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HomeMy WebLinkAboutA2. Res 4693 - Budget AdoptionCommission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: Anna Rosenberry, Administrative Services Director Chris Kukulski, City Manager SUBJECT: Resolution No. 4693 - A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA, APPROPRIATING FUNDS FOR VARIOUS BUDGET UNITS, AND FURTHER ESTIMATING REVENUE NECESSARY TO OPERATE AND MAINTAIN SERVICES OF MUNICIPAL GOVERNMENT FOR THE FISCAL YEAR ENDING JUNE 30, 2017. MEETING DATE: June 20, 2016 AGENDA ITEM TYPE: Public Hearing & Action Item RECOMMENDATION: Take public comment, make further revisions, and adopt Resolution No. 4693 – Appropriation Resolution for the Fiscal Year Ending June 30, 2017 (FY17.) BACKGROUND: During presentations and work sessions held in May and June, the Commission has been considering making changes to the City Manager’s (CM) Recommended Budget, (available at http://www.bozeman.net/Departments-(1)/Finance/Budgets-and- Financials.aspx), so that a Final Budget can be adopted for FY17. Based on feedback during these work sessions held, we have prepared the Appropriation (Final Budget) Resolution. The memos and meeting minutes can be found with the Commission packets for the following meetings: •May 9th – CM Recommended Budget – Overview. •May 16th – Special Revenue Funds •May 23rd – Enterprise Funds •June 6th – General Fund & Community Development Fund •June 13th – Business Improvement Districts and Tax Increment Financing Districts, withUpdated Community Housing Fund information. Tonight has been advertised as the hearing for adoption of the Final Budget. The Appropriation Resolution that is attached comes from the City Manager’s Recommended Budget, with the following changes INCLUDED: 1. The budgets submitted for the Tax Increment Districts and the Business Improvement Districts have been adjusted, based on the presentations made on June 13th.2. Corrections have been made to Health Insurance amounts, related to the error that was discussed in the June 6th Memo. Because the Permissive Medical Levy (and our 206 maximum tax levy) is required to be lowered by 3.21 mills, we have incorporated this change into the Resolution already. However, because of the issue related to its ending reserve level, our recommendation regarding the Tree Maintenance Fund is listed as an option below. We have been asked to prepare cuts that would yield a significant reduction to the total increases that were proposed by the City Manager’s Recommended Budget. • Cuts totaling over $850,000 are detailed below, reducing the net increase for a typical resident from 6.1% to 3.9%. These reductions are identified in the General Fund and the Tree Maintenance Fund. • In light of the condition of our transportation network, its high priority for investment, citizen support as seen in the 2015 Citizen Survey and minimal (less than 5%) protests to create the Arterial Collector District last year, we did not propose reducing any investments into the transportation system either in maintenance or construction. If the Commission wanted to eliminate an intersection upgrade it would likely save ~ $1.5 million in the short run but add more costs later as the price would almost assuredly increase over time due to construction inflation. • We also did not propose any cuts to Water, Wastewater or Storm Water rates due to the fact that any reduction will simply increase our costs for the investment in the future due to construction inflation, requiring higher utility rate increases in upcoming years. Additionally, the Commission already adopted and thus notified all utility customers of water and sewer utility rates for FY16 and FY17 during last year’s two year rate adjustment hearings (2.5 % per year for water and 3% per year sewer). We are not suggesting we cannot lower the utility rates after they have been adopted. However, lowering the rates will require higher rate adjustments in FY18 and beyond in order to make the investments contemplated in the adopted capital improvement plan. For informational purposes, a 1% reduction in each assessment or fee amount correlates to the following values: Effects of Rate/Assessment Change 1% Increase Fund Value of 1%, In FY17 Budget Water $ 71,500 Wastewater $ 78,000 Street Maintenance $ 31,500 Arterial & Collector District $ 6,000 Forestry $ 4,700 The Appropriation Resolution DOES NOT CONTAIN any of the items listed below. If you would like to include these, or any other items, in the Final Budget, please include them specifically in your motion to adopt the Resolution. 1. Recommendations – No net change in taxes or fees. The following changes have emerged since the CM Recommended Budget was developed. We are recommending that these changes be approved; they do not require an increase in fees or assessments. 207 We believed that we would have recommended changes to the Wastewater Impact Fee projects for final budget adoption. Unfortunately, all of the necessary project details have not been finalized. We recommend adopting the Wastewater Impact Fee fund budget as it was proposed; if the project moves forward, we will present a budget amendment later in the year. Item Description 1. Stormwater System Enhancement Capital Projects Change project from: “$225,000 – Fairgrounds ” To: “ $112,500 – Law & Justice site area” and “$112,500 – Stormwater Materials Handling Facility at WRF” 2. GIS Asset Management Software Remove project from FY17 budget – delay to future year, most likely FY19. We will include this project in the upcoming Capital Improvement Plan. 3. Street Impact Fee – Transportation Demand Contract Increase annual amount for Transportation Demand Contract from $25,000 to $50,000 in the Street Impact Fee Fund. This is a 3-year agreement with Montana State University’s Western Transportation Institute. See attached Work Plan and Memorandum of Understanding. 4. Community Plan Project Changes Change project from the $275,000 currently appropriated for the Community Plan in the Community Development Fund to at total appropriation of $200,000: “$150,000 – Community Plan, to come from the Long Range Planning restricted cash”, and “$50,000 – Neighborhood Conservation Overlay District – Inventory Update, to come from Conservation Overlay District restricted cash”. (The potential reduction in the General Fund transfer is listed below.) 2. Recommendations – Lower the increase in taxes or fees. Commissioners have asked for recommendations to cut or change the budget that could yield lower taxes and fee increases. Below are a number of funding options to consider, totaling over $850,000 coming from the General Fund and Tree Maintenance Fund. They have been grouped into priority levels, with 1 being “highly recommended reduction” and 3 being “least recommended reduction.” General Fund: We recommend remaining 4 mills (~$350,000) under our mill levy cap in order to reduce or potentially avoid an operating levy to cover increased operation and maintenance costs associated with the Law and Justice Project that will be in front of the voters this fall. If you were to adopt all Level 1 changes listed below we will be approx. 5.5 mills under the mill levy cap. If all of the optional cuts in the General Fund were taken, there could be an 8.87 mill cut to the estimated property tax levy. This would reduce our projected tax increase by $30.77, bringing the annual property tax increase to $6.09 for the typical resident. Level General Fund – Optional cuts Amount Mill-value Equivalent 1 Changes as a result of aquatics staffing recommendation (net) $(13,926) (0.16) 1 Net reduction for Galavan/Streamline Transportation Request $(18,000) (0.20) 208 1 Digital Forensic Position - reduced share, based on final approved amount from State of Montana. $(5,000) (0.06) 1 Reduction in General Fund Transfer to Planning Fund (use their restricted cash) $(200,000) (2.27) 1 Minimum Reserve. Eliminate the amount that the CM Recommended budget left in General Fund Reserve $(199,000) (2.25) 1 PROST Plan (reduce amount, combine with Community Plan Scope) $(50,000) (0.57) 1 Library Website – integrated sub-page on updated City website. $(2,500) (0.03) 2 PROST Plan (postpone the PROST plan update until FY18 orFY19) $(50,000) (0.57) 2 Workforce Housing Levy, amount not spent in FY17. $(78,000) (0.88) 2 Parks Maintenance District Feasibility study $(32,000) (0.36) 2 Economic Development Marketing (reduce) $(5,000) (0.06) 2 Economic Development & Sustainability Event Reduction $(5,000) (0.06) 3 Fire Master Plan ($35K in GF $15K in IF Fund) $(35,000) (0.40) 3 Police Staffing Analysis $(15,000) (0.17) 3 Library Materials $(20,000) (0.23) 3 Police Car $(55,000) (0.62) TOTAL $(783,426) (8.87) Mills Tree Maintenance Fund: The CM Recommended budget included a 30% increase in Tree Maintenance Assessments that would implement the newly-adopted Urban Forestry Master Plan over a three-year period. Our revised recommendation would be a 15% increase in FY17; this would still provide for the hiring of a Forestry Superintendent mid-year, but would have lower increases in contracted services for tree trimming, slower accumulation of reserves, and require higher assessment increases in future years (15% each in FY18 and FY19, 5% in FY20.) Level Tree Maintenance Assessment Amount % Equivalent 1 Forestry - Reduce Assessment Increase to 25%, for Health Insurance Correction. ($23,004) (5%) 2 Forestry - Reduce Contracted Services by $15,000 in FY17 and take more time to build the Reserve. ($47,200) (10%) TOTAL ($70,204) (15%) 3. Recommendations – Additions to the Budget Below are items totaling over $260,000 that are priorities for any additions that might be made to the General Fund/Community Development fund budgets. In total, these items are the equivalent of 2.50 mills in the property tax levy. General Fund/Community Development Fund – Potential Additions Amount Mill-value Equivalent Add 1.0 FTE, Mid year for Sungard Software Application Manager - With the increasing demand to add technology products for operations and customer service, the City needs to add a staff person that can focus exclusively on the management and integration of our Sungard enterprise software system. Currently, application management is an additional duty assigned to the Controller. $ 46,000 0.52 209 Add 1.0 FTE, Mid year for Planner III - The Community Development department continues to see an increase in complex projects and code revisions/work. We commonly have all planning staff processing project applications in order to provide a high level of customer service and meet statutory deadlines for plan review. Over the past year, fees for Community Development services have exceeded revenue estimates thus providing some additional flexibility in resources and reducing the department’s reliance on the General Fund. However, when the economy slows and or application activity drops off we will have to move quickly to cut costs if we are too reliant on fees to cover ongoing personnel costs. This is a recommendation to reduce ending cash in the Community Development Fund; not result in a property tax reduction. $ 41,000 n/a Add 1.0 FTE, Mid year for Library Aide for book mobile. See the attached memo from library director, Susan Gregory proposing to cut their Library Materials and Web re-design line items in order to offset the costs of hiring a Library Assistant in January 2017. $ 27,120 0.31 Police portable radio replacement – 2017 - 2012 Capital Improvement Plan GF166. At the time of CIP and budget development the regional 911 service had not decided what solutions would be implemented to resolve our ongoing emergency service radio communication problems. Decisions are anticipated in the coming year that would allow us to begin our radio replacement program one year earlier. We will not purchase radios until the crucial 911 decisions have been made. The first year is estimated to cost $59,000. $ 59,000 0.67 Bronken Park Pathway – 2017 - 2021 Capital Improvement Plan GF 206. This project is currently planned for FY18. There is no sidewalk on the east side of Bronken Park fronting Cottonwood. This additional sidewalk will improve safety along a busy arterial corridor and link existing sidewalks to our south and north. $ 88,246 1.00 TOTAL $261,366 2.50 Mills FISCAL EFFECTS: The Final Budget adoption has far-reaching fiscal effects, which are described in the City Manager’s Recommended Budget, in the numerous materials prepared for budget work sessions, and in the information above. The specific effect on a typical resident is described below. The blue column indicates the effects if the Appropriation Resolution is adopted as written. If all of the additional funding options (cuts) listed above are chosen, the effect will be as indicated in the orange column. Typical Resident: Assessment/Charge Increase CM Rec Budget Appropriation Resolution All Cuts, with no additions Revised Change in orange Street Maintenance Assessments $22.07 $22.07 $22.07 15% increase Forestry Assessments $5.10 $5.10 $2.55 15% increase NEW - Arterial Street Assessment $19.79 $19.79 $19.79 90% increase Property Taxes $48.00 $36.86 $6.09 0.8% increase 210 Water Services $12.36 $12.36 $12.36 2.5% increase Sewer Services $17.28 $17.28 $17.28 3% increase Storm Water Services - - - No Change Annual Increase $124.60 $113.46 $80.14 Monthly Increase $10.38 $9.46 $6.68 The effective annual increase of all of these changes would be 3.9% for the typical residential property owner. CM Rec Appropriation After All Revised Typical Resident - Annual Cost FY16 Increase Resolution Cuts FY17 Street Maintenance Assessments $ 147.17 $ 22.07 $ 22.07 $ 22.07 $169.24 NEW - Arterial Street Assessment $ 21.54 $ 19.79 $ 19.79 $ 19.79 $41.33 Forestry Assessments $ 17.00 $ 5.10 $ 5.10 $ 2.55 $19.55 Property Taxes $ 728.83 $ 48.00 $ 36.86 $ 6.09 $734.92 Water Services $ 493.80 $ 12.36 $ 12.36 $ 12.36 $506.16 Sewer Services $ 577.56 $ 17.28 $ 17.28 $ 17.28 $594.84 Storm Water Services $ 70.92 $ - $ - - $70.92 Total Taxes, Fees, Assessments $ 2,056.82 $ 124.60 $ 113.46 $ 80.14 $2,136.96 3.9% Attachments: Appropriation Resolution No. 4531 Financial Summary Sheet Transportation Demand Workplan Transportation Demand Memorandum Of Understanding Memorandum from Library Director Report compiled on: June 14, 2016 211 Page 1 of 4 COMMISSION RESOLUTION NO. 4693 A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA, APPROPRIATING FUNDS FOR VARIOUS BUDGET UNITS, AND FURTHER ESTIMATING REVENUE NECESSARY TO OPERATE AND MAINTAIN SERVICES OF MUNICIPAL GOVERNMENT FOR THE FISCAL YEAR ENDING JUNE 30, 2017. WHEREAS, the City Commission did, on the 9th day of May, 2016, receive and hear the City Manager’s Budget Recommendations for Fiscal Year 2016-2017 (Fiscal Year 2017); and WHEREAS, the City Commission did, on May 16th, May 23rd, June 6th, and June 13th hold Budget Work Sessions that were open to the public to discuss the details of the Recommended Budget and make changes to the same; and WHEREAS, the City Commission did, on the 20th day of June, 2016, after due and proper legal notice, conduct a public hearing on the proposed municipal budget. NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of Bozeman, Montana, to wit: Section 1 The City Commission of the City of Bozeman, Montana, does hereby authorize and appropriate expenditures of governmental fund types (general fund, special revenues funds, debt service funds and capital project funds) and operating expenses for proprietary fund types (enterprise funds and internal service funds) and fiduciary fund types (permanent funds) for budget units and purposes set forth below, in the amounts designated herein, as follows. The City Commission further authorizes and re-appropriates the unexpended balance of Capital Improvement Program & repair and equipment items previously budgeted which have not been completed. 212 Resolution 4693, Appropriating Funds for Fiscal Year ending June, 30, 2017 Page 2 of 4 Budget Unit Total/Fund General Fund $ 29,598,485 Special Revenue Funds 27,050,597 Debt Service Funds 2,411,482 Capital Projects 1,688,375 Enterprise Funds 32,010,922 Internal Service Funds 6,069,245 Permanent Funds 0 GRAND TOTAL – Operating Budget $ 98,829,106 Section 2 The City Commission of the City of Bozeman, Montana does hereby estimate revenues for the various funds, as follows: General Fund $ 29,070,746 Special Revenue Funds 22,232,785 Debt Service Funds 2,429,615 Capital Projects 834,756 Enterprise Funds 29,092,298 Internal Service Funds 6,026,612 Permanent Funds 106,000 GRAND TOTAL – Estimated Revenues $ 89,792,812 Section 3 213 Resolution 4693, Appropriating Funds for Fiscal Year ending June, 30, 2017 Page 3 of 4 That budget information contained in the "City Manager's Recommended Budget for Fiscal Year 2016-2017" document pertaining to Policy Direction, Fiscal Policy, and the specific information concerning budgeting for each department, as may be subsequently amended prior to final adoption of the budget, are hereby incorporated into the document entitled "Approved Budget for Fiscal Year 2016-2017" and are hereby adopted by reference. Section 4 Pursuant to Sections 7-6-4006 and 7-6-4012, M.C.A., the City Commission hereby delegates appropriation and budget amendment authority to the City Manager for the expenditures from the following funds: debt service funds; fee-based budgets; trust funds; federal, state and private grants accepted and approved by the City Commission; special assessments; monies borrowed during the year; proceeds from sale of land; and funds for gifts or donations. Section 5 Pursuant to Section 7-6-4030, M.C.A., this resolution, upon its passage, shall be in full force and effect on July 1, 2016. Section 6 That upon this resolution becoming effective, as provided in Section 5 above, all resolutions and parts thereof in conflict herewith are hereby repealed. Section 7 That should it be found by any court of competent jurisdiction that any section, clause, portion, sentence, word, or phrase of this resolution is deemed to be contrary to any existing law or regulations, that in this instance, it is the intent of the City Commission of the City of Bozeman, Montana, that all other portions, sections, words, clauses, phrases, or paragraphs of this document shall remain in full force and effect. PASSED AND APPROVED by the City Commission of the City of Bozeman, Montana, at a regular session thereof held on the 20th day of June, 2016. ________________________________________ CARSON TAYLOR Mayor ATTEST: _____________________________________ ROBIN CROUGH City Clerk APPROVED AS TO FORM: 214 Resolution 4693, Appropriating Funds for Fiscal Year ending June, 30, 2017 Page 4 of 4 ________________________________________ GREG SULLIVAN City Attorney 215 FINANCIAL SUMMARY General Fund Special Revenue Debt Service Construction Projects Enterprise Internal Service Permanent All Funds Projected Beginning Fund Balance/Working Capital5,572,033 17,541,615 2,654,125 605,000 19,764,352 232,503 1,096,222 47,465,850 Estimated Revenues29,070,746 22,232,785 2,429,615 834,756 29,092,298 6,026,612 106,000 89,792,812 Less Appropriations29,598,485 27,050,597 2,411,482 1,688,375 32,010,922 6,069,245 - 98,829,106 Increase/(Decrease) in Fund Balance/Working Capital(527,739) (4,817,812) 18,133 (853,619) (2,918,624) (42,633) 106,000 (9,036,294) Projected Ending Fund Balance/Working Capital5,044,294$ 12,723,803$ 2,672,258$ (248,619)$ 16,845,728$ 189,870$ 1,202,222$ 38,429,556$ Financial SummaryFinal BudgetFiscal Year 2016-2017216 Bozeman TDM Coordinator First Year Work Plan Draft 5/31/16 1 Bozeman TDM Coordinator First Year Work Plan Transportation Demand Management (TDM) programs focus on changing or reducing travel demand, particularly at peak commute hours, instead of increasing roadway supply. Thus, TDM makes more efficient use of the current roadway system (Municipal Research and Services Center; MRSC, State of Washington). Transportation Demand Management (TDM), also known as traffic demand management, travel demand management, or even mobility management. TDM is the flip side of infrastructure. It focuses on helping people use the infrastructure in place for transit, ridesharing, walking, biking, and telework. It is cost-effective in guiding the design of our transportation and physical infrastructure so that alternatives to driving are naturally encouraged and our systems are better balanced (Mobility Lab).The TDM Coordinator, therefore, will work to implement TDM solutions that will allow the City of Bozeman to more effectively and efficiently use its existing transportation capacity (infrastructure). Work Plan The work plan will include both infrastructure-related activities, as well as data collection and analysis, and other demand-management strategies. The TDM Coordinator and TDM related activities will be managed through the Small Urban and Rural Livability Center, Western Transportation Institute (WTI), Montana State University. However, WTI will be contracting with LDP Strategies (Linda DuPriest) to address portions of the work plan, primarily the infrastructure related TDM elements. TDM Elements/Task Areas Data Gathering and Analysis. Work with the 20 largest employers in Bozeman to determine how their employees commute to work (mode of transportation). Compare this against data obtained through the Bozeman Transportation Master Plan process, and use this mode share data as “Year 1” or baseline data for comparing against future results. Further, use GIS to map the locations of employees of the twenty largest employers in Bozeman as well as the locations (local housing locations) of MSU students. Review Policies. Work with the City of Bozeman and MSU to establish mode share targets or work toward obtaining the targets set by the transportation plans of each entity. Recommend revisions to current policies, or new policies to be implemented to support TDM. Implement TDM Strategies. Work with the twenty largest employers and other stakeholders to implement TDM programs/strategies. This includes all strategies that will increase the use of modes other than a single-occupancy vehicle for commuting to/from work. Such strategies may include: allowing flexible hours; promoting car pools; implementing van pools; incentivizing employees to use public transportation, etc. While work (commute) trips will be emphasized, TDM strategies will be emphasized for any trip an individual may take. Infrastructure Elements/Task Areas 217 Bozeman TDM Coordinator First Year Work Plan Draft 5/31/16 2 The infrastructure portion of the work plan supports the overall program by focusing on the transportation facilities, and how those facilities can support the demand management strategies identified by the City of Bozeman Transportation Master Plan and Montana State University’s Transportation Plan. Implementation tasks will be directed by the City of Bozeman Public Works Director and MSU Office of Facilities and Planning, in coordination with WTI’s Small Urban and Rural Livability Center. Street Maintenance and Utility Projects Review yearly roadway and utility maintenance schedule (mill & overlay) for opportunities to include low-cost improvements such as bike facility striping; markings and signage; pedestrian crossing markings; transit stops and access points; and trail connections. Coordinate staff and contractors to implement these improvements quickly during summer construction season. Major Roadway Design. Assist City of Bozeman staff with public outreach related to bicycle and pedestrian facilities on arterial and collector projects. Assist Public Works Department in media and public relations. Trails Planning and Construction. Coordinate with City of Bozeman, Gallatin Valley Land Trust, and Gallatin County (where appropriate) to optimize bicycle and pedestrian transportation opportunities through new trails and trail connectors to the roadway network. Combined TDM Elements Transportation Planning. Assist the City, MSU, Montana Department of Transportation and Gallatin County with integration of the Complete Streets Policy and multimodal/TDM solutions into all short- and long-range transportation projects and the development policies Funding Strategies/Resources. Identify and obtain the funding necessary to implement the TDM strategies. Funding will likely come from both private and public sources, and will include funding necessary for any capital, as well as operational components, of the TDM efforts. Outreach and Education. Work with the City of Bozeman, Montana State University, the twenty largest employers, and all relevant stakeholders to provide education and outreach about the benefits of TDM. This includes focusing on the benefits of TDM from a community, employer (agency/organization) and individual perspective. Efforts will include general media campaigns, as well as targeted strategies to reach those who would benefit most from the various TDM strategies. Assist Public Works Director with inclusive stakeholder and public engagement strategies on current and long-range transportation projects. Task would include an ongoing media relations campaign and stakeholder outreach and education effort such as: a) City of Bozeman Commission and committee participation/liaison including Transportation Coordinating Committee, Bozeman Area Bicycle Advisory Board, Pedestrian Safety and Traffic Committee, Neighborhood groups, Planning Board, and others. 218 Bozeman TDM Coordinator First Year Work Plan Draft 5/31/16 3 b) MSU board/committee participation/liaison including Campus Sustainability, Parking and Transportation Advisory Committee (PTAC), University Facilities & Planning Board (UFPB), Bicycle Task Force, and others. c) Community and Business Groups such as Downtown Bozeman Partnership, Chamber of Commerce, SWMBIA, HRDC, Gallatin Valley Bicycle Club, seniors groups and other groups with interest in transportation, safety, and livability. d) Press releases and ongoing contact with media including Bozeman Daily Chronicle, free arts/entertainment/outdoor publications, KGLT and other MSU media Evaluation. Work with the City of Bozeman and MSU to recommend processes (procedures) to collect data which will measure modal use/split, and other data that will indicate the level of success of TDM efforts. Collect and analyze data from the 20 largest employers to determine change in mode share. Use the data to evaluate the efforts from Year 1, and to set goals for mode share/mode split and other TDM efforts for Year 2 and beyond. Funding Strategies. Assist with identifying and applying for transportation funding including Federal programs managed through MDT, capital programs, government and foundation grants, private partnerships, and others. 219 TDM Coordinator MOU v2.0 Page 1 of 2 Transportation Demand Management Coordinator Memorandum of Understanding This Memorandum of Understanding (“MOU”) is by and between the City of Bozeman (“City”); Montana State University (“MSU”); and the Western Transportation Institute (“WTI”), which is a department within the College of Engineering at Montana State University, each entity referred to as a “Party” to this MOU, and together these entities are referred to as the “Parties.” WHEREAS: The Parties recognize the significant growth in population in the area, and recognize the growth in traffic (vehicle miles traveled “VMT”, number of vehicles using area streets/road); and, WHEREAS: The Parties desire to address the growth in traffic through a variety of methods, including the implementation of Transportation Demand Management (TDM) practices; and, WHEREAS: WTI has received funding it can leverage, and desires to work with the City and MSU to leverage the funding; and, WHEREAS: The Parties recognize the benefit of leveraging the funding to create and implement a position to be known as the “TDM Coordinator”; NOW, THEREFORE, THE PARTIES AGREE AS FOLLOWS: A position will be created called the TDM Coordinator. The individual (or individuals) who will complete the duties of this job will be an employee (or employees) of the U.S. DOT Small Urban & Rural Livability Center at the Western Transportation Institute. In addition, LDP Strategies will be hired to as part of the TDM effort, with a primary focus on the infrastructure related portion of TDM. The City and MSU will annually contribute matching funds for three years to the budget of the TDM Coordinator. The City will contribute up to a maximum of $50,000 per year, starting July 1, 2016. MSU will contribute $25,000. It is anticipated that this contribution may be reduced if other sources of funding are obtained. David Kack, Director of the Small Urban & Rural Livability Center will be the TDM Coordinators direct supervisor. The City and MSU will each assign two people who willform an “Advisory Board” for the TDM Coordinator. David Kack, in consultation with the Advisory Board, will set the work plan for the TDM Coordinator. The Advisory Board will meet on a regular basis (perhaps quarterly) to review the work of the TDM Coordinator and direct future activities. The annual work plan will be presented to the Bozeman City Commission for approval. In addition, the Commission will receive an annual review of the TDM efforts in the greater Bozeman area. 220 TDM Coordinator MOU v2.0 Page 2 of 2 The primary purpose for hiring and implementing the position of TDM Coordinator is to research, prioritize and implement TDM strategies to reduce traffic levels, or the level of increase in traffic levels, in the greater Bozeman area, including Montana State University. The TDM Coordinator will not be able to enact any policy, strategy or other effort without the express acknowledgement of the City and/or MSU. Each Party will specify an individual to represent the entity in regard to this MOU. This MOU, effective upon signature by the Parties, may be modified through written agreement by the Parties. _________________________________________________________________________ City of Bozeman Date _________________________________________________________________________ Montana State University Date Robert Lashaway, Associate Vice President, University Services _________________________________________________________________________ Western Transportation Institute Date Steve Albert, Executive Director 221 To: Chris Kukulski From: Susan Gregory Date: 5/25/16 Re: Amendment - Library Personnel Request, FY17 Budget Chris, The Library requested two full-time staff positions in our FY17 Budget Personnel Requests to manage the new bookmobile service. We were granted one of the two requests, the FTE Librarian I, Supervisory position. While we appreciate this approval, it also presents the Library with a problem: one FTE employee isn’t enough to adequately staff this program. We will need the FTE Library Assistant position to run the service consistently. There are administrative, collection management, safety and outreach responsibilities to consider, as well as driving the vehicle and providing good customer service. Per our conversation this morning, I would like to make a request for an FY Budget amendment regarding the need for two FTE positions to staff the bookmobile service. Our vendor advises the delivery of the bookmobile from the factory in January, 2017. Thus, we would not need to hire the FTE Library Assistant until January, 2017. We will hire the FTE Librarian I by September so that this person has the recommended advance time to set up the bookmobile program with Library administration. I propose that we hire the FTE Library Assistant mid-FY in January, 2017, at the rate determined by City HR of Pay Band 42. This would mean six months in FY17 at a cost of $27,120. In order not to add this increase to the City Budget, we’re proposing that $27,120 will be taken from the Library’s Budget in two areas: proposed Website re-design and Materials: • $10,000 was left in the Library’s Budget for a Web re-design/update in the CM’s Recommended Budget. This isn’t enough for a re-design, so this money can be used for personnel. • $17,000 will need to be cut from the Library Materials budget. This decision was agreed upon by Library Dept. Heads and the Library Board of Trustees as the only place available for a cut of this size. These changes are difficult but are the only option we have at this time. It is critical that we have a second FTE person to start this highly-anticipated program correctly. Thank you. Susan Gregory Director, Bozeman Public Library 222