & CURB WARRANTS (8 vr) 6.00% 2007 S&C $ 15,470 $0 $0 $400 $400 3.50% 2008S&C $ 8,980 $1,123 $1,123 $154 $1,277 3,50% 2009 S&C $ 7,629 $1,907 $954 $62 $1,016 3.25% 2010 S&C $ 942 $353 $118 $11 $128 3.25% 2011 S&C $ 5,792 $2,896 $724 $87 $811 3.25% 2012 S&C $ 3,982 $2,489 $498 $81 S579 3.25% 2013 S&C $17,472 $13,104 $2,184 $426 $2,610 3.75/ 2014 S&C $ 7,846 $6,864 $981 $223 $1,204 3,50% 2015 S&C $ 9,272 $9,272 $1,159 $487 $1,646 $7,739 $1,930 $9,670 S & C TOTALS $38,008 Sm'S: 5.6o% 2001 SID 343 - Sunnyview KRMC $1,518,500 20 yr $235,000 $80,000 $13,040 $93,040 5.27"/" 2006 SID 344 - Old School Station $4,520,000 20. yr $2,270,000 $225,000 $112,633 $337,633 3.00% 2013 SID 345 - The "Willows" $242,000 15 yr $213,000 $ I4,000 $6,635 $20,635 $319,000 $132,308 $451,308 SID TOTALS $2,718,000 ENTERPRISE FUNDS: Water 2.00% 2012 Refi SFR loan (Main & Idaho Water Main) $404,000 9 yr S222,000 $48,000 $4,200 $52,200 4.40% 2004 Refunding Bond (Hwy 93 So. Project) $1,840,000 20yr $610,000 $65,000 $29,185 $94,185 2.25% 2012 Refin SRF - B Bonds (New Reservoir) $1,340,000 15 yr $1,025,000 $83,000 $22,601 S105,601 $196,000 $55,986 $251,986 TOTAL WATER $1,857,000 Sanitary Sewer & Waste Water Treatment Plant 2.25% 2012 Sanitary SRF loan $1,009000 (Fiwy 93 So.) 12 yr $702,000 $81,000 $15,646 $96,646 2.25% 2012 WWTP SRF LOAN $12,827,000 15 yr $9,816,000 $796,000 $216,405 $1,012,405 3.00% 2014 WWTP SRF LOAN $1,102,748 (Digester Lid) 20 yr $966,000 $44,000 $28,650 $72,650 $921,000 $260,701 $1,181,701 TOTALSEWER/WWTP $11,484,000 Solid Waste 1.55%v 2013 BOI $172,988 (25 yd rear loader tk) 5yr $116,192 $38,343 $1,801 $40,144 TOTAL ALL DEBT -ALL FUNDS $2,438,216 $562,010 $3,000,226 Note: all loans are fixed rate with the exception of the 10 BOI loans and the Westside TIF which are marked with a v next to the rate. BOI -Board of Investments FY17 Rate: 1.55% USDA-IRP -Dept of Agriculture Intermediary Relending Program SRF- State Revolving Fund (DNRC money) G. O. Bonds -General Obligation voted bonded debt 14 CITY OF KALISPELL 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 $ 1,044,175 $ 1,181,113 $ 1,223,218 $ 792,432 $ 896,072 $ 874,276 $ 898,859 $ 871,547 $ 921,976 $ 1,152,730 $ 1,047,542 $ 1,094,862 $ 2,106,768 $ 1,589,677 $ 1,543,883 $ 464,591 $ 244,122 $ 649,843 $ 1,007,681 $ 1,613,816 $ 1,928,157 $ 2,215,018 $ 1,787,753 $ 2,167,240 GENERAL FUND Fund Balance at Year End $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- q� qa �� qb 0O o~ oy or,y ob o`' ob o 00.' o ti ti~ ti ti ti ti ti ti ti ti ti ti ti N N N No N No N No N N N N No N Ho N N 8 TOTAL EXPENDITURES General Gov't Group 11.9 % Police 12.1 % Court & Attorney 1.7% Parks & Rec 4.4% Fire Dept. + grants 12.0% Facilities Maint. 0.6% Community Dev. 40.0% Airport & Grants 0.3 % Public Works 52.4% Total City of Kalispell Budget by Department FY2017 $ 6,007,060 11.9% $ 6,108,252 12.1 % $ 833,551 1.7% $ 2,233,323 4.4% $ 6,034,426 12.0% $ 307,050 0.6% $ 20,117,913 40.0% $ 166,065 0.3% $ 26,333,459 52.4% $ 68,141,099 Department totals include grants for those departments, operations and capital. General Gov't group includes insurance, debt service information technology, planning, building, finance, city clerk, city manager, human resources and mayor & council budgets. ■ General Gov't Group 11.9% ■ Police 12.1% • Court & Attorney 1.7% • Parks & Rec 4.4% ■ Fire Dept. + grants 12.0% Facilities Maint. 0.6% Community Dev, 40.0% Airport & Grants 0.3% Public Works 52.4% MUNICIPAL JUDGE LoriAdams CITY CLERK Aimee Brunckhorst CITY OF KALISPELL, MONTANA ORGANIZATIONAL CHART CITIZENS OF KALISPELL CITY COUNCIL MAYOR Mark Johnson WARD I WARD II WARD III WARD IV Kan Gabriel Wayne Saverud Jim Atkinson Tim Kluesner Sandy Carlson Chad Graham Rod Kuntz Phil Guiffnda CITY MANAGER Doug Russell FINANCE Rick IMlls PUBLIC WORKS INFORMATION Susie Tumer TECHNOLOGY Erika Billiet 17 BUILDING & PARKS & COMMUNITY 1.:ECREATIONDEVELOPMENT had Fincher Tom Jentz PUBLIC SAFETY _ PUBLIC SAFETY LEGAL FIRE POLICE Charlie Harball Dave Dedman Roger Nasset CITY OF KALISPELL Fund Description 1000 General Fund General Fund- On -behalf payments Special Revenue Funds: 2185 TAX INCREMENT -AIRPORT 2188 TAX INCREMENT-WESTSIDE 2210 PARKS IN LIEU OF 2215 PARKS & RECREATION FUND 2230 AMBULANCE 2310 OLD SCHOOL TECHNOLOGY TIF 2311 OLD SCHOOL INDUSTRIAL. TIF 2372 HEALTH -PERMISSIVE LEVY 2394 BUILDING CODE ENFORCEMENT 2399 IMPACT FEE FUND 2400 LIGHT MAINTENANCE 2420 GAS TAX 2500 SPECIAL STREET/TSS 2600 URBAN FORESTRY DISTRICT 2601 DEVELOPER'S TREES 2825 MAGI GRANT 2880 CD LOAN REVOLVING 2881 CD LOAN REVOLVING #2 2886 COMMUNITY DEVELOPMENT 2887 RURAL DEVELOPMENT 2888 RURAL DEVELOPMENT #2 2915 STONEGARDEN GRANT 2916 DRUG ENFORCEMENT GRANT 2918 CHRP GRANT 2919 LAW ENF. BLOCK GRANT 2953 BROWNFLELDS ASSESSMENT GRANT 2955 BROWNFIELDS LOAN REVOLVING 2991 TIGER GRANT 2994 KIDSPORTS GRANT 2956 FIRE GRANTS 2957 HAZMAT GRANT Total Special Revenue Funds 2017 FUND POSITION Resources Anticipated Proposed Estimated Available Revenue Expenditures Ending Balance/ Beginning Year Carry over $ 2,167,240 $ 10,937,683 $ (10,880,178) $ 2,224,745 $ 1,360,000 $ (1,360,000) $ - $ 1,413,808 $ 401,671 $ (1,785,608) $ 29,871 $ 3,947,478 $ 561,628 $ (4,095,681) $ 413,425 $ 1,402 $ 15 $ (1,417) $ - $ 673,276 $ 1,768,800 $ (1,811,306) $ 630,770 $ 224,019 $ 1,151,000 $ (1,286,239) $ 88,780 $ 9,730 $ 65,156 $ (57,500) $ 17,386 $ 12,427 $ 9,100 $ (15,000) $ 6,527 $ 53,147 $ 993,025 $ (992,000) $ 54,172 $ 725,204 $ 534,500 $ (706,901) $ 552,803 $ 583,533 $ 149,400 $ (640,151) $ 92,782 $ 175,658 $ 386,900 $ (366,365) $ 196,193 $ 458,050 $ 406,748 $ (509,674) $ 355,124 $ 1,946,707 $ 3,595,518 $ (4,198,903) $ 1,349,744 $ 150,656 $ 268,500 $ (321,598) $ 97,558 $ 101,449 $ - $ (99,002) $ 2,447 $ 21,006 $ 418,067 $ (433,202) $ 5,871 $ 203,947 $ 25,596 $ (152,000) $ 77,543 $ 167,393 $ 28,500 $ (150,000) $ 45,893 $ 488,392 $ 61,821 $ (342,517) $ 207,696 $ 253,580 $ 62,922 $ (172,075) $ 144,427 $ 200,596 $ 20,002 $ (120,025) $ 100,573 $ - $ 95,070 $ (95,070) $ - $ 1,728 $ 101,614 $ (99,976) $ 3,366 $ 16,157 $ 251,750 $ (191,750) $ 76,157 $ - $ 89,500 $ (89,500) $ - $ - $ 400,000 $ (400,000) $ $ 100,500 $ 488,407 $ (588,907) $ - $ - $ 10,000,000 $ (10,000,000) $ - $ - $ 2,152,726 $ (2,152,726) $ - $ 4,066 $ 226,134 $ (230,200) $ - $ 42,912 $ 44,367 $ (61,078) $ 26,201 $ 11,976,821 $ 24,758,437 $ (32,166,372) $ 4,568,886 18 2017 Debt Service Funds: SID Revolving Fund G.O. BOND, series 2012 - Refunded Pool & Fireball NEW CITY HALL Debt Service SIDEWALK & CURB WARRANTS SIDS AIRPORT TIF DEBT SERVICE/Transfer to TIF WESTSIDE TIF DEBT SERVICE Total Debt Service funds Capital Project Funds: 4150 FIRE PUMPER 4290 WALK & CURB Total Capital Projects Enterprise Funds: 5210 WATER 5310 SEWERJWWTP 5349 STORM SEWER 5510 SOLIDWASTE 5610 AIRPORT * Total Enterprise Funds Internal Service Funds: 6030 INFORMATION TECH. FUND 6010 CENTRAL GARAGE Total Internal Service Funds TOTAL CITY BUDGET PAGE 2 - Fund Position Resources Anticipated BUDGETED Estimated Available Revenue Expenditures Ending Balance/ Beginning Year Carry over $ 283,466 $ 850 $ - $ 284,316 $ 38,024 $ 485,500 $ (506,838) $ 16,686 $ 7,641 $ 90,000 $ (96,748) $ 10,993 $ 887 $ 9,291 $ (9,670) $ 508' $ 490,471 $ 385,208 $ (451,309) $ 424,371 $ 243,224 $ 525,500 $ (528,483) $ 240,241 $ 172 $ 32,340 $ (32,280) $ 232 $ 1,063,885 $ 1,528,689 $ (1,615,327) $ 977,247 $ - $ 500,000 $ (500,000) $ - $ - $ 25,000 $ (25,000) $ $ - $ 525,000 $ (525,000) $ - $ 7,355,646 $ 5,803,627 $ (6,739,283) $ 7,272,834 $ 8,197,846 $ 4,985,000 $ (9,958,269) $ 5,932,421 $ 3,203,538 $ 1,404,500 $ (2,312,303) $ 2,587,157 $ 973,589 $ 984,600 $ (1,246,620) $ 867,991 $ 147,071 $ 76,853 $ (166,065) $ 155,777 $ 19,877,690 $ 13,254,580 $ (20,422,540) $ 16,816,180 $ 173,784 $ 616,655 $ (667,862) $ 127,577 $ 58,656 $ 510,200 $ (503,820) $ 65,036 $ 232,440 $ 1,126,855 $ (1,171,682) $ 192,613 $ 35,318,076 $ 53,491244 $ (68,141,099) $ 24,779,671 * cash adjusted +$4,111,450 for non -cash line items (depreciation/prepaids) Component Units 2700 BUSINESS IMPROVEMENT DISTRICT $ 26,045 $ 87,740 $ (103,388) $ 10,397 7855 TOURISM BID (pass thru fund) $ 49,000 $ 525,000 $ (574,000) $ - Total with Component units $ (68,818,487) 19 ALL FUND RECAP BY FUNCTION FY 2017 Personal Services Operations Capital Debt Transfers Other Total FUND: & Benefits Service Financing Uses 1000 General Fund $ 9,336,732 $ 1,935,992 S 173,000 $ 40,000 $ 394,454 S 10,880,178 General Fund- On -behalf payments $ 1,360,000 $ 1,360,000 Special Revenue Funds: 2185: TAX INCREMENT -AIRPORT $ 24,765 S 10,843 $ 1,750,000 $ 1,785,609 2188 TAX INCREMENT-WESTSIDE $ 52,877 $ 10,464 $ 32,340 $ 4,000,000 $ 4,095,681 2210 PARKS IN LIEU OF 'S 1,417 PS29,896 S 1,417 2215 PARKS& RECREATION FUND $ 1;191,532 $ 428,879 $ 161,000 S 1,811,306 2230 AMBULANCE $-902,653 $ 213,586 S 170,000 $ 1,286,239 2310OLD SCHOOL TECHNOLOGY TIF $ 22,500 $ 35,000 $ 57,500 2311 OLD SCHOOL INDUSTRIAL TIF _ $ 15,000 $ 15,000 2372 HEALTH -PERMISSIVE LEVY S 992,000 $ 992,000 2399 D"ACTFEE FUND $ 10,000 S 560,000 $ 70,151 $ 640,151 2394 BUILDING CODE ENFORCEMENT $ 492,394 $ 149,517 $ 65,000 $ 706,901 2400 LIGHT MAINTENANCE S 89,174 S 224,648 $ 30,000 $ 22,543 _ $ 366,365 2420 GAS TAX $ 411,562 $ 98,112 $ 509,674 2500 SPECIALSTREETMS $ 1,114,991 S 1,422,670 $ 1,545,849 S 115,393. $ 4,198,903 2600 URBAN FORESTRY DISTRICT s 167,929 S 97,669 $ 40,000 $ 16,000 $ 321,598 2601 DEVELOPERS TREES $ 99,002 $ 99,002 2825 MACI GRANT $ 433,202 $ 433,202 2880CD LOAN REVOLVING $ 2,000 $ 150,000 $ 152,000 _ 2881 CD LOAN REVOLVING $. 150,000 $ 150,000 2886 COMMUNITY DEVELOPMENT $ $ 42,517 $ 16,250 S 293,750 S 342,517 2887RURAL DEVELOPMENTREVOLVING $ 22,075 $ 150,000 $ 172,075 2888 RURAL DEVELOPMENT REVOLVING#2 S 10,025 $ 110,000 $ 120,025 2915 STONEGARDEN GRANT $ 31,255 $ 63,815 $ 95,070 29.16DRUG ENFORCEMENTGRANT $ 94,135 $ 5,941 $ 99,976 2918 CHRP GRANT S 191,750 S 191,750 2919 LAW ENE BLOCK GRANT $ 68,000 $ 21,500 $ 89,500 2953 EPA BROYMMDS ASSESSMENT $ _ 400,000 $ 400,000 2955EPABROWNFIEIASLOANREVOLVING S. 11,453 S 577,454 $ 588,907 2991 TIGER GRANT $ 10,000,000 $ 10,000,000 2994 KIDSPORTS GRANT _ $ 2,152,726 S 2,152,726 2956 FIRE GRANTS $ 5,200 S. 225,000 $ 230,200 2957 HAZMAT GRANT $: 21,865 $ 39,213 $ 61,078 Debt Service Funds: C.O. BOND, series 2012 -Refinancing $ 506,838 $ 506,938 NEW CITY HALL Debt Service _ _ $ 86,748 $ 96,748 SIDEWALK&CURBS $ 9,670 $ 9,670 SIDS S 45.1,308 S 451,308 WESTSIDETIFDEBT SERVICE. $ 32,280 S 32,280 AIRPORT TIF DEBT SERVICE $ 178,483 $ 350,000 $ 528,483 Capital Project Funds: 4150 FIRE PUMPER $ 500.000 S 500,000 4290 WALK & CURB S 25,000 $ 25,000 Enterprise Funds: Depreciation 5210 WATER * $ 1,100,408 $ 896,468 $ 3,650,421 $. 251,996 $. 840,000 $ 6,739,283 5310 SEWER/WWTP * $ 1,202,998 $ 1,429,465 $ 3,449,105 $ 1,181,701 _ _ S 2,695,000 $ 9,958,269 5349 STORMSEWER * S 472,236 $ 261,524 S 1,249,723 $ 43,820 $ 285,000 $ 2,312303 5510 SOLIDWASTE * $ 601,004 S 291.158 S 122,523 $ 40,144 $ 41,791 1 $ 150,000 $ 1,246,620 5160 AIRPORT * $ 68,147 $ 97,918 S 166,065 Internal Service Funds: 6010 CENTRAL GARAGE $ 212,878 $ 264, 42 $ 26,000 $ 503,820 6030 INFORMATION TECH. FUND * $ 225,350 $ 364,812 $ 72,700 S 5,000 $ 667,862 TOTAL CITY BUDGET S 17,954,917 S 9.2053386 S 14,750,778 1 S 3,081,491 1 S 1,904,405 S 21,244,122 $ 68,141,099 20 N r+ CITY OF KALISPELL TAX LEVY REQUIREMENTS SCHEDULE NON -VOTED LEVIES Assessed Valuation $2,307,546,427 Tax Valuation: $38,018,010 (withoutTIF's) 1 Mill Yields(10): $ 38,018 E7Fiscal Year: 2016-2017 FUND NO. FUND NAME (1) (2) (3)--(1)+(2) (4) (5) (6)—(4)+(5) (7)=(9)x(10) (8)=(6)+(7) (9)=(7)(10) APPROPRIATION CASH RESERVE TOTAL REQUIREMENTS CASH AVAILABLE (Less current liabilities) NON -TAX REVENUES TOTAL NON -TAX RESOURCES PROPERTY TAX REVENUES TOTAL RESOURCES MILL LEVY 1000 General Fund 10,880,178 2,224,745 13 104,922 2,167 240 5 303 415 7,470,655 1,621 68 13,104 923 148.20 2215 Parks De artment 1,811,306 630 770 2,442 076 673 276 780,332 1,453,608 988 468 2 442 076 26.00 TOTAL 12,691,4841 2,855,5151 15,546,9991 2,840,5161 6,083,7471 8,924,2631 6,622,7361 15,546,999 174.20 * Total Revenues compared to Total Appropriations: * Total Requirements compared to Total Resources: 14,999 VOTED/PERMISSIVE LEVIES FUND NO. FUND NAME APPROPRIATION CASH RESERVE TOTAL REQUIREMENTS CASH AVAILABLE (Less current liabilities) NON -TAX REVENUES TOTAL NON -TAX RESOURCES PROPERTY TAX REVENUES TOTAL RESOURCES MILS. LEVY 3012 1G.O. BOND-POOL/FIRER 506,838 16,686, 523,524 38,024 10,275 48,299 475,225 523.524 12.50 2372 Health Permissive 992,000 54,172 1,046,172 53 147 4,557 57,704 988,468 1,046 172 26.00 TOTAL 1,498,838 70,858 1,569,696 91,171 14,832 106,003 1,463,693 1,569,696 38.50 * Total Revenues compared to Total Appropriations: * Total Requirements compared to Total Resources: Recap: Total Non voted Levy 12,691,484 2,855,515 Total Voted/Permissive 1,498,838 70,858 Total Non -Levied 49,839,326 21,853,299 Total City Budget 64,029,648 24,779,672 Depreciation Adj 4,111,450 (balances withpage 19) 68,141,098 Ending Cash Reserves adjusted for Depreciation Expe Proprietary Funds' -20,313 0 Total Mills 212.70 N CITY OF KALISPELL NON -LEVIED FUNDS - SUMMARY SCHEDULE Fiscal Year: 2016-2017 (1) (2) (3r(1)+(2) (4) (5) (6)=(4)+(5) CASH AVAILABLE TOTAL FUND CASH TOTAL (Less current NON -TAX TOTAL NO. FUND NAME APPROPRIATION RESERVE REQUIREMENTS liabilities) REVENUES RESOURCES 1001 On -Behalf Payments (Police and Fire Retirement) 1,360,000 0 1,360,000 0 1,360,000 1,360,000 2185 TAX INCREMENT -AIRPORT 1,785,608 29,871 1,815,479 1,413,808 401,671 1,815,479 2188 TAXINCREMENT-WESTSIDE 4,095,681 413,425 4,509,106 3,947,478 561,628 4,509,106 2210 PARKS IN LIEU OF 1,417 0 1,417 1,402 15 1,417 2310 OLD SCHOOL TECHNOLOGY TIF 57,500 17,386 74,886 9,730 65,156 74,886 2311 OLD SCHOOL INDUSTRIAL TIF 15,000 6,527 21,527 12,427 9,100 21,527 2399 IMPACT FEE FUND 640,151 92,782 732,933 583,533 149,400 732,933 2230 AMBULANCE 1,286,239 88,780 1,375,019 224,019 1,151,000 1,375,019 2394 BUILDING CODE ENFORCEMENT 706,901 552,803 1,259,704 725,204 534,500 1,259,704 2400 LIGHT MAINTENANCE 366,365 196,193 562,558 175,658 386,900 562,558 2420 GAS TAX 509,674 355,124 $64,798 458,050 406,748 864,798 2500 SPECIALSTREETITSS 4,198,903 1,343,322 5,542,225 1,946,707 3,595,518 5,542,225 2600 URBAN FORESTRY DISTRICT 321,598 97,558 419,156 150,656 268,500 419,156 2601 DEVELOPER'S TREES 99,002 2,447 101,449 101,449 0 101,449 2825 MACI GRANT 433,202 5,871 439,073 21,006 418,067 439,073 2880 CD LOAN REVOLVING 152,000 77,543 229,543 203,947 25,596 229,543 2881 CD LOAN REVOLVING 150,000 45,893 195,893 167,393 28,500 195,893 2886 COMMUNITY DEVELOPMENT 342,517 207,696 550,213 488,392 61,821 550,213 2887 RURAL DEVELOPMENT 172,075 144,427 316,502 253,580 62,922 316,502 2888 RURAL DEVELOPMENT #2 120,025 100,573 220,598 200,596 20,002 220,598 2915 STONEGARDEN GRANT 95,070 0 95,070 0 95,070 95,070 2916 DRUG ENFORCEMENT GRANT 99,976 3,366 103,342 1,728 101,614 103,342 2918 CHRP GRANT 1 191,750 76,157 267,907 16,157 251,750 267,907 2919 LAW ENF. BLOCK GRANT 89,500 0 89,500 0 89,500 89,500 N W CITY OF KALISPELL NON -LEVIED FUNDS - SUMMARY SCHEDULE con't. (1) (2) (3)-(I)+(2) (4) (5) (6)=(4)+(5) CASH AVAILABLE TOTAL FUND CASH TOTAL (Less current NON -TAX TOTAL NO. FUND NAME APPROPRIATION RESERVE REQUIREMENTS liabilities) REVENUES RESOURCES 2953 BROWNSFIELD ASSESSMENT GRANT 400,000 0 400,000 0 400,000 400,000 2955 BROWNSFIELD REVOLVING LOAN 589,907 0 588,907 100,500 488,407 588,907 2991 TIGER GRANT 10,000,000 0 10,000,000 0 10,000,000 10,000,000 2994 KIDSPORTS GRANT 2,152,726 0 2,152,726 0 2,152,726 2,152,726 2956 FIRE GRANTS 230,200 0 230,200 4,066 226,134 230,200 2957 HAZMAT GRANT 61,078 26,201 87,279 42,912 44,367 87,279 2975 CTEP 0 0 0 0 0 0 SID Revolving Fund 0 284,316 284,316 283,466 850 284,316 3170 NEW CITY HALL Debt Service 86,748 10,893 97,641 7,641 90,000 97,641 SIDEWALK & CURB FUNDS 9,670 508 10,178 887 9,291 10,178 SIDS 341-344 451,308 424,371 875,679 490,471 385,208 875,679 3185 AIRPORT TIF DEBT SERVICE 528,483 240,241 768,724 243,224 525,500 768,724 3188 WESTSIDE TIF DEBT SERVICE 32,280 232 32,512 172 32,340 32,512 4150 FIRE PUMPER 500,000 0 500,000 0 500,000 500,000 4290 WALK & CURB 25,000 0 25,000 0 25,000 25,000 5210 WATER * 5,886,439 7,272,834 13,159,273 7,355,646 5,803,627 13,159,273 5310 SEWER/WWTP * 7,250,425 5,932,421 13,182,846 8,197,846 4,985,000 13,182,846 5349 STORM SEWER * 2,020,881 2,587,157 4,608,038 3,203,538 1,404,500 4,608,038 5510 SOLID WASTE * 1,090,198 867,991 1,958,189 973,589 994,600 1,958,180 5610 AIRPORT * 68,147 155,777 223,924 147,071 76,853 223,924 6030 INFORMATION TECH FUND 662,862 127,577 790,439 173,784 616,655 790,439 6010 CENTRAL GARAGE FUND * 503,820 65,036 568,856 58,656 510,200 568,856 TOTAL 49,839,326 21,853,299 71,692,625 32,386,389 39,306,236 71,692,625 * Total Revenues compared to Total Appropriations:-10,533,090 * Total Requirements compared to Total Resources: GENERAL FUND PAGE FUND Dept. # i-ii 1000 General Fund Revenue and Summary iii-iv 1000 General Fund Appropriation Summary 1 1000 400 General Government $ 743,600 2 1000 401 City Manager $ 189,750 3 1000 401 Human Resources $ 168,445 4 1000 402 Mayor & City Council $ 147,610 5 1000 402 City Clerk $ 124,876 6 1000 403 Finance Department $ 279,316 7 1000 404 City Attorney $ 470,722 8 1000 406 Municipal Court $ 362,829 9 1000 410 Public Works Administration $ 40,020 10 1000 412 City Facilities Maintenance $ 307,050 11-13 1000 413 Police $ 4,886,956 14 1000 416 Fire $ 2,701,758 15 1000 420 Planning Department $ 371,373 16 1000 480 Community Development $ 85,873 Total General Fund $ 10,880,178 17 1001 On -behalf Retirement Payments $ 1,360,000 GENERAL FUND REVENUE AND SUMMARY FUND: 1000 MILL VALUE $ 39,522 $ 37,953 $ 37,953 $ 38,018 ACTUAL I BUDGET I ACTUAL I BUDGET FY14/15 FY15/16 FY15/16 FY16/17 GENERAL FUND MILL LEVY 134.40 147.70 147.70 148.20 PROPERTY TAXES: 311100 Real Property Taxes 5,579,079 5,418,805 5,381,624 5,490,000 311105 PILOT payment 24,090 24,090 16,676 17,000 311200 Personal Property 113,117 112,000 119,224 120,000 312000 Penalty & Interest 18,309 10,000 8,691 8,000 SUBTOTAL $ 5,734,595 $ 5,564,895 $ 5,526,215 $ 5,635,000 LICENSES & PERMITS: 322101 Alcohol Beverage 26,831 30,000 30,353 30,000 322300 General and occupational 1,465 1,350 1,947 1,700 323012 Planning fees & Sign permits 38,050 38,000 32,099 30,000 323109 Zoning & Site Plan Review Fees 12,414 13,000 14,518 14,000 323200 Parade Permits 1,600 1,000 1,600 1,000 323300 Animal licenses 1,937 2,000 446 0 SUBTOTAL $ 82,297 $ 85,350 $ 80,963 $ 76,700 INTERGOVERNMENTAL REVENUE: 335030 MY Tax Ad Valorem 1,153 1,000 1,173 2,000 335076 Gaming Machine Permits 57,350 60,000 61,925 60,000 335110 Live Card Game, keno & bingo 2,650 3,000 1,150 2,000 335230 HB124 ENTITLEMENT 2,723,748 2,765,228 2,762,555 2,773,829 SUBTOTAL $ 2,784,901 $ 2,829,228 $ 2,826,803 $ 2,837,829 CHARGES FOR SERVICES: 341020 Administrative charges 529,179 542,726 565,751 574,367 341021 Grant Admin. (Planning, finance) 6,586 10,000 8,901 5,000 341025 City Collections/other charges 6,644 8,000 5,066 5,000 342010 KPD -Public safety fees 24,635 25,000 25,024 25,000 342014 KPD -School Resource Officers 95,500 97,410 97,410 149,037 342016 KPD -Regional Training /testing Reimb. 12,915 10,000 2,417 10,000 343018 Parking Permits, meters, boot removal 93,155 95,000 96,147 95,000 SUBTOTAL $ 768,614 $ 788,136 $ 800,716 $ 863,404 con't. 1 GENERAL FUND Revenue - Page 2 FINES AND FORFEITURES: 351035 Parking fines 351017 Technology fees 351000 City Court Fines & fees, admin SUBTOTAL MISC. REVENUE 362015 Insurance Reimbursements 362020 MMIA GASB 45 reimbursement 364030 Auction & mist. collections/donations 365018 Band shell contribution 381060 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 1 (Includes designated $) OTHER CASH (Reductions)/Additions 12510 Loan repayment -employees 13360 Loan to Comm. Dev. (Old School Station) Relocation loan Cash TOTAL AVAILABLE FOR BUDGET EXPENDITURES CASH CARRYOVER (year end operating) Designated for Capital Designated Court Technology fees Designated for Bandshell Designated for Parking Total cash available Total General Cash Carryover Undesignated ACTUAL I BUDGET I ACTUAL I BUDGET FY14/15 FY15/16 FY15/16 FY16/17 34,871 35,000 36,473 35,000 28,942 30,000 22,966 30,000 474,420 500,000 435,908 500,000 $ 538,233 $ 565,000 $ 495,347 $ 565,000 24,714 20,000 4,726 20,000 0 3,000 3,000 0 14,444 5,000 2,377 7,500 350 250 0 0 665,000 850,000 850,000 901,000 $ 704,508 $ 879,250 $ 860,103 $ 928,500 $ - $ 16,250 $ 16,250 $ 16,250 $ 12,779 $ 7,000 $ 14,523 $ 15,000 $ 10,625,927 $ 10,734,109 $ 10,620,920 $ 10,937,683 $ 2,215,018 $ 1,787,753 $ 1,779,221 $ 2,167,240 $ $ $ 1,225 (1,300,000) 5,755 $ - $ $ - $ $ - $ - $ - $ - $ - $ 11,547,925 $ 12,521,862 $ 12,400,141 $ 13,104,923 $ 9,751,640 $ 10,446,863 $ 10,232,901 $ 10,880,178 $ 1,564,530 $ 1,870,058 $ 1,955,475 $ 1,837,944 $ 101,906 $ 101,906 $ 101,906 $ 286,942 $ 75,401 $ 65,401 $ 75,401 $ 65,401 $ 13,842 $ 14,092 $ 10,916 $ 10,916 $ 23,542 $ 23,542 $ 23,542 $ 23,542 $ 1,779,221 $ 2,074,999 $ 2,167,240 $ 2,224,745 14.7% 17.4% 18.4% 16.8% Il GENERAL FUND APPROPRIATION SUMMARY N FTE's appropriated FTE's General Government 1 City Manager 1.5 Human Resources Mayor Council 1.33 City Clerk 3.2 Finance 4.67 Attorney 4 Municipal Court 110 Salaries $ 137,795 $ 123,814 $ 63,107 $ 88,953 $ 210,200 $ 364,724 $ 226,938 114 Comptime Buyback & severance. Def Comp. 121 Overtime & Spec. Assign PD, 250 153 Health Insurance 22,706 19,565 57,698 20,261 38,445 52,592 51,568 155 Retirement 14,569 9,466 2,445 6,832 16,121 29,906 17,373 TOTAL PERSONAL SERVICES 175,070 152,845 123,250 116,296 264,766 447,222 295,879 210 Supplies/office/computers/Non-capital equip 218 4,000 1,500 600 100 200 300 2,500 4,500 220 Other supplies, safety equip, ammo, 230 Supplies & FUEL; chemicals, concession sup 240 Uniforms 312 Postage 16,000 400 320 Printing, advertising, newsletter, books 4,500 250 8,000 1,500 330 Audit, filing fees 21,185 8,000 5,760 700 340 Electricity, natural gas 345 Telephone, web, cell, radio, security cameras 1,080 480 1,000 1,400 350 Prof. Services/League/911 disp./kidsport/Eagle 499,425 1,000 4,500 4,000 7,500 5,000 5,750 362 Maint. services, building, equip,radios,landscaping 6,600 360 Technology services (court) 40,000 370 Dues & Training, meetings, League meeting 11,700 6,000 14,000 3,200 6,500 7,000 6,300 380 Medical services 390 Other Purchased Services 7,500 500 Fixed Charges, Insurance, transfers 191,890 SUBTOTAL PURCHASED SERVICES/SUPPLIES 743,600 14,680 15,600 24,360 8,580 14,550 23,500 66,950 600 DEBT SERVICE 940 CAPITAL OUTLAY DEPARTMENT TOTAL 2017 $ 743,600 $ 189,750 $ 168,445 $ 147,610 $ 124,876 $ 279,316 $ 470,722 $ 362,829 2016 BUDGET (info only) $ 817,549 $ 196,111 $ 162,534 $ 132,677 $ 120,694 $ 286,451 $ 450,658 $ 351,404 111 GENERAL FUND APPROPRIATION SUMMARY # FTE's appropriated 0.25 1.45 44.75 23.3 4.05 1 90.50 Public Planning Community Works Facilities Police Fire Department Development TOTAL 110 Salaries $ 17,333 $ 67,873 $ 2,929,297 1,643,610 $ 274,862 $ 61,676 $ 6,210,182 114 Comptime Buyback & severance. Def. Comp. - 37,850 17,500 $ 55,350 121 Overtime & Spec. Assign PD, 128,000 40,000 $ 168,250 153 Health Insurance 3,278 15,847 598,809 320,527 59,495 8,243 $ 1,269,034 155 Retirement 1,300 4,980 368,672 216,347 21,071 4,704 $ 713,786 TOTAL PERSONAL SERVICES 21,911 88,700 4,062,628 2,237,984 355,428 74,623 $ 8,416,602 210 Supplies/office/computers/Non-capital equip 218 7,500 61,500 23,500 5,000 2,000 $ 113,200 220 Other supplies, safety equip, ammo, 6,800 60,000 20,000 $ 86,800 230 Supplies & FUEL; chemicals, concession sup 2,500 100,250 17,325 400 $ 120,475 240 Uniforms 1,500 15,000 $ 16,500 312 Postage 500 $ 16,900 320 Printing, advertising, newsletter, books 5,500 1,200 $ 20,950 330 Audit, filing fees 2,000 500 $ 38,145 340 Electricity, natural gas 87,500 $ 87,500 345 Telephone, web, cell, radio, security cameras 300 250 15,500 6,000 750 750 $ 27,510 350 Prof. Services/League/911 disp./kidsport/Eagle 1,850 55,800 16,500 12,000 1,000 1,500 $ 615,825 362 Maint. services, building, equip,radios,landscaping 33,000 73,500 18,000 $ 131,100 360 Technology services (court) $ 40,000 370 Dues & Training, meetings, League meeting 2,500 40,000 10,000 5,500 6,000 $ 118,700 380 Medical services 4,500 25,875 $ 30,375 390 Other Purchased Services 2,500 $ 10,000 500 Fixed Charges, Insurance, transfers 3,459 3,500 301,218 212,392 1,295 $ 713,754 SUBTOTAL PURCHASED SERVICES/SUPPLIES 18,109 188,350 680,968 361,292 15,945 11,250 2,187,734 600 DEBT SERVICE 40,000 $ 40,000 940 CAPITAL OUTLAY 30,000 143,360 62,482 $ 235,842 DEPARTMENT TOTAL 2017 $ 40,020 $ 307,050 $ 4,886,956 $ 2,701,758 $ 371,373 $ 85,873 $ 10,880,178 2016 BUDGET (info only) $ 40,638 $ 279,179 $ 4,452,984 $ 2,735,865 $ 357,954 $ 62,165 $ 10,446,863 iv GENERAL GOVERNMENT FUND: GENERAL 1000-400-41XXXX EXPENDITURE DETAIL 410530 Audit: 331 Annual Report Filing fees 353 Contract services - Audit 354 GASB 45 cost for Other Post Employment Benefits 410560 Central Purchasing 210 Office Supplies 312 Postage 320 Printing & envelopes 354 Contract Services - document shredding 410600-354 Elections 410900 Records Admin.: 331 Publication & Filing Fees 460452-366 Hockaday -annual building maint. per lease 460452-355 Eagle Transit contribution 420000-354 911 Dispatch Services Contract 420000-356 Smith Valley levy reimbursement 510310-354 ICMA Fees 510330-513 Liability Insurance 510330-517 Property Insurance 510330-516 Uninsured Loss (insurance deductible) 510300 Contingency Total ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $1,400 $2,935 $2,935 $2,935 $10,750 $14,250 $14,000 $14,250 $0 $6,700 $6,700 $0 $4,215 $4,500 $3,099 $4,000 $15,930 $21,000 $13,838 $16,000 $4,730 $4,500 $1,863 $4,500 $0 $0 $0 $500 $0 $16,000 $13,037 $0 $2,746 $3,500 $3,801 $4,000 $6,600 $6,600 $6,600 $6,600 $15,000 $15,000 $15,000 $15,000 $466,200 $473,659 $473,659 $483,000 $352 $350 $412 $425 $500 $500 $500 $500 $110,035 $122,255 $122,255 $61,925 $46,218 $45,800 $45,800 $49,965 $52,808 $50,000 $27,506 $50,000 $2,197 $30,000 $0 $30,000 $739,681 $817,549 $751,005 $743,600 CITY MANAGER ACCOUNT # 1000-401 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: What are the departmental goals that support the purpose? As the administrative center of the local government, the City Manager's office strives to meet its purpose by implementing an organizational culture the provides prompt, equitable, effective and economical services to the citizens of Kalispell. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: This year's budget represents efforts to implement projects across the community, including the Core Area Redevelopment, Three-mile drive trail, West Side Interceptor, Kidsports construction, and various public works projects. Additionally, the organization will continue the efforts for enhancing communication outreach through social media, government channel, website, and direct communication efforts. CITY MANAGER FUND: GENERAL 1000-401-410210 Personal Services: 110 Salaries and payroll costs 153 Health Insurance 155 Retirement & deferred comp. Subtotal Materials & Services: 210 Supplies 312 Newsletter, books 345 Telephone 373 Dues & Training 379 Meetings Subtotal Total EXPENDITURE DETAIL ACTUAL FY14/15 BUDGET FY15/16 ACTUAL FY15/16 BUDGET FY16/17 FfF's 1 1 1 1 $133,990 $135,220 $132,154 $137,795 $15,339 $21,024 $23,664 $22,706 $13,554 $14,287 $14,082 $14,569 $162,883 $170,531 $169,900 $175,070 $44 $300 $61 $1,500 $0 $400 $0 $400 $902 $1,080 $920 $1,080 $7,092 $20,500 $21,118 $8,300 $3,219 $3,300 $2,775 $3,400 $11,257 $25,580 $24,874 $14,680 $174,140 $196,111 $194,774 $189,750 I HUMAN RESOURCES I ACCOUNT # 1000-401 PURPOSE OF THIS DEPARTMENT: Why does this department exist? The FIR 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: What are the departmental goals that support the purpose? 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 Personal Services: 110 Salaries and payroll costs 153 Health Insurance 155 Retirement Subtotal Materials & Services 210 Office Supplies 338 Recruitment 354 Contract Services 373 Dues & Training Subtotal EXPENDITURE DETAIL FTE'S ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 1.5 1.5 1.5 1.5 $116,776 $122,095 $120,055 $123,814 $17,108 $18,116 $18,205 $19,565 $8,799 $9,223 $9,181 $9,466 $142,683 $149,434 $147,441 $152,845 $697 $600 $259 $600 $9,085 $7,200 $8,930 $8,000 $580 $1,000 $480 $1,000 $2,449 $4,300 $3,620 $6,000 $12,811 $13,100 $13,289 $15,600 Total $155,494 $162,534 $160,730 $168,445 3 MAYOR/COUNCIL ACCOUNT # 1000-402 PURPOSE OF THIS DEPARTMENT: Why does this department exist? The City Council performs the legislative activities for the City of Kalispell, which include enacting ordinances and resolutions, adopting the budget, setting service fees, and appropriating funding to the City's programs and services. DEPARTMENT PERSONNEL: The Kalispell City Council is composed of eight (8) City Councilors and the Mayor. The city is divided into four Wards with two Councilors elected from each and the Mayor elected at -large. GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 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 and efforts to engage National and State legislators on areas that are of importance to the City of Kalispell. Additionally, the 2017 budget reflects efforts to implement long term planning projects across the municipal spectrum. MAYOR / COUNCIL FUND: GENERAL 1000-402-410100 Personal Services: EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 FTE'S 9 9 9 9 110 Salaries and payroll costs $61,997 $63,107 $62,706 $63,107 153 Health Insurance $43,127 $45,792 $53,732 $57,698 155 Retirement PERS $2,363 $2,428 $2,458 $2,445 Subtotal $107,487 $111,327 $118,896 $123,250 Materials & Services: 210 Office Supplies $33 $100 $24 $100 335 MT. League of Cities Conference $2,810 $5,000 $2,475 $5,760 354 Contract Services $1,827 $2,000 $1,850 $4,500 373 Dues $5,978 $6,000 $5,927 $6,000 379 Meetings $281 $8,250 $132 $8,000 Subtotal $10,929 $21,350 $10,408 $24,360 Total $118,416 $132,677 $129,304 $147,610 4 CITY CLERK ACCOUNT # 1000-402 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: What are the departmental goals that support the purpose? Goals of the Clerk's office include enhancing the city social media campaign through the use of strategic advertising, and outreach. The City Clerk will become Accredited in Public Relations this year to ensure outreach goals are achieved with maximum efficiency and return on investment. 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. A new budget line item has been added for strategic advertising on social media. Contract services has been increased to reflect the cost of archiving one additional social media page such as Instagrarn if staff determine the addition would be beneficial. CITY CLERK FUND: GENERAL 1000-402-410150 Personal Services: EXPENDITURE DETAIL FTE's ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 1.58 1.33 1.33 1.33 110 Salaries and payroll costs $84,906 $87,628 $85,983 $88,953 112 Severance $9,528 $0 $0 $0 121 Overtime $109 $250 $148 $250 153 Health insurance $15,173 $18,761 $18,845 $20,261 155 Retirement PERS $6,764 $6,650 $6,601 $6,832 Subtotal $116,480 $113,289 $111,577 $116,296 Maintenance & Services: 210 Office Supplies $33 $700 $713 $200 331 Communications - Advertising $0 $0 $0 $700 345 Telephone $439 $480 $480 $480 354 Contract Services $0 $25 $0 $300 352 Codification $3,542 $3,700 $3,669 $3,700 373 Dues & Training $2,127 $2,500 $2,425 $3,200 Subtotal $6,141 $7,405 $7,287 $8,580 Total $122,621 $120,694 $118,864 $124,876 W FINANCE ACCOUNT # 1000-403 PURPOSE OF THIS DEPARTMENT: Why does this deparment exist? The Finance Department manages and maintains financial records in conformity with generally accepted accounting principles and in compliance with 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 THIS DEPARTMENT: What are the departmental goals that support the purpose? 1. The Finance Department will safeguard financial assets and maximize investment earnings. 2. Financial reports will be issued accurately and on schedule. 3. Maintain accurate and current financial documentation for City operations. 4. The Finance Department will adhere to contractual requirements in grants and other reporting. 5. Accurate financial information will be made easily and readily available to departments. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The FY2017 Finance budget provides the department funding to: 1) pay City obligations accurately and timely, 2) record and report financial transactions in compliance with applicable requirements and expecations, 3) conduct the required annual audit, 4) promote effective and efficient service to internal and external clients through continuous improvements with office procedures, 5) safeguard official records and ensure they are readily retrievable, 6) continue refining the budget document to provide a more meaningful instrument, and 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 1000-403-410550 EXPENDITURE DETAIL Personal Services: 110 Salaries and payroll costs 153 Health Insurance 155 Retirement Subtotal Materials & Services: 210 Supplies 322 Books 353 Contract Services -temp help 354 Contract Services -Grizzly Security 355 Bank fees 373 Dues & Training Subtotal Total FTE'S ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 3.2 3.2 3.2 3.2 $196,313 $216,869 $205,264 $210,200 $33,393 $38,990 $33,501 $38,445 $14,769 $16,442 $15,666 $16,121 $244,475 $272,301 $254,431 $264,766 $305 $400 $0 $300 $0 $250 $0 $250 $0 $2,000 $0 $2,000 $605 $1,500 $1,466 $2,000 $2,812 $3,500 $2,885 $3,500 $3,352 $6,500 $5,787 $6,500 $7,074 $14,150 $10,138 $14,550 $251,549 $286,451 $264,569 $279,316 R CITY ATTORNEY ACCOUNT # 1000-404 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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 (3) and Legal Secretary (1.67). GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 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 FY2017 budget provides a continuation of the level of service from the previous year with the expectation that the Office of the City Attorney will be engaged in efforts to develop legal review for policy framework in the area of redevelopment, litigation management, and debt counsel related to previous issuances from the City. ATTORNEY FUND: GENERAL 1000-404-411110 Personal Services: 110 Salaries and payroll costs 153 Health Insurance 155 Retirement Subtotal Maintenance & Operations: 210 Office Supplies/computer 322 Lexis/Nexis; books, subscriptions 345 Telephone & Communications 354 Contract Services/contingency 373 Dues & Training Subtotal EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 FTE's 4.67 4.67 4.67 4.67 $338,340 $353,043 $345,769 $364,724 $47,295 $50,835 $48,308 $52,592 $25,475 $26,780 $26,418 $29,906 $411,110 $430,658 $420,495 $447,222 $2,064 $2,500 $2,093 $2,500 $9,014 $8,000 $7,338 $8,000 $738 $1,000 $738 $1,000 $7,215 $1,500 $13,049 $5,000 $5,331 $7,000 $10,290 $7,000 $24,362 $20,000 $33,508 $23,500 Total $435,472 $450,658 $454,003 $470,722 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: One Municipal Court Judge, One Court Administrator, two Court Clerks. 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 2017 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 Personal Services: 110 Salaries and payroll costs 121 Overtime 153 Health 155 Retirement Subtotal Materials & Services 210 Supplies 320 Printing & books 345 Tele. & Communications 353 Technology funds 354 Contract Services 373 Dues & Training 394 Jury & Witness fees Subtotal EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 FTE's 4 4 4 4 $217,268 $226,725 $222,533 $226,938 $356 $0 $51 $0 $39,897 $42,330 $45,724 $51,568 $16,374 $17,149 $16,983 $17,373 $273,895 $286,204 $285,291 $295,879 $4,474 $4,500 $2,566 $4,500 $1,236 $1,500 $991 $1,500 $240 $1,400 $159 $1,400 $3,028 $40,000 $9,659 $40,000 $2,886 $5,750 $3,971 $5,750 $6,514 $6,300 $7,805 $6,300 $2,203 $5,750 $7,204 $7,500 $20,581 $65,200 $32,355 $66,950 Total $294,476 $351,404 $317,646 $362,829 M PUBLIC WORKS ADMINISTRATION ACCOUNT # 1000-410 PURPOSE OF THIS DEPARTMENT: Why does this department exist? Public Works Administration supports community growth that sustains and improves the quality of community life through 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: What are the departmental goals that support the purpose? 1. Ensure quality construction of infrastructure meeting minimum standards 2. Maintain current and accurate mapping 3. Provide prompt and effective review of site improvement plans 4. Provide effective city budgeting guidance INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY 17 Public Works Administration budget recommends continuing to utilize asset management software to inventory, perform work orders, and tracking management, including expansion into streets and traffic signs and signals. PUBLIC WORKS - ADMINISTRATION FUND: GENERAL 1000-410-430100 EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 Personal Services: FTE'S 0.25 0.25 0.25 0.25 110 Salaries and payroll costs $16,327 $17,364 $17.829 $17,333 112 Severance $0 $800 $0 $0 153 Health Insurance $2,577 $2.943 $3,007 $3,278 155 Retirement $1,212 $1,287 $1,322 $1,300 Subtotal $20,116 $22,394 $22,158 $21,911 Materials & Services: 210 Office Supplies, Computers, Equip, and other Supplies $3,941 $7,500 $6,306 $7,500 231 Gas $1,422 $2,500 $2,418 $2,500 345 Telephone & Communications $262 $285 $347 $300 354 Contract Services $584 $1,850 $1,975 $1,850 373 Dues & Training $1,523 $1,500 $2,318 $2,500 521 Central Garage Transfer $5,928 $4,609 $4,609 $3,459 Subtotal $13,660 $18,244 $1.7,973 $18,109 Total $33,776 $40,638 $40,131 $40,020 9 CITY FACILITIES MAINTENANCE ACCOUNT # 1000-412 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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 1 Parks Caretaker, and a dedicated Custodial Position. GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 1. Provide essential building and janitorial services for the downtown city offices. 2. Provide specialized services in the areas of HVAC, plumbing, electrical and mechanical systems. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: 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 include architectural (including required lead abatement) window preservation on the Old Water Department Building, a minor roof repair at City Hall, energy efficient light upgrades (city hall, KPR and PBS), remodel of IT office and replacement of boiler ignitors, burner controls and pumps where a HVAC company has identified issues and future failure or equipment. CITY FACILITIES MAINTENANCE FUND: 1000-412-411230 EXPENDITURE DETAIL Personal Services: FTES ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 1.45 1.45 1.45 1.45 110 Salaries $62,253 $67,207 $65,252 $67,873 121 Overtime S15 $0 $42 $0 153 Health Insurance $14,461 $15,550 $13,490 $15,847 155 Retirement $4,516 $4,872 $4,794 $4,980 Subtotal $81,245 $87,630 $83,578 $88,700 Maintenance & Operations: 220 Security Improvements $360 $800 $800 $800 224 Janitorial Supplies $4,397 $6,000 $3,843 $6,000 241 Tools (mops, brooms, shovels)& Supplies $973 $1,500 $1,241 $1,500 341 Electricity $46,509 $47,500 $48,239 $47,500 344 Natural Gas $27,956 $40,000 $26,300 $40,000 345 Telephone $265 $250 $529 $250 354 Contract Services $10,217 $13,500 $35,960 $38,500 355 HVAC Maintenance Contract $14,343 $17,300 $15,932 $17,300 361 Elevator Maintenance/fire alarm maint. $3,269 $4,500 $2,996 $4,500 362 Equipment Maintenance $4,243 $8,000 $5,460 $8,500 366 Building Maintenance $37,159 $20,000 $22,905 $20,000 545 County Landfill & recyling $3,024 $3,500 $3,388 $3,500 920 Bldg Imp (light upgrds, PSB wdws, crt elect, CH roof) $0 $28,700 $26,320 $30,000 Subtotal $152,715 $191,550 $193,913 $218,350 Debt Service: 610 Debt Retirement/HVAC $8,175 $0 $0 $0 620 Interest $41 $0 $0 $0 Subtotal $8,216 $0 $0 $0 Total $242,176 $279,179 $277,491 $307,050 POLICE DEPARTMENT ACCOUNT # 1000-413 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: 40 sworn officers including one Chief of Police, three Captains, eight Sergeants, three Detectives, two School Resource Officers, 23 Patrol Officers. Our non -sworn staff includes an Animal Warden and a Parking Enforcement Officer, four Records/Crime Analysts, one Evidence Custodian, one Records Management Specialist and two Administrative Assistants. GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 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 quality law enforcement services to our residents and the many visitors who come to Kalispell through a well -trained, equipped and professional staff. This budget continues our capital replacement plan to provide safe and reliable emergency response vehicles and improves the video and audio in -car recording system which memorializes officer contacts and evidence critical to criminal and civil court actions. We are focused on staffing levels that allow us to be a proactive law enforcement agency rather than reactive. With ever increasing calls for service and continued new construction our staff must grow to meet those demands. As a proactive agency we are focused on working with the community to find solutions and remedies to community issues. POLICE DEPARTMENT FUND: GENERAL 1000-413-420140 EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET POLICE - ADMINISTRATION FY14/15 FY15/16 FY15/16 FY16/17 Personal Services: FTE's 30 31 31 31 110 Salaries and payroll costs $1,980,166 $2,054,055 $2,006,186 $2,114,612 112 Severance -retirement $9,528 $35,000 $55,954 $33,500 114 Comp time Buyout $11,743 $4,000 $4,645 $4,350 121 Overtime (REG & AET OT) $79,636 $75,000 $89,572 $80,000 123 Special Assignment Overtime $4,117 $25,000 $8,957 $25,000 153 Health Insurance $350,425 $393,313 $385,457 $413,628 155 Retirement $253,813 $266,975 $259,821 $275,152 Subtotal $2,689,428 $2,853,343 $2,81M92 $2,946,2442 Maintenance & Operations: 210 Office Supplies $3,084 $3,500 $2,416 $3,500 215 Computer supplies/equipment/maint. $5,399 $5,500 $6,000 $5,500 218 Equipment non -capital $20,516 $18,500 $15,598 $48,500 220 Investigative Supplies $3,584 $4,000 $3,765 $4,000 221 Safety Equipment $4,680 $7,000 $7,946 $7,000 225 Major Case Unit supplies $1,258 $2,000 $1,334 $2,000 226 SRT Support/supplies $3,911 $5,000 $5,287 $5,000 227 Ammo & Supplies $17,529 $19,000 $17,586 $19,000 228 Patrol Car Supplies $16,542 $13,000 $13,374 $13,000 229 Other Supplies $3,727 $3,500 $3,126 $10,000 230 Crime Prevent. Supplies $1,741 $1,000 $667 $1,000 231 Gas $72,528 $95,000 $55,317 $95,000 234 Crisis Negotiations $0 $2,000 $2,047 $2,000 235 Bike Patrol $366 $750 $107 $750 237 Reserve Program Supplies $531 $1,500 $555 $1,500 320 Printing $5,877 $5,000 $6,269 $5,500 345 Telephone & Communications $14,148 $15,500 $15,670 $15,500 354 Contract Services $4,543 $6,000 $7,353 $6,875 357 Forensic Analysis/Pathology $4,842 $9,000 $6,438 $6,500 358 Shelter/Animal :Vet. Treatment $323 $2,000 $70 $2,000 363 Office Equip Maintenance $2,061 $2,000 $2,677 $2,000 365 Mandatory maint. & licensing/software $12,310 $17,500 $20,255 $40,625 369 Radio Maintenance $2,057 $2,500 $703 $2,500 con't 11 POLICE DEPARTMENT FUND: GENERAL 1000-413-420140 EXPENDITURE DETAIL - CONTINUED 373 Dues & Training 375 Regional Training & Testing (reimbursed) 380 Training Supplies 388 Medical Services* 392 Prisoners Room & Board/ medical treatment 521 Central Garage Transfer Subtotal Capital Outlay: 922 USFS Bldg & Property Aquisiton/Repair 944 3 Cars (FY16)/4 Cars - 2 unmarked (FYI7) Subtotal RECORDS 420142 Personal Services: 110 Salaries 121 Overtime 153 Health Insurance 155 Retirement Subtotal Subtotal Police & Administration DETECTIVES 420141 Personal Services: 110 Salaries 121 Overtime 153 Health Insurance 155 Retirement Subtotal RESOURCE OFFICERS 420144 Personal Services: 110 Salaries and payroll costs 153 Health Insurance 155 Retirement Subtotal ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15116 FY15/16 FY16/17 $28,448 $30,000 $46,290 $30,000 $8,947 $10,000 $1,348 $10,000 $1,319 $2,000 $600 $2,000 $1,321 $2,500 $3,007 $2,500 $2,622 $2,500 $2,459 $2,500 $90,592 $80,420 $80,420 $73,718 $334,806 $368,170 $328,684 $419,968 $0 $0 $0 $27,482 $120,269 $121,000 $113,122 $115,878 $120,269 $121,000 $113,122 $143,360 FTE's 3 3 3 3.75 $113,320 $115,309 $130,276 $142,039 $3,340 $7,500 $3,028 $7,500 $21,543 $22,896 $28,160 $32,970 $8,672 $8,703 $10,039 $10,720 $146,875 $154,408 $171,503 $193,230 $3,291,378 $3,496,921 $3,423,901 $3,702,800 FTE's 5 5 5 5 $307,523 $357,372 $353,959 $365,552 $10,621 $15,000 $9,639 $15,000 $46,751 $62,325 $61,080 $66,611 $40,369 $47,812 $46,260 $48,938 $405,264 $482,509 $470,938 $496,101 FTE's 2 2 2 3 $116,957 $123,825 $120,067 $182,257 $23,293 $27,066 $26,053 $46,773 $14,469 $16,594 $15,088 $24,447 $154,718 $167,485 $161,208 $253,477 con't 12 POLICE DEPARTMENT FUND: GENERAL 1000-413-420140 EXPENDITURE DETAIL - CONTINUED ANIMAL CONTROL 420145 Personal Services: FTFs 110 Salaries and payroll costs ($300 OT) 121 Overtime 153 Health Insurance 155 Retirement Subtotal PARKING SERVICES 420147 Personal Services: 110 Salaries and payroll costs 153 Health Insurance 155 Retirement Subtotal ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 1 1 1 1 $41,219 $39,448 $40,948 $38,723 $12 $500 $13 $500 $8,026 $10,132 $7,676 $8,243 $2,927 $2,976 $2,945 $2,920 $52,183 $53,056 $51,582 $50M5 FTE's 2 2 2 2 $83,522 $87,532 $86,516 $86,114 $26,744 $28,319 $26,577 $30,585 $6,133 $6,600 $6,438 $6,494 $116,399 $122,451 $119,531 $123,192 Maintenance & Operations: 210 Supplies, office, computer, printing, misc. 312 postage 354 Contract Services 362 Lot maintenance, auto 365 Snow removal 550 Lot lease payments Subtotal Subtotal Parking Services Operating Transfers: 827 To Drug Fund 2916 828 Transfer to Cops Hiring Grant fund 2918 829 Transfer to Block Grant 2919 Subtotal Total $1,946 $4,000 $2,029 $4,000 $93 $0 $0 $0 $1,858 $2,000 $1,794 $2,000 $8,044 $10,000 $11,619 $10,000 $18,021 $17,500 $12,562 $17,500 $2,221 $1,500 $1,864 $1,500 $32,183 $35,000 $29,868 $35,000 $148,582 $157,451 $149,399 $158,192 $55,976 $57,500 $57,500 $67,500 $0 $34,562 $34,562 $155,000 $3,500 $3,500 $3,500 $3,500 $59,476 $95,562 $95,562 $226,000 $4,111,603 $4,452,984 $4,352,590 $4,886,956 13 FIRE DEPARTMENT ACCOUNT # 1000-416 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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, 6 Engineers, and 9 Firefighters. GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 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 FY2017 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 extrication and requesting the replacement of a fire pumper. FIRE DEPARTMENT FUND: 1000-416-420400;420470 EXPENDITURE DETAIL Personal Services: FTE'S 110 Salaries (22.5 fte) 110 Salaries -Prevention (.8 fte) 114 Comp Time Buyout 115 Out of Rank Pay 121 Overtime 153 Health Insurance 155 Retirement Subtotal Maintenance & Operations: 210 Office Supplies, computer supplies 218 Equipment (Non Capital) 221 Safety Equipment, consumable tools, uniforms 224 Janitorial Supplies 231 Gas 241 Consumable Tools/Uniforms 320 Printing 322 Books/Fire Prevention week materials/codes 345 Telephone & Communications 354 Contract Services 362 Equipment Maintenance 366 Building Maintenance - station 62 369 Radio/pager- Equip.& Maintenance 373 Dues & Training, meetings 388 Firefighter Physicals 521 Central Garage Transfer 820 Transfer to Ambulance Fund 821 Transfer to Fund 2956 Grant Match Subtotal 610/620 Debt Retirement: Fire Pumper (FY17 - 1/2 year) 922 USFS Bldg & Property Aquisiton/Repair 940 Capital Equipment - Command Vehicle Total ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 23.3 23.3 23.3 23.3 $1,518,094 $1,548,410 $1,563,110 $1,592,324 $46,214 $49,802 $48,835 $51,287 $5,618 $5,500 $4,137 $5,500 $10,210 $10,000 $11,754 $12,000 $73,678 $40,000 $44,110 $40,000 $281,773 $293,544 $301,218 $320,527 $209,054 $210,981 $214,482 $216,347 $2,144,641 $2,158,237 $2.187,646 $2,237,984 $923 $2,000 $1,032 $2,000 $14,948 $35,550 $35,595 $21,500 $12,619 $15,000 $14,084 $15,000 $2,886 $2,500 $3,279 $5,000 $11,607 $17,325 $8,365 $17,325 $10,324 $15,000 $11,987 $15,000 $75 $200 $58 $200 $654 $1,000 $333 $1,000 $5,159 $6,000 $5,159 $6,000 $5,317 $6,000 $6,473 $12,000 $4,607 $5,500 $5,569 $5,500 $3,714 $5,000 $7,356 $7,500 $4,709 $5,000 $4,870 $5,000 $10,108 $10,000 $11,287 $10,000 $19,719 $22,500 $20,739 $25,875 $31,659 $32,172 $32,172 $43,938 $310,000 $380,000 $380,000 $150,000 $0 $0 $0 $18,454 $449,028 $560,747 $548,358 $361,292 $67,840 $16,881 $16,776 $40,000 $0 $0 $0 $27,482 $32,504 $0 $0 $35,000 $32,504 $0 $0 $62,482 $2,694,013 $2,735,865 $2,752,780 $2,701,758 14 PLANNING DEPARTMENT ACCOUNT # 1000-420 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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 Supervisor (.75), Office Supervisor (5), GIS Coordinator, Senior Planner and a Planner II. GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 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, and the recently adopted Core Area Plan. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: During FY2017, the planning department will continue a planning program for downtown Kalispell. The plan will define problems faced by property owners and tenants in the downtown area that are holding back development or re -development. Staff will then develop and implement plans to resolve those issues. The department will continue to work toward implementing the Core Area Plan, assisting FCEDA with the relocation of the railroad line and development of the rail industrial park. The Kalispell Growth Policy update, are scheduled to be completed as part of the 2017 efforts. Finally, staff will begin the pedestrian and bike facilities study with recommendations of key routes and connectors to be completed. PLANNING & ZONING FUND: 1000-420-411020 Personal Services: 110 Salaries and payroll costs 153 Health Insurance 155 Retirement Subtotal Maintenance & Operations: 210 Office Supplies/Equip/ Software 231 Gas 331 Publication & Filing, Fees, Books, Printing 345 Telephone 354 Contract Services 373 Dues & Training 521 Central Garage Transfer Subtotal Total EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 FTE's 4.25 4.25 4.25 4.05 252,641 272,988 270,851 274,862 49,100 49,726 52,756 59,495 19,041 20,677 20,723 21,071 320,782 343,391 344,330 355,428 $3,437 $5,000 $769 $5,000 $236 $400 $108 $400 $1,161 $2,000 $1,515 $2,000 $804 $750 $810 $750 $1,000 $700 $0 $1,000 $2,650 $5,000 $6,871 $5,500 $1,307 $713 $713 $1,295 $10,595 $14,563 $10,786 $15,945 $331,377 $357,954 $355,116 $371,373 15 COMMUNITY DEVELOPMENT ACCOUNT # 1000-480 PURPOSE OF THIS DEPARTMENT: Why does this department exist? Community Development works collaboratively with the community to improve the overall quality of place and life for residents and business. 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: What are the departmental goals that support the purpose? 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 FYI Budget is focused on meeting the Community Development Department's commitment to the community in the areas of economic development loans, Tax Increment Financing District management, Core Area redevelopment, downtown support, collaboration with community groups, sustaining affordable housing efforts, Brownfields Program implementation, and neighborhood support. Community Development FUND: 1000-480-470210 EXPENDITURE DETAIL Personal Services: 110 Salaries & Wages 153 Health Insurance 155 Retirement Subtotal Materials and Services: 210 Office Supplies 211 Grant Administration Expenses/project exp 312 Postage & Printing 334 Montana West Membership 345 Telephone, Communications 354 Contract Services 373 Dues & Training 379 Meetings Subtotal ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 FTE's 0.75 0.75 $40,823 $45,105 $5,237 $5,724 $3,077 $3,586 0.75 1.00 $44,145 $61,676 $5,757 $8,243 $3,374 $4,704 $49,137 $54,415 $53,276 $74,623 $1,462 $1,500 $89 $1,500 $293 $0 $377 $500 $52 $500 $75 $500 $500 $500 $500 $500 $492 $750 $558 $750 $1,340 $1,000 $1,663 $1,500 $1,644 $3,000 $3,491 $5,000 $459 $500 $943 $1,000 $6,242 $7,750 $7,696 $11,250 Total $55,379 $62,165 $60,972 $85,873 16 ON BEHALF PAYMENTS FUND: 1001 GENERAL-.400-420140.... 420400 REVENUE PROJECTION/EXPENDITURE SUMMARY Beginning Cash CASH: Operating Revenue 336020 INTERGOVERNMENTAL Total Available Expenditure ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $0 $0 $0 $0 $1,242,177 $1,242,177 $1,300,000 $1,300,000 $1,300,000 $1,300,000 $1,360,000 $1,360,000 RETIREMENT 155 Police $620,079 $650,000 $650,000 $680,000 155 Fire & Ambulance $622,098 $650,000 $650,000 $680,000 $1,242,177 $1,300,000 $1,300,000 $1,360,000 Ending Cash Cash Carry Over $0 $0 $0 $0 PROGRAM DESCRIPTION On -behalf payments made by the State of Montana into the State Retirement Fund on behalf of Police and Firemen. No funds come through the City's bank, nor do we write any checks. Recognition of the benefit is a requirement of GASB 24 (Governmental Accounting Standards Board). The State pays 32.61% (of payroll) for fire and 29.37% for police. 17 SPECIAL REVENUE FUNDS Page Fund Dept PUBLIC SAFETY 1-2 2230 Ambulance $ 1,286,239 3 2956 Fire Grants $ 230,200 4 2957 Hazmat Grant $ 61,078 5-6 2399 Impact Fees $ 640,151 7 2915 Stonegarden Grant $ 95,070 8 2916 Drug Enforcement Grant $ 99,976 9 2918 CHRP Grant $ 191,750 10-11 2919 Law Enforcement Grants $ 89,500 12-13 2394 Building Dept. $ 706,901 Total $ 3,400,865 AMBULANCE ACCOUNT # 2230-440 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: What are the departmental goals that support the purpose? 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 FY2017 budget is the continuation of emergency medical response and outreach services. Focus will be on internal and external communication improvements and operational accountability. AMBULANCE FUND FUND: 223 0-440-42073 0 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 CASH: operating Total Cash Available ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $0 $121,349 $121,349 $215,749 $0 $121,349 $121,349 $215,749 REVENUES 342050 Fees for Services $1,190,000 $1,150,000 $1,173,253 $1,650,000 Write - offs, uncollectible Medicare, etc. 46% ($547,457) ($529,000) ($539,696) ($759,000) Net collections $642,543 $621,000 $633,557 $891,000 342070 County EMS Levy $130,593 $120,000 $106,444 $110,000 Transfer from General Fund $310,000 $380,000 $380,000 $150,000 Total $1,083,136 $1,121,000 $1,120,001 $1,151,000 Total Available $1,083,136 $1,242,349 $1,241,350 $1,366,749 EXPENSES Ambulance Service $961,787 $1,054,725 $1,025,601 $1,116,239 Capital $0 $170,000 $0 $170,000 Total $961,787 $1,224,725 $1,025,601 $1,286,239 ENDING CASH Operating cash available $121,349 $17,625 $215,749 $80,510 1 AMBULANCE FUND FUND: 223 0-440-4207 3 0 EXPENDITURE DETAIL, ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 Personal Services: FTE's 9.50 9.50 9.50 9.50 110 Salaries & Wages $560,081 $593,366 $590,109 $608,459 112 Severance $0 $0 $0 $0 114 Comp Time Buyout $1,547 $3,500 $0 $3,500 115 Out of Rank Pay $1,012 $1,000 $1,028 $1,000 121 Overtime $25,881 $25,000 $16,513 $50,000 153 Health Insurance $130,689 $146,576 $136,350 $159,142 155 Retirement $73,758 $78,481 $77,722 $80,552 Subtotal $792,968 $847,922 $821,722 $902,653 Materials and Operations 210 Office Supplies/equip/computer $1,001 $1,000 $1,144 $1,000 218 Equipment - Non -Capital $634 $4,000 $2,103 $4,000 231 Gas $7,288 $7,560 $3,753 $7,560 241 Consumable Tools/uniforms $1,953 $4,000 $2,342 $4,000 312 Postage & printing $921 $1,500 $1,048 $1,500 345 Telephone & Communications $1,573 $1,200 $1,240 $1,200 354 Contract services $13,579 $11,800 $17,441 $17,800 355 911 Center contribution $32,623 $33,145 $33,145 $34,000 359 Collection Serv./Credit Card Fees/audit fees $1,397 $1,400 $1,345 $1,400 362 Equipment maintenance & radio maint. $406 $5,000 $3,650 $5,000 373 Dues & Training $2,981 $5,000 $3,473 $5,000 388 Exposure Testing/Immun. $0 $2,500 $968 $2,500 391 Treatment -Medical Supplies $42,219 $40,000 $42,279 $46,000 510 Property & Liability Ins. $5,737 $6,000 $8,215 $7,614 521 Central Garage Transfer $14,735 $15,903 $15,903 $16,229 522 Administrative Transfer $30,340 $39,213 $39,213 $42,099 528 Information Tech. Transfer $11,432 $16,482 $16,750 $16,684 821 Transfer to fund 2956 Grant Match $0 $11,100 $9,868 $0 Subtotal $168,819 $206,803 $203,879 $213,586 Capital 940 Ambulance $0 $170,000 $0 $170,000 Total $961,787 $1,224,725 $1,025,601 $1,286,239 0) FIRE GRANTS FUND: 2956-416-420400 PROJECTED REVENUE/EXPENDITURE AND FUND SUMMARY ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 BEGINNING CASH 10100 CASH: operating $0 $2,260 $2,260 $4,066 REVENUES 331120 FY16 AFG (Cots)/FY17 (SCBA) $0 $99,900 $88,809 $202,500 365020 Donations/Roundup for Safety/Am Heart Assoc $27,147 $8,700 $2,620 $5,200 383001 City Share transfer from amb (fy16) fire (fy17) $0 $11,100 $9,868 $18,434 Total $27,147 $119,700 $101,297 $226,134 Total Available $27,147 $121,960 $103,557 $230,200 EXPENDITURES 420400-218 Equipment (non -capital) $0 $0 $0 $2,200 221 Safety Equipment - Roundup for Safety $0 $10,825 $814 $3,000 420415-940 AFG GRT (COTS)/(fy15 heart monitor) $24,887 $111,000 $98,677 $225,000 $24,887 $121,825 $99,491 $230,200 ENDING CASH CASH: operating $2,260 $135 $4,066 $0 3 HAZMAT GRANT FUND: 2957-416-420400 PROJECTED REVENUE/EXPENDITURE AND FUND SUMMARY BEGINNING CASH 10100 CASH: operating REVENUES 334012 Missoula HMEP Grant Reimb. 334021 Hazmat Grant 365020 Hazmat Response Payments 371010 Investments Total Total Available EXPENDITURES 420400-155 Retirement - Regional Hazmat Reimb 218 Equipment (non -capital) (moved to 2956) 420410-125 OT - Pass Thru Hazmat 218 Equipment - Pass Thru Hazmat 373 Travel - Pass Thru Hazmat Total ENDING CASH CASH: operating ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $11,043 $17,136 $17,136 $42,912 $538 $0 $0 $0 $44,167 $44,167 $44,167 $44,167 $243 $0 $5,657 $0 $167 $100 $252 $200 $45,115 $44,267 $50,076 $44,367 $56,1S8 $61,403 $67,212 $87,279 $0 $2,500 $0 $2,500 $0 $0 $0 $0 $15,901 $19,365 $10,250 $19,365 $20,443 $33,113 $13,182 $33,113 $2,678 $6,100 $868 $6,100 $39,022 $61,078 $24,300 $61,078 $17,136 $325 $42,912 $26,201 H PUBLIC SAFETY IMPACT FEES FUND: 2399 REVENUE PROJECTION Bezinning 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 FIRE Total Revenue Total Available Expenditure 900 Fire Department (inc debt service, less impact review) Police Department (less impact review) Administrative transfer Admin.- Fire for review Admin-Police for review Total Expenditures Ending Cash 10100 Cash: Administration 5% 10172 Cash: Police 10173 Cash: Fire Total Cash ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $8,544 $7,119 $7,119 $7,387 $55,457 $59,637 $59,637 $70,879 $397,435 $414,792 $414,792 $505,267 $461,436 $481,548 $481,548 $583,533 $3,536 $4,750 $10,767 $9,500 $186 $250 $567 $500 $50,179 $76,000 $157,685 $128,250 $2,641 $4,000 $8,299 $6,750 $248 $100 $269 $250 $644 $400 $475 $750 $2,258 $2,000 $3,159 $3,400 $59,692 $87,500 $181,221 $149,400 $521,128 $569,048 $662,769 $732,933 $35,080 $435,085 $70,369 $570,151 $0 $50,000 $0 $60,000 $4,500 $10,000 $8,867 $10,000 $0 $0 $0 $0 $0 $0 $0 $0 $39,580 $495,085 $79,236 $640,151 $7,119 $1,469 $7,387 $4,887 $59,637 $14,787 $70,879 $21,129 $414,792 $57,707 $505,267 $66,766 $481,548 $73,963 $583,533 $92,782 5 PUBLIC SAFETY IMPACT FEES FUND: 2399 EXPENDITURE SUMMARY/ DETAIL 413 420140 Police Department -available funds 354 Impact fee review from adm. 5% Subtotal Police 416 420400 Fire Department -available funds 354 Impact fee review from adm. 5% 610 Principal -Fire Truck 620 Interest - Fire Truck Subtotal Fire 400 410200 522 Administrative charge Subtotal Administration Total ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $0 $50,000 $0 $60,000 $0 $0 $0 $0 $0 $50,000 $0 $60,000 $0 $364,916 $0 $500,000 $0 $0 $0 $0 $30,250 $63,000 $63,000 $65,500 $4,830 $7,169 $7,369 $4,651 $35,080 $435,085 $70,369 $570,151 $4,500 $10,000 $8,867 $10,000 $4,500 $10,000 $8,867 $10,000 $39,580 $495,085 $79,236 $640,151 PROGRAM DESCRIPTION An Impact Fee committee oversees the recommendations for use of these funds. The fire department purchased a portion of a ladder truck with impact fees and pays a portion of 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 10 year life. rel HOMELAND SECURITY - STONEGARDEN GRANT FUND: 2915 -413-420140 REVENUE PROJECTION - FUND SUMMARY amended ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 BEGINNING CASH Cash on Hand $0 $0 $0 $0 REVENUES 331112 Homeland Security Grant ($125,266) 10/1/2013-8/31/2015 $78,260 $185,749 $15,328 $95,070 331113 Homeland Security Grant $0 $0 $34,888 Total $78,260 $185,749 $50,216 $95,070 Total Available $78,260 $185,749 $50,216 $95,070 EXPENDITURES 121 Overtime & payroll costs (KPD) $1,304 $48,814 $1,304 $31,255 218 Equipment (KPD) $34,836 $25,000 $24,930 $70 354 Contract Services (WPD, MHP, MFWP, CFPD) $42,120 $111,935 $23,982 $63,745 Total $78,260 $185,749 $50,216 $95,070 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: 2916-413420140 REVENUE PROJECTION - FUND SUMMARY BEGINNING CASH Cash on Hand REVENUES 331020 HIDTA Grant 331022 County Drug Grant 365000 Donations, other 383001 General Fund Transfer Total Total Available EXPENDITURES Crime Control 110 Salaries and payroll costs 121 Overtime -grant match 153 Health Insurance 155 Retirement Subtotal Materials and Services: 354 Contract Services 820 Transfer to 2919 - forfeiture funds Subtotal Total ENDING CASH Cash on Hand FTE's ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $22,206 $5,468 $5,468 $831 $7,727 $8,528 $7,831 $8,528 $24,240 $25,586 $22,205 $25,586 $2,287 $0 $0 $0 $55,976 $57,500 $57,500 $67,500 $90,230 $91,614 $87,536 $101,614 $112,436 $97,082 $93,004 $102,445 1 1 1 1 $61,049 $59,252 $55,903 $60,926 $6,000 $7,500 $8,120 $7,500 $15,600 $11,824 $15,179 $17,541 $7,895 $7,949 $7,174 $8,167 $90,544 $86,526 $86,376 $94,135 $5,448 $5,841 $5,797 $5,841 $10,976 $0 $0 $16,424 $5,841 $5,797 $5,841 $106,968 $92,367 $92,173 $99,976 $5,468 $4,715 $831 $2,469 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. `3 CHRP GRANT -Cops Hiring Recovery Program Grant FUND: 2918-413-420140 REVENUE PROJECTION - FUND SUMMARY ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 BEGINNING CASH 10110 CASH $0 $0 $0 $0 10130 Cash designated for 4th year $0 $0 $0 $15,325 REVENUES 331025 COPS HIRING RECOVERY PROGRAM GRANT $0 $43,688 $19,939 $96,750 383001 General Fund Transfer (25%to fund 4th year) $0 $34,562 $34,562 $155,000 Total Revenue $0 $78,250 $54,501 $251,750 Total Available $0 $78,250 $54,501 $267,075 EXPENDITURES -Crime Control FTE's 1 1 3 110 Salaries and payroll costs $0 $37,032 $30,599 $140,287 153 Health insurance $0 $16,242 $4,496 $32,606 155 Retirement $0 $4,976 $4,081 $18,857 Total Expenditures $0 $58,250 $39,176 $191,750 ENDING CASH 10110 CASH $0 $0 $0 $0 10130 Cash on Hand (designated for 4th year) $0 $20,000 $15,325 $75,325 PROGRAM DESCRIPTION The Police Department applied for and received a grant for the COPS Hiring Recovery Program (CHRP) to hire one police officer. The grant award is to pay the salary and benefits of an entry level police officer for three years with the agreement that the City retain that position for a fourth year. 9 LAW ENFORCEMENT GRANTS FUND: 2919-413-420140 REVENUE PROJECTION - FUND SUMMARY ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 BEGINNING CASH Cash on Hand REVENUES 331023 Bulletproof Vest Partnership 331024 Roundup for Safety grant/other donations 331026 Homeland Security Grant Program (Tactical Improvements) 331021 Montana Justice Assistance Grant 334011 DUI Task Force/Safe Kids Safe Communities 334015 MDOT/Spec. Holiday Enforcement (STEP) (126) 334016 MDOT STEP Equipment Grant 342015 School District Overtime 383001 Transfer from General Total Revenue Total Available EXPENDITURES Crime Control ENDING CASH Cash on Hand $3,205 $558 $558 $0 $4,489 $3,500 $1,229 $3,500 $4,208 $2,500 $14,450 $2,500 $36,600 $59,600 $59,600 $0 $13,398 $10,836 $10,805 $12,000 $0 $8,000 $0 $8,000 $36,080 $40,000 $32,171 $40,000 $0 $11,050 $10,440 $0 $19,404 $20,000 $17,315 $20,000 $14,476 $3,500 $3,500 $3,500 $128,655 $158,986 $149,510 $89,500 $131,860 $159,544 $150,068 $89,500 $131,302 $158,986 $150,068 $89,500 $558 $558 $0 $0 PROGRAM DESCRIPTION This budget allows for the purchase of safety equipment through grant funding, including the Bulletproof Vest Partnership and Round -Up for Safety. 10 LAW ENFORCEMENT GRANTS FUND: 2919-413-420140 EXPENDITURE DETAIL/SUMMARY Personal Services: 110 Salaries and payroll costs 125 Overtime -DUI Task force 126 Overtime -Holiday Reimbursement 127 Overtime -School district Subtotal Maintenance & Operations: 218 JAG grant 220 Other equipment from donations 221 Bullet Proof Vests Subtotal Capital Outlay: 940 SRT Camera In Car Camera System - Forfeiture Funds Subtotal Total ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $3,720 $4,000 $3,630 $4,000 $0 $8,000 $0 $8,000 $31,963 $36,000 $31,905 $36,000 $21,963 $20,000 $19,778 $20,000 $57,646 $68,000 $55,313 $68,000 $23,663 $21,886 $21,245 $12,000 $3,483 $2,500 $11,452 $2,500 $35,534 $7,000 $2,458 $7,000 $62,680 $31,386 $35,155 $21,500 $0 $59,600 $59,600 $0 $10,976 $0 $0 $0 $10,976 $59,600 $59,600 $0 $131,302 $158,986 $150,068 $89,500 11 BUILDING DEPARTMENT ACCOUNT # 2394-420 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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 (.25), Office Supervisor (.5), Assistant Office Suprevisor (.6), Building Official, two plans examiners and three Building Inspectors. Two inspectors perform fire inspections and are funded 40% by the general fund (fire department). GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? To achieve its purpose the building department conducts reviews and inspections in accordance with the most recently adopted building and related codes. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY2017 budget will focus on the administration of the most recently adopted code programs, the addition of an electrical inspection program, the adoption of the 2011 National Electric Code, and the implementation of a web -based permit system that will allow contractors to submit building applications on-line. The Department will replace dated fleet vehicles. BUILDING DEPARTMENT FUND: 23 94-420-4205 3 0 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 CASH: Operating REVENUES 323101 Building permits 323103 Plumbing permits 323104 Mechanical permits 323105 Electircal permits 323108 Plan Review 364030 Misc. 371010 Investment Earnings Total Revenue Total Available EXPENDITURES Operating Total Expenditures ENDING CASH 10100 CASH: Operating ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $426,315 $417,700 $417,700 $718,609 $248,131 $250,000 $476,259 $350,000 $18,110 $15,000 $33,972 $20,000 $32,507 $24,000 $50,516 $30,000 $0 $30,000 $22,682 $30,000 $87,403 $60,000 $194,997 $100,000 $531 $0 $0 $0 $3,167 $2,000 $4,509 $4,500 $389,849 $381,000 $782,935 $534,500 $816,164 $798,700 $1,200,635 $1,253,109 $398,464 $488,011 $482,026 $706,901 $398,464 $488,011 $482,026 $706,901 $417,700 $310,689 $718,609 $546,208 12 BUILDING DEPARTMENT FUND: 2394-420-42053 0 EXPENDITURE DETAIL Personal Services: 110 Salaries and payroll costs 121 Overtime 153 Health Insurance 155 Retirement Total Personal Services Maintenance & Operations: 210 Supplies/computer hardware/software/other 231 Gas & Oil 320 Postage, printing, Code books 323 State Ed Assessments 345 Telephone & Communications 353 Auditing (3 year Building audit for state) 354 Contract Services -(fyl7 bldg permit conversion) 355 City Works Licensing Fee 373 Dues & Training 510 Insurance - liability & property 521 Central Garage Transfer 522 Administrative Transfer 528 Information Technology Transfer Total M & O Capital Outlay: 944 Vehicles ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 5.20 5.20 5.20 6.75 $244,908 $303,451 $297,902 $374,578 $8,371 $5,000 $7,601 $5,000 $41,485 $59,827 $53,894 $85,277 $18,359 $22,001 $22,435 $27,529 $313,121 $390,279 $381,832 $492,384 $14,817 $20,000 $19,972 $20,000 $2,200 $3,000 $2,120 $3,500 $646 $1,750 $4,063 $2,500 $1,678 $2,500 $3,356 $3,000 $2,211 $3,500 $2,756 $3,500 $3,500 $0 $0 $0 $680 $3,300 $7,362 $43,500 $0 $13,000 $13,499 $15,000 $6,659 $6,000 $10,263 $9,000 $4,755 $6,000 $4,731 $2,585 $1,587 $1,748 $1,749 $1,454 $12,701 $13,573 $13,573 $16,282 $4.790 $12,361 $16,750 $29,196 $56,224 $86,732 $100,194 $149,517 $29,119 $11,000 $0 $65,000 Total Budget $398,464 $488,011 $482,026 $706,901 13 SPECIAL REVENUE FUNDS Page Fund Dept PUBLIC WORKS 14-16 2400 Light Maintenance $ 366,365 17-18 2420 Gas Tax $ 509,674 19-24 2500 Street Maintenance $ 4,198,903 25 2825 MACI Grant $ 433,202 Total $ 5,508,144 LIGHT MAINTENANCE ACCOUNT 4 2400-410 PURPOSE OF THIS DEPARTMENT: Why does this department exist? Light Maintenance funds are utilized by the Traffics Signs and Signals Division to provide visibility that promotes safe and efficient use of street facilities. DEPARTMENT PERSONNEL: (1.25 FTE) .05 Budget Resource Manager .20 Assessment Coordinator 1 Light Maintenance GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? Achieve lighting standards and promote light replacements with longer lasting and more efficient lighting systems. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY 17 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 and installations of new luminaires throughout the City. LIGHT MAINTENANCE FUND: 2400-410-430263 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 CASH: 10120 Replacement Account ($I 0,000/year) REVENUES 363010 Maintenance Assessments -designated for equipment replacement 363040 Penalty & Interest 364030 Misc. 371010 Interest Earnings TOTAL AVAILABLE EXPENDITURES Street Lighting (10100) Capital Outlay Capital Outlay -Replacement (10120) Debt Service ENDING CASH 10100 CASH: 10120 Replacement Account ($10,000/year) ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $107,536 $73,696 $73,696 $154,518 $0 $10,000 $10,000 $20,000 $107,536 $83,696 $83,696 $174,518 $267,035 $360,000 $360,989 $371,000 $10,000 $10,000 $10,000 $10,000 $608 $1,000 $762 $500 $7,976 $5,000 $20,458 $5,000 $374 $400 $546 $400 $285,993 $376,400 $392,755 $386,900 $393,529 $460,096 $476,451 $561,418 $287,587 $315,919 $279,537 $313,822 $0 $0 $0 $30,000 $0 $0 $0 $0 $22,246 $22,467 $22,396 $22,543 $309,833 $338,386 $301,933 $366,365 $73,696 $101,710 $154,518 $165,053 $10,000 $20,000 $20,000 $30,000 $83,696 $121,710 $174,519 $195,053 14 LIGHT MAINTENANCE FUND: 2400-410-43 0263 Personal Services: 110 Salaries 153 Health Insurance 155 Retirement Subtotal Materials and Services: 244 Lighting Supplies 341 Electricity 360 Repair & Maint Services 510 Liability Insurance & Uninsured Loss 522 Administrative Transfer Subtotal Capital Outlay 920 New Luminaires 940 Machinery & Equipment Subtotal Debt Service: 610 Principal - Boom Truck 620 Interest Subtotal Total EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 FTE'S 1.25 1.25 1.25 1.25 $74,003 $74,292 $72,906 $70,405 $9,987 $12,693 $10,667 $13,628 $5,297 $5,291 $5,286 $5,141 $89,287 $92,276 $88,859 $89,174 $13,977 $18,000 $4,783 $18,000 $164,332 $169,000 $165,013 $173,000 $8,327 $20,000 $4,331 $20,000 $891 $1,000 $908 $1,000 $10,773 $15,643 $15,643 $12,648 $198,300 $223,643 $190,678 $224,648 $0 $0 $0 $30,000 $0 $0 $0 $0 $0 $0 $0 $30,000 $21,430 $21,647 $21,645 $21,862 $816 $820 $751 $681 $22,246 $22,467 $22,396 $22,543 $309,832 $338,385 $301,933 $366,365 15 LIGHT MAINTENANCE FUND: 2400-410-430263 FY 2017 BUDGET HIGHLIGHTS Line Item Detail: LIGHT MAINTENANCE 360 Repair & Maint Services - $20,000 Replacing the deteriorated and malfunctioning decorative globe lights at six per year. 341 Electricity - $173,000 $4,000 increase is needed for the proposed 2.5% electrical increase that takes effect on July 1, 2016. Capital Outlay: 920 Luminaires - $30,000 Installation of 5 new luminaires a year. 16 GAS TAX ACCOUNT # 2420-421 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: What are the departmental goals that support the purpose? 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 FY 17 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. This year's budget presents a shift in operations from contracting out pavement marking services to performing this activity in-house with new striping equipment. This provides for more flexibility to perform pavement marking activities throughout the year and is more cost effective. GAS TAX FUND: 2420-421-430240 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 Cash REVENUE 335040 Gas Tax Apportionment 383001 Transfer from Solid Waste for Alley Paving 371010 Interest Total Revenue Total Available EXPENDITURES Street Department ENDING CASH Cash ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $436,944 $352,496 $352,496 $458,050 $364,622 $25,000 $1,996 $369,748 $35,000 $2,000 $369,749 $35,000 $2,483 $369,748 $35,000 $2,000 $391,618 $406,748 $407,232 $406,748 $828,562 $759,244 $759,728 $864,798 $476,066 $609,661 $301,678 $509,674 $352,496 $149,583 $458,050 $355,124 17 GAS TAX FUND: 2420-421-43 0240 EXPENDITURE DETAIL 430240 Materials and Services -Streets 231 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-Icer/Road Oil 472 Asphalt Material 473 Crack Sealing Material 474 Paint Striping Materials Total Materials & Services Streets 430234 Sidewalks/Alleys: ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $31,510 $43,000 $21,554 $43,000 $3,529 $5,500 $3,061 $5,500 $103,919 $136,000 $0 $20,000 $1,927 $1,500 $1,202 $1,500 $169,337 $230,661 $125,100 $225,562 $2,898 $3,500 $3,216 $3,500 $10,500 $10,000 $8,200 $5,000 $22,598 $40,000 $20,190 $40,000 $52,405 $40,000 $38,617 $53,000 $12,990 $14,500 $8,649 $14,500 $0 $0 $0 $60,000 $411,613 $524,661 $229,789 $411,562 956 Sidewalk Construction/ADA Compliance $40,341 $50,000 $43,515 $56,485 957 Alley Paving $24,112 $35,000 $28,374 $41,627 Total Capital $64,453 $85,000 $71,889 $98,112 Total $476,066 $609,661 $301,678 $509,674 FY 2017 BUDGET HIGHLIGHTS Line Item Detail: 368 Overlay & Chip Seals - Carryover $105,562, New Appropriations - $120,000 453 Equipment Rental - $5,000 Reduced line item $5,000. The purchase of an asphalt roller in FY16 eliminated the need to rent one for the season. 472 Asphalt Material - $53,000 Increased to reflect FYI actuals. 474 Paint Striping Material - $60,000 If the proposed purchase of a roadlazer roadpak in the street fund is approved we would eliminate $116,000 in contract service striping and purchase materials to complete the striping in-house. 956 Sidewalk Replacement & ADA Compliance - Carryover $6,485, New Appropriation $50,000 $25,000 to be used for a matching program to assist homeowners with replacing bad sidewalks and $25,000 to meet ADA requirements. 957 Alley Paving - Carryover $6,627, New Appropriation $35,000 Includes a transfer from Solid Waste to pave approximately 5 alleys and perform maintenance on existing paved alleys. 18 SPECIAL STREET MAINTENANCE ACCOUNT # 2500-421 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: (15.25 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 .20 Administrative Assistant .25 Engineering Tech/GIS/IT Support .10 General Laborer 9.75 Special Street Maintenance Operators 1 Special Street Maintenance Supervisor 1 Traffic Signs and Signals Maintenance Supervisor 1 Traffic Signs and Signals Maintenance Technical GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 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 FYI budget reflects the continuation of Street and ROW preventative maintenance and reconstruction, including pavement marking, overlay, chip seal, ADA compliance, and sidewalk replacement programs. Expenditures are being proposed for street maintenance equipment replacement to increase reliability, lower maintenance costs, and enhance cross -season functionality. The Traffic, Signs, and Signal budget provides for the continuation of compliance with signal and signage standards and new equipment to perform in-house pavement markings throughout the City. The new marking equipment enables completion of the pavement marking tasks in a timely manner at reduced costs. SPECIAL STREET MAINTENANCE FUND: 2500-421-430240 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 CASH: Operating 10107 Cash, Designated Equip. Replacement 10108 Cash, Designated S & C Repair/In-Lieu of 10109 Cash, Designated Pavement Replacement Total Cash REVENUE 343012 Public Works Charges 363010 Maintenance Assessments -designated for pavement replacement -designated for equipment replacement Bonded Debt 363040 Penalty & Interest 364030 Sale of Misc./Auction 371010 Investment 381050 Inception of Loan Total Revenue Total Available EXPENDITURES Street Department/TSS Capital Equip. Replacement Capital Outlay Bonded Debt S & C Repair Funds Pavement Replacement Program Total Expenditures ENDING CASH 10100 Cash, OPERATING 10107 Cash, Designated Equip. Replacement 10108 Cash, Designated S & C Repair 10109 Cash, Designated Pavement Replacement Total ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $724,028 $864,892 $864,892 $1,077,818 $239,834 $185,927 $185,927 $176,617 $38,328 $37,810 $37,810 $27,828 $273,372 $426,683 $426,683 $652,002 $1,275,562 $1,515,312 $1,515,312 $1,934,265 $7,337 $5,000 $6,126 $5,000 $1,562,336 $1,700,000 $1,681,558 $1,861,000 $400,000 $400,000 $400,000 $400,000 $200,000 $200,000 $200,000 $200,000 $0 $0 $0 $1,114,018 $4,800 $6,000 $4,577 $4,000 $3,399 $5,000 $92,770 $3,500 $6,880 $5,000 $9,193 $8,000 $116,195 $0 $0 $0 $2,300,947 $2,321,000 $2,394,224 $3,595,518 $3,576,509 $3,836,312 $3,909,536 $5,529,783 $1,560,083 $1,743,498 $1,581,298 $1,994,154 $253,907 $270,000 $209,310 $300,544 $0 $0 $0 $1,114,018 $518 $37,810 $9,982 $27,828 $246,689 $537,040 $174,681 $762,359 $2,061,197 $2,588,348 $1,975,271 $4,198,903 $864,892 $842,394 $1,077,818 $971,586 $185,927 $115,927 $176,617 $76,073 $37,810 $0 $27,828 $0 $426,683 $289,643 $652,002 $289,643 $1,515,312 $1,247,964 $1,934,265 $1,337,302 19 SPECIAL STREET MAINTENANCE FUND: 2500-421-430240 EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 STREET DIVISION Personal Services: FTE's 12.25 12.25 12.25 13.25 110 Salaries and Payroll Costs $626,235 $662,559 $654,305 $709,550 112 Severance $0 $2,300 $0 $0 121 Overtime $14,591 $25,000 $7,304 $25,000 153 Health Insurance $126,086 $152,162 $140,564 $172,495 155 Retirement $45,718 $46,905 $47,874 $51,452 Subtotal $812,631 $888,927 $850,047 $958,498 Materials and Services: 210 Computer Equipment/Software/Supplies $6,669 $9,000 $8,510 $9,000 218 Equipment /Safety Equipment & Supplies $6,042 $6,000 $6,367 $6,500 220 Other supplies, Janitorial, Consumable Tools $3,051 $4,100 $3,703 $4,500 231 Gas & Oil $32,711 $44,000 $22,689 $40,000 341 Electric $2,972 $3,000 $2,582 $3,300 345 Telephone $1,426 $1,500 $1,520 $1,500 354 Contract Services $7,400 $30,000 $5,214 $30,000 356 Consultant - Transportation Plan Update $0 $0 $0 $62,892 362 Equipment Maint. Parts & Supplies, includes Radios $32,314 $32,500 $33,685 $32,500 366 Building Maint. S282 $3,000 $1,619 $3,000 373 Dues & Training $3,521 $5,500 $6,194 $5,500 388 Medical Services/Drug Test $744 $1,500 $475 $1,500 510 Property & Liability Insurance $20,011 $20,500 $19,015 $13,578 512 Uninsured Loss -Deductible $10,399 $10,000 $4,972 $10,000 521 Central Garage Transfer $176,541 $165,366 $165,366 $179,219 522 Administrative Transfer $79,129 $82,703 $82,703 $90,571 528 Information Tech. Transfer $8,574 $12,361 $12,562 $12,513 Subtotal $391,786 $431,030 $377,176 $506,073 610/620 Debt Service -Principal & Interest $100,463 $114,971 $114,619 $115,393 20 SPECIAL STREET MAINTENANCE FUND: 2 50 0-421-43 0240 EXPENDITURE DETAIL-con't. ACTUAL FY14/15 BUDGET FY15/16 ACTUAL FY15/16 BUDGET FYlb/17 Capital Outlay: 840 MACI Grant Match FYI Trails Fund $0 $9,982 $9,982 $0 920 Salt Brine Tank $0 $0 $0 $20,000 921 Sand/Cold Mix Storage Shed (Carryover) $0 $25,771 $0 $25,771 922 USFS Bldg & Property Aquisiton/Repair $0 $0 $0 $54,964 941 Dump Trucks - Inception of Loan $4,795 $0 $0 $0 953 Shop Complex Pavement Restoration $0 $0 $0 $30,552 Subtotal $4,795 $35,753 $9,982 $131,287 Capital Outlay: Bonded Project 969 4th Ave E. Main Replc Phase 1-4 $0 $0 $0 $1,114,018 430244 354 Pavement Maintenance Funds $246,689 $537,040 $174,681 $762,359 430245 Replacement Funds 940 Machinery & Equipment $253,907 $270,000 $209,310 $300,544 430248 Sidewalk & Curb Repair Funds 354 Contract Services (carryover) $518 $27,828 $0 $27,828 Total Streets $1,810,788 $2,305,549 $1,735,815 $3,916,000 430264 TRAFFIC SIGN & SIGNALS Personal Services: FTEs 2.0 2.0 2.0 2.0 110 Salaries $115,364 $122,651 $121,912 $122,685 121 Overtime $1,786 $7,500 $2,152 $7,500 153 Health Insurance $14,362 $16,264 $13,411 $17,485 155 Retirement $8,269 $8,613 $8,869 $8,823 Subtotal $139,781 $155,028 $146,343 $156,493 Maintenance & Operations: 210 Computer Equipment/Software/Supplies $666 $1,500 $1,256 $1,500 218 Equipment /Safety Equipment & Supplies $6,845 $6,700 $2,919 $6,700 220 Other Supplies, Janitorial, Consumable Tools $3,821 $3,500 $2,364 $3,500 21 SPECIAL STREET MAINTENANCE FUND: 2500421-430240; 430264 EXPENDITURE DETAIL -con't. Maintenance & Operations: Cont. 242 Street Signs 243 Traffic Signals 245 Barricade Materials 341 Electricity 345 Tele. & Communications 354 Contract Services 362 Equipment Maintenance Parts, includes Radios 366 Building Maintenance 373 School & Travel 428 Paint Materials 510 Property & Liability Insurance 512 Uninsured Loss -Deductible Property 521 Central Garage Transfer 532 Office Rent Subtotal Capital Outlay: 940 Machinery & Equipment Subtotal Total Traffic Signs and Signals Grand Total - Streets & TSS ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $43,867 $40,000 $34,454 $40,000 $8,657 $19,000 $9,189 $19,000 $4,879 $5,000 $4,609 $5,000 $1,847 $3,000 $1,839 $3,000 $763 $750 $836 $750 $1,717 $10,000 $3,828 $10,000 $822 $3,000 $2,580 $3,000 $285 $2,000 $1,972 $2,000 $2,852 $5,500 $4,126 $5,500 $10,202 $8,000 $5,895 $8,000 $2,450 $2,500 $2,424 $1,604 $4,438 $2,500 $0 $2,500 $8,679 $8,400 $8,400 $7,934 $7,838 $6,422 $6,422 $6,422 $110,628 $127,772 $93,113 $126,410 $0 $0 $0 $0 $0 $0 $0 $0 $250,409 $282,800 $239,456 $282,903 $2,061,197 $2,588,348 $1,975,271 $4,198,903 22 SPECIAL STREET MAINTENANCE FUND: 2500-421-430240 FY 2017 BUDGET HIGHLIGHTS Line Item Detail: Street Division 110 Personnel Services - Include one additional FTE Addition of one full-time Street Department employee. The street crew has had 1 supervisor and 9 full time employees since 1998. In 2000, the City was responsible for 100 miles of roads. By 2015, the City has acquired an additional 51 miles of streets without adding any additional street crew personnel. The additional FTE would enable the City to continue to provide the same level of service in a timely manner. 354 Contract Services - $30,000 $15,000 needed for street sweepings disposal. 356 Consultant - $62,892 Propose to work in conjunction with MDOT and update the 2008 Kalispell Area Transportation Plan. This plan is now 8 years out of date and will be updated after the bypass is complete to ensure the projects and priorities are current and consistent with community needs. Capital Outlays 920 Salt Brine Storage Tank- $20,000 Add one 10,000 gallon storage tank with pump. The additional storage would allow us to continue to purchase salt brine from the MDOT by not affecting their supply during heavy application times. In the event we no longer purchase salt brine from the MDOT the larger storage capacity will allow us to order tanker loads and have sufficient surplus so critical low levels are not reached. 921 Sand/Cold Mix Storage Shed -Carryover $25,771 This project replaces the current shed that is showing signs of structural failure, rot and decay. The concrete base is also cracked and has been repaired in the past. The new sand shed will be designed to cover the gravel stockpile, cold mix, and sanding materials. Cost shared between/Street, Water, Sewer, & Storm - Total Project Cost $103,084 953 Shop Complex Pavement Restoration - $30,552 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, Stormy Streets, & Solid Waste - Total Project Cost $152,760 Capital Outlay: BONDED PROJECT 969 4th Avenue East Street Reconstruction - $1,114,018 This is a street reconstruct project which will be designed in- house and construction coordinated with the 14 block water main replacement on 4th Ave E from Center St to loth St E. 4th Ave Fs asphalt surface, road base, curb and gutter infrastructure is deteriorated and the conditions necessitate reconstruction of the road infrastructure. 23 SPECIAL STREET MAINTENANCE FUND: 2500-421-430240 FY 2017 BUDGET HIGHLIGHTS Line Item Detail Continued: Street Division 430244 Pavement Repairs - $730,371 354 Pavement Maintenance - Carryover $362,359, New Appropriation $400,000 430245 Capital Outlay: Replacement Funds - Carryover $2,044, New Appropriation $298,500 940 $2,044 Carryover for Line Pointer for Roadlazer Striper $200,000 for Two Used 12 Yard Dump Trucks Replacing a 1984 and a 1991 dump truck. $91,000 Snow Blower Replacing a 1998 snow blower that has been rebuilt several times. $7,500 Snow Plow Replacing current plow that has been welded multiple times and is rusted through. 24 MT. AIR & CONGESTION GRANT FUND: 2825 ... STREET....421....FLTNCTION....430240 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH CASH: Operating REVENUES 331055 MACI Grant (Sweeper & Sander FY16; Sweeper FY17) 383012 Transfer (match) from Storm Sewer - carryover Total Revenue Total Available EXPENDITURES 940 Capital Equipment ENDING CASH CASH: Operating ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $60,314 $60,153 $60,153 $21,006 $0 $273,422 $195,950 $375,067 $0 $42,264 $0 $43,000 $0 $315,686 $195,950 $418,067 $60,314 $375,839 $256,103 $439,073 $161 $375,839 $235,097 $433,202 $60,153 $0 $21,006 $5,871 FY2017 BUDGET HIGHLIGHTS The Montana Air and Congestion Initiative (MACI) provides funds for equipment purchases which are utilized to benefit air quality in the State. FY17 Appropriation Appropriation has been budgeted for FY17 to apply for a MACI grant to replace a sweeper and a flush truck. MACI applications are due in January 2017, with an estimated award date of summer of 2017. If approved this would replace a 1991 sweeper and a 1994 flush truck. Both are in poor condition and nearing the end of their life cycles for the City. There is a chance we will only receive one item, priority would be to replace the sweeper. Estimated cost of the sweeper is $210,000 and estimated cost for the flush truck is $182,500. The City would be required to pay a 13.42% match, plus indirect costs. 25 SPECIAL REVENUE FUNDS Page Fund Dept PARKS 26 2210 430 Parks in Lieu $ 1,417 27 2215 Revenue and Fund Summary 28 2215 436 Parks $ 805,420 29 2215 440 Athletic Complex $ 275,936 30 2215 431 Recreation/Sports $ 163,980 31 2215 448 Youth Camps $ 262,990 32 2215 445 Aquatics Facility $ 302,980 33-34 2600 Forestry/Developer's Trees $ 420,600 $ 2,233,323 PARKS IN LIEU FUND: 2210-43 6-46043 0 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH CASH REVENUES 365000 Friends of Lawrence Park Donation 346082 Westview Developers Agreement 346080 Stillwood Farms 371010 Interest Earnings Total Revenue Total Available EXPENDITURES Transfer to Trails - 93 N Bike/Ped Path Park Improvements ENDING CASH Cash Carry over ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $9,388 $1,271 $1,271 $1,402 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3,960 $0 $64 $6 $30 $15 $64 $6 $3,990 $15 $9,452 $1,277 $5,261 $1,417 $8,181 $0 $3,859 $0 $0 $1,277 $0 $1,417 $8,181 $1,277 $3,859 $1,417 $1,271 $0 $1,402 $0 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 PARKS DEPARTMENT FUND: 2215-43 6-46043 0 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH: 10100 CASH: operations 10107 Cash designated for Capital Equipment REVENUE: mills 311100 Real Estate Taxes 311200 Personal Property/Entitlement 312000 Penalty & Interest 381060 Operating transfer- Health Insurance Subtotal Revenue from Taxes 346050 Parks Usage Fees 365015 IWsports Maintenance 346056 Kidsports usage 346059 Picnic in the Park 346051 Recreation Fees 346053 Scholarships (donation) 346052 Sports Programs 334110 Grant: After School program 334111 Out of School Times 365016 Flathead Industries/FEC Refunds/Donations 346054 Community After School Programs 346057 Youth Camps 346030 Pool 346040 Concessions Subtotal Recreation & Pool 371010 Investments 346055 Ice Rink Utilities Reimbursement Inception of loan - proposed Total Total Resources Available Parks Athletic Complex Recreation Youth Camps Pool Total ENDING CASH: Cash Designated for Capital Cash Carry Over ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $382,400 $457,884 $457,884 $597,222 $60,405 $75,405 $75,405 $49,905 $442,805 $533,289 $533,299 $647,127 $878,280 $864,000 $858,374 $970,000 $34,972 $35,000 $36,130 $35,000 $3,201 $2,000 $1,464 $2,000 $70,000 $86,000 $86,000 $91,000 $986,453 $987,000 $981,968 $1,098,000 $25,045 $19,500 $21,441 $21,000 $23,450 $20,000 $26,363 $20,000 $2,342 $700 $1,872 $300 $28,538 $32,000 $20,103 $30,000 $7,193 $8,000 $8,517 $8,000 $1,892 $2,000 $3,145 $2,500 $46,175 $44,055 $46,000 $45,000 $10,000 $10,000 $10,200 $0 $21,200 $5,000 $5,000 $0 $0 $4,500 $7,403 $0 $65,112 $65,160 $75,850 $70,000 $133,261 $132,000 $139,408 $142,000 $140,460 $140,000 $112,246 $140,000 $37,557 $34,000 $32,048 $35,000 $542,225 $516,915 $509,596 $513,800 $3,430 $2,000 $2,264 $2,000 $24,770 $25,000 $21,623 $25,000 $0 $0 $0 $130,000 $1,556,878 $1,530,915 $1,515,451 $1,768,800 $1,999,683 $2,064,204 $2,048,740 $2,415,927 $595,911 $695,428 $619,880 $805,420 $171,078 $195,377 $163,458 $275,936 $189,423 $169,449 $120,056 $163,980 $243,745 $266,256 $229,911 $262,990 $266,237 $315,325 $268,308 $302,980 $1,466,394 $1,641,835 $1,401,613 $1,811,306 $75,405 $49,905 $49,905 $40,905 $457,884 $372,464 $597,222 $563,716 31.2% 22.7% 42.6% 31.1% 27 PARKS ACCOUNT # 2215-436 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: What are the departmental goals that support the purpose? 1. Maintain 292 acres of parks and open spaces according to our Parks Master Plan. 2. Continue our beautification programs by addressing indentified deferred maintenance in the parks system. 3. Purchase and installation of prefabricated restroom facility for Woodland Park. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: This fiscal year, the Parks Department budget is dedicated to a deferred maintenance project by replacing the deteriorated and ever declining restroom bathroom facility at Woodland Park. This proposed project includes replacement of the bathrooms at Woodland Park located near the Main Pavilion on the southwest side of the park. Additionally this budget supports replacing equipment with the purchase of a used flatbed truck and 12' mower. PARKS DEPARTMENT FUND: 2215-436-460430 EXPENDITURE DETAIL Personal Services: FTE's 110 Salaries and payroll costs III Salaries - seasonal 121 Overtime: Call outs 153 Health Insurance 155 Retirement Subtotal Maintenance & Operations: 210 Office Supplies, equip./computers 224 Janitorial Supplies (All Parks) 229 Other Supplies (fertilizer, weed spray, seed, paint) 231 Gas 241 Tools / Small Equipment/Safety equip 320 Printing (Info brochures), advertising (legal notices) 341 Electricity 343 Ice Rink Utilities (Reimbursed -see revenue) 344 Natural Gas 345 Telephone, Communications & Social Media Archive 351 Sports Court Rehabilitation 354 Contract Services/Tennis Agreement 355 Contract Services - Trail Maint/Flathead Ind. 356 Consultants 357 Active Communities Expense 362 Equipment / Building Maintenance 364 Landscape Materials, Perrenials & Rose Garden 367 Vandalism Repairs 373 Dues & Training 388 Medical services: Drug Testing 395 Equipment Rental 420 Metal /Wood Products -Fencing, picnic tables 440 Irrigation Supplies 452 Gravel, top soil, sand & compost 521 Central Garage Transfer 610 Principal /Board of Investments -Bucket Truck 251/6/mower 620 Interest /Board of Investments - mower Subtotal ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 5.55 5.55 5.55 5.55 $289,160 $314,562 $307,861 $316,192 $55,149 $61,727 $46,429 $65,276 $70 $500 $98 $500 $58,660 $69,412 $57,374 $61,643 $24,962 $27,488 $25,999 $26,136 $428,001 $473,689 $437,761 $469,747 $650 $1,000 $399 $1,000 $3,385 $4,100 $4,397 $5,000 $3,703 $4,000 $2,584 $4,000 $15,952 $18,000 $11,124 $18,000 $2,406 $2,500 $2,062 $2,500 $0 $400 $159 $400 $12,913 $16,000 $14,786 $16,000 $25,473 $25,000 $21,901 $25,000 $1,973 $3,000 $1,625 $3,000 $1,756 $2,800 $2,430 $3,040 $0 $2,000 $0 $2,000 $0 $2,000 $0 $2,000 $6,740 $9,000 $5,024 $5,000 $0 $500 $0 $0 $538 $2,680 $0 $2,680 $2,930 $4,000 $3,480 $5,000 $3,612 $4,000 $3,969 $5,500 $2,997 $4,000 $2,774 $4,000 $5,809 $6,000 $6,283 $6,000 $235 $600 $260 $600 $0 $0 $0 $500 $1,432 $3,000 $905 $3,000 $6,075 $7,500 $6,231 $9,000 $1,385 $1,700 $776 $1,700 $45,351 $39,673 $39,673 $43,857 $10,330 $10,437 $10,450 $29,112 $365 $349 $327 $784 $155,910 $174,239 $141,619 $198,673 Capital Outlay: 9xx FVCC Tennis Interlocal Agreement $0 $7,000 $0 $7,000 9xx Capital Outlay: Flatbed (used) 12' mower, Woodland bathrooms $12,000 $40,500 $40,500 $130,000 Total $595,911 $695,428 $619,880 $805,420 28 ATHLETIC COMPLEX ACCOUNT 4 2215-436 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: (1.95 FTE) KYAC shares personnel costs of Parks Superintendent, Parks Foreman and a Parks Caretaker. GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? Maintain 138 acres of sports fields, 3 parks (pocket, Spring Prairie, Memorial) a running course and green spaces in a mode that supports the agreement between KYAC and the City. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: Fiscal year 2017, the KYAC budget focuses on meeting the requirements of the 5 sports organizations while maintaining the quality of the fields to promote safety and participation. Maintenance efforts for FY 16/17 will continue to work on irrigation efficiencies. We will continue working with Kidsports to improve the facilities under the terms of the Memorandum of Understanding. Field improvements to Softball and Babe Ruth fields will be accomplished through partnerships with the individual organizations. Additionally this budget supports replacing equipment with the purchase of a field groomer. ATHLETIC COMPLEX FUND: 2215-43 6-460440 EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 Personal Services: FTE's 1.15 1.15 1.15 1.95 110 Salaries and payroll costs $59,237 $62,551 $46,885 $89,153 III Seasonal Salaries $40,921 $49,778 $50,144 $41,906 153 Health Insurance $12,732 $19,032 $9,787 $25,922 155 Retirement $6,401 $6,472 $5,897 $10,046 Subtotal $119,291 $137,833 $112,713 $167,027 Maintenance &Operations: 221 Safety Equipment (ear plugs, masks, glasses etc) $0 $350 $25 $350 229 Other Supplies (fertilizer, weed spray, seed, paint) $12,254 $14,500 $13,834 $15,500 231 Gas $10,514 $10,200 $7,126 $10,500 241 Consumable Tools(weedeaters) $1,612 $1,500 $1,111 $1,500 341 Electricity $8,019 $7,700 $8,735 $7,700 345 Telephone & Communications $133 $175 $147 $175 354 Contract Services - pump & pest management $0 $1,000 $920 $1,000 355 Contract Services - asphalt resurfacing & paint parking $0 $0 $0 $40,534 362 Equipment Maintenance $209 $600 $514 $600 364 Landscape, Flowers & gardens $27 $400 $390 $600 367 Vandalism Repairs $198 $500 $0 $500 373 Dues & Training $310 $300 $567 $500 395 Rental Equipment $142 $150 $0 $150 420 Metal /Wood Products/Fencing $0 $300 $0 $300 440 Irrigation $3,465 $4,000 $2,292 $4,000 452 Gravel/Sand $126 $1,000 $216 $1,000 610/620 Debt Service - Mower $14,778 $14,869 $14,868 $0 Subtotal $51,787 $57,544 $50,745 $84,909 Capital Outlay: 940 Equipment - Sand Pro groomer $0 $0 $0 $24,000 Total $171,078 $195,377 $163,458 $275,936 29 RECREATION/SPORTS ACCOUNT # 2215-436 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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 and two Recreation Programmers. GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 1. Provide free recreational activities such as: Picnic in the Park, Art Walk, Santa's Calling and NFL's Punt, Pass and Kick. 2. Provide year round affordable sports activites 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 FY 2017 budget focuses on maintaining and developing recreational programming and youth sports such as: Picnic in the Park, Doggie Dayz, Valentine's Dance, Art Walk, Santa's Calling, Little Dribblers and Squirts Basketball, Runnin' Rascals Football, and Indoor and Outdoor Soccer. RECREATION/SPORTS & SPECIAL EVENTS FUND: 2215-436-460431 EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 Personal Services: FTE's 1.6 1.6 1.6 1.6 110 Salaries and payroll costs $93,214 $76,816 $55,623 $81,678 III Seasonal Salaries $11,621 $8,244 $10,925 $8,285 112 Severance $11,904 $15,000 $0 $0 153 Health Insurance $22,530 $23,280 $10,502 $23,906 155 Retirement $7,957 $6,373 $4,250 $6,705 Subtotal $147,226 $129,713 $81,300 $120,573 Maintenance & Operations: 229 Other Supplies $9,245 $8,264 $7,212 $9,435 231 Gas $669 $500 $487 $590 320 Printing & Advertising $9,643 $10,500 $10,269 $10,800 345 Telephone, Communications & Social Media Archive $240 $240 $100 $1,661 354 Contract Services $20,553 $18,632 $18,693 $19,093 355 On Line Registration $330 $0 $0 $0 357 Music Franchise Fees $994 $1,000 $1,020 $1,100 373 Dues & Training $523 $600 $975 $728 Subtotal $42,197 $39,736 $38,756 $43,407 Total $189,423 $169,449 $120,056 $163,980 30 YOUTH CAMPS ACCOUNT # 2215-436 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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 and two Recreation Programmers. GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 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 FY 2016/17 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. YOUTH CAMPS FUND: 2215-436-460448 EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 Personal Services: FTE's 1.5 1.5 1.5 1.5 110 Salaries and payroll costs $67,259 $61,207 $37,654 $72,793 ill Salaries -seasonal $132,364 $126,562 $138,299 $136,855 121 Overtime $186 $300 $197 $300 153 Health Insurance $12,463 $24,363 $11,644 $22,953 155 Retirement $4,909 $6,443 $2,828 $6,424 Subtotal $217,181 $218,876 $190,612 $239,325 Maintenance & Operations: 224 Janitorial supplies (Daycamp facility) $72 $400 $244 $400 229 Other Supplies $3,615 $3,800 $1,652 $3,600 231 Gas $0 $500 $129 $300 320 Printing & Advertising $98 $150 $42 $100 345 Telephone, Communications & Social Media Archive $418 $620 $390 $765 354 Contracted Services $13,655 $16,710 $11,906 $13,000 355 After School program expenses $2,280 $800 $336 $800 356 Bank Fees/Credit Card Charges $3,722 $3,900 $3,756 $3,900 357 Out of School Times Program Grant $2,368 $20,000 $20,000 $0 373 Dues & Training $336 $500 $844 $800 Subtotal $26,564 $47,380 $39,299 $23,665 Total $243,745 $266,256 $229,911 $262,990 31 AQUATICS FACILITY ACCOUNT # 2215-437 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: What are the departmental goals that support the purpose? 1. To provide an 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 FY 2017, while addressing necessary building and amenities repairs and improvements to decrease city liability. The FY 2017 budgeted funds will be utilized for necessary shower upgrades, replacement of expired VGB grate(s), a failing entry grate into the activity pool and purchase replacement pumps and filters identified as immediate needs. We will also replace broken deck chairs (10 each lounge and upright) and 24 tubes for the Lazy River. AQUATICS FACILITY FUND: 2215-43 7-460445 EXPENDITURE DETAIL Personal Services: III Seasonal Salaries 112 Severance 121 Overtime 155 Retirement Subtotal Maintenance & Operations: 210 Office Supplies/printing/equip 224 Janitorial Supplies, safety equipment 226 Chlorine & Chemicals 228 Concession stand 229 Other Supplies, consumable tools, 341 Electricity 344 Natural Gas 345 Security Cameras / Telephones/Intemet 354 Licenses & Fees 356 Bank Fees/CC Charges 362 Equipment/Building Maintenance 380 Training Materials Subtotal ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $168,139 $190,325 $159,692 $190,325 $0 $0 $0 $2,535 $49 $500 $35 $500 $1,150 $1,500 $1,243 $1,500 $169,338 $192,325 $160,970 $194,860 $446 $400 $535 $400 $1,822 $2,000 $1,818 $2,200 $27,211 $23,000 $23,159 $25,000 $20,389 $20,000 $17,022 $21,000 $3,158 $5,000 $1,793 $4,500 $8,565 $10,000 $8,388 $9,500 $23,142 $25,000 $17,900 $25,000 $1,762 $1,500 $1,525 $1,620 $911 $1,300 $897 $1,300 $0 $0 $0 $1,200 $8,428 $34,000 $31,986 $14,600 $1,065 $800 $2,313 $1,800 $96,899 $123,000 $107,338 $108,120 Total Pool Budget $266,237 $315,325 $268,308 $302,980 32 FORESTRY ACCOUNT # 2600-436 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: (1.80 FTE) Forestry shares personnel costs of Parks and Recreation Director, Parks Superintendent, Parks Foreman, Administrative Specialist, Assessment Coordinator and 5 Park Caretakers. GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? Maintain over 7950 trees in public right-of-ways by providing pruning, planting and removal tree services. Provide education on the importance and benefits of trees in the community through events such as Arbor Day. Increase partnerships that benefit urban forestry. Continue inventorying trees not yet inventoried, as well as continually updating current tree inventory as work is completed. INTENDED OUTCOMES FROM BUDGET EXPENDITURES: The 2017 Urban Forestry budget will focus on increasing seasonal staff to assist with summer tree maintenance (watering, tree inventory, small tree train pruning). Contracted services and in-house crews will be utilized to begin to address our critical high priority tree deferred maintenance removals and pruning hazards. Staff will also address any remaining DED elms that need removal. Budget includes a purchase of a new chipper to replace the current 23 year old piece of equipment with 5,700 hours on it. FORESTRY FUND: 2600-436-460433; 460435 PROJECTED REVENUE AND FUND SUMMARY ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 2600 FORESTRY OPERATIONS BEGINNING CASH 10100 CASH $89,396 $143,826 $143,826 $149,086 REVENUES 331125 USDA FS GRANT - CFDA # 10.664 334121 Arbor Day Grant/ forestry charges 334125 Forestry Program Dev 363010 Assessments 363040 P. & I. on Assessments 364030 Misc Revenue/insurance Reimb 365010 Arbor day Sponsors/Other Misc. 381050 Inception Lease (chip truck) 371010 Investment Earnings Total Revenue from operations Total Available EXPENDITURES Urban Forestry operations ENDING CASH CASH 2601 DEVELOPER'S TREES BEGINNING CASH 10100 CASH REVENUES 346080 Developer charges Total available EXPENDITURES Contract Services - Trees & 5% admin ENDING CASH Cash carry over $8,100 $2,900 $5,900 $0 $5,750 $750 $1,000 $750 $0 $10,000 $7,000 $16,000 $211,169 $210,000 $208,226 $210,000 $522 $500 $496 $250 $8,335 $0 $600 $0 $5,056 $450 $2,311 $0 $0 $45,000 $34,498 $40,000 $1,217 $1,000 $1,499 $1,500 $240,149 $270,600 $261,530 $268,500 $329,545 $414,426 $405,356 $417,586 $185,719 $291,679 $256,270 $321,598 $143,826 $122,747 $149,086 $95,988 $92,282 $94,052 $94,052 $101,449 $4,130 $0 $9,380 $0 $96,412 $94,052 $103,432 $101,449 $2,360 $94,052 $1,983 $99,002 $94,052 $0 $101,449 $2,447 33 FORESTRY FUND: 2600-436-460433; 460435 EXPENDITURE DETAIL 460433 Personal Services: 110 Salaries and payroll costs III Seasonal 112 Severance 121 Overtime 153 Health Insurance 155 Retirement Subtotal Maintenance & Operations: 229 Office supplies /Other Supplies 231 Gas 241 Tools / Small Equipment /Safety equip 354 Contract Services 357 FORESTRY Grant 358 Dutch Elm/EAB Disease 362 Equipment Maintenance/equip rental 364 Trees 373 Dues & Training 510 Liability & Property Insurance 522 Administrative Transfer 528 Information Technology Transfer 521 Central Garage Transfer 610/620 Principal & Interest (stumper & chiptruck) Subtotal Capital Outlay: 940 Chipper Total 2601 Developer's Trees: 460435 354 Contract Services Contract services ACTUAL FY14/15 BUDGET FY15/16 ACTUAL FY15/16 BUDGET FY16/17 FTE's 1.80 1.80 1.80 2.00 $92,794 $101,667 $94,887 $107,421 $5,757 $7,658 $7,489 $25,731 $0 $0 $0 $0 $0 $300 $0 $300 $18,808 $22,404 $18,993 $24,764 $7,203 $7,431 $7,594 $9,713 $124,562 $139,460 $128,963 $167,929 $138 $200 $185 $600 $1,308 $1,500 $523 $4,500 $1,178 $1,500 $393 $4,500 $20,000 $45,000 $44,845 $35,000 $0 $10,000 $6,120 $11,880 $1,442 $6,750 $5,142 $6,750 $497 $700 $605 $4,000 $6,283 $4,000 $3,900 $8,000 $357 $1,000 $937 $2,000 $1,924 $2,500 $1,307 $628 $9,403 $8,624 $8,625 $8,272 $2,858 $4,120 $4,188 $4,171 $7,264 $7,325 $7,325 $7,368 $8,505 $14,000 $8,533 $16,000 $61,157 $107,219 $92,628 $113,669 $0 $45,000 $34,679 $40,000 $185,719 $291,679 $256,270 $321,598 $2,360 $94,052 $1,983 $99,002 $2,360 $94,052 $1,983 $99,002 34 Page Fund Dept C®NIMUNITY DEVELOPMENT 35 2880 CD Revolving Loan $ 152,000 36 2881 CD Revolving Loan 42 $ 150,000 37-38 2886 CD Miscellaneous $ 342,517 39 2887 Rural Development Revolving Loan $ 172,075 40 2888 Rural Development Revolving Loan $ 120,025 41 2953 EPA Brownfields Assessment Grant $ 400,000 42 2955 EPA Brownfields Revolving Loan $ 588,907 43 2991 Tiger Grant $ 10,000,000 44 2994 Kidsport Grant $ 2,152,726 $ 14,078,250 COMMUNITY DEVELOPMENT -REVOLVING FUND:0 48 0 BEGINNING CASH 10100 Cash, Operating 10162 Cash, Reserve for investment (S&C) REVENUES PPD AD.I - 2881 FY14/2887-2888 FY15 345010 Application/Origination Fee 373020 Loan Proceeds/Principal 373010 Loan Proceeds/ -Interest 371010 Interest Earnings (me S&C interest) Total Revenue Total Available EXPENDITURES 353 Auditing 354 Contract Services 711 Redevelopment Total Expenditures ENDING CASH 10100 Cash, Operating 10162 Cash, Reserve for investment ACTUAL BUDGET ACTUAL BUDGET ,, 1 :, $286,075 $138,485 $138,485 $157,433 $36,922 $37,242 $37,242 $46,514 $322,997 $175,727 $175,727 $203,947 ($151,706) $0 $0 $0 $200 $0 $0 $0 $23,790 $20,126 $22,046 $19,073 $5,519 $5,224 $4,821 $4,523 $3,398 $1,500 $2,426 $2,000 ($118,799) $26,850 $29,293 $25,596 $204,198 $202,577 $205,020 $229,543 $1,370 $1,370 $1,000 $1,000 $0 $1,340 $67 $1,000 $27,101 $100,000 $6 $150,000 $28,471 $102,710 $1,073 $152,000 $138,485 $62,625 $157,433 $31,029 $37,242 $37,242 $46,514 $46,514 Total Cash $175,727 $99,867 $203,947 $77,543 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. 35 COMMUNITY DEVELOPMENT -REVOLVING FUND #2 2 Z 1 . 0210 PROJECTED REVENUEAND FUND SUMMARY BEGINNING CASK 10100 Cash, Operating REVENUES 373020 Loan Proceeds/Principal 373010 Loan Proceeds/ -Interest 371010 Interest Earnings Total Revenue Total Available EXPENDITURES 353 Auditing 711 Redevelopment Total Expenditures ENDING CASH 10100 Cash, Operating Total Cash ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $111,417 $138,794 $139,794 $167,393 $111,417 $138,794 $138,794 $167,393 $14,956 $12,544 $877 $15,527 $11,973 $500 $15,722 $11,778 $1,099 $16,253 $11,247 $1,000 $28,377 $28,000 $28,599 $28,500 $139,794 $166,794 $167,393 $195,893 $1,000 $0 $1,000 $150,000 $0 $0 $0 $150,000 $1,000 $151,000 $0 $150,000 $138,794 $15,794 $167,393 $45,893 $138,794 $15,794 $167,393 $45,893 M BEGINNING CASH 10100 CASH: operating 10150 CASH: Old School Redevelopment REVENUES 331018 CDBG Program -Senior Center CFDA#14.228 371010 Interest/Misc. 373070 Principal payments (Big Sky Manor) 373010 Interest from Loans (Big Sky Manor) Reimburse from Old School TIFs Loan from General Fund (Old School Station) Total Revenue Total Available EXPENDITURES M&O Redevelopment/Grants Total Expenditures ENDING CASH 10100 CASH: operating 10150 CASH: Old School Redevelopment ACTUAL BUDGET r . ti . _. $260,828 $257,052 $257,052 $253,462 $0 $369,184 $369,184 $234,930 $29,613 $2,071 $7,761 $2,060 $327,649 $1,300,000 $30,000 $1,300 $8,024 $1,798 $70,000 $0 $0 $4,046 $7,462 $1,540 $70,000 $0 $0 $2,000 $8,399 $1,422 $50,000 $0 $1,669,154 $111,122 $83,048 $61,821 $1,929,982 $737,358 $709,284 $550,213 $45,281 $1,258,465 $70,795 $350,000 $10,138 $210,754 $42,517 $300,000 $1,303,746 $420,795 $220,892 $342,517 $257,052 $77,379 $253,462 $122,766 $369,184 $239,184 $234,930 $84,930 37 Community Development - Miscellaneous i ,;0 ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 Materials and Services: 211 Grant Administration Expenses/project exp $0 $2,000 $28 $2,000 353 Auditing $0 $1,500 $1,500 $1,000 355 CDBG Senior Center $29,613 $30,000 $0 $0 373 Dues & Training $0 $2,000 $247 $2,000 379 Meetings $0 $1,000 $0 $1,000 396 Studies/Surveys & marketing $9,635 $25,000 $0 $25,000 522 Administrative Transfers $2,000 $4,000 $3,000 $2,000 528 Information Tech. Transfers $2,858 $4,120 $4,188 $8,342 532 Office Rent new bldg $1,175 $1,175 $1,175 $1,175 Total Materials & Services $45,281 $70,795 $10,138 $42,517 Redevelopment: 620 Interest - Old School (from General Fund) $0 $16,250 $16,250 $16,250 790 Redevelopment Activity $0 $150,000 $6,500 $100,000 795 Old School Lot Purchase FY15/Assessment Payments FY168 $1,259,465 $183,750 $188,004 $167,500 Total Grants & Housing $1,258,465 $350,000 $210,754 $283,750 GRAND TOTALS $1,303,746 $420,795 $220,892 $342,517 G i' RURAL DEVELOPMENT LOAN REVOLVING #61-01 FUND: 2887-480-470210 ACTUAL BUDGET ACTUAL BUDGET F'Y14/15 F'Y15/16 EY15/16 F'Y16/17 BEGINNING CASH 10100 CASH: operating $73,907 $194,629 $194,629 $228,280 10140 CASH: loan loss reserve $22,009 $22,009 $22,009 $25,300 Total Cash $95,916 $216,638 $216,638 $253,580 REVENUES PPA - fm 2880 matching loans $79,161 $0 $0 $0 345010 Application/Origination Fees $0 $500 $0 $500 373010 Loan Interest $22,192 $20,366 $20,895 $18,378 371010 Other Interest $451 $400 $564 $400 373030 Principal $41,002 $41,662 $37,608 $43,644 Total Revenue $142,806 $62,928 $59,067 $62,922 Amount Available $238,722 $279,566 $275,705 $316,502 EXPENDITURES Redevelopment Activity $10 $150,000 $51 $150,000 Principal $17,912 $18,092 $18,091 $18,272 Interest $4,162 $3,983 $3,983 $3,803 Total Expenditure $22,084 $172,075 $22,125 $172,075 ENDING CASH 10100 CASH: operating $194,629 $82,191 $228,280 $119,127 10140 CASH: loan loss reserve (6% o/s loans principal) $22,009 $25,300 $25,300 $25,300 $216,638 $107,491 $253,580 $144,427 The purpose of the Revolving Loan Fund (RLF) is to provide gap financing or business retention, expansion or start-up with the focus on job creation. Funding Sources for the RLF come from possible CDBG Economic Development Grants, TIF, Rural Development Intermediary relending Program (IRP) funds and the Community Development Revolving Loan Fund. The department was successful in writing a Rural Development (RD) grant application for $520,000 from the RD Intermediary Relending Program (IRP) on 10/12/04. 39 RURAL DEVELOPMENT LOAN REVOLVING #61-03 :: 4 0 0 PTOJECTED REVENUEAND FUND SUMMARY ACTUAL. BUDGET ACTUAL, BUDGET FY14/15 FY15/16 FY15/16 FY16/17 BEGINNING CASH 10100 CASH: operating $94,214 $179,998 $179,998 $190,596 10140 CASH: loan loss reserve $10,845 $10,137 $10,137 $10,000 Total Cash $105,059 $190,135 $190,135 $200,596 REVENUES PPA - fin 2880 matching loans $72,546 $0 $0 $0 373010 Loan Interest $10,418 $10,041 $10,104 $9,466 371010 Other Interest $329 $250 $498 $250 373030 Principal $11,808 $9,713 $9,884 $10,286 Total Revenue $95,101 $20,004 $20,486 $20,002 Amount Available $200,160 $210,139 $210,621 $220,598 EXPENDITURES 610 Principal Repayment to IRP 61-03 $0 $8,282 $8,057 $8,135 620 Interest Repayment to IRP61-03 $10,025 $1,968 $1,968 $1,890 750 Redevelopment Activity $0 $110,000 $0 $110,000 Total Expenditures $10,025 $120,250 $10,025 $120,025 ENDING CASH 10100 CASH: operating $179,998 $88,171 $190,596 $90,573 10140 CASH: loan loss reserve (6% of o/s prin of loans) $10,137 $10,000 $10,000 $10,000 $190,135 $98,171 $200,596 $100,573 PROGRAM DESCRIPTION The purpose of the Revolving Loan Fund (RLF) is to provide gap financing or business retention, expansion or start-up with the focus on job creation. Funding sources for the RLF come from possible CDBG Economic Development Grants, TIF, Rural Development Intermediary relending Program (IRP) funds and the Community Development Revolving Loan Fund. The department was successful in writing a Rural Development (RD) grant application on 11/27/06 from the RD Intermediary Relending Program (IRP) of which $257,500 was used. EPA BROWNFIELDS ASSESSMENT GRANT FUND: 2953-480-470210/470215 BEGINNING CASH 10100 Cash REVENUE 331090 EPA FUNDING $400,000 Total Revenue Total Available EXPENDITURES 470210-354 Petroleum 470215-354 Hazardous Total Expenditure ENDING CASH Cash $0 $0 $0 $0 $400,000 $0 $0 $0 $400,000 $0 $0 $0 $400,000 $200,000 $200,000 $0 $0 $0 $400,000 $0 $0 $0 $0 The City has been awarded $400,000 for Brownfield Revitalization Project finds to be used for Phase 1 and Phase 11 Environmental Assessments. M EPA BROWNFIELDS REVOLVING LOAN FUND FUND: 2955-480-470210 BEGINNING CASH 10100 Cash REVENUE 331090 EPA Funding Loan Principal and Interest Total Revenue Total Available EXPENDITURES 470210 PETROLEUM 229 Supplies 352 Personnel 353 Fringes 354 Contracted Services 373 Travel 720 Loans 721 Subgrants 725 Revolved Funds 470215 HAZARDOUS SUBSTANCES 229 Supplies 354 Contracted Services 373 Travel 720 Loans 721 Subgrants (FC Jail Project) ACTUAL BUDGET $0 $100,500 $100,500 $100,500 $158,376 $710,213 $221,807 $488,407 $100,500 $258,876 $710,213 $221,807 $488,407 $258,876 $810,713 $322,307 $588,907 $0 $908 $0 $908 $0 $3,505 $0 $3,505 $0 $493 $0 $493 $3,612 $1,605 $0 $1,488 $0 $35 $0 $35 $3,436 $62,354 $0 $62,354 $0 $100,000 $0 $100,000 $0 $100,500 $0 $100,500 $0 $2,458 $0 $1,158 $60,335 $9,921 $0 $88 $290 $5,961 $2,184 $3,778 $0 $314,600 $0 $314,600 $90,703 $208,373 $219,623 $0 $158,376 $810,713 $221,807 $588,907 Cash $100,500 PROGRAM DESCRIPTION The City has been awarded $1,000,000 for a Brownfields Revolving Loan Program accepted 6/20/11. 42 $0 $100,500 $0 BUDGET F'Y16/17 BEGINNING CASH CASH: operating $0 REVENUES 331055 Tiger Grant $10,000,000 365020 FCEDA Contribution 365021 BN Contribution 365022 New Market Tax Credits 383000 Transfer from Westside TIE Total Revenue from sources $10,000,000 Total Available $10,000,000 EXPENDITURES 790 Redevelopment $10,000,000 Total Expenditures $10,000,000 ENDING CASH CASH: operating $0 The City of Kalispell was awarded a $10 million Transportation Income Generating Economic Recovery (TIGER) grant from U.S. Department of Transportation for the Kalispell Core and Rail Redevelopment Project. The project begins with the construction of a rail park at a reclaimed gravel pit, then relocating rail served businesses to the rail park and converting the old rail line through Kalispell into a bike and pedestrian trail and opening up a number of north and south connection streets that are currently blocked by the rail line. 43 BUDGET FY16/17 BEGINNING CASH CASH: operating $0 REVENUES 334012 KIDSPORTS Grant $1,412,000 $1,412,000 365020 KIDSPORTS Match $740,726 Total Available $2,152,726 EXPENDITURES 930 Capital Improvements $2,152,726 $2,152,726 ENDING CASH CASH: operating $0 PROGRAM DESCRIPTION The purpose of this grant, from the Montana Department of Commerce, is to provide funding for the infrastructure necessary to support the development of eight new playing fields at the Kidsports facility. This includes irrigation, water main extension, sewer system extension, stormwater management system and access roads including parking lot areas and approach connections approved by the Department under the Youth Recreational Facilities Grants Program. 44 Page Fund Dept TIFS & OTHER 45-46 2185 Airport TIF $ 1,785,608 47-48 2188 Westside TIF $ 4,095,681 49 2310 Old School Tech TIF $ 57,500 50 2311 Old School Industrial TIF $ 15,000 51 2372 Health $ 992,000 $ 6,945,789 BEGINNING CASH 10100 Cash Total Beginning Cash REVENUES 335230 State Entitlement 371010 Investment Revenue 383001 Transfer from Debt Service Total Revenue Total Available EXPENDITURES Personal Services M & O and Redevelopment Total Expenditures ENDING CASH Cash Carry Over BUDGETACTUAL $603,039 $963,930 $963,930 $1,413,508 $603,039 $963,930 $963,930 $1,413,508 $42,671 $4,659 $450,000 $42,671 $4,500 $450,000 $42,671 $7,891 $450,000 $42,671 $9,000 $350,000 $497,330 $497,171 $500,562 $401,671 $1,100,369 $1,461,101 $1,464,492 $1,815,179 $19,548 $116,891 $23,274 $1,260,274 $22,308 $28,676 $24,765 $1,760,843 $136,439 $1,283,548 $50,984 $1,785,608 $963,930 $177,553 $1,413,508 $29,571 PROGRAM DESCIMPTION 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. m ACTUAL, BUDGET ACTUAL, BUDGET FY14/15 FY15/16 FY15/16 FY16/17 480 470240 Personal Services: FTE's 0.35 0.35 0.35 0.35 110 Salaries $15,939 $19,067 $18,227 $20,256 153 Health $2,365 $2,721 $2,687 $2,935 155 Retirement $1,201 $1,438 $1,394 $1,526 Subtotal $19,505 $23,226 $22,308 $24,717 345 Telephone & Communication $44 $48 $48 $48 Subtotal $44 $48 $48 $48 000 430300 Airport 353 Auditing $1,600 $1,600 $1,600 $1,600 356 Legal Survey/title search/appraisals/ contract services $0 $0 $0 $0 522 Administrative transfer $8,646 $8,674 $8,674 $9,243 840 Redevelopment activity $106,645 $1,250,000 $18,354 $1,750,000 Subtotal $116,891 $1,260,274 $28,628 $1,760,843 Total $136,396 $1,283,548 $50,984 $1,785,608 we WESTSIDE TAX INCREMENT I Is FUND: 2188 110ROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 Operating Total Cash REVENUES 311100 Real Estate Taxes 311200 Personal Property Taxes 312000 Penalty & Interest 335230 HB 124 Entitlement 341015 Developer payment -Depot Place Apt 365015 FCEDA Contributions to Tiger Grant 371010 Investment Earnings Total Revenue Total Available EXPENDITURES Loan Revolving Funds Distribution or Redevelopment Total Expenditures ENDING CASH Operating BUDGETACTUAL $3,165,679 $4,008,568 $4,008,568 $3,946,859 $3,165,679 $4,008,568 $4,008,568 $3,946,859 $835,159 $0 $9,176 $260,000 $9,248 $8,500 $21,890 $20,000 $1,115 $400 $357 $0 $243,128 $244,000 $243,128 $243,128 $11,320 $6,500 $8,461 $8,500 $0 $0 $2,550 $0 $24,168 $21,000 $28,073 $30,000 $1,124,138 $280,400 $312,635 $561,628 $4,289,817 $4,288,968 $4,321,203 $4,508,487 $0 $1,500,000 $0 $0 $281,249 $2,585,448 $374,344 $4,095,681 $281,249 $4,085,448 $374,344 $4,095,681 $4,008,568 $203,520 $3,946,859 $412,806 PROGRAM DESCRIPTION The Westside Urban Renewal District was created to help redevelop the Gateway Mall area and assist with the Storm drainage problems in the area. Ordinance 1704 expanded and extended the life of the Westside Urban Renewal District for 25 years with the sale of an Urban Renewal Note in the amount of $500,000 to Rocky Mountain Bank, The District has since been expanded to include the Core Area Redevelopment Boundary. :N ESTSIDE TAX INCREMENT DISTRICT FUND: 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 522 Administrative Transfer 710 Loan Revolving Funds 720 Redevelopment Subtotal 470240 Tiger Grant Activity 720 Tiger Grant Redevelopment Total EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 FTE'S 0.66 0.66 0.66 0.65 $34,246 $39,760 $37,673 $43,983 $4,519 $5,161 $4,989 $5,558 $2,582 $2,989 $2,878 $3,337 $41,347 $47,910 $45,540 $52,877 $2,000 $2,000 $2,000 $2,000 $189 $0 $0 $5,000 $0 $0 $192 $0 $32,000 $32,340 $32,340 $32,340 $3,120 $3,198 $3,198 $3,464 $0 $1,500,000 $0 $0 $202,593 $2,500,000 $233,689 $0 $239,902 $4,037,538 $271,419 $42,804 $0 $0 $57,385 $4,000,000 $281,249 $4,085,448 $374,344 $4,095,681 BEGINNING CASK 10100 Operating Cash -Redevelopment REVENUES 311110 Real Estate Property Taxes 311200 Personal Property Taxes 315000 Penalty & Interest 335230 HB124 Entitlement 371010 Investment Earnings 383001 Transfer from Debt Service -Reimburse Total Revenue Total Available EXPENDITURES 354 Contract Services- Bond Counsel 355 Glacier Investment Reimbursement 356 FED -EX Reimburement/Developer agreement 820 Operating Transfer -FYI 4 Debt Service/FYI 5 Comm. Dev Total Expenditures ENDING CASH ACTUAL, BUDGET ACTUAL, BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $13,209 $25,429 $25,429 $9,730 $128,974 $63,000 $57,376 $57,000 $3,989 $3,989 $5,221 $5,000 $417 $0 $328 $0 $3,057 $3,056 $3,057 $3,056 $182 $50 $172 $100 $180,366 $0 $0 $0 $316,985 $70,095 $66,154 $65,156 $330,194 $95,524 $91,583 $74,886 $0 $0 $0 $0 $11,589 $12,000 $11,215 $11,500 $16,886 $17,000 $10,638 $11,000 $276,290 $60,000 $60,000 $35,000 $304,765 $89,000 $81,853 $57,500 10100 Operating Cash -Redevelopment $25,429 $6,524 $9,730 $17,386 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. 19 STATION2311 OLD SCHOOL .. . It: 2311-480-470210 ACTUAL BUDGET ACTUAL, BUDGET FY14/15 FY15/16 FY15/16 FY16/17 BEGINNING CASH 10100 Cash Operating -Redevelopment $0 $12,927 $12,927 $12,427 REVENUES 311100 Real Estate Taxes $18,732 $6,500 $9,183 $9,000 312000 Penalty & Interest $177 $100 $317 $100 383001 Transfer from Debt Service -Reimburse $53,378 $0 $0 $0 Total Revenue $72,287 $6,600 $9,500 $9,100 Total Available $72,287 $19,527 $22,427 $21,527 EXPENDITURES 820 Operating Transfer-FY14 Debt Service/FYI 5 Comm. E $59,360 $10,000 $10,000 $15,000 Total Expenditures $59,360 $10,000 $10,000 $15,000 ENDING CASH 10100 Operating Cash -Redevelopment $12,927 $9,527 $12,427 $6,527 PROGRAM DESCRIPTION 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 HEALTH -permissive v FUND: 23 72-400-521000-810 VENUE PROJECTION 18.5 23.0 23.0 26.0 ACTUAL, BUDGET ACTUAL. BUDGET FY14/15 FY15/16 FY15/16 FY16/17 BEGINNING CASH 10100 Cash on Hand REVENUE 311100 Real Estate taxes 311200 Personal Property taxes 312000 Penalty & Interest 335230 Entitlement Total Revenue Total Available EXPENDITURES 521000-810 Health Insurance -transfer to General Fund 521000-810 Health Insurance -transfer to PARKS $ 41,055 $ 104,057 $ 104,057 $ 53,147 $ 758,265 $ 855,000 $ 945,333 $ 954,000 $ 15,885 $ 15,000 $ 16,427 $ 16,000 $ 2,468 $ 2,500 $ 1,305 $ 1,000 $ 21,384 $ 22,132 $ 22,025 $ 22,025 $ 798,002 $ 894,632 $ 885,090 $ 993,025 $ 839,057 $ 998,689 $ 989,147 $ 1,046,172 $ 665,000 $ 950,000 $ 850,000 $ 901,000 $ 70,000 $ 86,000 $ 86,000 $ 91,000 $ 735,000 $ 936,000 $ 936,000 $ 992,000 Cash Carry over $ 104,057 $ 62,689 $ 53,147 $ 54,172 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. 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, currently $985 per employee, it is not necessary to adjust for single, married, 2 party, etc. The calculation takes into account the number of employees. 51 Page Fund 1 various Debt Service Funds $ 1,615,327 CAPITAL PROJECT FUNDS 2 4290 Sidewalk & Curb Construction $ 25,000 3 4150 Fire Pumper $ 500,000 Total Capital Project Funds $ 525,000 MUM CASH REVENUE EXP. CASH RATE FUND 7/1/2016 ANTICIPATED PROJECTION 6/30/2017 3.83% 2005 AIRPORT TIF (Fund 3185) $2,000,000 15 yr $243,224 $525,500 $528,483 $240,241 4.85% NEW CITY HALL (Fund 3170) $7,641 $90,000 $96,748 $10,893 1.59% 2012 G. O. BOND $4,145,000 10 yr $38,024 $485,500 $506,838 $16,686 4% V 2012 WESTSIDE TIF (Fund 3188) $ 500,000 25 yr $172 $32,340 $32,280 $232 $1,133,340 $1,154,349 $268,052 Bond Totals $289,061 6.00% 2007 S&C $ 15,407 $400 $0 $400 $0 3.50% 2008 S&C $ 8,980 $117 $1,160 $1,277 $0 3.50% 2009 S&C $ 7,629 $99 $1,020 $1,016 $103 3.25% 2010 S&C $ 942 $10 $129 $128 $11 3.25% 2011 S&C $ 5,792 $68 $818 $911 $75 3.25% 2012 S&C $ 3,982 $63 $585 $579 $69 3.25% 2013 S&C $17,472 $0 $2,643 $2,610 $33 3.25% 2014 S&C $ 7,845 $130 $1,221 $1,204 $147 4.00% 2015 S&C $9,272 $0 $1,715 $1,646 $69 $9,291 $9,670 $508 S& C Totals $887 3500 DEBT SERVICE REVOLVING FUND $57,466 $850 $0 $58,316 5.60% 2001 SID 343 - Sunnyview KRMC $1,519,500 20 yr $63,782 $92,100 $93,040 $62,842 5.27% 2006 SID 344 - Old School Station $4,520,000 20 yr $404,038 $270,000 $337,633 $336,405 SID 344 - 3500 BOND RESERVE $226,000 $0 $0 $226,000 3.50% 2013 SID 345 - The "Willows" $ 228,000 15 yr $22,651 $23,108 $20,635 $25,124 $386,058 $451,308 $708,687 SID Totals $773,937 Total $1,063,885 $1,528,689 $1,615,327 $977,247 For a comprehensive list of the City of Kalispell debt, see page 14 of the Exhibits section. SIDEWALK & CURB CONSTRUCTION ACCOUNT# 4290-4 10 PURPOSE OF THIS FUND: Why does this fund exist? This program is a means of encouraging the replacement of deteriorating sidewalks in order to maintain a safe pedestrian network. GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 1. Provide the means for residents to participate in a cost sharing program for sidewalk improvements, 2. Provide the City and its residents access to competitive bids for sidewalk replacement. The FY 17 budget represents a plan to continue the 50150 curb and sidewalk program to encourage the replacement of deteriorating curbing and sidewalks to create a more aesthetically pleasing and functional pedestrian community. SIDEWALK CONSTRUCTION ,. 4290-410-430234-937 BEGINNING CASH 10100 Cash: REVENUES 381004 Proceeds S & C Warrants Total Revenue Total Available EXPENDITURES 937 Sidewalk Construction Costs ENDING CASK 10100 Cash: BUDGETACTUAL j, f 1 1 . $0 $0 $0 $0 $10,885 $25,000 $11,724 $25,000 $10,885 $25,000 $11,724 $25,000 $10,885 $25,000 $11,724 $25,000 $10,885 $25,000 $11,724 $25,000 $0 $0 $0 $0 2 FIRE PUMPER 4150-416-420400 PROJECTED REVENUE/EXPENDITURE AND FUND SUMMARY BUDGET FY16/17 BEGINNING CASH 10100 CASH: operating $0 REVENUES 380000 Revenue - Financing $500,000 Total $500,000 Total Available $500,000 EXPENDITURES 944 Capital Outlay - Pumper Truck $500,000 0snn nnn ENDING CASH CASH: operating $0 Replacement of a fire pumper. 3 Page Fund Dept 1-2 5160 Airport $ 166,065 3-9 5210 Water $ 6,739,283 10-15 5310 454 Sewer Operations & Billing $ 3,839,183 16-20 5310 455 Waste Water Treatment Plant $ 6,119,085 21-25 5349 Storm Sewer $ 2,312,303 26-28 5510 Solid Waste $ 1,246,620 Total $ 20,422,539 AIRPORT ACCOUNT # 5160-430 PURPOSE OF THIS DEPARTMENT: Why does this department exist? The Kalispell City Airport is part of the overall transportation system for the City of Kalispell, serving both recreational and commercial interests with an optional mode of transportation. W 21 In fiscal year 2014, municipal voters rejected a ballot issue to move forward with improvements to the airport as identified in the adopted airport master plan. That action has initiated an effort to update the Urban Renewal Plan from which the improvments were originally identified. The outcome of this plan will likely guide future decisions related to airport maintenance and development efforts. AIRPORT ENTERPRISE FUND -operations 1 . t t U r „� I', iT� BEGINNING CASH 10100 Cash - Operations REVENUES 343062 Commercial Fees 343069 Hangar Leases 343071 Hangar Site Leases (3%) 343101 FBO Lease - Red Eagle Aviation (2%) 343102 Ground Leases (Hilton) (3%) 343620 Fuel Tax 365010 Misc. 371010 Investment Earnings Total Revenue Total Available EXPENDITURES Airport Operations Depreciation Total Expenses add back unfunded depreciation ENDING CASH 10100 Cash: Operating ACTUAL. BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $101,257 $125,851 $125,851 $147,071 $101,257 $125,851 $125,851 $147,071 $13,126 $10,000 $11,032 $10,000 $12,000 $11,000 $12,000 $11,000 $18,034 $17,510 $18,627 $17,510 $17,821 $17,734 $18,150 $19,145 $12,441 $12,814 $12,814 $13,198 $6,416 $5,000 $5,226 $5,000 $2,101 $0 $0 $0 $902 $850 $1,084 $1,000 $82,841 $74,908 $78,933 $76,853 $184,098 $200,759 $204,784 $223,924 $58,247 $68,880 $57,713 $68,147 $97,918 $97,918 $97,918 $97,918 $156,165 $166,798 $155,631 $166,065 $97,918 $97,918 $97,918 $97,918 $125,851 $131,879 $147,071 $155,777 1 AIRPORT ENTERPRISE FUND-operationS FUND:.00. Maintenance & Operations: 210 Supplies. postage, small equip 341 Electricity 345 Telephone/ cell 354 Contract Services - Airport Management 356 Contract Services - Other 362 Repair & Maintenance - Equip/Lights, etc 373 Dues & Training 390 Equipment Rental 510 Property & Liability Ins. 522 Administrative Transfer 528 Information Tech Transfer Subtotal 820 Depreciation (unfunded) Total 11,004"W'D1063 ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $0 $1,000 $0 $1,000 $1,605 $1,500 $1,505 $1,500 $0 $0 $0 $0 $36,000 $36,000 $36,000 $36,000 $5,395 $7,500 $4,700 $7.500 $1,096 $10,000 $2,836 $10,000 $0 $0 $0 $0 $835 $1,000 $840 $1,000 $6,418 $6,500 $6,418 $6,500 $5,469 $3,320 $3,320 $2,562 $1,429 $2,060 $2,094 $2,085 $58,247 $68.880 $57,713 $68.147 $97,918 $97.918 $97,918 $97,918 $156,165 $166,798 $155,631 $166,065 PURPOSE OFT IS DEPARTMENT: Why does this department exist? To provide safe, potable and palatable water for the needs of the domestic, commercial and industrial consumers. I I7;�1 �_�.71Y►� 1�1�Y1� �:�1:7.Y�]►1►1�1I��dll �Y Y=�11 .20 Public Works Director .25 City Engineer .15 Budget Resource Manager .25 Construction Manager .20 Administrative Coordinator .20 Engineer 1I .05 Road and Fleet Superintendent .20 Administrative Assistant .10 General Laborer .60 Utility Management Superintendent .40 Engineer Il .25 Engineering Tech/GIS/IT Support 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 GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 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. 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. 4th Ave E's water main replacement project will be in coordination with a street reconstruct and drainage improvements enabling cost savings for one major infrastructure project. Modeling and water demands will continue to be assessed for the optimum location and scheduling of a new water source to meet the needs of new development demands. ATER FUND (OperationsBilling) FUND: 0, 4 ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 BEGINNING CASK 10100 Operating Cash $3,328,859 $3,659,909 $3,659,909 $5,158,998 10120 Impact Fee Cash $887,470 $910,706 $910,706 $1,063,170 10125 Meter Replacement Cash $205,975 $298,802 $298,802 $362,329 10127 Capital & Emergency Reserve -Target $400,000 $400,000 $400,000 $400,000 $400,000 10130 Bond Reserves (restricted cash) $411,258 $358,400 $358,400 $359,400 $5,233,562 $5,627,817 $5,627,817 $7,342,797 REVENUES 343210 Metered Water Sales (billed) (10100) $2,849,174 $2,810,000 $3,249,861 $2,850,000 343230 Meter Replacement Fee (10125) $99,587 $98,000 $105,950 $98,000 343225 Impact Fees (10120) (adj for receivable- $4,094) $233,813 $285,000 $396,998 $285,000 343365 Impact FeeAdmin (10100) $12,306 $15,000 $20,895 $15,000 343260 Misc.-Installation/Reconnect/Tag fees (10100) $73,543 $50,000 $137,229 $74,000 371010 Interest Earnings (10100) $33,049 $32,400 $41,500 $41,500 Interest Earnings -Impact Fee Cash (10120) $6,000 $3,600 $7,468 $4,500 Bonded Debt $0 $0 $0 $2,435,627 Total Revenue $3,307,472 $3,294,000 $3,959,901 $5,803,627 Total Available $8,541,034 $8,921,817 $9,587,718 $13,146,424 EXPENSES EXPENSES FROM RATES $2,689,880 $2,457,990 $1,950,496 $2,305,466 Expenses from Meter Cash (10125) $6,760 $223,240 $42,423 $110,000 Capital Outlay - from Impact Fees (10120) $16,577 $840,623 $52,002 $835,346 Capital Outlay / Bonded Debt $0 $494,000 $0 $2,435,627 Debt Service -from Impact Fees (10120) $200,000 $200,000 $200,000 $200,000 Depreciation $840,000 $840,000 $840,000 $852,844 Total All Departments $3,753,217 $5,055,853 $3,084,921 $6,739,283 add back depreciation/other noncash exp (rent fyl7) $840,000 $840,000 $840,000 $852,844 ENDING CASK 10100 Operating Cash $3,659,909 $3,615,319 $5,158,898 $5,833,932 10120 Impact Fee Cash $910,706 $158,683 $1,063,170 $317,324 10125 Meter Replacement Cash $298,802 $173,562 $362,329 $350,329 10127 Capital & Emergency Reserve -Target $400,000 $400,000 $400,000 $400,000 $400,000 10130 Bond Reserves (restricted cash) $358,400 $358,400 $358,400 $358,400 Total cash $5,627,817 $4,705,964 $7,342,797 $7,259,985 3 .1� Personal Services Water Billing Water Operations Subtotal Maintenance & Operations Water Billing Services Water Operations Subtotal Capital Outlay from Rates: Water Operations Subtotal Debt Service from Rates: Water Subtotal Total ACTUAL BUDGET ACTUAL UDGET F'Y14/15 I FY15//16 I FY15/16 I FY16117 J $107,260 $150,144 $133,218 $153,887 $798,662 $912,435 $862,654 $946,521 $905,922 $1,062,579 $995,872 $1,100,408 Capital Outlay - Bonded Project Capital Outlay - Meter Replacement funds:(10125) Capital Outlay - from Impact Fee Funds: (10120) Debt Service -from Impact Fees: (10120) Depreciation (non -cash item) Total $72,370 $132,173 $107,014 $127,372 $589,071 $742,804 $536,041 $769,096 $661,441 $874,977 $643,055 $896,468 $889,916 $466,153 $256,939 $269,448 $889,916 $466,153 $256,939 $269,448 $232,600 $232,600 $2,689,879 $54,281 $54,281 $2,457,990 $254,630 $254,630 $2,150,496 $51,986 $51,986 $2,318,310 $0 $494,000 $0 $2,435,627 $6,760 $223,240 $42,423 $110,000 $16,577 $840,623 $52,002 $835,346 $200,000 $200,000 $200,000 $200,000 $840,000 $840,000 $840,000 $840,000 $3,753,216 $5,055,853 $3,284,921 $6,739,283 WATER OPERATIONS FUND: 5210-447-43 0550 Personal Services: FTE's ACTUAL BUDGET ACTUALBUDGET ,: , e 12.80 1180 12.80 12.80 110 Salaries & Wages $625,620 $690,169 $673,814 $702,293 111 Seasonal Salaries $687 $5,000 $0 $5,000 112 Severance $0 $1,500 $0 $0 121 Overtime/CallOuts $15,474 $20,000 $7,161 $20,000 153 Health Insurance $110,945 $146,271 $132,362 $168,225 155 Retirement - PERD $45,936 $49,495 $49,317 $51,002 Subtotal $798,662 $912,435 $862,654 $946,521 Maintenance & Operations: 210 Office Supplies/Equip/Computers/ GIS $10,507 $11,000 $7,466 $11,000 218 Equip. (non-capital)/Safety Equip & Supplies $6,008 $8,500 $5,698 $8,500 226 Chlorine & Chemical $36,287 $38,000 $27,180 $38,000 229 Other Supplies/Janitorial/Consumable Tools $3,645 $4,500 $2,709 $4,500 231 Gas & Oil $27,347 $38,000 $19,437 $38,000 312 Postage & Printing $528 $4,000 $315 $4,000 336 Licenses / Public Water Supply Fee $16,621 $18,000 $15,680 $18,500 341 Electricity $137,007 $139,000 $144,055 $150,000 344 Natural Gas $10,813 $15,500 $8,254 $15,500 345 Communications $8,535 $9,000 $10,164 $9,000 349 Lab Services $11,473 $22,000 $8,337 $26,000 353 Auditing $5,000 $5,000 $5,000 $5,000 354 Contract Services $42,800 $55,000 $25,715 $65,000 356 Consultants-Wtr Rights Acquisition/Wtr Modeling $11,200 $25,000 $14,934 $25,000 362 Repair & Maint./Equip Maint/Radios/Equip Rental $7,787 $15,000 $3,575 $15,000 366 Building & Grounds Maintenance $1,303 $12,000 $2,600 $12,000 373 Dues & Training $8,141 $9,000 $7,152 $9,000 388 Medical/Drug Testing $435 $800 $255 $800 410 Construction Materials $29,553 $35,000 $16,332 $35,000 422 Hydrants $12,243 $8,000 $7,049 $8,000 423 Materials - Mains $7,690 $12,000 $8,686 $14,000 424 Materials - Service lines $13,572 $16,000 $4,389 $14,000 0 WATER OPERATIONS 5210-447-430550 ACTUAL, BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 Maintenance & Operations Continued: 510 Property & Liability Ins. $23,144 $25,000 $22,452 $15,468 512 Uninsured Loss -Deductible & Goodwill Expendil $145 $15,000 $8,354 $10,000 521 Central Garage Transfer $14,248 $18,130 $18,130 $23,855 522 Administrative Transfer $104,561 $98,426 $98,426 $103,473 528 Information Tech. Transfer $22,864 $32,964 $33,500 $36,000 532 Office Rent/Lease Pymnt (Silverbrook Well) $9,145 $7,984 $7,076 $9,500 Subtotal $589,071 $742,804 $536,041 $769,096 490200 610/620 Principal, Interest, Fiscal Fees $432,600 $254,281 $254,630 $251,986 Capital Outlay - Operating funds (rates): 921 Sand/Cold Mix Storage Shed $0 $25,771 $0 $25,771 922 USFS Bldg & Property Aquisiton/Repair $0 $0 $0 $32,978 935 Sheepherders Tank Mixer $10,509 $0 $0 $0 936 Noffsinger Spring Generator - Carryover $0 $90,000 $0 $90,000 937 Sheepherder Backup Power $10,694 $5,157 $179 $0 938 Lower Zone Reservoir Imprvmnts $0 $0 $0 $0 940 Machinery & Equipment $0 $0 $0 $0 944 Water Maintenance Vehicle $0 $0 $0 $0 947 US 93 N. Utility Relocate $15,709 $11,634 $2,175 $0 950 4th Ave EN Wtr Main Replc $651,990 $0 $0 $0 951 SCADA Upgrades $5,283 $15,000 $10,307 $15,000 953 Shop Complex Pavement Restoration $0 $0 $0 $30,552 958 2nd Ave. E. Main - Carryover $0 $216,976 $171,829 $45,147 959 Parks Metering Phase I $0 $0 $0 $30,000 962 S. Woodland Dr. System Imprvmnts $0 $0 $0 $0 963 Abandon 2" wtr line $0 $0 $0 $0 964 2nd Ave WN Waterline Replacement $0 $0 $0 $0 967 2nd Ave WN Main -MT to WA $190,409 $41,615 $26,688 $0 968 Depot Well Revitalization $5,322 $0 $0 $0 970 Old School Well Sand Separator $0 $20,000 $15,392 $0 971 Westview Well VFD Upgrade $0 $40,000 $30,369 $0 Subtotal $889,916 $466,153 $256,939 $269,448 I WATER OPERATIONS 5210-447-430550 ACTUAL. BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 Capital Outlay -Bonded: 969 4th Ave E. Main Replc Phase 1-4 430555 Capital Outlay -Impact Fee Funds (010120): 941 Meters 930 Contract Main Upsize (Impact fee Acct) 953 Develop Wtr Supply Section 36 Well-CarryoN Subtotal 430550 Capital Outlay -Meter Funds (010125): 948 Meters -Replacement $ subtotal Subtotal 510400-831 Depreciation Expense Total Water Facilities 430560 Water Billing $0 $494,000 $0 $2,435,627 $16,577 $64,623 $42,223 $45,600 $0 $150,000 $9,779 $150,000 $0 $626,000 $0 $639,746 $16,577 $840,623 $52,002 $835,346 $6,760 $223,240 $42,423 $110,000 $6,760 $223,240 $42,423 $110,000 $840,000 $840,000 $840,000 $840,000 $3,573,586 $4,773,536 $2,844,689 $6,458,024 Personal Services: FTE's 2 2.5 2.5 2.5 110 Salaries & Wages $85,114 $107,610 $98,092 $108,823 112 Severance $0 $1,500 $0 $0 153 Health Insurance $15,817 $33,020 $27,754 $36,839 155 PERD $6,330 $8,014 $7,372 $8,225 Subtotal $107,261 $150,144 $133,218 $153,887 Maintenance & Operations: 210 Office Supplies/Computers $1,839 $5,000 $6,112 $2,500 353 Auditing $2,020 $2,020 $2,000 $2,000 354 Contract Services $0 $1,500 $0 $3,000 355 Postage/Other Billing Costs $29,813 $70,000 $49,003 $70,000 373 Dues & Training $485 $2,500 $2,246 $2,500 522 Administrative Transfer $7,511 $7,731 $7,731 $7,950 528 Information Tech. Transfer $22,864 $37,000 $33,500 $33,000 532 Office Rent $7,838 $6,422 $6,422 $6,422 Subtotal $72,370 $132,173 $107,014 $127,372 Total Billing $179,631 $282,317 $240,232 $281,259 Grand Total Water Fund $3,753,217 $5,055,853 $3,084,921 $6,739,283 7 FUND: 5 210 -44 7-4 3 0 5 5 0/ 5 6 0 Line Item Detail: Water Fund 349 Lab Services & Sampling Supplies - $26,000 Line item includes $10,000 to purchase nine sampling stations for bac-T and chlorine residual testing which will assist with compliance of the new requirements of Federal Clean Water Act's Total Coliform Rule. 354 Contract Services - $65,000 This line item covers the cost of annual contracts, i.e., U-dig fees, generator testing and maintenance, coveralls, and estimated electrical and system repairs. Increased $10,000 to complete a water storage tank inspection and cleaning. The inspection will be completed by a fully disinfected dive team in accordance with AWWA standards. Inspections are recommended every five years and include an interior and exterior structural, sanitary, safety, security and coating condition review. Capital Outlay: Operating Funds (Rates) 921 Sand/Cold Mix Storage Shed - FY16 Carryover $25,771 This project replaces the current shed that is showing signs of structural failure, rot and decay. The concrete base is also cracked and has been repaired in the past. The new sand shed will be designed to cover the gravel stockpile, cold mix, and sanding materials Cost shared between/Street, Water, Sewer, & Storm - Total Project Cost $103,084 936 Noffsinger Spring Emergency Generator Replacement - FY 16 Carryover 590,000 Replace the old emergency generator which is currently inside the shop area, with a new emergency generator located outside and above flood stage elevation. During our 2010 safety/building/fire audit many deficiencies were pointed out about the generator being at its current location, with no containment area for either the generator or the fuel system, proper venting is a large problem, no seismic bracing to prevent roll over, fire protection and accessibility. The age of the generator makes it more and more difficult to find replacement parts. By replacing this generator it reduces chances of fire and safety of workers from inside the shop area and meets the Fire Department safety audit requirements. A new generator also increases efficiency and reliability. A Grant application has been submitted to supplement the funding of the replacement generator. The Emergency Backup Grant, will contribute 75% of the replacement cost (W-EX-160). 951 SCADA System Upgrade/Improvements - 515,000 The SCADA system utilizes complex software to operate, control, and monitor water system facilities. This continued allocation ensures funding for all unforeseen upgrades and maintenance to the SCADA system and supporting equipment (W-EX-155). 953 Shop Complex Pavement Restoration - $30,552 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 $152,760 N. Line Item Detail: continued Capital Outlay: Operating Funds (Rates) Cont. 958 2nd Ave East Main Replacement & Upsize -Carryover $45,147 This project replaces an undersized 2" dead end water main with approximately 800' of 8" PVC water main. The proposed water main will continue from the dead-end and loop to 3rd Ave E. providing added fire hydrants and increase fire flows to the area (W-EX-40). 959 Parks Metering- Phase 1- $30,000 Installation of water meters, meter pits, and backflow prevention in the City's parks. Metering City parks irrigation will allow for analysis of production and demand of water production system. The data will enhance our cost of service analysis and the need for implementation of new water production wells. The project will be completed over two phases. (W-EX-176). Capital Outlay: BONDED PROJECT 969 4th Avenue East Main Replacement - Appropriation $1,941,627, FY16 Carryover $494,000 This bonded project constitutes replacement of 14 blocks of water main from Center St to 141' St E. The existing 8"/6" cast iron water main was installed between 1925 and 1930, and is at the end of its design service life. The 85 plus year old pipe is corroding, creating multiple main breaks throughout this section of pipe in the past several years. The water project will be coordinated with the street and storm CIPs for road and drainage improvements (W-EX-21). Capital Outlay - Impact Fee funds (10120) 930 Contract Main Upsize - $150,000 $150,000 - Funds required for small city requested upsizing of private development infrastructure (W-EX-1 19). 941 Meters - $45,600 New Services 953 Construct Grossweiler Well -Carryover $626,000; New Appropriation $13,746 -Total Cost $639,746 As growth and water demand increase, new wells are required to meet the firm and peak demands of the City. The development of Grossweiler well, would be sufficient to meet the projected growth demand and Public Water Supply requirements stipulated by MDEQ. The Grossweiler well is located adjacent to the DNRC/DEQ/911 Center complex on Stillwater Road. This project is funded 100% with impact fees. Capital Outlay - Meter funds (010125) 948 Meters - $110,000 Meter replacement Zr, SEWER DEPARTMENT . ACCOUNT0 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: (5.55 FTE) .20 Public Works Director 1 WWTP Manager .10 City Engineer 1 Assistant WWTP Manager .15 Budget Resource Manager 4 WWTP Operators .10 Administrative Coordinator 2 WWTP Chemists SEWER DEPARTMENT PERSONNEL: (6.55 FTE & 1 Unfunded FTE) 15 Public Works Director .25 Engineering Tech/GIS/IT Support 15 City Engineer 2.5 Sewer Maintenance Technician 15 Budget Resource Manager 1 Vacant/Unfunded Swr Maint. Technician 25 Construction Manager 20 Administrative Coordinator 20 Engineer II 20 Administrative Assistant 05 Road and Fleet Superintendent 25 Accounts Payable Clerk at .50 Storm/Sewer Maintenance Supervisor .05 Assessment Coordinator .50 Meter Reader .75 Utility Billing Clerk .25 Finance Director .15 City Accountant To protect the health of the community by discharging wastewater that meets state and federal regulations. 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. ► 11 �1►`i17t�11XIIa 0MUT100 a1:7�� The wastewater budget provides for routine maintenance and replacement of equipment and piping within the collection system and wastewater treatment plant (WWTP). This year's budget continues the collection system improvements necessary to improve conveyance, lift station communication, collection system reliability, and new equipment to perform cost saving in-house pipe repairs. The WWTP allows for the execution of building maintenance projects, inspections and replacement or repair projects for the secondary digesters, permit compliance for Temperature TMDL and WQ Standards, and alternative review for future bio-solids disposal. SEWER- SANITARY OPERATIONS, BILLING, WASTEWATER TREATMENT FUND: 1 ACTUAL BUDGET ACTUAL BUDGET EI'14/I5 EYI5/16 FY15/16 FY16/17 BEGINNING CASH 10100 Operating $1,597,444 $2,102,614 $2,102,614 $3,101,221 10123 SANITARY Sewer Impact Fee Inv. Account $2,184,570 $1,646,779 $1,646,778 $1,867,844 10124 WWTP Impact Fee Inv. Account $409,413 $463,469 $463,469 $471,378 10125 WWTP Equipment Repl/Evergreen $1,531,873 $1,221,608 $1,221,608 $1,448,800 1013s: Bond Reserves/ Operating reserve $1,299,313 $1,299,313 $1,299,313 $1,299,313 $7,022,612 $6,733,732 $6,733,782 S8,188,556 REVENUES 343310 SEWERSERVICE-billed(10100) $4,272,036 $4,300,000 $4,642,075 $4,400,000 343360 Misc. ; (10100) $28,967 $5,000 $20,308 $15,000 343330 Impact Fee/Hookup-Sanitary (10123) $206,370 $209,000 $695,702 $209,000 343330 Admin Impact Fees Sanitary (10100) $10,862 $11,000 $36,616 $11,000 343335 Impact Fee/Hookup-WWTP (10124) $276,556 $285,000 $370,362 $285,000 343335 Admin Impact Fees WWTP (10100) $14,556 $15,000 $19,493 $15,000 371010 Interest -operations (10100) $25,870 $19,000 $28,000 $30,000 Interest-WWTP/Evergreen (10125) $7,500 $7,000 $10,500 $7,500 Interest-WWTP Impact Fee Acet. (10124) $2,500 $1,000 $4,388 $2,500 Interest -Sanitary Impact Fee Invest. Aect. (10123) $15,000 $19,000 $14,000 $10,000 Total Revenue $4,860,217 $4,871,000 $5,841,444 $4,985,000 Total Available $11,882,829 $11,604,782 $12,575,226 $13,173,556 EXPENSES EXPENSES FROM RATES $3,839,295 $4,670,369 $3,747,885 $4,759,515 Capital Outlay City/Evergreen Funds (10125) $729,364 $801,733 $209,810 $1,452,678 Capital Outlay / Bonded Debt $7,823 $0 $0 $0 Capital Outlay - from Sanitary Impact Fee funds (10123): $664,162 $1,652,054 $535,477 $1,168,232 Debt Service From Sanitary Impact fees (10123): $95,000 $95,000 $95,000 $95,000 Debt Service From Treatment Impact fees (10124): $225,000 $225,000 $225,000 $225,000 Depreciation (non cash expense)/Rent FY l7 $2,245,000 $2,245,000 $2,245,000 $2,257,844 Total Expenses $7,805,647 $9,689,156 $7,058,172 $9,958,269 Add depreciation/other non cash exp to cash $2,245,000 $2,245,000 $2,245,000 $2,257,844 Add cash distribution to Evergreen/City 10125 from 10100 $41 1,599 $411,599 $426,502 $450,000 ENDING CASH 10100 Operating $2,102,614 $1,782,245 $3,101,221 $2,812,706 10123 SANITARY Impact Fee Inv. Account $1,646,778 $127,724 $1,867,844 $823,612 TP WTP Impact Fee Inv. Account WW $463,469 $524,469 $471,378 $533,878 10125 WWTP Equipment Replacement/Evergreen $1,221,608 $838,474 $1,448,800 $453,622 1013x Bond Reserves (restricted funds) $1,299,313 $1,299,313 $1,299,313 $1,299,313 $6,733,782 $4,572,225 $8,188,556 S5,923,131 10 SEWER ®BILLING SUMMARY FUND: 5310-454-430620-630/455-430640 EXPENSE SUMMARY ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 Personal Services: Sewer billing $87,913 $125,186 $113,518 $128,760 Sanitary Sewer $309,008 $340,170 $324,710 $341,569 WWTP & LAB $611,199 $761,501 $649,989 $732,667 Subtotal $1,008,120 $1,226,857 $1,088,217 $1,202,998 Maintenance & Operations: Sewer Billing services $72,476 $130,779 $106,606 $123,477 Sanitary Sewer $352,051 $441,998 $307,937 $372,304 WWTP & Lab $742,073 $992,433 $781,324 $933,684 Subtotal $1,166,600 $1,565,210 $1,195,867 $1,429,465 Capital Outlay from rates: Sanitary Sewer Operation $312,534 $605,299 $176,196 $788,195 WWTP & Lab $72,298 $0 $0 $40,000 Subtotal $384,822 $605,299 $176,196 $828,195 Debt Service from rates: Sanitary Sewer $1,889 $1,434 $1,134 $1,646 WWTP $866,265 $859,967 $859,967 $860,055 Subtotal $868,154 $861,401 $861,101 $961,701 City/Evergreen Replacement funded from rates: $411,599 $411,599 $426,502 $450,000 Total $3,839,295 $4,670,367 $3,747,885 $4,772,359 Capital Outlay - Other funds: WWTP Bonded Debt $7,823 $0 $0 $0 WWTP (10125) City/Evergreen account $729,364 $801,733 $209,810 $1,452,678 Capital Outlay -from impact Fee funds: Sanitary Sewer(101: $664,162 $1,652,054 $535,477 $1,168,232 Debt Service -from Impact Fees Sanitary Sewer (10123) $95,000 $95,000 $95,000 $95,000 WWTP (10124) $225,000 $225,000 $225,000 $225,000 Depreciation (non -cash item) Sanitary $820,000 $820,000 $820,000 $820,000 Depreciation (non -cash item) WWTP $1,425,000 $1,425,000 $1,425,000 $1,425,000 Total $7,805,645 $9,689,156 $7,058,172 $9,958,269 11 SEWER - OPERATIONS FUND: 5310-454-430630 Personal Services: FTE's 110 Salaries & Wages 112 Severance 121 Overtime 153 Health Insurance 155 Retirement - PERD Subtotal Maintenance & Operations: 210 Office Supplies/Equip/ Computer Supplies/GIS 218 Equipment (Non Capital)/Safety Equip & Supplies 229 Other Supplies/Janitorial/Consumable Tools 231 Gas & Oil 312 $0 341 Electricity 344 Natural Gas 345 Telephone & Comm., Alarms 353 Auditing 354 Contract Services 356 Consultants 357 Impact Fee Study/Review Impact Fees 362 Equipment Maintenance/Buildings & Radios 373 Dues & Training, Licenses 388 Medical Services 410 Construction Materials 425 Materials - Pumps/Lift Stations 510 Property & Liability Ins 512 $10,000 Uninsured Loss/$15,000 Goodwill Expenditures 521 Central Garage Transfer 522 Administrative Transfer 528 Information Tech. Transfer 532 Office Rent 535 Usage Charge for 100,000 Gallons -Trumble Creek Subtotal Capital Outlay: from Rates (10100) 920 Install Lift Station Enclosure 921 Sand/Cold Mix Storage Shed - Carryover 922 USFS Bldg & Property Aquisiton/Repair 940 Machinery & Equipment 947 Hwy 93 N Bypass Utility Relocate BUDGETACTUAL F ,: 6 5.55 5.55 5.55 5.55 $239,427 $251,563 $245,205 $251,377 $0 $1,500 $0 $0 $1,068 $5,500 $587 $5,500 $51,223 $63,447 $58,803 $66,327 $17,290 $18,160 $20,115 $18,365 $309,008 $340,170 $324,710 $341,569 $8,290 $9,200 $6,571 $9,200 $6,841 $8,350 $8,375 $8,350 $2,084 $2,000 $2,308 $2,000 $10,831 $13,500 $7,183 $13,500 $50 $400 $489 $400 $49,299 $54,500 $49,198 $54,500 $13,942 $16,500 $14,010 $16,500 $20,793 $23,000 $22,536 $23,000 $3,000 $3,000 $3,500 $3,000 $7,210 $24,000 $6,873 $24,000 $0 $8,000 $7,500 $8,000 $0 $0 $0 $0 $4,613 $5,000 $2,042 $5,000 $1,301 $3,500 $3,739 $5,500 $308 $500 $547 $500 $6,506 $9,000 $18,458 $9,000 $22,186 $50,000 $9,322 $50,000 $58,359 $62,000 $50,032 $15,791 $18,308 $25,000 $2,438 $25,000 $7,287 $7,911 $7,911 $9,180 $59,205 $61,733 $61,733 $64,461 $11,432 $16,482 $16,750 $19,000 $7,838 $6,422 $6,422 $6,422 $32,368 $32,000 $0 $0 $352,051 $441,998 $307,937 $372,304 $10,688 $10,000 $3,309 $0 $0 $25,771 $0 $25,771 $0 $0 $0 $32,978 $0 $0 $0 $0 $1,997 $2,000 $0 $0 12 SEWER - OPERATIONS & Billing i 4f+ 0 950 951 952 953 956 959 960 961 ACTUAL BUDGET ACTUAL BUDGET FI'14/15 FY15/16 FY15/16 FY16/17 Capital Outlay: from Rates (10100) Back Up Generator for L.S. 11 $5,765 $0 $0 $0 1 st Alley EN Pipe Upsize (34% rate 66% impact fees): carryover $87,192 $20,528 $0 $20,528 Peterson School Alley Replacement $0 $0 $0 $284,000 Shop Complex Pavement Restoration $0 $0 $0 $30,552 Lift Station Communication Upgrade $16,315 $20,000 $15,911 $20,000 2nd Alley E Replacement $177,694 $11,650 $6,253 $0 Manhole Rehabilitation /Sewer Main Repairs $12,883 $50,000 $9,740 $50,000 2nd Alley WN -Mont to Calf (66% rates 34% impact fee) Carryover $0 $465,350 $140,983 $324,366 Total Capital Outlay $312,534 $605,299 $176,196 $788,195 430635 Capital Outlay -Impact Fee funds (10123) 951 I st Alley EN Pipe Upsize (34% rate 66% impact fees)CARRY 955 Main & Lift Station Upsize 957 West Side Interceptor Phase I - Carryover 961 2nd Alley WN -Mont to Calf (66% rates 34% impact fee) Carryover Total Capital from Impact Fee Funds 490204-6xx Debt Service -Principal, Interest, Fiscal Agent Fees 510400-831 Depreciation Expense Total Sanitary Sewer Operating Budget $173,965 $34,035 $0 $34,035 $21,777 $48,345 $0 $100,000 $468,420 $1,329,948 $462,861 $867,087 $0 $239,726 $72,616 $167,110 $664,162 $1,652,054 $535,477 $1,168,232 $96,889 $96,434 $96,134 $96,646 $820,000 $820,000 $820,000 $820,000 $2,554,644 $3,955,955 $2,260,454 $3,586,946 430620 Sewer Billing FTE's 1.5 2.0 2.0 2.0 110 Salaries & Wages $70,175 $89,425 $83,974 $91,956 112 Severance $0 $1,500 $0 $0 153 Health Insurance $12,524 $27,608 $23,247 $29,868 155 Retirement - PERD $5,214 $6,653 $6,297 $6,936 Subtotal $87,913 $125,186 $113,518 $128,760 Materials and Services: 215 Office Supplies/Computers $1,842 $5,000 $6,112 $2,500 353 Auditing and other Contract Services $2,920 $3,000 $2,000 $2,000 355 Billing Costs/Postage $29,950 $70,000 $49,593 $70,000 373 Dues & Training $485 $2,500 $2,122 $2,500 522 Administrative Transfer $6,677 $6,857 $6,857 $7,055 528 Information Tech. Transfer $22,864 $37,000 $33,500 $33,000 532 Office Rent $7,838 $6,422 $6,422 $6,422 Subtotal $72,476 $130,779 $106,606 $123,477 Total Sanitary Sewer Billing Budget $160,389 $255,965 $220,124 $252,237 13 FUND: 5 310-4 54-43 063 0 r9INIVARM1111,18211 '!iy1:11MC@V Line Item Detail: SANITARY SEWER 218 Equipment- Non Capital - $4,800 / Saffety Equipment & Supplies 43,550 $3,300 - Magnetic Lifters & Dollies $1,500 - Four Gas Analyzer 354 Contract Services-$24,000: Cost of annual contracts; U-dig fees, generator testing/maintenance, coveralls, estimated system repairs. 373 Dues & Training - $5,500 An increase of $2,000 is requested in this budget cycle to promote more advanced training of staff 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 - 550,000 The City maintains 40 sewer lift stations which contain 80 pumps and motors, numerous drives, check valves and controls. Many of our pumps have reached the end of their service life cycle. In addition to routine maintenance, repairs were mostly associated with pump and motor failures, or level transmission and control malfunctions. This budget accommodates 5-6 major pump replacements a year. Capital Outlay: from Rates (10100) 921 Sand/Cold Mix Storage Shed - Carryover $25,771 This project replaces the current shed that is showing signs of structural failure, rot and decay. The concrete base is also cracked and has been repaired in the past. The new sand shed will be designed to cover the gravel stockpile, cold mix, and sanding materials. Cost shared between/Street, Water, Sewer, & Storm - Total Project Cost $103,084 952 Peterson School - $284,000 This project replaces approximately 600 feet of 4", 6" and 8" concrete sewer pipe with 8" PVC gravity sewer main. Root intrusion in the existing sewer main requires maintenance to reduce sewer back up incidents. This project improves service to approximately 20 different properties (SEW-15). 953 Shop Complex Pavement Restoration - $30,552 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 $152,760 956 Lift Station Communication Upgrade - $20,000 This multi -year project replaces up to five lift station landline based alarm systems with cell phone web based alarm and data collection. Currently, operators are alerted of lift station failures through landline phones. The proposed Mission Communication System collects necessary facility data that is published through a web based program reviewed daily by operators. 14 mission units are currently installed and additional units will be purchased and phased into the operational system over the next 7 years (SEW-72). 14 SEWER ® OPERATIONS FUND: 5 310 -4 5 4-4 3 0 6 3 0 Line Item Detail: SANITARY SEWER Capital Outlay: from Rates (10100) Cont. 960 Manhole a& Sewer Main Rehabilitation c& Replacement - $50,000 This project would allow for the reconstruction or replacement of sanitary sewer manholes and mains that have deteriorated and are approaching a potential failure. The sewer crews review and record the function of manholes and mains. During this review, crews prioritize the potential projects according to the severity of the deterioration. This project also includes $14,700 to purchase a sectional point repair system to slip line short sections of failing sewer mains. This system utilizes trenchless technology to reline collapsed sections of sewer main under 7 feet in length. The proposed system will reduce contractor costs by performing small repairs in-house with no subsurface excavation (SEW-33). Capital Outlay - Impact Fee Funds (10123) 955 Main c& Lift Station Upsize-5100,000 $100,000 - Misc. sewer contract main upsize, facility enlargements, or regional lift station (SEW-52). 957 West Side Interceptor Phase 1 -Three Mile Drive and Spring Creek Project - Carryover $867,087 This project is for the design engineering and construction to install approximately 20,000 lineal feet of sanitary gravity sewer main, a rail road crossing, a highway crossing and other related items. This is the proposed first phase of the West Side Interceptor, extending new main from a connection at 10th Street West and 5th Ave West, west and then north across Three Mile Drive to an area south of Section 35. The design for the project will include growth forecasts, sanitary sewer modeling; topographic, property, and utility surveys; development and negotiations for easements and land acquisition; development of project design plans and specifications, and bidding and negotiation services (SEW-55). Capital Outlay - Carryover $20,528 from Rates (10100) and $34,035 from Impact Fee Funds (10123) 951 1st Alley EN Pipe Upsize - Carryover $54,563 This project replaces l,l 10 ft of 8" gravity sewer main with a 12" sewer main from E Nevada St to E Washington. The pipe increase will eliminate the current surcharging and main backage created from upstream development's increase flow to the down gradient sewer conveyance system. The existing 8" gravity sewer main is downstream of the large sewage flow basin associated with the Buffalo Hill Lift Station (LS 9). The force main from LS 9 was upsized from an 8" to a 10" diameter pipe in 2007. The force main upsize allows more wastewater flow when the pumps are running. The force main outlets into the gravity conveyance system approximately 4 blocks north of the beginning of 1st Ave E Alley Sewer Replacement project. The project cost will be paid for by sewer rates and impact fees. The new 12" pipe enables 66% more wastewater flow through the upsized conveyance section (SEW-47). Capital Outlay - 5324,366 from rates (10100) and $167,110 from impact fee funds (10123) 961 2nd Alley WN from Montana to California Upsize - Carryover $491,476 2"d Alley WN from MT to CA: This project replaces 1,350' of 8" clay sewer main with a 10" sewer main from Montana to California. The pipe increase and replacement will eliminate the current surcharging created from root intrusion, aging deteriorated pipe and new development increase flow. This section of sewer is downstream of a large sewage flow basin associated with the hospital and WN area of the city. The project cost will be paid for by sewer rates and impact fees (SEW-67). 15 WASTEWATER TREATMENT PLANT FUND:1 4-4 1••; Personal Services: 110 Salaries & Wages III Seasonal Salaries 112 Severance 121 Overtime 153 Health Insurance 155 Retirement - PERD Subtotal 14 , ACTUAL BUDGET ACTUAL, BUDGET FY14/15 FY15/16 FY15/16 FY16/17 FTE's 5.55 6.55 6.55 6.55 $346,238 $448,294 $403,296 $448,865 $687 $5,000 $2,024 $5,000 $0 $1,500 $0 $0 $21,115 $22,500 $22,961 $22,500 $59,423 $84,419 $74,318 $88,992 $26,608 $32,035 $31,233 $32,463 $454,071 $593,747 $533,832 $597,820 Maintenance & Operations: 210 Office Supplies/Equip/Computers 218 Safety Equipment & Supply 225 Alum 226 Chemicals 229 Other Supplies/Janitorial/Consumable Tools/Equip Rental 231 Gas & Oil 312 Postage & Shipping 336 Licenses and Fees 341 Electricity 342 Water 344 Natural Gas 345 Telephone & Alarms 353 Auditing 354 Contract Services -Glacier Gold 355 Other Contract Services 356 Consult-Elec Eng/Permit Asst /Optimization & Bio Solid Studiee 358 Consultant - TMDL 360 Maintenance Service -Mist. 366 Building Maintenance 373 Dues, Training & Training Materials 388 Medical Services 510 Property & Liability Insurance 521 Central Garage Transfer 522 Administrative Transfer 528 Information Tech. Transfer Subtotal $6,413 $10,000 $7,603 $10,000 $1,362 $2,700 $839 $2,700 $11,324 $20,000 $11,784 $20,000 $15,964 $19,000 $17,739 $19,000 $3,570 $7,000 $4,259 $7,000 $11,807 $18,500 $8,289 $18,500 $259 $350 $197 $350 $6,457 $11,000 $7,193 $10,000 $169,944 $178,500 $166,497 $178,500 $7,549 $6,500 $6,330 $7,500 $47,458 $65,000 $39,931 $65,000 $5,219 $5,000 $6,171 $5,500 $4,000 $4,000 $2,750 $4,000 $123,822 $124,000 $112,116 $124,000 $29,678 $30,000 $29,473 $30,000 $21,575 $145,000 $57,999 $100,000 $6,687 $15,000 $1,366 $15,000 $19,624 $30,000 $15,371 $30,000 $24,590 $60,000 $48,905 $36,000 $3,841 $7,500 $5,550 $7,500 $220 $500 $402 $500 $37,695 $40,000 $40,699 $34,985 $17,519 $12,822 $12,822 $13,212 $116,638 $104,138 $104,138 $112,237 $17,148 $24,723 $25,125 $27,500 $710,363 $941,233 $733,548 $878,984 W,,, ASTEWATER TREATMENT PLANT 1 41.40 430640 Capital Outlay: Operating Funds 920 Main/Digester roof FY14; Roof & Lighting FY15 921 Evergreen Sewer Sampling Equipment & Bld 940 Coat Equalization Basin - Carryover S ubtotal 430644 Capital Outlay: Bonded 935 Construction Digester Lid 430645 WWTP Replacement Funds:Evg (10125) 362 Equipment Maintenance 920 R.A.S Bld & Storage Warehouse Roof Replcmnt 933 Solid Dewatering Carryover 934 Secondary Digester Lid FY16 Inspection;FY17 Design 936 Digested Sludge Line Replacement Carryover 937 Sand Filter Maintenance & Replacement 940 Machinery & Equipment Subtotal ACTUAL B DGET ACTUAL �6 BUDGET i $55,783 $0 $0 $0 $0 $0 $0 $40,000 $16,505 $0 $0 $0 $72,288 $0 $0 $40,000 $7,823 $0 $0 $0 $58,454 $100,000 $74,328 $100,000 $0 $0 $0 $40,000 $508,383 $295,233 $82,426 $100,000 $0 $31,500 $0 $531,500 $0 $300,000 $1,322 $298,678 $0 $0 $0 $200,000 $162,527 $75,000 $51,734 $192,500 $729,364 $801,733 $209,810 $1,452,678 4902xx-6x Debt Service $1,091,265 $1,084,967 $1,084,967 $1,085,055 831 Replacement Reserve -Evergreen $411,599 $411,599 $426,502 $450,000 Depreciation Expense (non cash) $1,425,000 $1,425,000 $1,425,000 $1,425,000 Subtotal WWTP $4,901,773 $5,258,279 $4,413,659 $5,929,537 430646 Laboratory Operations - Personal Services: FTE',, 2.0 2.0 2.0 2.0 110 Salaries & Wages $121,616 $129,261 $92,285 $106,284 153 Health Insurance $26,744 $29,319 $17,375 $20,932 155 Retirement -PERD $8,769 $9,177 $6,497 $7,630 Subtotal $157,129 $167,756 $116,157 $134,847 Maintenance & Operations: 210 Office Supplies/Computers/other Supplies/Shipping 218 Equipment 222 Lab Supplies 349 Lab services /Permit & Pretreatment Testing 362 Equipment Maintenance 373 Dues & Training, Licenses Subtotal Subtotal Laboratory Total Treatment Plant $1,724 $4,500 $2,115 $4,500 $1,769 $2,500 $688 $2,500 $8,058 $8,500 $14,346 $9,500 $16,382 $29,000 $24,429 $29,000 $2,141 $4,000 $4,480 $5,500 $1,636 $2,700 $1,718 $3,700 $31,710 $51,200 $47,776 $54,700 $188,839 $218,956 $163,933 $189,547 $5,090,612 $5,477,237 $4,577,592 $6,119,085 17 FUND: 5 310-45 5 -43 0640 I C 1`=!3'�II11:1[lf:llf-..[i'1I�1 Line Ite►n Detail - Wastewater Treatment Plant 342 Water - $7,500 Increased $1,000 to reflect actual costs. 355 Other Contract Services - S30,000 Rag /grit and landfill biosolids disposal fees and other contract services. 356 Consultant- Electrical Engineer, Permit Compliance &c Bio Solids Study - $100,000 $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. $40,000 - Permit Compliance : Optimization Study &Temperature Monitoring/Evaluation - The future implementation of numeric water quality standards and Flathead Lake TMDL by MDEQ will limit the amount of nutrients discharged from the WWTP. Kalispell is unable to meet the required nutrient limits, and was issued a general nutrient standard variance as outlined in SB 367. The new permit requires dischargers receiving a variance to perform an optimizing study. The optimization study requires evaluation of the current facility operation to optimize nutrient reduction with existing infrastructure and analyzes cost-effective methods of reducing nutrient loading, including but not limited to nutrient trading without substantial investment in new infrastructure. The analysis is to include cost-effective methods of reducing nutrient loading without substantial investment in new infrastructure, there should not be structural changes, and there should not be an increase in rates. MDEQ's expectation is the study be performed by a third party professional engineer specializing in wastewater nutrient removal processes, and includes modeling of alternative plant configuration and operation scenarios to determine if operational modification could be made to achieve better nutrient removal performance. The study must also explore the feasibly of nutrient trading within the watershed. Temperature Monitoring: The city of Kalispell has been issued a new waste water discharge permit from MT. D.E.Q. in Aug. 2015. The permit mandates the development of a temperature and flow monitoring plan for instream and effluent discharge. The monitoring plan has been submitted, approved, and implementation of the plan will begin on July 1, 2016. This new mandate is in response to the state adopted Temperature TMDL for Ashley Creek. S40,000 - Bio Solids Disposal Study - As the City approaches the capacity of the Glacier Gold Composting facility of 600 dry/tons per year we need to explore alternative means of sludge disposal. These funds would be used to research alternative disposal options. 358 Consultants -Total Maximum Daily Load (TMDL) / Permit - S15,000 The State of Montana is under Federal Court order to develop a TMDL for pollutants flowing from the Flathead basin into Flathead lake. TMDL restrictions will have some consequences for the City's historical ability to drain storm waters to Flathead tributaries and its community wastewater to Ashley creek. A TMDL that is restrictive could impair the City's ability to grow and would raise the cost of treating community wastewater and storm water discharges. We have engaged an experienced consultant to provide assistance to the City for working with MDEQ to develop a satisfactory TMDL. This budget item also includes funds for potential legal costs related to the TMDL issue. E FUND: 5 310-45 5-43 0640 Line Item detail - Wastewater 'Treatment Plant 366 Building Maintenance - $36,000 $10,000 -Beadwork's Interior Painting The interior of the headwork building was originally painted in 1992. Corrosion is causing interior rusting problems creating coating needs. 516,000 - Exterior Building Painting The headwork, lift station, and small storage building are in need of repainting due to age, original flat base paint, and the caustic environment created by wastewater. $10,000 - Misc building repairs and maintenance to multiple WWT buildings. 430640 Capital Outlay - Operating Funds 921 Evergreen Sewer Sampling Equipment & Shack - 540,000 Per the Interlocal agreement with Evergreen Sewer & Water the WWTP tests the strength of Evergreen's discharge to the W WTP. Sampling equipment in the Evergreen sewer discharge shack and the headwork building was installed in 2008, The equipment is in poor condition and needs updating to meet current sampling protocol. The current sampling shack is too small to fit the updated sampler. The project includes installation of a monolithically slab, a larger sampling shack, odor control for safe entry, and the purchase of (2) composite samplers. 430645 Capital Outlay - Replacement Funds 362 Equipment Maintenance - $100,000 - The WWT plant maintains a long list of equipment some of which includes 76 pumps, 210 valves, air compressors, gas boilers, sand filters, air blowers, fans, motors etc. The original 1992 plant is reaching the expected life span of 25 years and therefore increases in equipment replacement, rehabilitation, and maintenance is expected. Most of the smaller pump replacement costs range in $12,000 - $15,000 range. The larger digester mixer pumps cost $50,000 and an air blower replacement costs would exceed the $125,000 range. The U.V. disinfection system consists of 2 banks of U.V. bulbs (200 bulbs). Bulbs are designed to run for 12,000 hours. Current bulb run time is over 36,000 hours. $11,000 will be utilized to replace one bank (100 bulbs) of bulbs per year. (WWTP-1604). 920 R.A.S. Building & Storage Warehouse Roofing Replacement - 540,000 Under heavy rain conditions the R.A.S. building roof leaks. In the past, major rain events have resulted in equipment damage. The storage warehouse was built in the 1970's and has never had the roofing replaced. Replacements of these roofs will protect valuable electrical equipment from water damage. 933 Solids Dewatering Design & Construction - Carryover $100,000 The 2008 Facility Plan Update included $1.9 million to update the Solids Dewatering in Phase 3 of the AWWTP Expansion. The installation of 1 new screw press is a portion of the suggested improvements to replace 1 of 2 belt filter press (WWTP-1715). 934 Secondary Digester Lids Replacement -FYI 6 Carryover 31,500; New Appropriation $500,000 The Secondary Digester Lids were originally installed in 1992. The steel floating lids were protective coated in 1997 due to the corrosive environment. The coatings were designed to last 10 + years, and the coating/metal are now showing signs of rusting. An inspection by a qualified coating and structural expert will help to assess the necessity of further action with coatings or lid replacements. Budget for this project includes inspection, design and coating of the TWAS and secondary digesters. Specific cost for coating will be adjusted following inspection results (WWTP-1711). 19 FUND: 5 310-45 5 -43 0 640 Line Item Detail - Wastewater Treatment Plant 430645 Capital Outlay - Replacement Funds Continued 936 Digested Sludge Line Replacement -Carryover $298,678 This project replaces the digester sludge line which runs from the digesters (3) to the solids dewatering building. Sludge having gone through the digestion process for solids reduction is then pumped from the digester building to the solids dewatering building where it is dewatered and hauled to Glacier Gold. The digester sludge line is experiencing failure due to corrosion and has developed three holes/breaks in the past four years (WWTP-1725). 937 Sand Falters Maintenance and Replacement - $200,000 This project involves replacement of eroded away and displaced sand, and the replacement and rehabilitation of the filter units in order to improve functionality. After 24 years of service the sand filters are worn, cracked, and no longer operate at optimum capacities. Engineering support will be required for rehabilitation which will be determined once the filters are inspected (WWTP-1608). 940 Machinery & Equipment Replacement Fund - $182,500 $21,000 Backup Plant Air Compressor - This would replace two 1984 air compressors we can no longer get parts for with one air compressor. $8,500 - Lawn Tractor - Replacement of a 2003 Lawn Tractor. The mower is used to maintain 23 acres at the W WT plant. $11,000 - Lift Station Make Up Air Replacement - Current unit is 24 yrs old and is rusted out allowing water to leak in causing electrical issues. $10,000 - Lab Flask Scrubber Dishwasher - Current lab sanitizer is 9 years old and in need of replacement. $32,000 - Replace Fermenter Recirculation Pump (WWTP-310). $100,000 - Secondary Clarifier Covers - North & South to eliminate algae growth (WWTP-1607). Laboratory Operations: 349 Lab Services/Permit & Pretreatment Testing - S29,000 Pretreatment Program: The City of Kalispell was issued a new wastewater discharge permit from the Department of Environmental Quality in 2015. The permit mandates increased sampling parameters and analysis from the treatment facility influent and effluent for the presence of toxic pollutants as a part of the pretreatment program. 362 Equipment Maintenance - $5,500 Increasing this line item by $1,500.00 due to the age of the lab equipment, i.e., SOD incubator, water purification unit, and refrigerator, and increasing replacement costs. 373 Dues & Training - $3,700 The Lab recently hired a new Chemist and a new Lab Tech. Both will need extra training to help them obtain Wastewater licenses from MDEQ. 20 STORM SEWER ACCOUNT # 5349-453 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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. .10 Public Works Director .60 Assistant Civil Engineer (Engineer 11) .25 Senior Civil Engineer (City Engineer) .25 Engineering Tech/G1S/1T Support .15 Budget Resource Manager .20 Administrative Assistant .25 Construction Manager .50 Storm/Sewer Maintenance Supervisor .10 Administrative Coordinator 2.5 Storm Maintenance .20 Project Manager (Engineer 11) .25 Special Street Maintenance Operator .05 Road and Fleet Superintendent .20 General Laborer .20 Assessment Coordinator .40 Utility Management Superintendent GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 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). The FYI budget for Storm Sewer recommends continuation of capital projects to improve conveyance of a deteriorated system, improve water quality, and improve the function of a regional detention facility. The budget also provides for several improvements for storm water conveyance systems within the community, at the City's Shop Complex and supports the development/implementation of the MS4 Storm Water Management Permit requirements. SEWER STORM FUND: 5349-453-430246 BEGINNING CASH 10100 CASH: Operating 10120 Cash, Impact Fees 10122 Cash, Capital Reserve 10127 Cash, Emergency Reserve 10190 Cash, Designated for Equipment Replacement 10193 Cash, Designated Capital Projects Total Cash REVENUES 343370 Storm Assessments -billed (10100) Assessments -designated for equipment (10190) Assessments -designated for capital projects (10193) Bonded Debt 334040 Petro Tank/Monitory Reimbursement (10100) 343035 Permit fees & other Charges for Service (10100) 362010 Litigation Settlement 363040 Penalty & Interest (10100) 371010 Interest (10100) 343033 Impact Fees (10120) Impact Fee 5% Admin (10100) Total Revenue Total Available EXPENSES FROM RATES (10100) Capital Outlay -impact fee (10120) Capital Equipment - replacement (10190) Capital Outlay - Bonded Debt Depreciation (non -cash expense) Total Expenses ACTUALBUDGET ;A $895,162 $1,107,326 $1,107,326 $1,448,231 $1,056,838 $1,160,924 $1,160,924 $1,337,938 $140,000 $140,000 $140,000 $140,000 $25,000 $25,000 $25,000 $25,000 $54,982 $91,186 $91,186 $131,186 $515,844 $65,844 $65,844 $115,844 $2,687,826 $2,590,280 $2,590,280 $3,198,199 add back depreciation/other ENDING CASH 10100 Cash, Operating 10120 Cash, Impact Fees 10122 Cash, Capital Reserve (target $140,000) 10127 Cash, Emergency Reserve (target $25,000) 10190 Cash, Designated Equipment Replacement 10193 Cash, Designated Capital Projects $743,321 $756,000 $761,145 $760,000 $40,000 $40,000 $40,000 $40,000 $50,000 $50,000 $50,000 $50,000 $0 $0 $0 $382,000 $2,765 $2,500 $4,800 $2,500 $12,714 $1,000 $9,425 $1,000 $135,390 $1,895 $2,000 $1,568 $1,000 $17,579 $15,000 $19,290 $18,000 $104,086 $142,500 $254,761 $142,500 $5,478 $7,500 $13,408 $7,500 $977,838 $1,016,500 $1,289,787 $1,404,500 $3,665,664 $3,606,780 $3,880,067 $4,602,699 $1,071,588 $1,422,413 $599,121 $1,472,303 $0 $130,000 $82,747 $130,000 $3,796 $42,264 $0 $43,000 $0 $0 $0 $382,000 $285,000 $285,000 $285,000 $285,000 $1,360,384 $1,879,677 $966,868 $2,312,303 $285,000 $285,000 $285,000 $291,422 $1,107,326 $506,177 $1,448,231 $938,194 $1,160,924 $1,178,424 $1,337,938 $1,350,438 $140,000 $140,000 $140,000 $140,000 $25,000 $25,000 $25,000 $25,000 $91,186 $46,658 $131,186 $128,186 $65,844 $115,844 $115,844 $0 $2,590,280 $2,012,103 $3,198,199 $2,581,817 21 SEWERSTORM FUND: 5349-453 -43 0246 NNIVAIMI'Minam Personal Services: 110 Salaries & Wages 112 Severance 121 Overtime 153 Health Insurance 155 Retirement Subtotal Maintenance & Operations: 210 Office Supplies/Equip/Computer/GIS 218 Equipment (non capital)/ Safety Equip & Supplies 229 Other Supplies/Consumable Tools 231 Gas & Oil 345 Telephone & Communication 353 Auditing 354 Contract Services 356 Storm Water Reg Compliance Program/Permit 357 Impact Fee Update (FY 17 Carryover) 358 Consultants 359 Consultants/TMDL / Permit 360 Repair & Maint Services 362 Groundwater Monitoring 371 Curb & Gutter 373 Dues & Training 388 Medical Services 410 Construction Materials 510 Liability Ins. ($5,000; $5,000 uninsured loss) 521 Central Garage Transfer 522 Administrative Transfer 528 Information Tech Transfer 530 Lease Payments/BNSF 532 Office Rent Subtotal ACTUAL, BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 6.20 6.20 6.20 6.20 $322,178 $354,364 $349,017 $360,758 $0 $1,500 $0 $0 $946 $4,000 $618 $4,000 $63,729 $84,814 $71,255 $81,030 $23,408 $25,357 $25,629 $26,448 $410,261 $470,035 $446,519 $472,236 $8,038 $10,100 $4,602 $10,100 $4,151 $6,550 $2,559 $6,550 $550 $2,200 $36 $2,200 $10,670 $11,500 $6,900 $11,500 $504 $900 $862 $800 $2,340 $2,340 $1,650 $2,340 $2,351 $6,000 $4,107 $6,000 $14,057 $25,000 $25,312 $35,000 $0 $50,000 $8,704 $50,000 $0 $7,000 $7,000 $6,687 $15,000 $9,603 $15,000 $1,912 $2,500 $1,780 $2,500 $2,181 $7,500 $4,606 $6,500 $4,316 $7,000 $3,948 $7,000 $896 $3,500 $3,307 $5,500 $0 $100 $196 $100 $3,047 $10,000 $1,770 $10,000 $4,918 $10,000 $5,554 $10,000 $7,287 $7,911 $7,911 $9,180 $34,352 $35,523 $35,523 $39,752 $8,574 $12,361 $12,562 $13,000 $5,541 $5,900 $4,688 $5,900 $7,838 $6,422 $6,422 $6,422 $130,210 $245,207 $152,602 $262,344 22 EXPENSEDETAIL-C®n't® ACTUAL BUDGETACTUAL BUDGET 430246 Capital Outlay: from rates (10100) 921 Sand/Cold Mix Storage Shed -Carryover 944 Vacuum Jet Truck - 38% 951 9th St. E. Stormwater Impry 952 Storm Drain Correction Funds 953 Willows Prj FY14&15; Shop Complex Pavement Restoration 954 S. Meadows Phase 1-Fy12; Pliase2-FY13,Phase3-FY14 955 Sylvan Dr Repair Phase I-FY16 Carryover Subtotal Capital Outlay: Bonded 969 4th Ave E. Replace Phase 1-4 430248 Capital Outlay: Impact Fee$ (10120) 960 Stormwater Facility Upsizing Subtotal 430249 Capital Outlay: from Replacement $ (10190) 840 Machinery & Equipment-MACI Match (transfer fy16/17) 944 Vacuum .let Truck - 62% Subtotal 510400 831 Depreciation: Total $0 $25,771 $0 $25,771 $0 $0 $0 $0 $204,672 $0 $0 $0 $90,352 $100,000 $0 $100,000 $5,067 $0 $0 $30,552 $231,026 $0 $0 $0 $0 $581,400 $0 $581,400 $531,117 $707,171 $0 $737,723 $0 $0 $0 $130,000 $0 $130,000 $0 $382,000 $0 $130,000 $0 $130,000 $3,796 $0 $42,264 $0 $0 $0 $43,000 $0 $3,796 $42,264 $0 $43,000 $285,000 $285,000 $285,000 $285,000 $1,360,384 $1,879,677 $884,121 $2,312,303 23 STORM SEWER FUND: 5349-453-43 0246 Line Item Detail: STORM SEWER FUND 356 Storm Water Regulatory Compliance Program/Permit Fees - $35,000 The Stormwater MS4 Permit requires the City to implement a Stormwater Management Program (SWMP). The SWMP outlines and defines Best Management Practice (BMPs) and Programs the City will implement and maintain to meet the regulatory requirements. Programs to implement and/or maintain are outlined and require yearly funding, these include: 1) Erosion and sediment control annual training, 2) Public education and participation handouts and advertising, 3) Storm drain ID decals, 4) Car wash equipment, 5) Good housekeeping BMPs, 6) Site inspection and enforcement for post construction structural BMPs, 7) Illicit discharge monitoring and removal. Stormwater permit consultant fee provides technical support with the MS4 update ($8,564 year for two years -total $17,128). City of Kalispell and other MS4 cities are working with MDEQ to develop a new State of Montana MS4 stormwater general permit and a stormwater manual to meet our common needs. Kalispell's portion to develop the MS4 manual is $15,730. 430246 Capital Outlay: from Rates (10100) 921 Sand/Cold Mix Storage Shed -Carryover $25,771 This project replaces the current shed that is showing signs of structural failure, rot and decay. The concrete base is also cracked and has been repaired in the past. The new sand shed will be designed to cover the gravel stockpile, cold mix, and sanding materials. Cost shared between/Street, Water, Sewer, & Storm - Total Project Cost $103,084 952 Storm Drain Correction - $100,000 The goal of this project is to provide design and construction for areas in the City that are in need of storm drainage systems and storm drainage system upgrades. Projects include: Areas in sections of the City that have extensive ponding at the intersection caused from rain events. Improve curb and gutter flow to eliminate ponding and deterioration of pavement. 953 Shop Complex Pavement Restoration - $30,552 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 $152,760 24 FUND: 5349-453-430246 430246 Capital Outlay: from hates (10100) Continued 955 Sylvan Drive Stormwater Repair Phase 1 -Carryover 581,400 The Sylvan Drive stonmwater system services a large drainage basin in the west and northwest areas of Kalispell. The system consists of large stormwater pipes, manholes and a detention facility that discharges to the natural drainage backwater channel of the Stillwater River. This project is necessitated due to the severe corrosion of the invert section of the 750' corrugated metal pipe and manholes. The project will be performed in two phases. The first phase, being the removal and replacement of the deteriorated pipe and the installation of a Water Quality treatment device (STX-39). Capital Outlay: from Bonded Debt 969 4th Avenue Stormwater Replacement - 5382,000 This is a stormwater drainage improvement project which will be designed in-house and the construction coordinated with the 14 block water main and road reconstruction on 4th Ave E from Center St to 14 St E. 4th Ave E's storm drain and piping infrastructure is deteriorated and the conditions necessitate reconstruction and additional Stormwater piping/manhole improvements (STX-54). 430248 Capital Outlay: from Impact Fees (10120) 960 Stormwater Facility Upsizing - $130,000 $130,000 - Misc. Stormwater contract main upsize, and or facility enlargements. Increase due to new development in Section 36 and Highway 93 South. 430249 Capital Outlay: from Replacement (10190) 840 MAC[ Grant Match - 543,000- operating transfer to MACI grant The State is once again proposing to provide local governments the opportunity to purchase air quality management equipment, like street sweepers, through the Montana Air & Congestion Initiative (MAGI). The City is proposing to purchase a new street sweeper (replacing a 2009 model) in order to continue to support the City's Stormwater Management Program. As a permitted Municipal Separate Storm Sewer System (MS4), the City of Kalispell is required to develop controls in order to reduce or eliminate the discharge of pollutants from streets, roads, highways, municipal parking lots, maintenance and storage yards, vehicle fleet or maintenance shops with outdoor storage areas, salt/sand storage locations, and snow disposal areas operated by the permittee. As part of the Stormwater Management Program, a Street Sweeping Program has been developed to meet permit requirements. By implementing the Street Sweeping Program and performing routine street sweeping, the City is able to meet permit requirements by collecting sediments, metals, organics, and oil and grease wastes that would otherwise be transported by stormwater runoff to surface waters. 25 SOLID WASTE ACCOUNT#1 .1; PURPOSE OF THIS DEPARTMENT: Why does this department exist? The Solid Waste Department collects and disposes of solid waste material from residential and commercial entities to provide a cleaner and healthier condition for the City of Kalispell. DEPARTMENT PERSONNEL: (7.40 FTE) .10 Public Works Director .15 Budget Resource Manager .20 Assessment Coordinator .20 Administrative Coordinator .30 Road and Fleet Superintendent .20 Administrative Assistant .15 Project Manager (Engineer II) 5 Solid Waste Operators Solid Waste Supervisor 10 General Laborer GOALS OFT ISDEPARTMENT: What are the departmental goals that support the purpose? Collect, handle, and transport solid waste in a safe and effective manner. 2. Provide solid waste services to the community of Kalispell in a respectable and reliable manner. The FYI 7 expenditures promotes the continuation of solid waste collection and transport operations to service existing and new residential/commercial customers while maintaining a high level of service. Equipment replacement expenditures include replacement of an older service truck utilized for plowing and sanding alleys, individual requests and service support call outs. k�"JLJID WASTE FUND: 5 510-460-43 0 840;43 0 845 PROJECTED 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. Total Revenue Total Available Total Expenses from Rates (10100) CapitalOutlay-Replacement (10120) *Depreciation/Replacement Fund Total Expenses add back transfer to replacement account add back prepaid rent ENDING CASH 10100 Operating 10120 Replacement Account Total Cash A DGET ACTUAL BUDGET $754,474 $828,089 $828,089 $849,758 $114,937 $230,839 $230,839 $117,480 $869,411 $1,058,928 $1,058,928 $967,238 $944,910 $954,436 $944,444 $955,000 $25,836 $23,000 $21,837 $21,500 $2,555 $2,500 $2,086 $2,100 $5,564 $5,000 $6,109 $6,000 $46,692 $0 $7,696 $0 $1,025,557 $984,936 $982,172 $984,600 $1,894,968 $2,043,864 $2,041,100 $1,951,838 $755,442 $951,644 $810,503 $1,048,620 $80,598 $324,500 $263,359 $48,000 $150,000 $150,000 $150,000 $150,000 $986,040 $1,426,144 $1,223,862 $1,246,620 $150,000 $150,000 $150,000 $150,000 $6,422 $828,089 $711,381 $849,758 $642,160 $230,839 $56,339 $117,480 $219,480 $1,058,928 $767,720 $967,238 $861,640 911 SOLID WASTE FUND: 5 510-460-4 3 0 840 ; 43 0 8 4 5 ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 Personal Services: FTE's 7.40 7.40 7.40 7.40 110 Salaries & Wages $372,599 $404,181 $392,983 $399,776 112 Severance $0 $61,975 $0 $60,455 121 Overtime/Call Outs $4,863 $5,500 $4,480 $5,500 153 Health Insurance $80,796 $95,330 $90,146 $106,280 155 Retirement - PERT) $26,942 $28,610 $28,718 $28,993 Subtotal $485,200 $595,596 $516,327 $601,004 Materials and Services: 213 Office Equip/ Computer Equip & Supplies $5,970 $9,500 $4,510 $9,500 218 Non Capital Equip.- Garbage Containers $28,282 $35,000 $19,480 $35,000 229 Other Supplies/Safety Equip/Consumable Toc $3,035 $5,500 $2,586 $5,500 231 Gas and Oil $47,761 $61,500 $31,223 $60,000 341 Electricity $1,353 $1,950 $1,341 $1,950 344 Natural Gas $3,211 $4,900 $2,632 $4,900 345 Telephone $695 $950 $1,246 $850 354 Contract Services $5,008 $9,000 $11,283 $9,000 362 Equipment Maim. & Supplies/Radios $2,206 $5,700 $1,245 $5,700 366 Building Maintenance $119 $2,500 $1,186 $2,500 373 Dues & Training $722 $3,500 $3,856 $3,500 388 Medical Services $835 $650 $373 $650 510 Property & Liability Ins. $9,218 $10,000 $10,570 $6,799 512 Uninsured Loss - Deductible $700 $3,000 $4,927 $4,000 521 Central Garage Transfer $59,786 $61,388 $61,388 $76,104 522 Administrative Transfer $33,484 $33,186 $33,186 $37,311 528 Information Tech. Transfer $8,574 $12,361 $12,562 $12,513 532 Office Rent $7,838 $6,422 $6,422 $6,422 Subtotal $218,797 $266,907 $210,016 $282,199 430845 Wash Bay/Materials & Services 224 Janitorial Supplies $74 $250 $79 $250 341 Electricity $2,097 $3,500 $2,107 $3,500 342 Water $241 $500 $1,372 $2,000 344 Natural Gas $3,529 $6,500 $3,061 $6,500 360 Repair & Maint Services/Building Maint $501 $3,500 $2,771 $3,500 Subtotal $6,442 $14,250 $9,390 $15,750 27 SOLID WASTE FUND: 5 510-460-430840;43 0 845 430940 Capital Outlay: (Financed 5 yr) 944 Garbage Truck 430840 Capital Outlay FWNN��.� ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $0 $0 $0 $0 820 Alley Paving - transfer to Gas Tax $25,000 $35,000 $35,000 $35,000 922 USFS Bldg & Property Aquisiton/Repai $0 $0 $0 $43,971 953 Shop Complex Pavement Restoration $0 $0 $0 $30,552 Subtotal $25,000 $35,000 $35,000 $109,523 430840 Capital Outlay: Replacement Funds (10120) 940 Machinery & Equipment $0 $0 $0 $48,000 944 Garbage Truck $80,598 $324,500 $263,359 $0 Subtotal $80,598 $324,500 $263,359 $48,000 600 Debt Service - Garbage Truck $20,003 $39,891 $39,770 $40,144 510400 Depreciation (fund Replacement account $150,000) 831 Depreciation Expense $150,000 $150,000 $150,000 $150,000 Total $986,040 $1,426,144 $1,223,862 $1,246,620 FY 2017 BUDGET HIGHLIGHTS Capital Outlay: 820 Alley Paving - $35,000 Pave approximately five 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 - $30,552 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 patchwork 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 $152,760 Capital Outlay: Replacement Funds (10120) 944 Machinery & Equipment - $48,000 $48,000 - Pick Up, 8' Plow, and Tommy Gate. Scheduled replacement of existing pickup. 28 INTERNAL SERVICE FUNDS Page Fund Dept 1-3 6010 Central Garage $ 503,820 4-6 6030 Information Technology $ 667,862 Total Internal Service Funds $ 1,171,682 CENTRAL GARAGE ACCOUNT # 6010-410 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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: What are the departmental goals that support the purpose? 1. Provide cost effective and efficient operation for fleet maintenance services. INTENDED OUTCOMES FROM BUDGET EXPENDITURES The FY 17 Central Garage budget represent a plan to continue the internal repair and maintenance operation of the municipal fleet. Mechanics utilize scanning programs, and knowledge obtained in training courses to perform internal services, preventive maintenance, and repairs. Replacement of the older 2 post lift with restrictive weight limits with a 4 post equipment lift enables repairs and service to be made in-house on larger equipment in a safe, effective manner. CENTRAL GARAGE FUND: 6010 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 CASH: operating Total Cash (beginning of year) REVENUES 342050 Fees for Services 364030 Misc. 371010 Investment Earnings Total Available EXPENSES Personal Services M&O Capital Outlay Total Expense ENDING CASH Operating cash available ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $4,171 $25,197 $25,197 $56,146 $4,171 $25,197 $25,197 $56,146 $490,051 $464,491 $464,491 $510,000 $0 $0 $454 $0 $147 $30 $288 $200 $494,369 $489,718 $490,430 $566,346 $195,214 $205,530 $196,118 $212,878 $231,594 $259,891 $238,166 $264,942 $42,364 $0 $0 $26,000 $469,172 $465,421 $434,284 $503,820 $25,197 $24,297 $56,146 $62,526 I CENTRAL GARAGE FUND: 6010-410-4313 3 0 Personal Services: 110 Salaries and Payroll Costs 121 Overtime 153 Health Insurance 155 Retirement Subtotal EXPENDITURE DETAIL ACTUAL FY14/15 BUDGET FY15/16 ACTUAL FY15/16 BUDGET FY16/17 FTE'S 3 3 3 3 $156,351 $164,028 $150,416 $160,046 $2,061 $2,500 $1,634 $2,500 $25,784 $27,341 $33,336 $38,827 $11,018 $11,661 $10,732 $11,505 $195,214 $205,530 $196,118 $212,878 Maintenance & Operations: 210 Office Supplies, Computers & Software 229 Equipment (Non Capital);Safety Equip, other Supplies 230 Oil 231 Gas 232 Motor Vehicle Parts 233 Tires 238 Filters 241 Consumable Tools, Books 341 Electricity 344 Natural Gas 354 Contract Services -Repairs 362 Equipment Maint., Radios, Building Maint. 373 Dues & Training 388 Medical Services 510 Insurance 528 Information Tech. Transfer Subtotal Capital Outlay 921 4 Post Service Lift 944 Vehicle -Service Truck $7,335 $9,000 $11,488 $10,000 $5,881 $14,000 $12,310 $12,700 $21,882 $25,000 $14,947 $25,000 $977 $3,000 $2,525 $3,000 $105,304 $103,000 $112,940 $108,000 $35,891 $35,000 $37,978 $38,000 $5,766 $7,700 $8,080 $7,700 $984 $2,000 $601 $2,000 $1667 $1,950 $1,656 $1,950 $4,813 $9,000 $3,241 $7,000 $26,695 $31,000 $16,076 $30,000 $1,093 $2,000 $1,827 $2,000 $5,193 $6,200 $3,511 $6,200 $50 $300 $100 $300 $2,347 $2,500 $2,511 $2,750 $5,716 $8,241 $8,375 $8,342 $231,594 $259,891 $238,166 $264,942 $0 $0 $0 $26,000 $42,364 $0 $0 $0 $42,364 $0 $0 $26,000 Total $469,172 $465,421 $434,284 $503,820 2 CENTRAL GARAGE FUND: 6010-410-4313 3 0 FY 2017 BUDGET HIGHLIGHTS Line Item Detail: CENTRAL GARAGE 210 Office/Computers & Software- $10,000 Computer replacements and annual software licenses in the past were included in the Information Technology fund. Central Garage is now an internal transfer fund and the line item increase is to pay for computer replacements and annual software licenses previously budgeted in the IT fund. 229 Equipment (Non Capital)- $4,200 / Safety Equip & Shop Supplies - $8,500 $2,700 - Hydraulic Pressure Testing Kit $1,500 -Electromagnetic Drill Press 232 Motor Vehicle Parts - $108,000 $5,000 increase needed to reflect actuals for FY16. We have seen an increase in parts over the last couple years, and the newer equipment requires replacement of items that in the past we were able to repair. Computers and sensors control motor and equipment functions. When sensors go bad they must be replaced or the equipment will not run. The tier 3 emission compliance equipment requires replacement of the exhaust particulate filters that range in cost of $2,500 for a reconditioned unit to $9,000 plus for a new replacement. We currently have seven units with these systems in our fleet with more scheduled for purchase. 233 Tires - $38,000 Increase is needed to reflect actual costs and due to the costs of replacing tires on our larger equipment. The Cat120 Grader tires are due to be replaced at an estimated cost of $4,200. 373 Dues & Training - $6,200 It is necessary to travel out of state for specialized training for the City's fire apparatus, large construction equipment, sweepers, and vac -trucks. 921 Machinery & Equipment - $26,000 $26,000 - 4 Post Service Lift - Replace outdated 9,000 lb. in ground 2 post lift with an 18,000 lb, 4 post service lift. Current lift is wom out and parts are difficult to get. The 4 post lift will enable mechanics to perform services and repairs on heavier vehicles more efficiently and safer. 3 INFORMATION TECHNOLOGY ACCOUNT # 6030 PURPOSE OF THIS DEPARTMENT: Why does this department exist? 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 Information Technology Support Specialist; .55 Media Specialist GOALS OF THIS DEPARTMENT: What are the departmental goals that support the purpose? 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 meeting streaming service and meeting archives will be migrated to a new service provider to save money in future years. Eight years of past council and planning board videos and documents will migrate. The City's antivirus software and a website encryption certificate will renew for 3 years. Network switches will be replaced with 10 GB backbone connectivity to upgrade the connection between City Hall and Public Safety building. The main database and security camera repository servers will be replaced. A patch management system to remotely patch multiple vendors applications will be setup. A projector and large screen projector screen will be added to the Council Chambers. A camera, wireless microphone and an additional in room mounted camera for broadcast ability will be added. Monitors around the council dais will be replaced. INFORMATION TECHNOLOGY FUND FUND: 603 0-403 -4105 80;4105 85 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 CASH: Operating 10120 Cash, Replacement account REVENUES 393000 Charge for service -other Funds 335230 Entitlement (General Fund share) 341027 Charter Franchise Fees (moved from General) 371010 Interest 364030 Misc) sale Total Revenue Total Available EXPENDITURES Data Processing Equipment Equipment from Replacement $ Depreciation/Replacement reserve Total expenses add back depreciation cash ENDING CASH 10100 CASH: Operating 10120 Cash, Replacement account Total Cash ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $ 155,993 $ 127,546 $ 127,546 $ 167,018 $ 43,587 $ 14,112 $ 14,112 $ 4,112 $ 199,580 $ 141,657 $ 141,658 $ 171,130 $ 151,977 $ 224,567 $ 232,404 $ 235,655 $ 70,000 $ 155,000 $ 155,000 $ 205,000 $ 172,119 $ 180,000 $ 173,833 $ 175,000 $ 957 $ 500 $ 950 $ 1,000 $ 98 $ - $ 36 $ - $ 395,151 $ 560,067 $ 562,223 $ 616,655 $ 594,731 $ 701,724 $ 703,881 $ 787,785 $ 371,706 $ 477,913 $ 438,114 $ 517,038 $ 46,893 $ 105,831 $ 79,637 $ 145,824 $ 34,475 $ - $ 15,000 $ - $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 458,074 $ 588,746 $ 537,751 $ 667,862 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 127,546 $ 98,866 $ 167,018 $ 115,811 $ 14,112 $ 19,112 $ 4,112 $ 9,112 $ 141,657 $ 117,978 $ 171,130 $ 124,923 11 INFORMATION TECHNOLOGY FUND FUND: 603 0-403 -4105 80;4105 85 EXPENDITURE DETAIL ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 401410580 Personal Services: FTE's 2.18 2.55 2.55 2.55 110 Salaries & payroll costs $ 138,857 $ 162,290 $ 159,647 $ 167,379 121 Overtime $ - $ 2,500 $ 138 $ 1,000 153 Health $ 30,078 $ 33,424 $ 40,879 $ 44,317 155 Retirement $ 10,527 $ 12,305 $ 12,312 $ 12,653 Subtotal $ 179,462 $ 210,519 $ 212,976 $ 225,350 403-410580 Maint. & operations 215 Office Supplies, Ship & Recycle $ 2,310 $ 2,400 $ 1,413 $ 2,400 218 Equipment -(non capital) $ 15,764 $ 16,800 $ 18,624 $ 18,963 325 Website & Social Media $ 2,853 $ 17,000 $ 2,891 $ 16,000 345 Telephones - Cellular $ 2,366 $ 1,800 $ 1,369 $ 2,500 346 SummitNet & Internet Service Providers $ 4,963 $ 9,800 $ 5,332 $ 8,468 353 LaserFiche maintenance contract $ 4,749 $ 4,000 $ 3,432 $ 3,500 354 Contracted Labor (newly separated out FYI 7) $ 22,380 $ 42,266 $ 35,798 $ 8,860 355 Software & Licenses $ 17,789 $ 24,500 $ 14,706 $ 21,110 356 Maintenance Contracts $ - $ - $ 1,860 $ 47,550 357 Granicus Meeting Streaming $ 7,200 $ 7,200 $ 7,800 $ 6,690 358 Hosted Office 365 E-mail & Email Services $ 7,949 $ 13,700 $ 6,853 $ 21,235 373 Training/school/memberships $ 1,581 $ 7,050 $ 3,518 $ 8,000 510 Insurance $ 1,817 $ 1,778 $ 1,706 $ 1,778 403-410583 218 TV -Video Equipment & programming $ 542 $ 12,400 $ 12,465 $ 12,900 354 TV -Video Contract Services $ 2,550 $ 1,300 $ 1,250 $ - 403-410585 Copiers, Fax, Office machines, Phones 229 Supplies (leased equip. supplies, paper, etc.) $ 13,146 $ 17,400 $ 12,679 $ 19,552 345 Phone - leased lines (moved from General) $ 65,721 $ 73,000 $ 75,961 $ 76,000 532 Copier Leases (7) $ 18,564 $ 15,000 $ 17,481 $ 16,182 Subtotal $ 192,244 $ 267,394 $ 225,138 $ 291,688 5 INFORMATION TECHNOLOGY FUND FUND: 6030-403-410580;410585 EXPENDITURE DETAIL 405-410588 Equipment: DEPT. 940 Network Equipment Capital 403-410585 942 Servers -capital 4xx-410588 218 Police Dept. (413) 354 Police - Hosted server (413) 218 Park's Dept. (436) 218 Public Works (410) 218 Attorneys (404) 218 Fire Department (416) 218 MGR/HR/Mayor/Clerk(401) 218 Community Economic & Development 218 Planning & Zoning (420) Subtotal 403-510400 831 Depreciation / Replacement reserve Total ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $ 12,244 $ 31,000 $ - $ 49,200 $ 34,475 $ 15,000 $ 36,862 $ 23,500 $ 22,522 $ 26,160 $ 26,608 $ 28,360 $ - $ 2,000 $ 269 $ 2,000 $ 4,375 $ 1,935 $ 1,944 $ 5,165 $ 1,737 $ 2,410 $ 2,175 $ 2,175 $ - $ 3,660 $ 4,251 $ 4,964 $ 5,145 $ 9,195 $ 9,389 $ 16,752 $ 62 $ 4,050 $ 4,186 $ 500 $ 808 $ 1,855 $ 2,233 $ 2,155 $ - $ 8,566 $ 6,720 $ 11,053 $ 81,368 $ 105,831 $ 94,637 $ 145,824 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 458,074 $ 588,746 $ 537,751 $ 667,862 R COMPONENT UNITS Page Fund Dept 1-28 TBID Annual Marketing Plan 29 7855 Tourism Business Improvement District $ 574,000 BID Budget Letter 30-34 2700 Business Improvement District $ 103,388 Total Component Units $ 677,388 dip M ' �N .I ♦ 4nt '. �, ✓-,M°s''' "�{ fit � �I� �1� sr F� n �� ? .�F� k+ - Y' + � L •,�; - ' ON The Flathead Valley gets to the heart of what Montana is all about — breathtaking landscapes and peaceful vistas surrounding a vibrant economy that is a rising star in the region. In a valley busting with adventure and opportunity, Kalispell is the historic, economic and government center. It boasts a wide range of leading industries —tourism, agriculture, manufacturing, and health care — that are tucked between towering mountain ranges, the largest freshwater lake in the West and the famed Glacier National Park. One of the fastest growing cities in Montana, Kalispell blends its "Old West" roots to its modern identity as a small town with global reach. Kalispell is a place where historic character converges with contemporary culture. Up and down Main Street and radiating for blocks to the east and west, today's vibrant downtown core offers a lot more than just window shopping and architecture gazing. The dining scene is full of casual sophistication, storefronts open their doors and welcome passersby for events that showcase wine and art displays or musical acts, and the community is filled with artists and artisans from musicians and singers to painters and sculptors. Living here means adventuring. Hiking and camping throughout the idyllic Crown of the Continent. Skiing knee-deep powder at one of the largest resorts in Montana, riding miles of single-track on a mountain bike, casting a homemade fly at the silver sheen of a trout or paddling one of the 500-plus lakes that fill this corner of the state, including the crystal-clear waters of Flathead Lake. What's best about Montana, Kalispell has it. f � • "'; Discover Kalispell Knliswll , ;, 1 P. " r• ,a Caption this...all we could come up with is "wow!' r iMar 4 like V commont is Sh, m l SOCIAL MEDIA Discover Kalispell 71 @Visit_ Kalispell DrscoverkalispellilonIna Discover Kalispell Wiscoverlalispell rwr.Discot etKaIisle ILcam Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 12 2015 Nonresident Data for Kalispell 22% of groups all first time visitors 62% of groups with all repeat visitors 53 % stated primary reason for trip is vacation. Of those who had visited Montana before, 42% said their last visit was less than one year ago 24% flew on a portion of their trip Top Entry Points: 2015 - Superior, West Yellowstone 2014—Superior, Rooseville Residence of Origin: 2015 - WA, CA, OR, ID, CO 2014 - WA, BC, OR, MN, AB Lodging: 2015 - 48% stayed in hotel/motel; 22% home of friend/relative; 6% rented cabin/ home 2014 - 61% hotel/motel; 18% home of friend/relative; 4% rented cabin/home Flathead County Top 5 Expenditures KA,_� 2 Aestaenat Nonresident visitors spent $668 1. Retail5ales 3 Gue in million in 2014, the highest level of all counties. (ITRR) Nonresident Travel is 20% (the µ. largest single category) of 1V J,4.6roceries Flathead County's economic base. 5.Hotel � (BBER) State of Kalispell • During 2015 Kalispell saw growth in the financial, healthcare and hospitality sectors with new construction and acquisitions. • The retail sector saw growth both from national brands such as Dress Barn and Ulta and a strong influx into our historic downtown core with businesses such as The Toggery and Sage & Cedar. • Construction began on the final $34M segment of the bypass which will serve to reduce truck traffic through historic Main Street. • Kalispell was awarded a $10M TIGER grant for Glacier Rail Park and downtown infrastructure enhancements. • To keep pace with the needs of our growing community the City of Kalispell launched a Core Revitalization Plan and Downtown Plan. • Kidsports sporting complex was awarded a $1.4M grant for facility additions and improvements. • Discover Kalispell, in cooperation with the City of Kalispell, is completing the city-wide phase of the Kalispell wayfinding project. • Glacier Park International Airport set a new record of 452,588 total passengers, a 3.8% increase over 2014. • Glacier National Park recorded an all-time visitation record of 2.3M visitors despite a serious fire season. • Kalispell is the state's seventh largest city with a population of 21,518 (2014) and a growth rate of 40% since the 2000 census. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 13 Structure The Kalispell Convention & Visitor Bureau is a division of the Kalispell Chamber of Commerce. It is funded through Kalispell's share of the 4% Lodging Facility Use Tax (Bed Tax) and the $2/room night Tourism Business Improvement District (TBID) fee. The Kalispell CVB is governed by Kalispell Chamber board and the Tourism Advisory Council that approves and oversees spending of bed tax funds, and the Kalispell TBID board of directors and the Council of the City of Kalispell that approves and oversees spending of TBID funds. ,t AWARDED Montana Event of the Year- Pond Hockey Classic Montana Film Friendly Community- Kalispell v 4 EVENTS Produced four highly successful events in the shoulder and winter months sold $6.7 MILLION The signature events generated $6.7 million of economic impact to the local area CONFERENCES Discover Kalispell booked several key conferences including Montana Governors Conference on Tourism, Professional Outdoor Media Association, Montana State Parks Division, Clan Donald, Enlisted Association of the National Guard of Montana Irs MEDIA EARNED Received media in major publications and broadcasts: Sunset Magazine, American Profile Magazine, Alaska Airlines Magazine, Calgary Herald, American Cowboy, Meetings Today, NBC Spores -Montana Spartan Race, and Tom Gruenwald Outdoors. During FY'15 the TBID revenue increased by 5% over FYI with the highest increases in Q3 Qon-Mor) and Q4 (Apr Jun). Purpose of marketing plan The FY17 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 complimentary to support one marketing plan. The mission of Discover Kalispell is to build awareness of Kalispell as a travel destination and increase room night stays in Kalispell hotels and motels. This is done with a consistent brand message delivered through a mix of advertising, signature events, public relations, group sales, and service programs to promote visitations during the shoulder and winter seasons. Kalispell Chamber of Commerce/Convention & Visitor Bureau and Visitor Information Center President/CEO: Joe Unterreiner, joe@kalispellchamber.com Director/CVB: Diane Medler, diane@discoverkalispell.com Group Sales Mgr: Dawn Jackson, dawn@discoverkalispell.com Sales & Admin Assist: Vonnie Day, vonnie@discoverkalispell.com Visitor Services: Meche Ek, info@discoverkalispell.com www.kalispellchamber.com I www.discoverkalispell.com 15 Depot Park, Kalispell MT 59901 406-758-2811 888-888-2308 Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 14 Kalispell Exemplifies the Montana Brand More spectacular unspoiled nature: Kalispell sits in a valley where one national park, two national forests, and one wilderness area converge. 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 compliments the Montana brand by using large -landscape inspirational images, photos showing the active adventurer set within the landscape, and casual interactive images demonstrating local amenities. About Kalispell Strengths • Kalispell offers visitors a balance of city and outdoor adventure with our museums, shopping and dining located right in the middle of Montana's most iconic natural places. Its residents are welcoming tour guides and genuine people who care about the visitor experience. Kalispell is not a resort town, but a real Montana community with an authentic history, traditional industries and real, local events. • Kalispell provides a full range of lodging, dining and shopping options that help make for a great vacation on any budget and with a sense of Montana sophistication that visitors find both surprising and comfortable. • The place to discover the history of the Flathead Valley through three well-preserved museums and iconic Main Street buildings. • Energized downtown that is experiencing a reinvention including new retail that have a local and global reach as well as popular new eateries and breweries. • Annual signature events such as the Montana Dragon Boat Festival, Montana Spartan Race, Montana Pond Hockey Classic and The Event at Rebecca Farm that attract participants from across North America. • Kalispell is the regional hub of the Flathead Valley and the location to host larger meetings and conventions. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 15 Opportunities • The 2016 National Park Centennial provides a great opportunity for the KCVB to capitalize on our close location to Glacier National Park (GNP). Discover Kalispell primarily promotes GNP in the shoulder and winter seasons highlighting the unique activities and experiences available outside of the busy July -August reliance on the full length of the Going To The Sun Road. We will continue to work with GNP leadership and staff and be proactive to inform visitors of delays during peak times and redirecting visitations to other times of the day and seasons. • From Flathead Lake cherries to huckleberries from the surrounding mountains, locally grown and raised vegetables, or yak and bison, this valley is home to an assortment of tasty foods that are blended into the community flavor. Agriculture is a deeply rooted tradition with generations of families living and working in local farms and ranches. Discover Kalispell will continue play a role in promoting and building our agri-tourism product through promotion of locally sourced products, tours, and activities that are available to visitors and groups. • The historic 1896 McIntosh Opera House was a primary element in the Main Street commercial district. It served as an opera house, lodge meeting hall, ball room, theater, and was the pride of Kalispell at the time. Discover Kalispell will continue to work with the property owners, the City of Kalispell and other local stakeholders to assess the feasibility to restore the space as a unique event venue to compliment the historic downtown. Challenges • Although the area's tourism industry is making strides in smoothing out the hotel occupancy levels between the height of summer and quiet of November and April, seasonality continues to be a challenge. The seasonality creates work force issues both due to a shortage of qualified workers in the summer and ability to maintain adequate staffing levels during the fluctuating shoulder and winter months. • Climate change is affecting our weather, stream flows, water temperature and forests. Weather conditions that are deviating from historical patterns are posing a challenge for tourism in northwest Montana. Our area relies heavily on predictable water and air temperatures and appropriate levels of precipitation for winter activities, events, and to avoid summer wildfires. • The Flathead Valley will see an increase of 325 new guest rooms during the summer of 2016. That is a significant amount of new inventory to absorb outside of the summer busy season. • Alberta has been the number one residency for visitations into northwest Montana over the past several years, and as a key component of our drive market visitations during months outside the busy summer season. With the current state of the Canadian economy and fluctuation of the dollar, Flathead County has seen a significant decrease in visitations from Alberta. The Alberta economy is predicted to see a modest recovery of 0.09% during 2016. • Costs and availability of air travel continue to be a barrier for Kalispell to effectively increase visitations from some geographic and psychographic markets. There is a local effort in place to capture more direct flights (Glacier AERO). New markets actualized to date include seasonal flights to Chicago, Portland, and Los Angeles. The lack of public transportation throughout the Flathead Valley as well as from Kalispell to Glacier Park impacts certain visitors including the international traveler. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 6 • The traditional lodging properties in Kalispell have begun to feel the impacts of the increasing popularity of VRBO, Airbnb and other shared economies. There has been a measurable decrease in room night stays by teams attending signature events and an obvious increase of businesses utilizing space within the historic downtown buildings to create rental space that doesn't fit within the room requirement structure for TBID. As the shared economy options grow and shift it is crucial that Montana Department of Revenue and local municipalities ensure proper taxes are collected. Kalispell is Discovery In Every Direction Kalispell Jewel Basin Hiking Area - 28 miles Kalispell sites in a valley where one national park, two national forests, and one wilderness area converge. Discover unlimited possibilities in and around this charming small town. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan , 17 The Travel Decision Process The Inspiration phase is one in which the traveler is made aware of the general product and develops a desire to visit the destination. Discover Kalispell's marketing plan and initiatives leverage the Montana brand awareness achieved by the Montana Office of Tourism and Business Development (MOTBD) then connects with our target markets to provide inspiration about our destination through compelling imagery, engaging text and strong incentives to travel. Potential visitors connect with Kalispell's iconic natural resources (Glacier National Park and Flathead Lake) while gaining a sense of the welcoming small town and lifestyle. It's important to connect with those that already love you and talk about you, which includes the locals, as they can be your best spokespersons. That's where social media plays an important role. The media used during this stage is DiscoverKalispell.com, print and online advertising, video, social media, emarketing, collateral, travel shows, signature events and publicity. In the Orientation phase travelers begin to figure out the details of the trip. This phase focuses on the route the traveler will take, stops to make along the way, and what activities and attractions best fit their lifestyle and travel group. Media used to help orient the visitors to the offerings of our destination include DiscoverKalispell.com, Trip Advisor, social media channels, online advertising that points to associated landing pages, print collateral, PR, and emarketing targeted to specific interests and other demographic factors. At this stage we offer suggested day trips and tours, informative articles on the website, consumer reviews, and niche brochures such as Brews, Wines and Spirits. In the Facilitation phase travelers drill down and select specific activities and make reservations for transportation, lodging and activities. This would include day trips and tours outside of the primary trip purpose (i.e. Glacier Park vacation: what are other activities for activities outside of the park) and group activities. The resources Kalispell provides to the visitor at this phase of the planning cycle is DiscoverKalispell.com — including responsive web design, event listings, lodging packages, the visitor information center, wayfinding signage, maps, lodging packages, and Trip Advisor for dining and event reviews and recommendations. Discover Kalispell's Key Markets Primary Market - Leisure/Consumer Travel The leisure market for Kalispell is active matures and young families that are looking for affordable variety and a bit of culture and shopping with their outdoor -centered vacation. The first time visitor is primarily here for Glacier National Park, and specifically to experience the Going To The Sun Road. Travelers will choose Kalispell as the base camp for their trip because we offer a central location to a number of activities and provide affordable vacation options, particularly for families. The repeat visitor is less dependent on availability of all areas of Glacier Park and branches out to the other attractions such as Jewel Basin, Lone Pine State Park, and partakes in local culture such as the museums and downtown events. Kalispell also supports a strong business and group market. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 18 Visitors from Canada come to Kalispell for signature events, golf, winter activities, shopping, and medical tourism. They enjoy the traditions such as Moose's Saloon, Western Outdoors, and a black Friday weekend getaway as well as hockey, baseball, soccer and other sports tournaments. We are seeing an increasing number of young families visiting from Canada to enjoy the variety of kid -friendly activities offered in Kalispell. This has been stimulated by hosting press trips of journalists that write for family - centered media outlets in Canada. Top non-resident activities while in Kalispell: (Source: 2015 ITRR Nonresident visitor study for Kalispell) 63% scenic driving 45% nature photography 41% day hiking 37% wildlife watching 35% recreational shopping Demographic: Drive market; 35-64 years old —average age 57; household income $100k to less than $150k; couples and younger families. Geographic: Drive Market: Washington (Spokane area, Seattle); Portland, Oregon; Northern Idaho (Coeur d'Alene, Bonners Ferry); Alberta (Calgary and surrounding area, Lethbridge, Edmonton); British Columbia (Cranbrook, Fern ie/Sparwood); Montana (Helena, Great Falls, Missoula and Billings). Top residency of nonresident visitors to Kalispell Source: 2015 ITRR Nonresident visitor study for Kalispell: Source: Kalispell VIC walk-ins: Washington Alberta California California Oregon British Columbia Idaho Minnesota Colorado Washington Direct Flight Markets: Seattle, Portland, Minneapolis, Chicago Glacier Park International Airport is serviced by Delta (SLC, MSP), Alaska (SEA & PDX), United (DEN, Chicago & Atlanta (seasonal)), Allegiant (Las Vegas and Oakland (seasonal)). Alaska and Delta had the highest enplaned market share during 2015 and the highest percentage of increase for enplanements and deplanements as compared to 2014. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 19 El ALLEGIANT ■ CHARTER 0.2% Discover Kalispell's initiatives to support and promote direct flights: Chicago: new direct winter service is promoted through press trips and online marketing directed to the Chicago market between December and April. Seattle and Portland: direct flights are promoted through media events, press trips and advertising campaigns. Trip Type: Shoulder and winter seasons: extended weekend, Discover Kalispell signature events, sport tournaments, business, groups, FIT. Summer: base camp and/or pre -post stay for Glacier National Park and Flathead Lake vacations, and attendance at notable events such as The Event at Rebecca Farm. Primary Market - Groups, Meetings & Conventions Kalispell accommodates groups from 10-500 comfortability and adequately. The most common group size is from 50-120. The largest event space in our hotel properties can hold up to 880 for a reception. With twenty TBID hotels in Kalispell we can accommodate over 1,700 rooms. The two larger convention hotels can accommodate up to 280 rooms per night and have over 16,000 square feet of meeting room space; or there is plenty of nearby and affordable overflow rooms for groups. Shoulder and summer seasons (July and August) bring in corporate and government. Group business for the shoulder seasons consist of teams, associations and state government. Summer season group business is made up of national associations, SMERF and state and federal government. Group participants are interested in outdoor activities, brewery and distillery tours and local area events. Kalispell Convention & Visitor Bureau Quarterly Occupancy Mix July August September QTRIAVG October November DecemberQTR2AVG Corporate 20% 20% 21 % 20% 15% 25% 20% 20% Event 1% 0% 1% 1% 0% 0% 0% 0% Government 3% 6% 9% 6% 5% 8% 6% 6% Group 1 10% 1 7% 1 8% 1 8% 1 16% 1 7% 10% 11% Tours 1 5% 6% 4% 5% 0% 0% 0% 0% Transient/Leisure 1 61% 60% 57% 60% 63% 60% 65% 62% Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 1 10 Emerging Market — Leisure/Consumer Travel Demographic: 30-45 years old Geographic: Markets identified through our signature event participants Growing direct flight markets: San Francisco Bay Area, Los Angeles area Tri-Cities WA, the 41h largest metropolitan area in Washington Discover Kalispell leverages the PR exposure received from the annual signature events to gain exposure in new geographical markets. Dragon Boat examples: Tacoma Washington, Portland, and Texas Pond Hockey examples: New England states, San Diego area Spartan examples: 48 states and the District of Columbia as well as four Canadian provinces attended the 2015 event Trip Type: Shoulder and winter seasons: extended weekend, 5-7 days centered around events, ski vacations, girls weekends, multi -generational groups, meetings and group travel Summer: base camp and/or pre -post stay for Glacier National Park and Flathead Lake vacations, and attendance at notable events such as The Event at Rebecca Farm Emerging Market - Groups, Meetings & Conventions Bleisure travelers are those coming for meetings and business travel while also bringing families for extended stays. They want destinations that have a strong leisure component. KCVB is working in conjunction with the event planners to market a strong message about the area activities prior to conferences. Our social media channels can be used along with direct a -blast communications to the group database. The Tri-Cities consist of Kennewick, Pasco and Richland cities and make up the 4th largest metropolitan area in the state of Washington. It is considered the fastest growing city in the United States by MSA. Major employers include top industries in healthcare, agriculture, food processing and manufacturing. Where there is growth, there is opportunity. This is a market not tapped into. Healthcare is the leading employment industry for the Flathead Valley with a 16.3% increase from last year, according to a recent Flathead Valley Economic Forecast. Kalispell Regional Healthcare is expanding services and their recruiting efforts continue to bring accomplished and experienced health care professionals from all over the world. The incentive to live in the Flathead Valley is the lifestyle. The Medical Tourism department at Kalispell Regional has been drawing business from Canada and U.S. based cities. They design medical discounted packages that include consultation, surgery and follow up. Medical concierge are the point of contact from the beginning to the time they return back home. Kalispell is considered the 4th least expensive healthcare area in the country. Discover Kalispell can leverage that message to promote Kalispell as a great breakout session for medical conferences and groups. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 1 11 Supporting Research Destination Marketing —Trends for 2016 Technology platforms, devices, and the latest trends continually change. What hasn't changed over the past few years is that travel marketing is closely tied to online searches. The internet provides a platform for a destination to connect, create relationships and incentivize conversion within small moments of time along a traveler's journey. What is evolving is the necessity for refining your online footprint. It is no longer an option for a travel brand. Your online presence impacts your ability to connect with consumers. A destination has to convey an image of trust, reputation and authority in order for Google to consider your website when it presents pages and sites to a traveler. Dreaming, planning, booking and experiencing. These are the moments of a traveler's journey. Google states that 37% of travelers in the U.S. think about vacation planning once a month; 17% think about it at least once a week. Those people want information at their fingertips — on their mobile devices. Two of the top questions travelers type into Google about travel are "What to do in (destination)" and "Where is (destination). Once on the ground a visitor's mobile search behavior is about making sense of the unfamiliar with many searches including the phrase "near me". A destination needs to be there for those moments. Content — fresh, continuous and a variety — contributes to a destination's reputation. The only way to be found on the internet via search is with rich content. That content is then shared and commented -on via social media platforms. "Trust is built through demonstrating a strong brand, not trying to be all things to everyone. Be who you are and be the best you can be." (Bronwyn White, My Travel Research.com) Be mobile and nimble. The adoption of the smartphone is rising with about 2 billion consumers worldwide expected to own a smartphone in 2016. In the past year, mobile's share of travel visits has grown by 48% while conversation rates have grown 88% on mobile travel sites. (Google Travel Trends, Nov 2015 and Lynan Saperstein, Experience Experts) The rise of mobile devices and the growth of the millennial generation have led to a surge of spur-of-the-moment trips. In the upcoming year, 73% of Millennials plan on taking a last-minute trip, as do 58% of the total respondents. (Boxever) Today's Traveler A study by Upshot, Travel Quest: Building a Travel Superbrand, states there aren't many differences among Boomers, Gen Xers, Millennials, Gen Zers, road warriors or vacationers — at least not when it comes to how they travel. "Distinctions have blurred as today's travelers fluidly shift between mindsets depending on their immediate circumstances." The study surveyed 500 frequent travelers (having taken three or more trips a year) with equal representation of generations as well as an equal number of business and leisure travelers. What they found was that they all share similar patterns in "mindsets" or travel values. Mindsets are about finding opportunities for cultural immersion, escaping the everyday, enabling spontaneity and having a hassle - free experience. Millenials are the biggest group currently in terms of numbers (75.3 million in the U.S Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 112 in 2015 according to Pew Research Center) but if destinations overly focus on Millennials they may be missing out on those who are actually doing the most traveling and spending the most on these travels in the present. The highest -spending group for both domestic and international travel among Upshot's respondents was the Boomers: 28.5% spent more than $1,000 on last domestic trips and 11.7% spent more than $5,000 on last international trip. The most important thing to remember, as we're developing our marketing campaigns and messaging, is to not get caught up in definitions or categories or traveler types. "All travelers as a whole, regardless of age or travel type (business or leisure) are looking for a unique, authentic, personalized, seamless travel experience that is culturally immersive and offers local, human connections." (A Radical Thought: Do Millennials Really View Travel Differently? Skift, Mar 21, 2016) The Shared Economy The sharing economy began as a niche sector but has blossomed into a whole industry with over 9,000 companies according to Mesh, a directory for the sharing economy. Advocates claim that the sharing economy is creating a stronger sense of community and breaking down the distinction between companies and customers with peer -to -peer models. What is also known is this trend is impacting traditional travel brands like hotels and motels. Researchers at Boston University estimated that every 10 percent rise in Airbnb supply in Texas caused a 0.35 percent drop in monthly hotel revenue — equivalent to a fall in revenue of over 13 percent in Austin. They also found hotels had cut their room rates as a result of pressure from the lower peer -to -peer prices appealing to cash -conscious consumers (The New Economy, Apr 13, 2015). Traditional hotels and motels are the mainstay for the collection of the bed tax and TBID funds in Montana. The Department of Revenue, local municipalities, and DMO's need to be aware of this growing trend and find ways to monitor, adapt and evolve. Media Trends Broadcast marketing and reach -frequency models are becoming increasingly inadequate for brand engagement. Travel is emotional so consumers are eager to engage in dialogue. Messaging — real time, and two-way channels like Twitter, enable destinations to engage in conversations. "In the Post-App Economy, travel brands must be able to adeptly engage with their customers in conversations across channels. And to effectively capture customer attention today, marketers must stop shouting and start engaging." (How Travel Marketers Can Be Heard, Skift, Feb. 29, 2016) Videos influences travel decisions. Auto playing video content on Facebook and Instagram is catching the attention of consumers thinking about travel. As of November 2015, Facebook was serving 8 billion video views per day, which is double the rate from April of the same year. Engagement on video tends to be higher in general. (Skiff, Feb. 26, 2016) In 2014, subscriptions to top travel channels on You Tube increased over 100% YOY and those subscribers watched 86% longer per view than nonsubscribers (YouTube data, 2013 and 2014). Travel vlogs receive 4x more social engagement than other types of travel content on You Tube (Google, Travel Content Takes Off on You Tube, August 2014). Photos are a big part of travel marketing so Instagram has growing potential to reach consumers during each phase of the travel process. But the platform isn't just about increasing likes and followers, the Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 1 13 goal is to grow and engage your audience to help guide them from aspiring traveler to an actual traveler. (Adventure Travel News, Katie Hardin) Location -based technology targets consumers at the initial point of engagement and serves up content relevant to their interests at that moment. Mobile marketing's rise has prompted more consumers to opt in to location -based deals. Destinations can leverage this trend for highly targeted promotions which provide a high return on investment. (Luxury Daily, Jan 11, 2016) Wherever travelers go in 2016 they'll be using social media to discover, plan and share. Social media is decreasing the gap between someone searching to find where to buy and the destination serving up the appropriate content with new buttons such as Buy, Learn More, and Book. It is important to pay attention to hashtags and current social trends and find ways through social media channels to educate your audience with key pieces of information. This will help to set a destination apart. (Adventure Travel News, Katie Hardin) Local Goods and Services The promotion of local products and services increases the amount spent by nonresident travelers. ITRR's report titled The Importance of Traveler Spending on Locally Produced Goods & Services, shows that 16% of travelers purchased locally -made products or services and spent nearly $184 more than the traveler who did not spend on those products. Visitors who purchased local products and services stayed, on average, 4.39 nights longer than those who did not purchase locally. The geotraveler has a higher spending level than other travelers because they seek to sustain and enhance the local geographical character of place and as such, buy local products. One of the goals in this FY17 marketing plan is to enhance the promotion of the flavor of our community. Agriculture is a deeply rooted tradition in the Flathead Valley and spending time in Kalispell means becoming intimately familiar with the local flavors through local products on menus at restaurants, Flathead Cherries, wild huckleberries and a variety of farm -to -table activities for visitors and groups. Group Activities Agritourism activities are gaining popularity for both visitors and farmers. This is due to the increased interest in where our food is coming from, process method and the unique experiences for visitors to be up close and personal on the farm. For the farmers, it allows added revenue to help keep their farm viable and diversify their income. (Local-Food-Tours.com) Association memberships are seeking to maximize their learning while attending unique meeting destinations by utilizing area businesses for off -site events and tours. Professional events (EduTour) were created and merged by Visit Detroit. They take real learning experiences and satisfy attendee demand for unique travel opportunities. The EduTours are similar to school field trips to specific industry businesses to see behind the scenes of how the operation works or just visit with the management and have a Q and A. Groups see this value and it differentiates Visit Detroit and supports the association attendees' educational mission at the same time. (Skiff -September 22, 2015 - Detroit Tourism Turns To Local Industry Leaders to Help Lure Conventions) Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 1 1 14 DMO's and CVB's are putting a more concentrated effort on selling the attendee a destination experience. (CVENT Blog — July 1, 2015) Meetings -Groups -Business Travel With many U.S. travelers taking minimal vacation time, the thought of a business trip involving family members is the only soft spot some people can find. 54% of business travelers who take business trips involving leisure bring their family members along, according to data from a Bridge Street survey, which included respondents from all corners of the world. (Skiff -September 24, 2015 — Resorts tap into bleisure trend to combine business and family travel) "Many organizations still see meetings as a cost center, or a hospitality expense, rather than an investment in strategic development", MacMillan told Skift. So meeting professionals are now turning to DMOs as a source to help grow their revenue. They're requesting financial incentives and subsidies, more marketing support to boost attendance, and more help to secure sponsorship in the destination to drive a meeting's overall business performance. Also, survey respondents reported that the two most appealing selling points for a potential meeting destination were the availability of financial incentives and broad meeting industry collaboration. (Skiff -January 18, 2016 — Meeting planners are relying more on tourism bureaus). Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan I 1 1 15 Marketing Plan Goals and Objectives Goals 1. Increase awareness of Kalispell as a travel destination to expanded markets and audiences. 2. Build relationships with visitors as demonstrated through increased usage and engagement with our key platforms. 3. Grow winter and shoulder season visitations. 4. Diversify the promotion of Kalispell's amenities to decrease an over -reliance on activities that can be affected by climate conditions. 5. Provide sponsorships to events and sports tournaments that have growth potential during the shoulder and winter seasons. 6. Connect with active meeting planners in drive market and regional areas. 7. Promote Kalispell as a meeting destination to local businesses and organizations. 8. Play an active role as a voice for tourism in the state and the community through positive publicity and outreach. Objectives 1. Consumer Travel a. Increase total unique visitors to website by 10% over FY'16. b. Increase new sessions to website from mobile devices by 15% (avg. of mobile & tablet). c. Increase occupancy at TBID hotels between November to April by 2% (as measured by STR). d. Generate 6 media stories in target markets through public relations efforts. e. Increase total social media reach by 5% over FY16. f. Create 2 campaigns that enhance local agricultural products. 2. Events and Sports Tournaments a. Successfully produce established signature events: on budget and with increased economic impact to community. b. Establish sponsorship for two other events or sports tournaments that have long term growth potential during off-season. 3. Meetings & Conventions a. Build a 200 member database of qualified and interested meeting planners. b. Retain engagement of meeting planner database through quarterly newsletters. c. Establish a comprehensive group activity and teambuilding list. d. Create meeting referral program for local businesses and organizations. e. Attend 2 regional tradeshows to promote Kalispell as a meeting destination. f. Create 3 informational handouts for group planners. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan r 1 16 Discover Kalispell's Cooperative Marketing Past Cooperative Marketing Efforts Discover Kalispell participated in MOTBD co-op programs between FY'10 and FY'15. We focused our participation to winter and spring online campaigns. For the most part the campaigns demonstrated success as measured by impressions, CTR and clicks to website. We did not choose to participate in MOTBD co-ops during FY'16 and are not anticipating participation during FY'17 due to issues we encountered with ad development and scheduling and receiving adequate and timely reporting. Discover Kalispell is open to reevaluating the co-ops as they become available and reengaging with MOTBD. Discover Kalispell works cooperatively with the PR and Group Travel departments of MOTBD and Glacier Country to assist with hosting press trips and participating in media events held in Seattle, Portland and San Francisco. For the group travel, meetings and conventions segment, Discover Kalispell participates in FAM trips and meeting planner shows such as IMEX. We also appreciate the cooperation and sharing that occurs with photos and videos between Discover Kalispell and MOTBD and the Film Office. In our local market Discover Kalispell works closely with our partners at Glacier National Park, Flathead Forest Service, Associated Chambers of Flathead Valley, Kalispell Downtown Association and Business Improvement District, Montana West Economic Development, Flathead County Parks and Recreation and Fairgrounds, Kalispell Parks and Recreation, and Montana State Parks. We also collaborate as applicable with Explore Whitefish (WCVB). Anticipated FY 2017 Cooperative Marketing Discover Kalispell is planning several cooperative initiatives with Glacier Country such as media events in Seattle, Portland, and San Francisco, and consumer -based and group travel -based press trips and FAMS. The National Park Centennial provides unique opportunities for increased visitation as well as concerns of potential issues due to overcrowding and wildfires. Discover Kalispell will continue to work closely with the staff at GNP, Glacier Country and Whitefish CVB to develop crisis management plans and PR. As a group we are also providing information and collateral for Glacier Park's staff training to help educate their staff on other activities and opportunities in the Flathead Valley to provide to Park visitors during peak traffic and congestion times. Discover Kalispell will monitor and analyze MOTBD partnership opportunities as they become available. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 1 17 KCVB Combined Budgets FY'17 TBID Projected Revenue $ 525,000 Bed Tax Projected Revenue $ 124,000 FY'16 Carryover $ 49,000 FY'16 Carryover $ 6,000 Total $ 574,000 Total $ 130,000 Program Description Program Program Project Total Project Total Administration * $27,250 $21,600 Staffing - Wages, Employer Expenses $227,000 Staff employer expenses (VIC) $15,000 Director, Group Sales Mgr, Admin Asst) Marketing Support $8,500 $36,000 Smith Travel Reports $5,500 Memberships & Education $3,000 TAC/Gov Conf $1,000 VIC Staff -year round $25,000 seasonal $4,000 Opportunity $5,000 Outreach $1,000 Website $18,000 $ - Maintenance and enhancements SEO & SEM Fulfillment $ $4,350 phone (800 line) $100 postage $4,000 supplies $250 Consumer Marketing $86,750 $38,050 Photo and video library $5,000 Photo and video library $3,000 Social Media admin & advertising $12,000 Social Media admin & adv $7,500 Creative services $20,000 Media buy: print and online $30,000 Online Advertising $14,000 Print Advertising $10,000 Travel show attendance $2,500 Travel show attendance $1,550 Trade show booth $1,500 Airport displays $750 EMarketing $5,000 Visitor guide and niche brochures $10,000 Printed Materials $2,000 Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan I 1 19 Events and Sports -Operations and Promotion $118,500 Dragon Boat Festival $30,000 Spartan Race $23,000 Pond Hockey $30,000 Other event & sports sponsorships $14,500 Event Operations Management $21,000 Groups and M&C $58,000 Meeting Planner Shows $10,000 Meeting Planner FAM $12,000 Meeting planner incentive program $15,000 Group photo and video library $6,000 M&C guide $7,000 Customer Relationship Mgmt System $6,000 M&C memberships $1,000 Sales calls $1,000 Publicity $30,000 Travel media press trips/FAM $13,000 Proactive & reactive PR $16,000 Kalispell branded merchandise $1,000 TOTAL $ 574,000 $15,000 Event Promotion - Press/media $3,000 Event Promotion - Printed Adv $3,000 Event Promotion - Radio/TV $3,000 Event Promotion - Social Media $3,000 Event Promotion - Electronic $3,000 $15,000 Online Digital Advertising $5,000 Group Marketing Personnel $10,000 TOTAL $ 130,000 *Administration includes bookkeeping, rent, office supplies, postage & copies, tech support, equipment & furniture, phone, audit Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 120 Bed Tax - Total budget = $130,000 83% of total allocated to marketing — marketing support, consumer, event, group, fulfillment Fulfillment ---— Group Marketing Event Marketing Marketine Support Iwj TBID - Total budget = $574,000 56% of total allocated to marketing — marketing support, website, consumer, events & sports, M&C, publicity Publ Meeting & Conventions Events & Sports Consume Marketini taffing & Operations Marketing Support Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 121 Combined Budgets — Bed Tax and TBID Total budget = $704,000 Group, M&C Marketing Support Event Promotion and Operatons \A Website Publicity Operation s-Admin Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 122 Marketing Segments and Methods Consumer The consumer -facing campaigns are divided into late-fall/winter and spring/summer campaigns with approximately 60% of the budget directed at fall/winter. Each campaign is designed to highlight the unique activities available in Kalispell and the surrounding area. Primary media includes social platforms, online ads, content amplification, location based advertising, and print ads with accompanying editorial. The marketing initiatives are not directed at the busy July -August summer season when occupancy levels at hotels is near capacity. It is important to note that when crisis management is needed (example: local wildfires) the PR and opportunity funds are directed at managing that process. Method Description Rationale Supporting Research Measure Success Photo/video library Secure new photos & Images play an important Images touch a traveler Imagery is a branding videos that support the PR, role in promoting a during each phase of the tool. Effectiveness social media & advertising. destination and engaging decision process through would be gauged with potential visitors. social media, online adv., through social media and mobile marketing. insights. Social media Update and manage social Majority of travelers (all Wherever travelers go in Increased level of media sites that foster demographics) use social 2016 they use social media engagement; increase consumer engagement and media to connect with to discover, plan and share. total reach by 5%. enhance cross platform sphere and share travel (Adventure Travel News, consistency. Facebook, experiences and get Katie Hardin) Twitter, Instagram and You consumer reviews. Tube. Online and print Creative services and media Online adv. enables a Online adv. has measurable Online adv.: number of advertising buy for online ads, location destination to reach ROI and drives shares and impressions and CTR. marketing, social media targeted consumers and referrals. A targeted Print adv.: supports advertising and targeted connect them with website approach with print adv. the overall brand print publications. and other platforms. provides ability to choose awareness. Lifestyle print publications editorial subjects to deliver speak to specific highly targeted content to geographic and an already engaged psychographic markets audience. (INMA ROI Study, and are effective in Marketingland.com) building brand awareness. Travel show attendance Kalispell will attend at least It is an economical way to Travel shows allow us to Number of brochures two consumer travel shows connect directly with connect with a target distributed and opt -in during FY17. consumers interested in market to grow off-peak subscribers collected. our destination. One -on- visitations. one conversations allow us to create a strong inspiration to move the interested traveler into the orientation phase of trip planning. ENewsletters Send quarterly newsletters Emarketing enables us to 91% of U.S. adults like to Open rate, CTR and to consumer database. keep database engaged receive promotional emails unsubscribe rate. with our destination and from companies they do provide specific incentives business with. and information for trip (MarketingSherpa, 2015) planning. Visitor Guide & printed Design and production of Annual travel guides serves Through fulfillment Used in conjunction collateral annual travel guide, locator as fulfillment piece for VIC requests and distribution of with our website for map and niche brochures. and is requested by guides at targeted racks. brand awareness. thousands of potential and travel shows we are Number of fulfilment Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 123 visitors each year. The able to engage with requests are Kalispell tear -off map is a potential visitors and lead measured. popular item and includes them to website and social area map and detailed channels to learn more. Kalispell map that Niche brochures play a role identifies locations of such as as suggested hotels. itineraries to incentivize travel. Events and Sports Discover Kalispell's signature events are designed as destination events that impact visitations during specific months of the year. The events are created with our target geographic markets in mind and comprise an activity that is already popular in Canada and United States. The PR received through the events creates awareness of Kalispell in markets we could not otherwise afford to be in. Many participants select to attend our events because a) they are already interested in the sport, and b) it provides a reason to visit Montana which has always been on their bucket list. Discover Kalispell also provides grants to new or existing sports tournaments and events that show ability to create significant out of market participation during shoulder and winter months. TBID funds are used for event operations, promotion and sponsorships. Bed tax funds are used for promotion of signature events only. Method Description RationaleSupporting Event promotion — Story pitches and press Connect with markets that Part of event brand press/media releases announcing event have existing teams/ awareness, measured in target markets to solicit participants to increase by registrations and teams and promote teams event awareness. spectator volume. coming to our events through hometown media. Event promotion — printed Print ads run in target Connect with markets that Part of event brand advertising markets that promote the have existing teams/ awareness, measured event to solicit registrations participants to increase by registrations and and spectators. event awareness. spectator volume. Event promotion — Broadcast coverage to Increase awareness of Part of event brand radio/tv promote event and solicit event and promote awareness, measured registrations and economic impact. by registrations and spectators. Communicate event spectator volume. details and key communication messages. Event promotion — social Social media advertising to Economical and targeted Part of event brand media promote event and solicit approach to promote awareness, measured registrations and event registrations. by registrations and spectators. spectator volume. Event promotion - Online advertising including Connect with markets that Part of event brand electronic video promos and have existing teams/ awareness, measured emarketing to promote participants to increase by registrations and event and solicit event awareness. spectator volume. registrations and spectators. Groups and M&C Shoulder season months will continue to be the focus for new meeting opportunities (any months outside of July and August). Ideal group size is between 50-120 for individual properties and up to 500 Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 124 for citywide conferences. We will be creative in offering incentives for groups that meet in the shoulder season and in more than one hotel property. Discover Kalispell will continue to meet as many planners face-to-face with appointment based tradeshows, inviting them to Kalispell for a first-hand look at how we provide professional services and offer a variety of group activities from the adventure seekers to the historians. Visiting with our local business community members will be significant in our search for potential conferences. Many of our Kalispell leaders sit on national, regional and state boards as well as belong to various organizations, both professional and social. Developing "out of the ordinary' group activities will help to sell Kalispell as a meeting destination and provide a unique experience for attendees. With so many recreational, business and educational opportunities we will continue to build a comprehensive list to sell the experience. Method Description Rationale Supporting Tradeshow attendance Attend 2 appointment based Appointment based shows Meeting and event Number of qualified shows. Continue to Partner allow interested planners professionals worldwide leads and RFP's. with Glacier Country and to learn more about have said for years there is Montana CVB's for IMEX. destinations. Partnering still no better way to with other tourism entities network than face to face for larger shows to help meetings with those in your with costs and build the field. (Fast Future Research - Montana brand as a Convention 2020 survey) meeting destination. Meeting Planner FAM Identify and invite meetings Showcase Kalispell and let They provide many benefits Increase our database planners with an interest in planners experience first- for event planners. It is a with qualified planners our area and that qualify for hand the quality of quick way to learn specific for future our specific meeting criteria. meeting facilities and all destinations, new venues, opportunities. that our area has to offer and excursions that are of to their group. value to clients. (Event Planning—blog from CVENT) Meeting Incentive Provide incentives / Organizations are reaching Organizations are not Through participation Program sponsorships to groups out to CVB's/DMO for increasing budgets but rate and booked during our shoulder seasons promotion & financial planners are feeling the business. months and need times. assistance and resources. pressure to produce the Use these to provide same results with less attractive alternate dates. resources. (Skift 1/18/16) Group photo & Video Continue to add quality Have a variety of Content marketing boost Part of brand Library group photos and order new professional imagery that brand visibility and awareness. pull up meeting displays. promotes Kalispell as a enhances the organizations' meeting destination. Use online presence to ensure images in quarterly group that you can connect with a newsletters, website and larger consumer base. collateral. Promote at (Blue -The Importance of local conferences and imagery in your content events. marketing strategy) M & C Memberships Join associations or Utilize membership lists Maximize benefits by Increase database. organizations that have local for emails and newsletters joining organizations. community ties. to promote Kalispell as a Includes: database, meeting destination. networking, sponsorship exhibit opportunities, and promotional emails to members. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 125 Sales Calls Appointment based sales Members of local business Personally asking for Number of qualified calls to local community and community sit on state, referrals during local leads and RFP's. drive market. Focus on regional and national business calls has resulted corporate, association, social boards & belong to various in a booked conference and group business and our organizations. Utilize their RFP's. signature events for groups. buy -in to promote Kalispell. Leverage our valley events to encourage out of area participation. Lead Generating Service Maximize all resources and Empowermint is part of Empowermint provides a Number of qualified opportunities to access DMAI and offers leads to database of information on leads and increase our quality leads specific to our their members. This gives organizations and meetings database. area. Utilize industry us the chance to research and events and training research to assist us in and target a qualified specifically for CVB's and building our database. meeting that fits Kalispell. DMO's. You will find demographics, preferences and histories of those meetings. (Empowermint.com) Publicity Publicity and public relations methods include creation of story pitches which are sent to targeted media based on editorial calendars, used on DiscoverKalispell.com, press room and quarterly enewsletters. Discover Kalispell participates in opportunities that become available such as the NPS centennial and travel platforms that offer exposure where we can control content. The publicity method also includes travel media and influencer press trips in fall, winter and spring and participation in media events in target markets. Discover Kalispell purchases branded items to provide to travel media, influencers and used for contest prizes. Method Description Rationale Supporting Travel media press Host top producing Educate travel writers and Earned media is the most Generate six media trips/FAM journalists to promote their readership of our trusted and influential stories in target experiences in shoulder and destination and its source of commercial markets that promote winter months that are proximity to Glacier Park information and holds 3 of shoulder and winter unique to Kalispell and the and the unique activities the top 4 spots of most travel to Kalispell and Valley and promote our offered. trusted sources. (Conductor area. charming small town and Spotlight, Nielsen Studies) amenities. Proactive and reactive PR Editorial calendar research, Identify editorial PR can have a positive ROI Part of brand response to specific opportunities relevant to by improving brand equity, awareness strategy opportunities and requests, our destination. the value of a brand, and integrity. Also maximize the Discover handle and dissipate measured as part of Kalispell pressroom. negative situations and the earned media natural disasters. (Russell received. Huebsch, Demand Media) Kalispell branded Discover Kalispell purchases Branded merchandise Part of the brand merchandise branded merchandise for distributed to targeted awareness strategy. promotional purposes. individuals helps to sustain and build interest in our destination. Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 126 Kalispell Chamber of Commerce/Convention & Visitor Bureau - FY'17 Marketing Plan 127 KCVB TBID Budget - FY'17 TBID Projected Revenue $ 525,000 FY'16 Carryover $ 49,000 Total $ 574,000 Program Program Description Project Total Administration Staffing $227,000 Operations $27,250 Marketing Support $8,500 Smith Travel Reports $5,500 Memberships & Education $3,000 Website $18,000 Maintenance and enhancements SEO & SEM Consumer Marketing $86,750 Photo and video library $5,000 Social Media admin & advertising $12,000 Creative services $20,000 Media buy: print and online $30,000 Travel show attendance $2,500 Trade show booth $1,500 Airport displays $750 EMarketing $5,000 Visitor guide and niche brochures $10,000 Events and Sports -Operations and Promotion $118,500 Dragon Boat Festival $30,000 Spartan Race $23,000 Pond Hockey $30,000 Other event & sports sponsorships $14,500 Event Operations Management $21,000 Groups and M&C $58,000 Meeting Planner Shows $10,000 Meeting Planner FAM $12,000 Meeting planner incentive program $15,000 Group photo and video library $6,000 M&C guide $7,000 Customer Relationship Mgmt System $6,000 M&C memberships $1,000 Sales calls $1,000 Publicity $30,000 Travel media press trips/FAM $13,000 Proactive & reactive PR $16,000 Kalispell branded merchandise $1,000 TOTAL $ 574,000 TOURISM BUSINESS IMPROVEMENT DISTRICT FUND: 7855 PROJECTED FIDUCIARY RECEIPTS AND FUNDS DUE TO BEGINNING CASH 10100 CASH: Total Cash RECIEPTS 10100 Room Tax Total Receipts TOTAL AVAILABLE DUE TO 21210 Due to TBD ENDING CASH CASH: estimated ACTUAL ACTUAL BUDGET ACTUAL BUDGET FY13/14 FY14/15 FY15/16 FY15/16 FY16/17 $928 $0 $0 $0 $0 $928 $0 $0 $0 $0 $505,000 $549,404 $525,000 $525,000 $574,000 $505,000 $549,404 $525,000 $525,000 $574,000 $505,928 $549,404 $525,000 $525,000 $574,000 $505,928 $549,404 $525,000 $525,000 $574,000 $0 $0 $0 $0 $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. 29 KALISPELL BUSINESS IMPROVEMENT DISTRICT April 29, 2016 Kalispell City Council P. O. Box 1997 Kalispell, Mt. 59903 Re: BID Budget 2016 - 2017 Mayor Johnson and Members of the Council, It is with unanimous agreement that we forward to you our budget request for July 1, 2016 - June 30, 2017. This past year marked another busy year for the Kalispell Business Improvement District. We can all be very proud of what was accomplished. During this past year we; Coordinated our fifth "Chocolat Affaire" to celebrate Valentine's Day in Downtown Continued our successful ThursdaylFest celebrations with the coordination of the Downtown Association • Welcomed many new retail and food establishments and or new owners to the district • Continued the "Wooden Coin" program - $5.00 off a purchase of $25.00 or greater at most downtown establishments • Sponsored and assisted with downtown events; Taste of Kalispell, Annual Art Walk and Holiday Stroll, Christmas Community Tree Lighting and Caroling, First Might Flathead, Ladies Night, Run Through History and Block Party, & the Glacier Rod Run p Maintained our part-time Ambassador to keep downtown clean and friendly • Secured a $15,000 Montano Department of Commerce grant to assist with Fapade Improvements within the BID district. Upgraded our website to be mobile friendly Hosting -a downtown Kalispell Facebook page and hired a team to maintain the page Continue to make significant upgrades to our website We will continue to work closely with the City of Kalispell, the Kalispell Downtown Association, the Tourism Business Improvement District, the Kalispell Convention and Visitors Bureau, Montana West Economic Development and most importantly our downtown businesses. Know that in the coming year we will continue to pursue opportunities to improve the economic growth and prosperity of our downtown. 30 Renewal of the BID - See attached information sheet o Continued upgrades to our website including some new pages • New and continued advertising © Continue the Facade Improvement program which stimulates private investment in the downtown • The continued printing and distribution of our popular walking tour brochure Also look for these and other events in 2016 & 2017: A Choaalat Affaire - February 3, 2017, 5:00 - 8:00 PM o Tihursday!Fest - June 23 - August 25, 5:00 - 8:00 PM Taste of Kalispell - September 8, 5:00 PM - In coordination with The Museum at Central School Sth Annual 5IC Ruin Through History - Sunday, April 16, 2017 Annual Art Walk - Friday, December 2nd, 5:00 - 9:00 PM First Night Flathead - Downtown Kalispell - December 31 st Please accept our thanks for consideration of our budget. New development in Downtown and ongoing business is reshaping our downtown into a true live -work -play community. Much work remains to be done, but downtown momentum continues. We are dedicated to finding solutions to the challenges that our businesses face and we look for opportunities to improve our economic growth and prosperity. Sincerely, Jon Fetveit Board Chair 31 WD BUDGET 2016 m 2017 City Admin fee, 1 Communications 4% 11% Be—VeHOPM(gWt C��tue�utS� • Fapade Improvement Program $15,000 o Cleaning $20,000 C, Advertising/Publications $ 6,000 o Events $ 3,500 6 Insurance $ 7,526 • Bike racks/new projects $20,000 $ 72,026 comG't�1t "f(li icatilo s Web Development & Management $ 4,000 Social Media $ 2,400 On line Marketing $ 7,800 Newsletter $ 350 o Cell Phone $ 800 $ 15,350 Beautilffuoation • Flowers $ 4,350 • Art $ 1,000 $ 5,350 Tourism Printing $ 6,000 $ 6,000 STAFFUNG o Coordinator $30,000 o Rent/supplies/conferences/mileage $ 5,500 $ 35.500 C-07Y Crinp.RRHOSTRPITOVE f` $ 4,688 $ 4,688 32 BUSINESS IMPROVEMENT DISTRICT FUND: 2700-490-4703 3 0 PROJECTED REVENUE AND FUND SUMMARY BEGINNING CASH 10100 CASH: Operating Total Cash REVENUES 363010 Assessments 311100 Levy 312000 Penalty & Interest 335230 Class 8 PP Reimb. 346050 Festivals 365000 Donations/Grants 371010 Interest Total Revenue TOTAL AVAILABLE EXPENSES Operating ENDING CASH CASH: Operating ACTUAL ACTUAL BUDGET ACTUAL BUDGET FY13/14 FY14/15 FY15/16 FY15/16 FY16/17 $116,040 $77,818 $57,258 $57,258 $26,045 $116,040 $77,818 $57,258 $57,258 $26,045 $23,963 $64,084 $319 $251 $600 $16,210 $449 $23,577 $56,854 $223 $622 $0 $4,397 $372 $24,000 $51,413 $136 $311 $0 $20,000 $250 $23,319 $50,706 $926 $643 $0 $11,970 $197 $23,500 $52,000 $100 $640 $0 $11,250 $250 $105,876 $86,045 $96,110 $87,761 $87,740 $221,916 $t63,863 $153,368 $145,019 $113,785 $144,098 $106,605 $148,734 $118,974 $103,388 $77,818 $57,258 $4,634 $26,045 $10,397 DOWNTOWN BUSINESS IMPROVEMENT DISTRICT WAS CREATED May 17, 2004 by Resolution 4891A adopting a budget and providing funding through a mill levy and assessment combination. 33 BUSINESS IMPROVEMENT DISTRICT FUND: 2700-490 -4703 3 0 EXPENDITURE DETAIL/SUMMARY PROGRAM: STAFFING: 349 Mileage/Supplies/Conferences/ Rent 350 Contract staff- coordinator 353 Contract staff - other IMPROVEMENTS: 244 Way finding signs COMMUNICATIONS: 322 Newsletter 345 Cell Phone/Wireless 352 Web Site Development/logo 357 Social Media and On-line Marketing DEVELOPMENT ACTIVITY: 351 Development Activity: Contract services 355 Fagade Improvement Program 365 Advertising/Publications 366 Sponsorship/Events 530 Insurance TOURISM: 356 Printing BEAUTIFICATION: 360 Art 364 Cleaning & Flowers 522 Administrative Transfer Total Budget ACTUAL BUDGET ACTUAL BUDGET FY14/15 FY15/16 FY15/16 FY16/17 $5,716 $5,000 $4,037 $5,500 $29,700 $30,000 $29,700 $30,000 $23,192 $20,000 $19,210 $20,000 $0 $0 $0 $0 $265 $350 $350 $777 $800 $777 $800 $1,642 $4,000 $1,493 $2,000 $2,282 $5,000 $9,545 $10,200 $190 $20,000 $1,024 $5,000 $11,575 $30,000 $24,085 $10,000 $13,069 $6,000 $6,759 $0 $2,590 $3,500 $2,720 $2,000 $7,183 $7,200 $7,526 $7,500 $0 $6,000 $1,880 $0 $0 $1,000 $1,000 $3,627 $4,000 $4,334 $4,350 $4,797 $5,884 $5,884 $4,688 $106,605 $148,734 $118,974 $103,388 34 CAPITAL IMPROVEMENT PLAN PAGE FUND Dept. # 1 1000 410 PUBLIC WORKS 1 1000 412 FACILITIES 1 1000 413 POLICE 1 1000 416 FIRE 1 1000 420 PLANNING 1 2230 440 AMBULANCE 1 2394 420 BUILDING 1 2500 421 STREETS 2 2215 436 PARKS 2 2600 436 FORESTRY 2 5160 430 AIRPORT 2 5210 447 WATER 3 5310 454 SEWER 3 5310 455 WWTP 3 5349 453 STORM SEWER 3 5510 460 SOLID WASTE 4 6010 410 CENTRAL GARAGE 4 6030 403 INFORMATION TECHNOLOGY CITY OF KALISPELL FIVE YEAR CAPITAL IMPROVEMENT PLAN DEPARTMENT DESCRIPTION 2017 2018 2019 2020 2021 TOTAL PUBLIC WORKS ADMIN VEHICLE REPLACEMENT (426, 409, 410, 402, 425,800) S501000 $50,000 $25,000 $25,000 $150,000 1001)-410.430100-xxx $0 TOTAL $50,000 $50,000 $25,000 $25,000 $0 $150,000 CITY FACILITIES-MAINT AWNINGS $0 1000-412.411230 CARPET POLICE DEPARTMENT $0 POLICE ENTRANCE IMPROVEMENT (DOORS 5 AND 6) $8,000 $8,000 $ I6,000 TOTAL $8,000 $8,000 $0 $0 $0 $16,000 POLICE VEHICLE REPLACEMENT- MARKED PATROL (2 veh. Purchased one year 3 the next) $120.000 $79,000 $123.000 $120,000 $120.000 $562,000 I000-413.42014x-xxx _ _ VEHICLCLE REPLACEMENT- UNMARKED VEHICLES $16,000 $16,500 $17,000 $17,000 $17,000 $83.500 VEHICLE REPLACEMENT-MCU/ SRT VEHICLES $25,000 $0 $0 $25,000 $50,000 INTERVIEW RECORDING SYSTEM $12,000 $0 $0 $12,000 REPLACE PARKING TICKET STATION IN EAGLES LOT $160M $0 $0 $16,000 TOTAL $136,000 $120,500 $168,000 $137,000 $162,000 $723,500 TIRE ENGINE/PUMPER $500,000 $500,000 1000-416-420400-xxx COMMAND VEHICLEtCHIEFOFFICER $35,000 - $35,000 S.C.BA REPLACEMENT BOTTLES $66,000 $66,000 TOTAL $535,1100 $66,000 $0 $0 $0 $601,000 PLANNING AND ZONING VEHICLE REPLACEMENT- 2005 Chevy Malibu Sedan $25.000 $25,000 1000.420411020-xxx $0 TOTAL $25,000 $0 $0 $0 $0 $25,000 AMBULANCE TRANSPORT AMBULANCE $185,000 $185.000 $370,000 2230-440-420730-xxx LIFE PAK 15 CARDIAC MONITORS $64,000 $64.000 $128,000 TOTAL $0 $249,000 $249,000 $0 $0 $498,000 BUILDING VEHICLE REPLACEMENT- 2006 Impala Sedan $32,500 $32,500 2394-420.420530-xxx VEHICLE REPLACEMENT - 2006 Sierra Pickup - upgrade to 4X4 $32,500 $32,500 VEHICLE REPLACEMENT - 2007 Sierra Pickup - upgrade to 4X4 $32.500 $32,500 VEHICLE REPLACEMENT - 2008 Sierra Pickup - upgrade to 4X4 $32,500 $32,500 TOTAL $65,000 $32,500 $0 $0 $0' $97,500 DEPARTMENT DESCRIPTION 2017 2018 2019 2020 2021 TOTAL SPECIAL STREET MAINT/TSS TSM 5- 3 AVE E/4TH AVE E COUPLET (UNFUNDED CAPITAL) $251,569 $251,569 2500.421-430241)-xxx TSM 10- 2 ST E / WOODLAND AVE (UNFUNDED CAPITAL) $251,569 $251,569 TSM 12- 18TH ST/ AIRPORT ROAD $251,569 $251,569 TSM IS- 4THAVE E./2NDSTE $18,869 $18,869 TSM 16- WHITEFISH STAGE ROAD / WEST EVERGREEN DRIVE $176,098 $176,098 TSM 24-TRAFFIC SIGNAL SYNCHRONIZATION -US 93 AND 14WY 2 $238,991 $238,991 TSM 26-TRAFFIC PLAN UPDATE SCHEDULE (CITY'S PORTION) $62.892 $62,892 MSN 2- FOUR MILE DRIVE-STILLW ATER ROAD TO US HW Y 93 (CARRYOVER) $4,200,(X)O $4,200,000 PM -MILL, OVERLAY AND CHIP SEAL PROJECTS $500,000 $500,000 $500,000 $5M.000 $500,000 $2,500,000 PM -STRIPPING PROJECTS $60,000 $60,000 $60,000 $60,000 $60,000 $300,000 RH-4TH AVE E FROM CNTR TO 14TH ST E (BOND) (Coordination w/wtr project phases) $1,114,018 $1,114,018 RH-8TH AVE W FROM 7ST W TO 11TH ST E (Coordination w/wtr project phases) $627,754 $627,754 SAND/COLD MIX STORAGE SHED (CARRYOVER) (total $103.084 split street, swr, wir, storm) $25,771 $25,771 SHOP COMPLEX PAVEMENT RESTORATION (Split b/t wtr, %wr. storm, streets, solid wst) $30,552 $30.552 HEAVY TRUCKS REPLACEMENT -(12YD)(263,311,246,305) $2000)0 $300.000 $500,000 HEAVY TRUCKS REPLCMT-(ICE MFLT/WATERTRUCK)(330,338,361)(MACIMATCH) $30,000 $50.000 $50,000 $130,000 HEAVY TRUCKS NEW - SIGN PLATFORM TRUCK $110,000 $1 10,000 SKID STEER LOADER REPLACEMENT(337) $65.000 $65,000 VEHICLE REPLACEMENT -UP TOITON(202.210.430,214) $105,000 $30.000 $45,000 $180,000 STREET SWEEPER- (PRICE REFLECTS GRANT MATCH) (306.350,351) $40,000 $43,000 $43,001) $126.000 BACKHOE REPLACEMENT (244) $105,000 $105,000 FRONT END LOADER REPLACEMENT (371) _ $210.000 $210,000 ASPHALT PAVER REPL. (PRICE FOR USED REPLACEMENT) (309) $20(1,000 $200,000 SUPPORT EQUIPMENT REPLACEMENT -FLAIL MOWER (330) $70.000 $70,000 SUPPORT EQUIPMENT REPLACEMENT - CRACK SEALER (325) $50.000 $50,000 SUPPORT EQUIPMENT REPLACEMENT - TRAILER (385) $25,000 $25,000 SUPPORT EQUIPMENT REPLACEMENT - AIR COMPRESSOR (398) $15,000 $15:0W SUPPORT EQUIPMENT REPLACEMENT -:SNOW BLOWER ATTACHMENT (399) 591,0(XI $91.000 SUPPORT EQUIPMENT REPLACEMENT - SANDER/DEACER COMBO UNIT $30.000 $30,000 SUPPORT EQUIPMENT REPLACEMENT - AIRLESS STRIPER & LINE DRIVER $20.M0 $20,000 SUPPORT EQUIPMENT REPLACEMENT - MOBILE PRESSURE WASHER $8,000 $8,000 SUPPORT EQUIPMENT -REPLACEMENT - GRAPHIC PLOTTER $8:000 $8,000 SUPPORT EQUIPMENT REPLACEMENT - SIGN ROLLER & CONVEYOR TABLE $15,000 $15.000 SUPPORT EQUIPMENT REPLACEMENT - PIPE THREADER $9.000 $9.000 SUPPORT EQUIPMENT REPLACEMENT- STRIPER $57,500 $57,500 TOTAL $7,153,862 $1,051,868 $1,750,754 $1,016,098 $1,101.569 $12,074,151 CITY OF KALISPELL FIVE YEAR CAPITAL IMPROVEMENT PLAN DEPARTMENT DESCRIPTION 2017 2018 2019 2020 2021 TOTAL PARKS LAWRENCE PARK- EXPANDED PARKING $45,000 $45,000 2215.43(r-4611xxx-xxx WOODLAND PARK- STABALIZEPOND PERIMITER $75,000 $75,000 WOODLAND PARK- REPLACE/RENOVATE RESTROOMS $130,000 $130,000 WOODLAND PARK- CAMP CENTER EXTERIOR PAINTING $15,000 $15,000 DRY BRIDGE PARK- PEDESTRIAN WALKWAY $135,000 $135,000 DRY BRIDGE PARK- ACCESSIBLE FISHING PIER $20,000 $20.000 THOMPSON MEMORIAL PARK - PLAYGROUND $60.000 $60,000 MERIDEAN PARK - FENCING $16,000 $16,000 LIONS PARK- PLAYGROUND $40.000 $40,000 EASTSIDE PARK -PEDESTRIAN WALKWAY $15.600 $15,600 WESTERN PARK- COMPLETE DEVELOPMENT? $270,000 $270,000 KIDSPORTS MAINTENANCE STORAGE BUILDING $35,000 $35,000 GATOR UTILITY VEHICLE $7,650 $7,650 SAND PRO- $16.W0 $16,000 POOL PAINT ACTIVITY POOL $12,000 $12,000 TORO 4500 $50,000 $50,000 TORO 5900 $80,000 $80,000 KUBOTA $38,000 $38,000 FLATBED TRUCK WITH DUMP BED $32,000 $32,000 RECREATION VAN- 1.5 PASSENGER $18,000 $18,000 3/4 TON PICKUP SNOWPLOW WITH TOMMY 1.11-T $22,000 $22,000 1/2 TON PICKUP $15,000 $15,000 $30,000 TOTAL $243,000 $266,650 $152,600 $230,000 $270,000 $1,162,250 FORESTRY BANDITCHIPPER $40,000 $40,000 2600-436-460433-xxx 3/4TON PICKUP WITH TOMMY LIFT $24,000 $24,000 TOTAL $40,000 $24,000 $0 $0 $0 $64,000 AIRPORT MAIN RUNWAY -THIN OVERLAY $372010 $372,000 S160-430-430310-xxx WEST SIDE TAXIWAY AND ACCESS POINTS -PULVERIZE AND OVERLAY $255,516 $255,516 Projects identified are presented EAST SIDE TAXIWAY AND ACCESS POINTS- PULVERIME AND OVERLAY $362,167 $362,167 for current footprint & use. NORTH FUEL ISLAND ACCESS ROAD- PULVERIZE AND OVERLAY $14,280 $14,280 The update of the Urban Renewal MAIN HANGARTAXfWAY-PULVERIZE AND OVERLAY $41,446 $41,446 Plan may alter the approach of the NORTH WEST AIRPORT ROAD CONNECTOR- PULVERIZE AND OVERLAY $56,000 $56,000 CIP. CRACK SEAL (RYAN LN LOTS, HANGAR AND TAXIWAY ACCESS POINTS & FUEL ISLAND $14,794 $ I4,794 RYAN LANE- MILL AND OVERLAY $40,119 $40,119 TOTAL $386,794 $311,242 $362,167 $56,000 $1,116,203 DEPARTMENT DESCRIPTION 2017 2018 2019 2020 2021 TOTAL WATER 8TH AVE W. MAIN REPLACEMENT PROM CENTER TO I ITH ST $2.340,011 $2,340,011 5210.447-430550-xxx 4TH AVE.. E. MAIN REPL. (BOND) (CNTR TO 3 ST TO 14 ST F, CORD W/STREET. STORM CIP $2.435,627 $2,435,627 7TH AVE WN LOOP FROM 6TH AVE WN TO E NEVADA ST $369,924 $369,924 2ND AVE E 2" MAIN RFPL. FROM 13 ST E TO 14 ST E, THEN EAST TO 3 AVE E-CARRYO VEN $108,000 $108,000 NOFFSINGER SPRING MAINTENANCE,(mi.sc repairs/roof replc, brick rcplc, sealant) $88,521 S88.521 MISC CONTRACT MAIN UPS17X $150,000 $150,000 $150,000 $150,000 $150.000 $750.000 METERS - NEW $45,600 $45,600 $45,600 $45,600 $45,600 $228,000 METERS -REPLACEMENTS $110,0()0 $110.00(I $110.000 $110,000 $110,000 $550,000 HILLTOP AVENUE, $235,114 $235,114 CONSTRUCT GROSSWIEILLERWELL (CARRYOVER). $639,745 $639.745 SCADA SYSTEM UPGRADES $15,000 $15,000 $15,000 $15,000 $151000 $75,000 NOFFSINGER SPRING GENERATOR- CARRYOVER $90,000 $90,000 ALTITUDE/PRV VALVE AT ELEVATED TANK $136,175 $136,175 SAND/COLD MIX STORAGE (CARRYOVFR)(Total $103,084 split street,sewer, water, storm) $25,771 $25,771 6TH AVE W N FROM IDAHO TO INTFRSE(TION OF NEVADA & 7TH AVE WN $1,006,303 $1.006,303 9TH AVE W FROM 6TH ST W TO 8TH ST W. 8TH ST W B/T 8TH AVE W & 10TH AVE W $62 L775 $621,775 SHOP COMPLEX PAVEMNT RESTORATION (Split b/t wir, swr. storm, xtrw, . solid ws0 $30152 $30,552 PARKS MFTFRING PHASE I AND PHASE 11 $30,001) $30,000 $60.000 VFHICI.E REPL-UP TO I TON(220,270,275) $49.000 $35.000 S84,000 TRENCH ROLLF.RREPI-ACF,MENT(271) $27,000 $27,000 BACKHOE REPLACEMENT(249) $130.000 $130,000 HEAVY TRUCKS REPLACEMENT - (12 YD)(221) $175,000 $175,000 RIDING MOWER REPLACEMENT $10,000 $10,000 SUPPORT EQUIPMENT REPLACEMENT - TAPPING MACHINE $17,000 $17,000 SUPPORT EQUIPMENT REPLACEMENT - METER TEST BENCH $181000 $18.000 TOTAL $3,680,295 $1,376,071 $2,705,611 $1,758,827 $730,714 $10,251,518 2 CITY OF KALISPELL FIVE YEAR CAPITAL IMPROVEMENT PLAN SEWER- PETERSON SCHOOL ALLEY PIPE REPLACEMENT $281,532 $281,532 BILLING AND COLLECTION 6TH ALLEY E. SOUTH OF 14 E ST. TO 13 ST E PIPE REPLACEMENT $222,989 $222,988 5310454.430630-xxx 5TH ALLEY E FROM 7 ST E TO 10 ST E SLIP LINING $74.348 $74,348 1ST ALLEY WN FROM MONTANA ST TO WASHINGTON ST SLIP LINING $49.783 $49,783 3RD ALLEY WEST; 10 ST W -11 ST W, AND 11 ST W - 2ND AVE W SLIP LINING $73.968 $73,968 MANHOLE REHABILITATION & SEWER MAIN REPLACEMENTS/REPAIRS $50,000 $50,000 $50,000 $50,000 $50.000 $250,000 1ST ALLEY EAST NORTH PIPE UPSIZE- CARRYOVER (66% Impact) $54.563 $54,563 STIILWATER ROAD INTERCEPTOR $3,249,378 $3,249,378 MISC. SEWER CONTRACT MAINS AND FACILITY ENLARGMENTS $100,000 $45,000 $45,000 $45,000 $45,000 $280,000 WEST SIDE INTERCEPTOR - 3 MILE DR & SPRING CREEK PROJECT (CARRY) $921,112 $7,612,347 $8,533,459 2ND ALLEY WN; MT -CA UPSIZE REPLACEMENT (CARRYOVER) $705.078 $705,078 FIRST ALLEY E AND W BETWEEN 7 ST W AND 9 ST W SLIP LINING $108.405 $108,405 6TH ALLEY WN FROM WYOMING ST TO COLORADO ST SLIP LINING $45,489 $45,489 6TH ALLEY EN; E OR.- E IDJE WASH; 6TH ALLEY -7TH ALLEY SLIP LINING $57.321 $57,321 EAST/WEST ALLEY NORTH OF 7 ST W: 11 AVE W - FORSYTHE AVE PIPE REPL. $496,784 $496,784 LIFT STATION COMMUNICATION UPGRADE $20,000 $20,000 $20.000 $20,000 $80,000 GRANDVIEW LIFT STATION RELOCATION & UPSIZE (507. impact) $455,786 $455,786 SAND/COLD MDC STORAGE (CARRYOVER) (Total $103,084 split street,sewer, water, storm) $25.771 $25,771 LIFT STATION #5A REMOVAL $257.313 $257,313 SHOP COMPLEX PAVEMNT RESTORATION (Split b/t wtr, swr, storm, street, solid wst) $30,552 $30,552 1ST AND 2ND AVE EN FROM WYOMING ST TO THE NORTH $1,063,187 $1,063,187 TOTAL $2,188.608 $8,406,121 $524314 $3,861,162 $1,415,5W $16,395,705 DEPARTMENT DESCRIPTION 2017 2018 2019 2020 2021 TOTAL SEWER- WWTP REPLACE DIGESTED SLUDGE TRANSFER PUMP $31.786 $31,786 5310.455.430643-xxx DAF REPLACEMENT- I UNIT $1,182,436 $1,182,436 MISC REPLACEMENT ITEMS/MAINTENANCE/REPAIR $Ioo.000 $100,000 $I(10,0W $100,000 $100,000 $500,000 EAST SECONDARY CLARIFIER COATING REHABILITATION $44,617 $44,617 WEST PRIMARY CLARIFIER MECHANICAL REBUILD $48,939 $48,939 AW WTP EFFLUENT QUALITY UPGRADE $4,450,027 $4,450,027 SECONDARY DIGESTER LIDS REPLACEMENT (CARRYOVER & NEW APPROPRIATION) $531.500 $1,800,000 $2,331,500 SOLIDS DEW ATERING- CARRYOVER $100.000 $100,000 EF3 EFFLUENT FILTR REPLC FOR ADD'T CAPACITY & IMPR PERFORMANCE (60% IMPACT) $1,318,874 $5,275,495 $6,594,369 SECONDARY TREATMENT STANDY POWER (26% IMPACT) $139.858 $139,858 DIGESTER SLUDGE HEAT EXCHANGER OVERHAUL $77,500 $77,500 DIGESTED SLUDGE LINE REPLACEMENT (CARRYOVER) $300.000 $300,000 SECONDARY CLARIFIER COVERS - NORTH AND SOUTH $100,Ooo $100,000 SAND FILTERS MAINTENANCE AND REPLACEMENT $200,000 $200.000 EVERGREEN SEWER BUILDING & SAMPLING EQUIPMENT $40.000 $40,000 RAS BUILDING AND STORAGE WAREHOUSE ROOF REPLACEMENT $401000 $40,000 HEAVY TRUCKS REPL: (12 YD) (204,264) $150,000 $150,000 $300,000 RIDING MOWER REPLACEMENT $9,500 $8,500 LARGE IMPLEMENTTRACfOR REPLACEMENT $20.000 $20,000 BACKHOE REPLACEMENT (248) $105,000 $105,000 VEHICLE REPLACEMENT -UP TO 1 TON (500)(208)(209) $40,000 $30,000 $70,000 TOTAL $1,451,786 $3,486,374 $5,545,112 $4,778,966 $1,422,294 $16,684,532 STORMWATER STORM DRAIN CORRECTIONS $1004*0 $100,000 $100,000 $100,000 $1001000 $500.000 5349-453.430246-xxx COP-124 (Pipe conveyance from detention pond 124 in W Stillwater drainage) $3.444,321 $3,444321 STORMWATER FACILITY UPSIZING $130,000 $130,000 $130,000 $130,000 $130,000 $650,000 SYLVAN DRIVE STORMWATER REPAIR (CARRYOVER) $581,400 $390,000 $971,400 SAND/COLD MIX STORAGE (CARRYOVER) (Total $103,084 split street,sewer, water, storm) $25,771 $25,771 NORTH MAIN STORM IMPROVEMENT $94,576 $94,576 ELM'S STORMWATER IMPROVEMENT $123.551 $123,551 TWO MILE DRIVE DRAINAGE IMPRVMNT FROM HAWTHORN TO MERIDIAN $270.760 $270,760 3RD AVE E AND 8TH ST E INTERSECTION DRAINAGE IMPROVEMENTS $186.754 $186.754 4TH ST W AND 9TH AVE W INTERSECTION DRAINAGE IMPROVEMENTS $200.698 $200.698 SHOP COMPLEX PAVEMNT RESTORATION (Split h/t wir, swr, storm, street, solid wst) $30,552 $30,552 STORMWATER QUALITY TREATMENT FACILITY - WYOMING STREET OUTFALL $143.154 $143.154 STORMWATER QUALITY TREATMENT FACILITY - 8TH AVE W AND 11711-1 ST W OUTFALL. $215,919 $215,919 DP-127 REG DETENTION POND FOR NEW DEVELOP AREAS N OF 3 MILE DR & W OF STILLWTR $1,148,107 $1,148,107 STORM FOR 4TH AVE E WATER PROJECT (BOND) (PRJ SPLIT W/WATER & STREETS) $381.188 $381.188 PIPELINE INSPEC 1ONCAMERATRUCKREPLACEMENT(281) $175.000 $175.000 VACUUM TRUCK REPLACEMENT (213) $400,0W $400,000 BACKHOE REPLACEMENT (286) $130.000 $130,000 VEHICLE REPLACEMENT -LIGHT VEHICLES UP TO I TON(661.288,212) $30,000 $33.000 $37,000 $100,000 SUPPORT EQUIPMENT REPL.-TRAILER MOUNTED GENERATOR(260) $45,000 $45.000 TOTAL $1,24011 $1,050,760 $2,121,412 $536,576 $4,279,092 $9,236,751 SOLID WASTE GARBAGE TRUCK REPLACEMENT - SIDE ARM LOADER (317,323) $324,500 $324,500 5510-460-03(1841)(5)-xxx GARBAGE TRUCK REPI.ACEMENT - SIDE ARM LOADER-RFFUR131SH (331A50) $85,000 $85,000 $170.000 GARBAGE TRUCK REPLACEMENT - REAR LOADER (316) $210.000 $210,000 VEHICLE. REPLACEMENT -UP TO 1 TON (321) $48,000 $48,000 TOTAL $elm $0 $324,500 $295,000 $95,000 $752,500 CITY OF KALISPELL FIVE YEAR CAPITAL IMPROVEMENT PLAN DEPARTMENT 2018 2019 2020 2021 TOTAL VEHICLE REPLACEMENT -LIGHT VEHICLES -UP TO 1 TON(326) $25,000 $25,000 SUPPORT EQUIPMENT REPLACEMENT - IN -GROUND 2 POST LIFTS $26,000 $26,000 SUPPORT EQUIPMENT REPLACEMENT - TIRE BALANCER $7,500 $7,500 SUPPORT EQUIPMENT REPLACEMENT - TIRE CHANGER $6,000 $6,000 SUPPORT EQUIPMENT REPLACEMENT - AIR COMPRESSOR $6,500 $6,500 SUPPORT EQUIPMENT REPLACEMENT - A/C MACHINE $O SUPPORT EQUIPMENT REPLACEMENT - WELDERS $51000 $5.500 $10,500 SUPPORT EQUIPMENT REPLACEMENT - SCAN TOOL $6,000 $6,000 SUPPORT EQUIPMENT NEW ITEM - PULLER SET $13,700 $13,700 TOTAL $26AN $44,700 $19,000 $6,000 $51500 $101,200 SERVER - DOMAIN CONTROLLER $10,000 $10,000 SERVER -PRIMARY DOMAIN CONTROLLER $10,000 $10,000 SERVER - WEB SERVER $6.000 $6,000 SERVER - DATABASE (ORACLE) $5,000 $5,000 SERVER - FILE SHARE SERVER $10,000 $10,000 SERVER - CLUSTER (3 for VMs) $25,000 $25.000 SERVER - MAP AND CITYW ORKS $10,000 $10,000 SERVER-DATABASE(SQL) 511,000 $11,000 $22,000 SERVER- STORAGE (SAN) $20,000 $20,000 SERVER - STREAMING SERVER/ENCODER $5,001) $5,000 SERVER - STATION 62 $6,000 $6,000 SERVER-BACKUP/DISASTER RECOVERY $5,000 $5,000 SERVER - SECURITY CAMERA VIDEO REPOSITORY $101000 $10,000 NETWORK EQUIPMENT - SWITCH - CITY HALL (3) $10,0(10 $10,000 $20,000 NETWORK EQUIPMENT - SWITCH - PUBLIC SAFETY (3) $5,000 $6,000 $6,000 $17,000 NETWORK EQUIPMENT - SWITCH - PARKS $5,000 $5,000 NETWORK EQUIPMENT - SWITCH - SECURITY CAMERAS $5,000 $5,000 NETWORK EQUIPMENT -FIREWALLAPPLIANCE (2) $20,000 $20,000 NETWORK EQUIPMENT- FIREWALL APPLIANCE FOR REMOTE SITES (3) $6,000 $6,000 NETWORK EQUIPMENT - ROUTER FOR WAN $10,000 $101000 NETWORK EQUIPMENT - ROUTER FOR CITY SHOPS $51000 $5,000 SECURITY EQUIPMENT- SECURITY CAMERAS $5,000 $5.000 $5,000 $5,000 $20,000 SECURITY EQUIPMENT - SECURITY CAMERAS - ADD CITY HALL EAST LOT & SBGI $12,000 $12,000 APPLICATION - UPGRADE TO LASERFICHE ADVANTE $12,500 $12,500 GENERATOR- CITY HALL SERVER ROOM TBD TBD $0 TELEPHONE SYSTEM - RFP $100,000 $100,000 BATTERY BACKUPS - CITY HALL, PUBLIC SAFETY $5,000 $5,000 $10,000 AV- PROJECTOR & SCREEN -COUNCIL CHAMBERS $8,000 $8,000 AV- CAMERA STATIONARY $6,200 $5,200 $5,200 $16,600 AV - SWITCHER $10,000 $ I o'000 TOTAL $M,200 $194,000 $64,700 $51,000 $359,900 4