On the agenda: Great Falls meeting — datacenter (Apr 20)

Special Work Session Meeting Agenda
2 Park Drive South, Great Falls, MT
Gibson Room, Civic Center
April 20, 2026
2:00 PM
The agenda packet material is available on the City’s website: https://greatfallsmt.gov/AgendaCenter.
The Public may view and listen to the meeting on government access channel City-190, cable channel
190; or online at https://greatfallsmt.gov/344/Live-Meetings.
Public participation is welcome in the following ways:
• Attend in person.
• Provide public comments in writing by 12:00 PM the day of the meeting: Mail to City Clerk, PO Box
5021, Great Falls, MT 59403, or via email to: [email protected]. Include the agenda
item or agenda item number in the subject line, and include the name of the commenter and either an
address or whether the commenter is a city resident. Written communication received by that time
will be shared with the City Commission and appropriate City staff for consideration during the agenda
item, and, will be so noted in the official record of the meeting.
CALL TO ORDER
PUBLIC COMMENT
(Public comment on agenda items or any matter that is within the jurisdiction of the City Commission.
Please keep your remarks to a maximum of five (5) minutes. Speak into the microphone, and state your
name and either your address or whether you are a city resident for the record.)
WORK SESSION ITEMS
1.

Fiscal Year 2027 City Overview & Budget Presentations from Departments.
Tentative Order of Presentations:
City-wide budget introduction
Finance
Public Works
Police
Fire
Administration
HR
Information Technology
Legal
Park and Recreation
Planning and Community Development
Commission closing discussion

ADJOURNMENT

FISCAL YEAR

2027
BUDGET
CITY OVERVIEW
&
DEPARTMENT PRESENTATIONS
April 20, 2026 Special Work Session

Budget Drivers
Legislative Impacts FY2026 and Beyond
SB 117

HB 231 &
SB 542

•
•
•
•
•

Full 3-year average inflation % up to 4%
75% of newly taxable property for residential and commercial
40% of newly taxable property for industrial (10% reserve account)
Effective FY2027
Full effect dependent on MTDOR administration

•
•
•
•
•

Tiered tax rates for residential and commercial
Temporary tax rate structure for FY2026, full effect in FY2027
Floating mill will preserve City revenue
One-time reset of voted levies (Library)
Full effect dependent on MTDOR administration

2

Budget Drivers
Prior Year - FY2026
General Fund
Tax Protest

Approximately $1,100,000 uncollected in FY2024. Approximately $662,000 in FY2025.
Anticipated to continue for 3rd year, FY2026. Settlement percentage is unpredictable.

General Fund
Library Mills

Return of 3.5 City mills to the General Fund. Used towards debt service on Fire Training
Center improvements.

Personnel

New 2-year Collective Bargaining Agreements effective July 1, 2025. Not all have been
finalized.
Health insurance rates increased 5%, employee share increase from 15% to 20%. No
increase to Permissive Medical Levy.

General Fund
Subsidies

Additional subsidies needed for Aim High Big Sky Rec Center ($100,000), outdoor
swimming pools ($80,000), and Civic Center Events ($100,000)

General Fund
Balance

Revenues under expenses by $647,845 → use of fund balance in FY2026.
23.8% projected fund balance, 22% target. Legislative changes in FY2027.

3

FY2027 Budget Drivers
Collective Bargaining Agreements effective through June 30, 2027. Not all have been
finalized. Fire and Plumbers still not settled.
Personnel
Health insurance rates increase 12%. Increase to Permissive Medical Levy.

General Fund
Subsidies

Additional subsidies needed for Aim High Big Sky Rec Center, outdoor swimming pools ?,
and Civic Center Events. Implementation of operation studies.

4

City-Wide Revenue Summary
Fiscal Year 2026 Adopted Budget
Transfer In $2,251,151
1.33%
Other
Licenses & Permits
$2,730,558 1.61%
Special Assessments
$10,826,454 6.40%

$1,319,830 0.78%
Fines & Forfeitures
$638,000 0.38%
Investment Income
$46,550 0.03%

Issuance of Debt
$10,934,300 6.46%
Intergovernmental
$16,180,378 9.56%

Charges for Services
$70,246,746 41.50%

$169,280,123
Total Revenue
Internal Service
$19,361,096 11.44%

Taxes;
$34,745,060 20.53%

5

Fiscal Year
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026

Newly Taxable Inflationary Permissive Entitlement
Property
Factor
Medical Levy
Share
Total Increase
$112,656
$90,165
New
New
$202,821
$151,148
$92,513
$195,351
$144,453
$583,465
$124,223
$92,154
$131,294
$155,130
$502,801
$249,121
$75,618
($65)
$173,569
$498,243
$355,678
$101,905
$265,434
$165,426
$888,443
$370,273
$122,878
$42
$85,338
$578,531
$331,540
$140,415
$284,162
$225,000
$981,117
$301,276
$161,337
$208,415
$233,836
$904,864
$1,026,130
$112,728
$272
$289,000
$1,428,130
$448,379
$0
$119,523
$311,000
$878,902
$869,937
$0
($525)
$0
$869,412
$216,205
$367,824
$179,073
$0
$763,102
$135,678
$134,366
$168,223
$230,302
$668,569
$54,948
$137,147
$165,263
$238,365
$595,723
$822,535
$88,387
$286,319
$247,248
$1,444,489
$876,206
$70,515
$349,244
$277,164
$1,573,129
$437,295
$88,793
$249,726
$40,844
$816,658
$781,414
$127,721
$300,000
$145,815
$1,354,950
$199,839
$168,142
$460,000
$292,005
$1,119,986
$119,488
$0
$0
$284,198
$403,686
$366,758
$0
$0
$130,271
$497,029
$352,303
$641,691
$247,551
$294,004
$1,535,549
$1,510,213
$446,080
$353,043
$311,446
$2,620,782
$710,064
$562,520
$317,544
$319,522
$1,909,650
$334,233
$448,822
$0
$87,666
$870,721

History of General
Fund Revenue
Increases
Newly Taxable Property: Development that increases the
City’s property tax base measured on a calendar year
Inflationary Factor: State mandated formula that
municipalities must use when determining new tax growth
Permissive Medical Levy: State allowed levy to cover group
health insurance costs for employees of the General Fund

Entitlement Share: State controlled formula sharing a portion
of revenues from gaming, reimbursement of reduced
business equipment taxes, and various other shared
revenues
6

Impact of 15-10-420, MCA Inflation Cap
on General Fund Budget
Cumulative Effect of 15-10-420, MCA vs Actual Inflation
$10,000,000
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$2,000,000
$1,000,000
$-

Inflationary amount allowed under 15-10-420, MCA

Inflationary amount if using actual inflation percentage*

*Inflation percentage derived from the change from one year to the next in consumer price index (CPI), U.S. city average, all urban consumers as published by the
bureau of labor statistics of the US Department of Labor. This is the same CPI used by the MT Department of Revenue to determine annual inflationary factor to be
used by local governments.
** No inflationary factor increase taken in years 2011-2012 or 2021-2022. Catch up mills taken in 2013 and 2023, respectively.

7

$2,000,000
$1,800,000

$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0

FY 2022
Support

FY 2023
Support

FY 2024
Support

FY 2025
Support

FY 2026
Support

Civic Center Events

$265,913

$265,913

$0

$134,000

$234,000

Engineering

$63,143

$63,143

$0

$0

$0

Debt Service for bonds

$144,846

$0

$0

$0

$0

$0

$0

$0

$300,407

$400,407

(Old) Recreation Center

$39,206

$39,206

$39,206

$0

$0

Swimming Pools Operations

$267,861

$267,861

$267,861

$128,861

$208,861

Planning Operations

$271,932

$376,932

$376,932

$376,932

$304,932

Natural Resources Operations

$256,277

$256,277

$256,277

$256,277

$256,277

Library Additional Support

$350,000

$350,000

$0

$0

$0

City County Health

$250,000

$250,000

$250,000

$250,000

$250,000

Aim High Big Sky

HISTORY
OF
GENERAL
FUND
SUPPORT

8

Budgeted Revenues Over Time
$180,000,000
$160,000,000
$140,000,000

$120,000,000
$100,000,000
Total City Revenue
$80,000,000

General Fund Revenue

$60,000,000
$40,000,000
$20,000,000
$2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

9

City-Wide Revenue Summary
History of Rate Increases

Average Monthly Residential
Water & Sewer Bill
$120.00

Five Year History of Utility Rate Changes
Water
Sewer
Storm Drain
Sanitation
Residential
Commercial

Butte $112.40

FY 2022
0%
0%
0%

FY 2023
5%
5%
5%

FY 2024
10%
10%
10%

FY 2025
15%
10%
15%

FY 2026
21%
26%
58%

0%
0%

10%
10%

10%
10%

5%
5%

8%
10%

$110.00

$100.00

Kalispell $100.06
Bozeman $98.16

$90.00

Five Year History of Special Assessment Rate Changes
Street Maintenance District
Boulevard District
Portage Meadows District
Street Lighting
Park Maintenance District

FY 2022

FY 2023

FY 2024

FY 2025

FY 2026

$80.00

0%
0%
0%
-1.0%
0%

0%
12%
5%
4.5%
0%

10%
6%
5%
14.0%
0%

10%
6%
5%
6.7%
0%

10%
15%
6%
5.2%
0%

$70.00

$60.00

Missoula $68.76
Helena $65.14
Great Falls $64.66
Billings $64.25

10

City-Wide Expense Summary
Fiscal Year 2026 Adopted Budget
Transfer Out
$2,251,151 1.27%
Debt Service
$6,040,724 3.42%

Supplies
$8,808,873 4.99%

Contributions & Other
$2,142,613 1.21%
Other
$45,300 0.03%

Internal Service
$17,960,296 10.16%
Personal Services
$59,878,957 33.89%

$176,706,290
Total Expense
Purchased Services
$38,027,922 21.52%

Capital Outlay
$41,550,454 23.51%

11

$200,000,000
$180,000,000
$160,000,000
$140,000,000

Debt Service Funds,
Debt Service Funds,
$4,139,452
Capital Project Funds,
$3,111,616
$2,500,000
Capital Project Funds,
$2,500,000
Internal Service
Funds,
$29,060,257

Internal Service
Funds,
$30,088,596

$120,000,000
$100,000,000

Enterprise Funds,
$67,804,202

Enterprise Funds,
$70,129,035

$80,000,000
$60,000,000

Special Revenue
Funds,
$24,425,675

Special Revenue
Funds,
$26,822,989

General Fund,
$42,378,373

General Fund,
$43,026,218

Total Revenue

Total Expense

$40,000,000
$20,000,000

$0

City-Wide Budget
by Fund Type
Fiscal Year 2026
Adopted Budget
12

FINANCE
DEPARTMENT
13

Finance Department Revenue Sources
FY2026 Adopted Budget
Internal Service Internal Service Funds ,
Internal service $115,900 , 3%
General Fund ,
$252,176 , 7%

Internal Service - Debt
Service Funds , $17,633 ,
1%

Internal Service - Special
Revenue Funds ,
$337,307 , 9%
Internal Service Enterprise Funds ,
$1,568,310 , 43%

Intergovernmental ,
$1,331,692 , 37%

14

Finance Department Expenses
FY2026 Adopted Budget
Internal Service,
245,513 , 6%

Supplies, 18,600 ,
0%

Finance FTEs
Capital Outlay,
455,325 , 12%

Purchased
Services, 709,138 ,
19%

Personal Services,
1,669,067 , 44%

Finance – Accounting
Finance – Utilities
Finance – Mail
CDBG Block Grant Fund
Home Grant Fund
Finance Department Total

6.35
8.50
0.25
0.80
0.20
16.10

Contributions &
Other, 725,825 ,
19%

15

FY2026 Adopted Budget
$4,000,000

$3,500,000

$3,000,000

Home Grant ,
$224,488

CDBG Grant ,
$1,107,204

Home Grant ,
$224,488

CDBG Grant ,
$1,106,701

$2,500,000

$2,000,000

$1,500,000

$1,000,000

Finance ,
$2,291,326

Finance ,
$2,492,279

FINANCE
DEPARTMENT
BUDGET BY
FUND

$500,000

$Revenues by Fund

Expenses by Fund

16

What We Do
•
•
•
•

Issue 22,100 monthly utility bills and process corresponding payments
Monitor and reconcile all revenues paid to the City
Process all accounts payable – 9,300 checks issued in 2025
Model revenue and expenditures including projecting impacts of legislation, collective bargaining, or
project costs
• Perform an annual financial audit as required by MCA and implement standards from Governmental
Accounting Standards Boards (GASB)
• Develop and monitor annual city budget as required by MCA, working closely with all City
departments in the process
• Oversee CDBG and other grants (applications, monitoring, and compliance reporting)
• $51 Million over the last five fiscal years

17

Cost Drivers and Revenue Impacts
• All revenue of the Finance Fund comes from Internal Service Charges
• 3 internal service charge factors – accounting, utility billing, and mail
• 68% comes from Enterprise Funds – primarily Water, Sewer, Storm Drain & Sanitation utility billing
• 62% of the Finance Fund budget is personal services – 9 of 16 positions under collective bargaining
• 28% of the Finance Fund is purchased services
• Rising costs of governmental audits – few auditors available
• Costs of generating and mailing 22,100 monthly utility bills
• Increased use of credit card and online payments by customers leads to increasing processing fees

18

Projected FY2027 Budget Requests
•
•
•
•

Personnel – Collective bargaining agreements, health insurance
Postage – Monthly utility billing
Audit – Year 2 of 3-year contract
Credit Card Fees – Increased usage by customers

19

PUBLIC WORKS
DEPARTMENT
20

What We Do:
Public Works Admin: strategic leadership & overall management; drive vision, goals, & culture; synchronize 7
divisions & align across City Staff & with City Manager; support Commission priorities; oversee PW budget
Utilities: 18,900 residential & 2,980 commercial water connections; 22,000 water & sewer customers; 331 mi
water mains; 272 mi sanitary sewer lines; 128 mi storm drains; 3,372 fire hydrants; 6,877 manholes
Water Treatment Plant: intake, treat & pump 4B+ gal water/year; oversee 3rd party WWTP
Environmental: MS4 program; IPT program; FSE/FOG; EPA & MDEQ compliance
Solid Waste: 17,150 residential customers; 1,394 commercial customers; fleet of 20 trucks
Streets: maintain 393 miles streets/alleys; 14,830 street signs; 93 signalized intersections
City Fleet Services: Lifecycle management, repair & maintenance of City’s 292 vehicles & 195 pieces of
equipment; maintain & operate 2 fuel stations strategically located on both sides of the river.
Engineering: Oversee public infrastructure construction; Development Review; $100M project portfolio; SID
information; Maps/Records; Boulevard Encroachment Permits

We are: 135+ People in 7 Divisions leveraging a $70M+ Annual Budget to operate & maintain a
$4B Infrastructure System to provide the Foundation for the 'Great' in Great Falls
21

PW Department Revenue Sources
FY2026 Adopted Budget
Transfer In, $500,000 , 1%
Internal Service - General
Fund, $1,486,349 , 2%
Internal Service - Special Revenue
Funds, $2,324,816 , 3%
Intergovernmental,
$2,795,256 , 4%
Internal Service - Enterprise
Funds, $3,596,721 , 5%

Internal Service - Internal
Service Funds, $297,279 , 0%
Other, $95,150 , 0%
Licenses & Permits,
$65,146 , 0%

Special Assessments,
$6,100,327 , 8%

Issuance of Debt,
$8,434,300 , 11%

Charges for Services,
$50,592,635 , 66%

22

PW Department Expenses
FY2026 Adopted Budget
Debt Service,
$3,947,270 , 5%

Supplies,
$6,796,883 ,
8%

Internal Service
Charges,
$8,695,193 , 11%

Capital Outlay,
$37,226,310 , 46%

Purchased Services,
$9,875,282 , 12%

Personal Services,
$14,275,220 , 18%

Public Works FTEs
Street Fund
Street Maintenance
Traffic
Public Works Admin Fund
Engineering Fund
Water Fund
Lab Testing
Purification
Distribution
Sewer Fund
Sewer Treatment
Sewer Collection
Environmental Compliance
Storm Drain Fund
Solid Waste Fund
Residential
Commercial
City Fleet Fund
Public Works Department Total

23.66
5.00
4.00
18.15
2.00
12.60
19.50

0.40
10.30
2.50
2.70
10.83
10.83
12.68
135.25

23

FY2026 Adopted Budget
$90,000,000

$80,000,000

$70,000,000

$60,000,000

$50,000,000

$40,000,000

PW Admin,
$1,081,274

PW Admin,
$830,293
Central Garage,
$4,069,621

Sanitation,
$6,248,662
Storm Drain,
$6,688,420
Street,
$9,185,225

Sewer, $16,537,385

Engineering,
$2,563,000

Central Garage,
$3,950,166

Sanitation,
$6,415,821
Storm Drain,
$7,169,988
Street,
$11,691,158

Sewer, $15,825,330

$30,000,000

Engineering,
$2,795,852

PUBLIC
WORKS
DEPARTMENT
BUDGET BY
FUND

$20,000,000
Water, $30,165,373

Water, $31,886,569

Revenue by Fund

Expense by Fund

$10,000,000

$0

24

Cost Drivers and Revenue Impacts
Common to All: personnel, vehicles, equipment, supplies, software, utilities, citizen expectations
Public Works Admin: manage complex infrastructure maintenance and services
Utilities: infrastructure size/efficiency; investment level (rates); environmental/safety regulatory compliance;
inflation; world events; poor soils; low quality contractor/developer work; unfunded mandates (regulations)
Water Treatment Plant: chemicals; aging infrastructure; unfunded mandates (regulations)
Environmental: HazWaste Collection Day; changing regulatory landscape; upfitting storm ponds to MS4;
industrial & commercial customer base for IPT/FOG
Solid Waste: Republic landfill rates (16.75% increase 2025); container prices (steel, plastic)
Streets: infrastructure size/efficiency; investment level; MDT traffic signals; utilities; poor soils
City Fleet Services: manufacturing sector costs; international fuel/oil markets; tariffs; tires (rubber)
Engineering: staff centric; portfolio size (internal vs external staffing); densometer

A Median Household in Great Falls pays 1.8% of Income for Water, Streets, Solid Waste
25

Projected FY2027 Budget Requests
Utilities: evaluating rate increase for 1/1/27
- Contract to define condition of underground utilities to support budget planning
- Transport Tractor & trailer (ahead of EPA emissions changes) for PD MRAP Mutual Aide capability
- Underground Utility locate expenses (support Fiber install)
- Backflow program Cross Connection Control Plan start up & software (EPA requirement)
- Utility/Admin building renovation/addition
Water Treatment Plant:
- OT salary (DEQ requirement); Tractian sensors; back up power/generation
Environmental: HazWaste Collection Program: increase?
Solid Waste: 8% Residential/10% Commercial rate increase effective 6/1/26 (Sr. rate transitions to LMI)
- Front End Load Trucks, Dumpsters & Front Load Trailer (customer demand)
Streets: evaluating assessment increase to align revenue with rising expenses & network condition
City Fleet Services: no projected increases for internal City Fleet Division costs
Engineering: increase permit fees (last increase: 2021)
- Install operable office windows

26

POLICE
DEPARTMENT
27

Police Department Revenue Sources
FY2026 Adopted Budget
Other , $92,922 ,
2%

City 911
Quarters ,
$346,674 ,
9%
Internal Service General Fund Fire ,
$406,499 , 10%
Dispatch Service
Charges ,
$600,025 , 15%

Licenses &
Permits , $7,200 ,
0%

Intergovernmental ,
$970,808 , 25%

Internal Service General Fund Police ,
$870,028 , 22%

Charges for
Services ,
$674,731 , 17%

Not shown is the remaining revenue to balance the General Fund Police Department budget. This comes from general revenues of the General Fund
which include Taxes, Entitlement Share, and Fines & Forfeitures.

28

Police Department Expenses
FY2026 Adopted Budget
Transfer Out,
346,674 , 1%

Debt Service,
231,570 , 1%

Supplies, 436,772 , 2%

Police FTEs

Purchased Services, 816,832 , 4%

Internal Service,
2,793,844 , 13%
Personal Services,
17,297,597 , 79%

Admin
Patrol
Investigations
Support Services
Records
General Fund Total

1.75
65.00
23.00
11.67
10.00
111.42

HIDTA
Dispatch Services
Police Department Total

1.00
23.58
136.00

29

FY2026 Adopted Budget
$23,000,000

$22,000,000

$21,000,000

Police Special
Revenue , $44,823
HIDTA , $263,276
911 Special Revenue ,
$664,889

$20,000,000
Dispatch ,
$2,223,226

Police Special
Revenue , $900
HIDTA , $204,259
911 Special Revenue ,
$386,674

Dispatch ,
$2,882,561

$19,000,000

$18,000,000

$17,000,000

General Fund ,
$18,448,895

General Fund ,
$18,448,895

Revenue by Fund

Expense by Fund

POLICE
DEPARTMENT
BUDGET BY
FUND

$16,000,000
General Fund revenues shown on this graph include general revenues from taxes, entitlement share, fines &
forfeitures, etc. that are used to balance the Police Department budget.

30

What We Do…GFPD Priority Matrix
1. CRIME- assaults, theft, disturbances, property damage
2. TRAFFIC- crashes, speeding, DUI, reckless driving
3. QUALITY OF LIFE- disturbances, noise, vandalism, parking complaints
GFPD provides 24/7/365 law enforcement services in the city limits of Great Falls. Our department structure consists of 5 Bureaus;
Patrol, Investigations, Support Services, Records and Emergency Services. Following is the structure:
-136 Full time employees
*92 sworn police officers (rookie to chief)
**55 sworn officers in Patrol
**33 in Investigations
**4 in Support Services
**1 in Admin
*21 civilian support employees
**2 Crash Investigators in Patrol
**19 in Records, Support and Admin
*23 public safety communication (911) employees
GFPD’s Core Functions:
-Responding to crimes
-Investigations
-Department Logistical Readiness

-Animal Control
-Public Safety

-Records/Evidence

31

What we do..
911 Dispatch received 135,165 telephone calls (911 and non-emergency) in 2025. The number of Calls for Service was
90,349. These include Law Enforcement, Fire, Medical and misc. agencies.
2025 Crime Against Persons
Patrol Officers responded to approximately 1,046 offenses which includes aggravated assaults, arson, assaults, partner/family
assaults, offenses against family/child, robbery and sex offenses.
2025 Property Crime
Patrol Officers responded to approximately 3,228 offenses which include auto theft, burglary, fraud, larceny from auto,
shoplifting, theft and vandalism.
General Case Investigations
Detectives were assigned 99 general cases in 2025. General Case types include aggravated assaults, assaults with a
weapon, suspicious deaths, homicides, attempted homicides, suicides, fraud, arson, elder abuse, exploitations and fatal or
major crashes.
Special Victim Investigations
Detectives were assigned 313 SVU cases in 2025. These include but are not limited to adult/child sex offenses, child abuse,
agency assist, sexual & violent offenders, and human trafficking.
School Resource Offers
SROs responded to 833 calls for service/cases assigned. These cases include calls requested directly from GFPS
employees, disorderly conduct, assault, aggravated assault, offenses against family/child and intimidation/school threat cases.
Evidence Records
The Records Bureau took in 12,004 pieces of evidence in 2025 and released 2,717 pieces.

32

Cost Drivers and Revenue Impacts
The GFPD operates under the General Fund. The 2026 budget is $18,448,895. The main drivers of
expenses fall under the following:

-Personnel Costs

-Internal Service Charges

-Technology -Equipment

-Required Training

Budget
RECORDS BUREAU

$950,919

INVESTIGATIVE SERVICES
SUPPORT SERVICES

$3,490,348
$1,800,936

PATROL

$8,840,436

POLICE ADMIN

POLICE DEBT SERVICE

$3,134,686
$231,570
$0

$2,000,000

$4,000,000
Budget

$6,000,000

$8,000,000

$10,000,000

33

Projected FY2027 Budget Requests
•

•
•
•
•
•

Salaries: The GFPD operates with 4 different CBAs and a Non-Union Exempt group.
-PPA includes all Sworn Officers (except Lt, Capt and Chief) will receive a 6% raise. The 6% consists of 2% market, 3% COLA and 1% Health.
-MFPEA has 2 different Locals (#8541-911 & #7796-GFPD Civilian). The 911 Dispatchers (Local 8541)will receive 8% raise. The 8% consists of
5% Market & 3% COLA. The Civilian employees (Local 7796) will receive 7% raise. The 7% consists of 4% Market & 3% COLA.
Crafts; Operators includes our Custodian who will receive an 8% raise. The 8% consists of 4% Market, 3% COLA and 1% Health.
Non Union/Exempt & Non-Exempt: Subject to merit raises ranging from 0% - 5%, based on performance evaluations.
Manning: GFPD is requesting 3 additional entry level Sworn Officers including salary, benefits, equipment and training.
Operational Equipment: Due to uncontrollable cost increases for equipment. The most contributing factor is taser costs for cartridges.
Professional Services: This includes medical services and Leads online. This stems from the ever increasing health care costs we are liable for
such as ER visits, rape, assaults, etc. and an increase for the Leads on Line program.
Training/Travel: With the COGF budget restraints the GFPD has implemented several on-site trainings. Even with this process many vendors
have increased their fees for our required training.
Uniforms: Per the Civilian CBA settlements the uniform allowance amounts have increased.

Additional Operational Equipment: Body Worn Cameras have now become an unavoidable piece of operational equipment in Law Enforcement
both State and Nation wide. Checking with other agencies in MT we are looking at a range between $121,300.40 to $483,525.90 depending on
the number of cameras, storage costs and level of services. Additionally, the move to using BWC necessitates the move to different vehicle
cameras and other digital evidence storage solutions, or cloud storage. We have an opportunity to move to cloud storage for all digital
evidence collected and processed by the GFPD. In doing so this would include changing our in car camera system to and AXON camera, and
changing our Interview Rooms to an AXON product

34

GREAT FALLS
FIRE RESCUE
35

FY2026 Adopted Budget
$14,000,000

Fire Special
Revenue, $6,600

Fire Special
Revenue, $-

$12,000,000

$10,000,000

General Fund,
$12,318,105

FIRE
DEPARTMENT
General Fund,
$12,318,105
BUDGET BY
FUND

Revenue by Fund

Expense by Fund

$8,000,000

$6,000,000

$4,000,000

$2,000,000

$-

General Fund revenues shown on this graph include general revenues from taxes, entitlement share, fines & forfeitures, etc. that are used to balance the
Fire Department budget.

36

Great Falls Fire Rescue Expenses
FY2026 Adopted Budget - $12,318,105
Supplies,
$360,935 , 3%

Debt service,
$317,227 , 3%

Purchased services,
$449,323 , 4%

Fire FTEs

Internal service
charges,
$1,399,529 , 11%

Operations
Prevention
Emergency & Disaster
Fire Department Total

64.50
4.50
1.00
70.00

Personal services,
$9,791,091 , 79%

37

Revenue & Reimbursements
(General Fund)
FY2026 Adopted Budget
Intergovernmental,
$17,500 , 3%

Licenses & permits,
$295,000 , 45%

Other, $100 , 0%

Charges for services
(Fire District Fees),
$335,422 , 52%

Total
$648,022

Not shown is the remaining revenue to balance the General Fund Fire Department budget. This comes from general revenues of the General Fund which
are comprised of Taxes, Entitlement Share, and Fines & Forfeitures.

38

What We Do
Protect lives and property by delivering professional, all hazards emergency services
to our community through public education, fire prevention, training and response.

What We Deliver
• Rapid Emergency Response

• 24/7 response to fire, medical, rescue and Hazmat incidents

• Prevention & Risk Reduction

• Inspections, code enforcement, public education and

outreach

• Disaster & All-Hazards Preparedness

• Planning and coordination for complex, large-scale

emergencies

• Accountability & Readiness

• Highly trained personnel and responsible use of resources

39

SERVICE DELIVERY
RESPONSE – ALL HAZARDS

INSPECTIONS - PREVENTION
3495

Total Incidents

2085
3536
3429

EMS Incidents

TRAINING - READINESS
Other Incidents

2025
Average Training Hours
per Month
Fire Incidents

332
40

Cost Drivers

Revenue Impacts

Personal Services (80% of Budget)
Salaries, overtime, benefits, minimum
staffing requirements, collective
bargaining agreements, competitive
compensation
Physical Resources (PPE, Apparatus,
Equipment)
Purchasing costs, repair & replacement
costs, inflation
Training
Overtime, accelerated wear and tear on
PPE, apparatus, and equipment, capital
costs of props, regulatory compliance
Inflation
Fuel, Utilities, Software/Technology

General Fund
GFFR is primarily supported by tax
revenue (General Fund) and has limited
ability to offset costs.

Other Revenue Sources
Revenue generated from GFFR (licensing,
Fire District costs, Fees, etc.) are put back
into the General Fund.

Grants
Grant funding is competitive, unreliable,
limited, and typically restricted to
specific, one-time uses.

41

Uncontrolled/Limited Drivers

Controlled Drivers & Tradeoffs

1.

Salaries & Benefits - Negotiated labor
contracts, pensions, Workers Comp
&Insurance Premiums

1.

Deferred maintenance of apparatus and
equipment - Increased risk of failure and higher
long-term repair/replacement costs

2.

Purchase & Repair Costs - Apparatus &
Equipment

2.

3.

Emergency Call Volume & Severity –
Fuel & Utility increases

Service Reductions - Longer response times,
increased negative outcomes to life safety and
preservation of property

3.

Staffing Numbers - Reduced response capacity and
increased safety risks to personnel.

4.

Use of reserve apparatus or equipment Decreased reliability and increased maintenance
needs

4.

Compliance & Mandates – Safety
regulations, State & Federal Legislative
changes

42

Projected FY2027 Budget Requests
Personal Protective Equipment (PPE)
• Firefighter Turnouts (Coat, Pants, Helmet, Gloves, Boots, Hood)
• Repair for existing Turnouts
• Self Contained Breathing Apparatus (SCBA)- Create Emergency Revolving Schedule for
future purchase
• Full replacement at today’s rate $780,000
Fire Prevention Bureau
• 1 FTE Deputy Fire Marshal
Apparatus (25-Year Service Life)
• Create Emergency Revolving Schedule for Future Purchase
• (3) Engines manufactured in 2004 (Refurbishing may add 5 years)
• (1) Water Tender manufactured in 2000
43

ADMINISTRATION
DEPARTMENT
44

Admin Department Revenue Sources
FY2026 Adopted Budget
Internal service - Special
Revenue Funds, $37,548 , 3%

Licenses & permits, $35,000 ,
2%
Investment Income, $2,050 ,
0%

Other, $42,055 , 3%
Internal service - Internal
Service Funds, $64,907 , 4%

Internal service Enterprise Funds,
$200,464 , 14%

Charges for
services, $434,420 ,
30%

General Fund subsidy,
$234,000 , 16%
Internal service - General
Fund, $404,208 , 28%

Not shown is the remaining revenue to balance the General Fund Admin Department budget. This comes from general revenues of the General Fund
which includes Taxes, Entitlement Share, and Fines & Forfeitures.

45

Admin Department Expenses
FY2026 Adopted Budget
Other, $45,000 , 1%

Supplies, $129,215 ,
3%

Capital outlay,
$38,401 , 1%

Purchased
services,
$603,570 , 15%

Internal service
charges, $639,056 ,
15%

Personal services,
$2,724,811 , 65%

Admin FTEs
Mayor/City Commission
City Manager
City Clerk
Communications Specialist
Neighborhood Council
Animal Shelter
General Fund Total

1.25
3.00
2.00
1.00
0.50
10.26
18.01

Civic Center Events
Civic Center Facilities
Admin Department Total

3.45
4.20
25.66

46

FY2026 Adopted Budget
$4,500,000

$4,000,000

$3,500,000

$3,000,000

Civic Center
Facilities,
$717,127

Civic Center
Facilities,
$839,252

Civic Center
Events,
$544,825

Civic Center
Events,
$643,151

General Fund,
$2,697,650

General Fund,
$2,697,650

Revenue by Fund

Expense by Fund

$2,500,000

$2,000,000

$1,500,000

ADMIN
DEPARTMENT
BUDGET BY
FUND

$1,000,000

$500,000

$General Fund revenues shown on this graph include general revenues from taxes, entitlement share, fines &
forfeitures, etc. that are used to balance the Admin Department budget.

47

What We Do
Civic Center Events & Facilities:
•

Manages Civic Center operations, facility maintenance, and event coordination to support community events, City
functions, and revenue generation.

City Clerk’s Office:
•

Ensures transparency and compliance by managing official records, elections, public meetings, and legislative processes

Neighborhood Council Coordinator:
•

Strengthens community engagement by supporting Neighborhood Councils, facilitating communication, and concerning
residents with City leadership

City Communication Specialist:
•

Delivers timely, accurate information to the public through media, digital platforms, and strategic
trust and awareness

messaging to build

Animal Shelter:
•

Provides animal care, shelter, and adoption services while supporting animal control services and responsible pet
ownership

48

Cost Drivers and Revenue Impacts
Civic Center Events & Facilities
Cost Drivers:
•
•

Awaiting Theater DNA recommendations on operational structure and reducing annual subsidy reliance
All revenue of Facility Maintenance Budget comes from Internal Service Charges
• Focused effort to do more preventative maintenance work internally versus outside sourcing

Challenges for the upcoming fiscal year:
•
•
•

Internal service charges are the biggest expense
Broadway in Great Falls has been cancelled due to lack of local labor to support the event
Implementation of a new business model will take time to put in place

Animal Shelter
Cost Drivers:

•Personnel (74.43% of total budget)
•Internal Revenue Services (8.81%)
•Supplies/Products (7.33%) (Food, vaccinations, etc.)
•Purchased Services (3.39%) (Medical, pest control, etc.)

49

Projected FY2027 Budget Requests
Civic Center Events & Facilities:
• Theater Rigging Inspection
• Required by OSHA
• Projector and Screen Replacement
• Civic Center Sidewalk repairs
• Civic Center Doors and Windows

City Clerks Office:
• Digitalization of records for optimal utilization and efficiency

Animal Shelter:

• Increase in funding for veterinary care for medical services
• Facility maintenance needs due to aging building infrastructure

50

HUMAN
RESOURCES
DEPARTMENT
51

HR Department Revenue Sources
HR Fund
FY2026 Adopted Budget

Internal Service Special Revenue Funds ,
$250,606
Internal Service Enterprise Funds ,
$657,125

Internal Service Internal Service Funds ,
$108,207

Internal Service Special Revenue
Funds , $157,564
Internal
Service Enterprise
Funds ,
$421,437

Health & Benefits Fund and Insurance & Safety Fund
FY2026 Adopted Budget

Internal
service General Fund ,
$506,864

Internal Service - Internal
Service Funds , $260,396
Health Insurance
Retirees , $198,132

Internal service General Fund ,
$947,390
Health
Insurance
Employee
Share ,
$2,477,925

Health
Insurance City
Share ,
$9,911,698

52

HR Department Expenses

Health & Benefits Fund and Insurance & Safety Fund
FY2026 Adopted Budget

HR Fund
FY2026 Adopted Budget
Purchased
Services,
$58,645

Supplies,
$35,900

General
Liability
Insurance,
$1,465,787

Property
Insurance,
$604,651

Deductibles,
$119,726

Internal
Service, $9,396

Internal
Service,
$111,185

Health
Insurance,
$12,847,255

Personal
Services,
$992,081

HR FTEs
HR Department Total

7.60

53

FY2026 Adopted Budget
$18,000,000

$16,000,000

$14,000,000

Human Resources ,
$1,194,072

Insurance & Safety ,
$2,115,517

Human Resources ,
$1,197,811
Insurance & Safety ,
$2,194,143

$12,000,000

$10,000,000

$8,000,000

$6,000,000

Health & Benefits ,
$12,587,755

Health & Benefits ,
$12,852,672

Revenues by Fund

Expenses by Fund

HR
DEPARTMENT
BUDGET BY
FUND

$4,000,000

$2,000,000

$-

54

What We Do
➢ Administration of Core Competencies:
▪
▪
▪
▪
▪
▪

Recruitment & Retention
Compensation & Job Classification
Scales
Payroll (Bi-weekly)
Labor Negotiations and Collective
Bargaining Agreements
Labor and Employee Relations
Health and Welfare Benefits

▪
▪
▪
▪
▪

▪

Random Drug Testing
Policy Development
Organizational Training & Development
Risk Management (WC, Property,
Liability)
Legal Reporting and Compliance to
Federal & State Agencies
Employee Records Retention

➢ By the numbers, HR annually processes approximately:
▪
▪
▪
▪
▪

2,444 Applicants yielding 192 New Hires
Administration of 220 Random Drug Tests
59 FMLA claims
50 WC claims
14,000 Employee Paychecks
55

Cost Drivers and Revenue Impacts
➢ Wages and Salaries consist of approximately 33% of the City’s overall
budget.
➢ Labor Negotiations for seven collective bargaining agreements (CBAs)
covering 11 unions and 75% of the City’s workforce. All seven contracts
are due for collective bargaining in FY27.
➢ Continued increases in trend and utilization of health insurance.

56

Projected FY2027 Budget Requests
➢ Biennial Competitive Market Study for all union and non-union positions.
➢ Pre-employment Drug Testing.
➢ Risk Management - Upgrade and replacement of security cameras around
the Civic Center and Electric City Water Park.

➢ Annual Increase of Professional Services Agreement for recruitment
software.

57

INFORMATION
TECHNOLOGY
DEPARTMENT
58

IT Department Revenue Sources
FY2026 Adopted Budget
Charges for Services,
$500 , 0.0%

Special Revenue Funds,
$349,039 , 13.0%

Internal Service Funds,
$471,433 , 17.5%

General Fund, $1,351,194 ,
50.2%

Enterprise Funds,
$519,380 , 19.3%

59

IT Department Expenses
FY2026 Adopted Budget
Capital outlay,
$136,420 , 5%

Internal service
charges, $85,880 ,
3%

IT FTEs

Supplies,
$248,594 , 9%

IT Department Total

9.00

Purchased services,
$1,111,320 , 42%

Personal services,
$1,102,933 , 41%

60

FY2026 Adopted Budget
$3,000,000

$2,500,000

City Telephone,
$234,216

City Telephone,
$234,220

$2,000,000

$1,500,000
Information
Technology,
$2,457,330

Information
Technology,
$2,450,927

Revenue by Fund

Expense by Fund

$1,000,000

IT
DEPARTMENT
BUDGET BY
FUND

$500,000

$-

61

What We Do
The IT Department manages all City technology.
• Support and manage over 1,500 technology devices.
• Manage the City’s email system, which handles over 100,000 emails per month.
• Manage internet connectivity - over 60 million internet requests per year.
• Manage connectivity between physical locations.
• Manage public WiFi, averaging 700 devices per day.
• Manage the City’s telephone system.
• Provide technical support to 500 employees, resulting in over 4,500 support requests per year.
• FY26 Satisfaction Rating: 99.7% (300 survey responses received, one unhappy customer)
• Provide mapping and addressing services internally and for the public.
• Cybersecurity – all day, every day.

62

Cost Drivers and Revenue Impacts
• All revenue of the IT Department Fund comes from Internal Service Charges.
• 41% of the IT budget is for personal services.
• 42% of the IT budget is for purchased services.
• 82% is related to software maintenance and subscriptions.
• 16% is related to network/data circuits and services required for the telephone system.
• 9% of the IT budget is for supplies.
• 96% of this cost is for hardware – computers, printers, scanners, copiers, servers and network
equipment.
• Capital outlay costs of $136,420 are specific to Telephone, specifically the buildup of reserves
necessary for a telephone system replacement. These costs will decrease significantly in FY27.
• Hardware costs are increasing dramatically due to market changes favoring AI/datacenters.
• Software subscriptions and maintenance are trending around 7% average increase year over year.
Some software costs have increased 20-30% in one year.
63

Projected FY2027 Budget Requests
• Cybersecurity remains a significant threat, and we lack the staffing needed to monitor and protect on all
fronts 24/7. Rather than adding staff, IT suggests augmenting existing staff by utilizing additional
cybersecurity-related monitoring systems and managed response services:
• The City’s 5-year endpoint antivirus contract expires in FY27. Renewal estimate is between $30,000
and $35,000/year for the same solution.
• IT proposes replacing the existing system with one that provides endpoint antivirus, as well as
application, firewall, and network monitoring and managed response. The estimated cost is
$50,000/year ($30,000 is unavoidable; the additional $20,000 would greatly increase our
visibility.)
• IT also proposes an additional $30,000/year for services, software and hardware related to
vulnerability scanning and management, privileged access management, identity security hardening,
expansion of backup capabilities, and other cybersecurity related systems that would increase the
City’s security posture.

Due to cost-cutting efforts in FY26, the IT Department expects our FY27 budget to be relatively flat
compared to FY26. This is true even if the above cybersecurity-related costs are approved.
64

LEGAL
DEPARTMENT
65

Legal Department Revenue Sources
FY2026 Adopted Budget

Charges for services,
$26,000

Not shown is the remaining revenue to balance the General Fund Legal Department budget. This comes from general revenues of the General Fund
which include Taxes, Entitlement Share, and Fines & Forfeitures.

66

Legal Department Expenses
FY2026 Adopted Budget
Purchased services,
$108,634 , 7%

Supplies, $12,150 ,
1%

Internal service
charges, $158,610 ,
9%

Legal FTEs
General Fund Total

11.10

Personal services,
$1,403,553 , 83%

67

FY2026 Adopted Budget
$1,800,000

$1,600,000

$1,400,000

$1,200,000

$1,000,000

$800,000

General Fund Legal
Department,
$1,682,947

Other General Fund
Revenue,
$1,656,947

$600,000

LEGAL
DEPARTMENT
BUDGET BY
FUND

$400,000

$200,000

$-

Revenue

General Fund Legal
Department,
$26,000

Expense

68

What We Do
CIVIL

CRIMINAL
Mission:
Evaluate, prosecute, and resolve criminal cases to protect
the community, ensure accountability, and achieve just
outcomes.
Core Responsibilities
•Case Review & Charging Decisions
•Evidence Review & Management
•Court Appearances (Open Court & Omnibus Hearings)
•Plea Negotiations & Agreements
•Restitution Evaluation
•Legal Research & Evidentiary Briefing
•Trial & Hearing Preparation
•Witness Preparation & Coordination
•Hearings & Trials
CASELOAD OVERVIEW
CATEGORY

CASES

CRIMINAL

3,350

TRAFFIC

4,300
TOTAL 8,575
1,100 PLUS CASES PER PROSECUTOR

69

Cost Drivers and Revenue Impacts
WORKLOAD DRIVERS
• PERSONNEL
• OUTSIDE COUNSEL
FEES
• LITIGATION

•
•
•
•
•
•

DEPT. LEVEL ACTIVITY
CONFLICTS/LITIGATION
AI
CITATIONS ISSUED
CASE COMPLEXITY
CASE ATTENTION
70

Projected FY2027 Budget Requests
POSITION
1 CIVIL ATTORNEY
1 PROSECUTOR
1 VICTIM/WITNESS COORDINATOR

71

PARK &
RECREATION
DEPARTMENT
72

Park & Recreation Department
Revenue Sources
FY2026 Adopted Budget
Other, $150,077 , 2%

Internal service, $101,549 , 1%

General Fund
subsidy,
$865,545 , 12%

Special assessments,
$2,193,203 , 30%

Charges for services,
$4,062,043 , 55%

Not shown is the remaining revenue to balance the General Fund Park & Rec Department budget. This comes from general revenues of the General Fund
which include Taxes, Entitlement Share, and Fines & Forfeitures.

73

Park & Recreation Department Expenses
FY2026 Adopted Budget
Supplies,
$632,444 , 6%

Capital outlay,
$187,791 , 2%

Contributions &
other, $33,050 , 0%

Parks & Rec FTEs

Debt service,
$702,164 , 6%

Internal service
charges,
$1,172,665 , 10%

Purchased services,
$3,888,497 , 34%

Personal services,
$4,718,244 , 42%

Park Areas
Admin
Trails Maintenance
General Fund Total

11.00
4.73
1.00
16.73

Park Maintenance District
Natural Resources
Aim High Big Sky
Swimming Pools
Park & Rec Department Total

3.00
5.00
15.13
0.50
40.36

Park & Rec Seasonal Total

24.35

74

FY2026 Adopted Budget
$12,000,000
Ice Breaker, $75,100
Recreation,
$84,000
$10,000,000

$8,000,000

Aim High Big Sky,
$1,572,507

Ice Breaker, $89,067

Recreation, $17,728
Multi-Sports,
$119,250

Swimming Pools,
$803,019

Swimming Pools,
$641,811

Golf Courses,
$1,819,293

Golf Courses,
$2,119,393

Park Maintenance
District, $1,910,399

$6,000,000
Park Maintenance
District, $1,500,000
$4,000,000

$2,000,000

Natural Resources,
$904,955

General Fund,
$3,486,792

Aim High Big Sky,
$1,693,460

Multi-Sports,
$126,363

Portage Meadow,
$80,071

Park & Rec
Special
Revenue,
$13,059

Natural Resources,
$1,075,215

General Fund,
$3,486,792

Portage
Meadow,
$254,857

Park & Rec
Special
Revenue,
$58,662

PARK &
RECREATION
DEPARTMENT
BUDGET BY
FUND

$Revenue by Fund
Expense by Fund
General Fund revenues shown on this graph include general revenues from taxes, entitlement share, fines &
forfeitures, etc. that are used to balance the Park & Recreation Department budget.

75

What We Do
•784.5 acres of land maintained through mowing, irrigation, and turf management across parks, state land, and city
greenspaces
•77 miles Trail
•43 miles of paved trail plowed during inclement weather
•5 fishing/kayak docks and 4 river access points provided
•2 ADA-accessible docks
•23 baseball/softball fields managed
•59 art/history installations maintained and repaired
•40,000 trees managed within city limits –tree trimming, stump grinding, disease testing
•Forestry removes 114.24 miles (or 346.34 city blocks) of leaves each fall
•684 individuals participated in Learn-to-Swim lessons (2025)
•21,646 visitors attended outdoor pools in summer 2025 (daily admissions)
•Park and Recreation operates 3 outdoor pools, 2 indoor pools, and 4 splash pads
•54 group fitness classes/specialty programs offered weekly at the S.A.H.B.S. Aquatic and Recreation Center
•238 individuals enrolled in the 2025 Summer Camp Program
•3,196 memberships registered at the S.A.H.B.S. Aquatic and Recreation Center
76

Cost Drivers and Revenue Impacts
• Cost Drivers
Aging infrastructure increasing repair and replacement needs
Personnel costs (~42% of budget), with 60% of staff under collective bargaining agreements
Ongoing shift to preventative maintenance to reduce long-term costs
• Revenue Sources
General Fund support (~12% of operating budget) and Park Maintenance District 1
User-based revenue: memberships, programs, rentals, and leases
Supplemental funding: grants, sponsorships, and donations
• Community & Economic Return
Free and low-cost programs support community health, safety, and access
Events and facilities generate tourism and local economic activity
Parks and recreation support workforce attraction and property value
77

Projected FY2027 Budget Requests
• Boulevard District Assessment Increase
• Workforce & Training
• PMD1
• Aquatics, Restrooms, Park Safety, Irrigation, Turf, Courts, Playgrounds, Equipment and unforeseen
repairs
• Capital and Project Phases
• Recurring Maintenance & Operations

78

PLANNING &
COMMUNITY
DEVELOPMENT
DEPARTMENT
79

Planning & Community Development
Department Revenue Sources
FY2026 Adopted Budget
Internal service,
$181,086 , 5%

Fines & forfeitures,
$50,000 , 1%

Investment income,
$2,500 , 0%

Other, $183,625 , 5%

General Fund Subsidy,
$304,932 , 8%

Intergovernmental,
$606,000 , 16%

Licenses & permits,
$1,808,212 , 47%

Charges for services,
$695,375 , 18%

80

Planning & Community Development
Department Expenses
FY2026 Adopted Budget
Contributions &
other, $100,000 , 2%

Supplies, $23,550 ,
1%

Planning & CD FTEs

Internal service
charges, $520,655 ,
13%

Purchased services,
$876,887 , 22%

Personal services,
$2,433,059 , 62%

Planning
Historic Preservation
Building Permits
Parking
Planning & CD Total

6.90
1.00
12.30
0.80
21.00

81

FY2026 Adopted Budget
$4,500,000

$4,000,000

$3,500,000

Hazard Removal, $-

Parking,
$784,250

Hazard Removal, $-

Parking,
$756,685

$3,000,000

$2,500,000

$2,000,000

Planning &
Community
Development,
$1,403,409

Planning &
Community
Development,
$1,405,204

$1,500,000

$1,000,000

Permits,
$1,644,071

Permits,
$1,792,262

Revenue by Fund

Expense by Fund

PLANNING
DEPARTMENT
BUDGET BY
FUND

$500,000

$-

82

What We Do – Building Division
Fee Supported Activities:
Building Permits - FY26
• $180 million in project valuation
• Issued 3,231 permits including:
o 109 Commercial Permits
o 38 Single Family Homes
o 3084 Sub permits
o 4,981 total building inspections

Average Permit Review & Issuance Time:
Commercial
• First Comments - 32 Days
• Second comments- 10 days
• Issuance - 68 Days
Residential
• Issuance within 17 days

Building Division Changes and Improvements:
• Residential Hazardous Soils Ordinance
• Online Building Permit Submittals
• Outreach Meetings, Open Houses, Public Engagement, & Info Sessions
83

What We Do – Planning Division
Fee Supported Activities:

Property Tax Supported

• Land Use Applications
o 2025 - 16 total
4 Annexations, 2 Major Subdivision
Plats, 3 PUDs, 1 Agreement
Amendments, 4 CUPs, 2 Variances
o 2024 – 5 total (220% increase)
• Staff Reviewed Administrative Plats
(incl. Minor Subdivisions) – 18 total
• Bldg Permit Zoning Reviews – 45 total
• Sign Permits – 76 total
• Business License Reviews – 227 total

• Pre-Application Meetings
o 231 meetings
o Over 900 hours of staff time
o Approx. $50k + in value
o Not all projects result in applications
o Investment in economic development
o Connects to the City Commission’s
goal of economic development
• TIF Requests – 9 total
o Staff time supported by TIF funds
84

What We Do – Code Enforcement & Parking
Property Tax Supported:

Fee Supported(ish):

Code Enforcement
• Enforce International Property
Maintenance Code and City Ordinances
• Cases involving weeds, property
maintenance, snow shoveling, nuisance
abatement among other municipal code
violations
FY2026 Cases
• CE Opened 162, Closed 88
• Weeds Opened 99, Closed 99
• Court Cases 14
• Abatements/Full Demolition 1

2025 Parking Statistics
• On-Street Parking – 83,445 users /
$324,029 collected
• Garages - $220,442 collected
• Surface Lots - $59,215 collected
• Fines – 10,665 tickets / $40,101 collected
• Boots - 13 boots (March 2026 – 14 boots)
• Recent fines and fees are adopted and
being tracked by staff to assess fund
impacts
• On-street revenue stable
• Fines up substantially
85

Cost Drivers and Revenue Impacts
Internal
• Personnel Costs (wages; insurance; bargaining agreements; paying
out retirement PTO)
• The Cost of being “Business Friendly” – Non-fee supported
assistance, follow-up, over and beyond customer service
External
• Vulnerable to market trends, i.e., the market determines what comes
in the door
• State Legislative Changes that affect local development
administration (licensing; financing; etc)
• Credit Card Fees
• Contracts for third-party services, software, parking, and
supplemental plan review
• Cost of Staff Training / State Req Certification and CECs
86

Projected FY2027 Budget Requests
Personnel Costs
• Wages, Collective bargaining agreements, health insurance
Hazard Mitigation Fund - Code Enforcement & Abatements
• Request from General Fund

87

CLOSING
DISCUSSION
88