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HomeMy WebLinkAbout03-20-17 City Commission Packet Materials - C8. PSA with Peaks to Plans for Parks Feasibility Study Commission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: Carolyn Poissant, Manager of Trails, Open Space and Parks Design and Development Mitch Overton – Director of Parks and Recreation SUBJECT: Professional Services Agreement with Peaks to Plains Design, PC for Parks and Trails District Feasibility Study MEETING DATE: March 20, 2017 AGENDA ITEM TYPE: Consent RECOMMENDATION: Approve the Professional Services Agreement with Peaks to Plains Design, PC for the Parks and Trails District Feasibility Study for an amount not to exceed $30,000 and authorize the City Manager to execute the Agreement. BACKGROUND: Since roughly the mid-1990’s, code-required parkland dedications through subdivision development have been dedicated to the city but largely maintained by the development’s homeowners associations (HOA). Many of the final plats dating back to that date as well as current plats include a statement to the effect that, “The Homeowners Association will be required to maintain all dedicated parkland until such time that the city creates a citywide parks maintenance district or equivalent funding mechanism.” Furthermore, in November 2012, voters approved a 15 million dollar Trails, Open Space and Parks (TOP) Bond to develop new community parks, add new trails, create trail connections, make water quality improvements and build multi-use recreation fields. Today, there are 33 city neighborhood parks maintained by HOAs totaling 252 acres. The TOP Bond funds have purchased an additional 150 acres to be maintained by city park staff. The TOP Bond did not include maintenance or operating funds in the bond. City park staff currently maintain 44 park areas totaling 648 acres, 60 miles of multi-use paths and trails and 21 playgrounds that reside in HOA neighborhood parks, in addition to the 21 playgrounds in city- maintained parks. Over the past year, city staff have compiled thorough data depicting what parks and their associated assets currently cost to maintain. The Parks and Trails District Feasibility Study will assess different ways in which the city may approach funding the maintenance costs associated with four options delineated below: 126 1. All Inclusive: funding maintenance for all dedicated city park property; 2. Limited Inclusive: funding maintenance for all dedicated parks and trails but omitting portions of dedicated park property that do not serve recreational purposes (e.g., as entryways and other functions within the development); 3. Non-HOA: funding maintenance for all parks and trails currently maintained by the city and all TOP parks and trails, leaving currently HOA maintained parks to be maintained primarily by the HOA while potentially implementing specific maintenance standards designated by the city; 4. TOP Only: funding maintenance for all TOP parks and trails only. In addition, the Parks and Trails District Feasibility Study will compile all existing park master plans into one records retention file. Included in the list of 2016-2017 Goals set forth by the Commission is a feasibility study for a parks and trails district. The Fiscal Year 2017 Budget approved by the City Commission includes a line item of $32,000 for completing this task. A letter signed by Mayor Taylor requesting technical assistance was submitted to The Trust for Public Land in April 2016, and a report has subsequently been provided by The Trust for Public Land. The report discusses the legislative authority for creation of a park maintenance district as well as examples of efforts in other cities similar to Bozeman in context (“Attachment A – Conservation Finance Feasibility Study, August 2016”). The Scope of Work included in the Professional Services Agreement (“Attachment B”) includes additional data gathering and analysis, consultation with staff, and preparation of a report delineating the costs, financial mechanisms, and alternatives for developing a parks and trails district. Three proposals were received and interviews were conducted by a selection committee. The top combined score for the proposal and interview was obtained by Peaks to Plains Design, PC whose team includes PROS Consulting, Inc. a national firm specializing in park operational and maintenance assessments. The work is expected to be completed by mid- to late-May of this year. The report and recommendations will then be brought to the Commission. UNRESOLVED ISSUES: Further direction by Commission will be required. ALTERNATIVES: Do not perform the study. FISCAL EFFECTS: The Fiscal Year 2017 Budget approved by the City Commission includes a line item of $32,000 for completing the feasibility study. Attachments: Attachment A - Conservation Finance Feasibility Study Attachment B – Professional Services Agreement Report compiled on: March 6, 2017 127 CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST 2016 BOZEMAN, MONTANA ATTACHMENT A 128 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST 2016 2 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT Copyright © August 2016. The Trust for Public Land All rights reserved. Cover photo: Tom Robertson, Story Mill Community Park 129 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST, 2016 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT 3 TABLE OF CONTENTS Introduction 4 Special Districts Overview 5 Special Districts in Bozeman ................................................................................ 5 Authorization to Create Special Districts .............................................................. 6 Special District Governance and Powers ............................................................. 7 Methods of Assessment ....................................................................................... 7 Bozeman Parks and Recreation 7 Potential Park Maintenance District in Bozeman ................................................. 8 Municipal Park District Examples 9 Bend Park and Recreation District, Oregon 9 Eastmont Metropolitan Park and Recreation District, Washington 10 Billings District, Montana 10 Bainbridge Island Metro Park and Recreation District, Washington 11 130 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST 2016 4 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT INTRODUCTION The Trust for Public Land (“TPL”) is an independent 501(c)(3) nonprofit organization specializing in conservation research, finance, land and water protection and urban parks. TPL is based in San Francisco with 40 offices nationwide, including a program for land protection and parks in Oregon. The Trust for Public Land’s Conservation Finance program helps public agencies and communities create a vision for parks and conservation and raise funds from state and local public sources, including local ballot measures. TPL’s land protection team helps public agencies and other NGOs complete conservation real estate transactions, and our urban team helps to design and build parks and playgrounds. The Trust for Public Land differs from other conservation nonprofits because it works across the full range of landscapes necessary for human health and well-being — from inner city to wilderness. TPL has the expertise and resources to tackle the most complex parks and land protection projects. And TPL is the only national conservation group working to provide close-to- home nature in cities and metropolitan areas, where 85 percent of Americans live. The Conservation Finance Program provides professional, technical assistance services to government officials and administrators that need to research and evaluate conservation finance options. Since 1996, TPL has worked on over 500 state and local ballot measures and legislative campaigns to generate more than $57 billion to protect special places nationwide for parks, trails, beaches, historic landmarks, forests, rivers and lakes, wilderness, farms, and ranches. Voters have approved 81 percent of the ballot measures supported by The Trust for Public Land. In Montana, The Trust for Public Land’s Conservation Finance staff has provided technical assistance and planning services to several jurisdictions including Bozeman, Missoula, Whitefish, Gallatin County, and Missoula County. In all, since 1996, TPL has supported 8 successful conservation finance ballot measures in Montana generating more than $120 million for parks, trails, and open space conservation. The following study presents options for the Bozeman Parks and Recreation Department to consider in exploring the potential to create a special district. This research provides a stand-alone, fact-based reference document that can be used to evaluate financing mechanisms from an objective vantage point.1,2 1 The contents of this report are based on the best available information at the time of research and drafting, June 2016. 2 This feasibility study is not a legal document and should not be relied upon for legal purposes. 131 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST, 2016 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT 5 SPECIAL DISTRICTS OVERVIEW Special districts are units of local government that provide specific services within a defined area. Most districts perform a single function, but in some instances, their enabling legislation allows them to provide several, usually related, types of services. The services provided by these districts range from such basic social needs, such as hospitals and fire protection, to the less conspicuous tasks of mosquito abatement and upkeep of cemeteries. According to the U.S. Census Bureau, there are more than 1,082 special purpose districts in Montana.3 The most common form of special purpose district is the independent school district. Other prevalent districts in the state include water and wastewater districts, improvement districts, and economic development districts. These districts are given significant powers including the power to acquire, purchase, sell, or lease real property; sue and be sued; borrow money; and contract with other entities. Some districts are granted the power to impose and collect taxes and to issue bonds. Many districts have differing requirements for their creation, administration, funding, and structure. Advocates of special districts say they are more popular with citizens than general purpose governments because people understand what they are getting for their money. On the other hand, many people are not aware that special districts exist, making it unlikely they will show up at meetings or demand accountability and leaving districts potentially vulnerable to special interest control. Special Districts in Bozeman The City of Bozeman has created assessment districts for a number of functions, including Street Maintenance, Tree Maintenance, Street Paving, Street Lighting, Business Improvement, Tourism Business Improvement and Infrastructure Improvements. For example, in 2015 the city commission created a new special assessment district to assist in funding the construction and improvement of streets classified as arterials and collectors. The currently estimated costs of the Arterial and Collector Street Special District in Fiscal Year 2016 are $576,000; in Fiscal Year 2017 are $1,130,000; and in Fiscal Year 2018 are $2,000,000. Each year, as part of its regular budget process, the City estimates the total costs of the District for the ensuing fiscal year. The costs of the District are assessed annually to all owners of real property within the incorporated city limits based upon the assessable area of each lot or parcel, expressed in square feet. The lot or parcel area is limited to the maximum square footage assessed for zoning designations. This same method of assessment is used for the city's existing Street Maintenance District assessment. For FY 2017 the average sized residential lot (7,500 square feet) will be assessed $41.33 for the year for arterial streets. The city wide street maintenance district assessment is $169.24 for the averaged sized lot and the tree maintenance district’s annual assessment will be $22.70 for an average sized city lot. 3 http://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk. 1,082 total districts: 763 special purpose districts; 319 independent school districts. 132 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST 2016 6 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT Source: City Manager’s Recommended Budget Message for Fiscal Year 2016-2017 (FY17). The cities of Billings and Missoula have established similar maintenance districts for parks. More information about the Billings Park Maintenance District is provided in a later section of this study. Authorization to Create Special Districts Special districts in Montana are authorized by MCA §7-11-1003. By this authority the city commission may create a special district by resolution or by referring a ballot measure for approval by the local electorate.4 Alternatively, citizens may petition the local government for the creation of a special district.5 If the special district is proposed by a resolution of the city commission then the commission must hold at least one public hearing on the matter. A notice of the resolution and hearing must be mailed to each property owner in the proposed district along with a protest form and instructions.6 If written protest is made by the owners of property to be assessed for 50 percent or more of the cost of the proposed program (in accordance with the methods of assessment) proceedings are terminated and the matter may not be considered again for at least a year. If the protest represents more than 10 percent but less than 50 percent of the cost of the assessments then the governing body may abandon the proposal or proceed by putting the question to a vote at a public referendum.7 If insufficient protests have been made (or if eligible voters have approved a referendum) the city commission would approve an ordinance or resolution creating the district and establishing assessments. 4 The city commission may refer the question to the ballot (either primary or general election) through the resolution/ordinance process. An individual entitled to vote on the proposition must be a registered voter of the state and a resident or owner of taxable real property in the area subject to the proposed special district. 5 MCA§7-11-1003(2)(a). If the petition is signed by at least 25 percent of the registered voters or by the owner of at least 25 percent of the real property within the boundaries of the proposed district the question shall be referred to the ballot. If the petition is signed by at least 50 percent of the voters or property owners the governing body will hold a public hearing and the matter will be subject to a protest process. 6 Property owners have 60 days from either the date of first publication on the notice passing the resolution of the date the protest form is provided to make written protest. 7 MCA §7-11-1008(5)(b)(i). 133 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST, 2016 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT 7 Special District Governance and Powers8 A special district may be administered and operated either by the governing body (city commission) or by a separate elected or appointed board as determined by the governing body. If the special district is administered by a separate board, the board shall submit annual budgets and work plans to the governing body for review and approval. Powers and duties that may be granted to the board include establishing a capital improvement fund and issuing general obligation bonds or revenue bonds. Methods of Assessment9 The city commission will make assessments or impose fees for the costs and expenses of the special district based on a budget proposed by the commission or separate board administering the district. Several methods for assessing the percentage of cost of the program or improvements are authorized. For example, assessments may be assigned to each lot or parcel equally within the special district with regard to the size of the lot or parcel. Alternatively, each lot or parcel may be assessed based on the square footage. The governing body may not charge more than 15 percent of the annual fees or assessments collected to administer the district. BOZEMAN PARKS AND RECREATION The Bozeman Parks and Recreation Department comprises five divisions: parks; recreation; aquatics; forestry; and cemetery. Additionally, the department manages and acts as administrator for the Trails, Open Space and Parks (TOP) program. The City of Bozeman Parks Division is responsible for the overall development and maintenance of 45 public parks, 52 miles of trails and associated sports fields and open space within the city limits totaling 474 acres. Many homeowners associations (HOAs) are responsible for basic maintenance of their neighborhood city parks. HOAs maintain nearly 300 acres of park lands and natural areas. The Trails, Open Space, and Parks (TOP) program was created in 2012 when city voters approved a $15 bond initiative with 73 percent voter approval. The bonds will support the costs of designing, constructing or equipping on open-space land, trails, parks and natural areas or multi-use recreational fields and facilities, or employing such lands in the preservation or enhancement of water quality, and acquiring rights to or interests in or improving open- space lands in or near the City · To date, three major acquisitions of new parkland have been completed, including: • 55 acres for Story Mill Community Park • 80 acres for the Bozeman Sports Park • 9 acres for Bozeman Pond expansion Three additional projects have been approved and will require Parks Division management, maintenance and operation: 8 MCA §7-11-1021. 9 MCA §7-11-1024. 134 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST 2016 8 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT • Bozeman Creek Enhancement at Bogert Park • Path to the “M” and Drinking Horse • Front Street Connector Trail The city’s budget is organized on the basis of funds, each of which is considered a separate entity. Governmental funds include the General Fund, Special Revenue, Debt Service, and Capital Projects Funds. Enterprise funds consist of Water, Wastewater, Solid Waste, Parking, and Storm-water Utility Funds. The General Fund represents about 31 percent of total appropriations to support the majority of administration, public safety and public welfare operations. The FY 2017 recommended general fund budget for Bozeman of $29,882,201 includes $2,161670 for parks which represents roughly 7 percent of general fund expenditures. Recreation is budgeted at $2,026,743 (including the Aquatics Division). The largest expenditure categories are police and fire which combined comprise 49 percent of the total. Bozeman’s population grew by approximately 4.2 percent from 2013 to 2014 – much higher than comparable communities in Montana and regionally. The city’s current population of 43,400 is expected to continue to increase creating additional needs for parks, trails and recreation facilities and programming. See Appendix A for more information about population growth. The cost to manage the existing city-owned parks (474 acres) is approximately $1.9 million. The TOPs parks, once completed, will add another $741,950. The cost to the city to pay for management of HOA parks (286) is roughly $938,400 for a total of about $3.6 million annually.10 Potential Park Maintenance District in Bozeman The City of Bozeman could consider creating a special district to fund parks and trails maintenance and operations. As mentioned earlier, the district could be administered by the City Council or by a separate elected or appointed board and may be supported by assessments or fees. Assessments The City of Bozeman could impose an assessment to support a new park district similar to the existing assessments for streets and tree maintenance. In order to create an estimate of the revenue generating capacity and cost of a hypothetical assessment rate based on square footage of property in the city, TPL will require data from the assessor including total square footage of property in the city and the square footage of the average residential property. Alternatively, a parks maintenance district assessment may be based on the taxable value of property (similar to the city mill levy). For example, the City of Missoula created a park district in 2010 that levies an assessment of 7.08 mills.11 The Missoula park district levy is estimated to generate roughly $770,000 annually at a cost to the owner of a $225,000 house (taxable value = $2,864) of approximately $20 per year.12 10 Personal communication with Carolyn Poissant, MLA, AICP, Manager of Trails, Open Space and Parks Design and Development City of Bozeman - Department of Parks and Recreation 11 http://www.ci.missoula.mt.us/DocumentCenter/Home/View/30219. 12 City of Missoula, Budget Analysis 2016, p. 2. 135 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST, 2016 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT 9 MUNICIPAL PARK DISTRICT EXAMPLES Municipal park and recreation districts exist in many forms around the country. Several examples are examined in this section. Details include mission, management structure, budget, funding sources, and implementation authority. BEND PARK AND RECREATION DISTRICT, OREGON Overview and Governance The Bend Park and Recreation District is a special tax district created in 1974. It is separate from the City of Bend, governed by a five-member, elected board of directors, and managed by an executive director. The district operates independently of other government agencies and adopts its own budget. The district serves a local population of 84,362 with 106 full-time staff and 380 part- time employees. District properties total 2,706 acres including regional parks (1,011 acres), natural areas (918 acres), community parks (619 acres), neighborhood parks (158 acres), and 65 miles of trails. Budget and Funding District operations are largely supported by a permanent tax rate (property tax) and program fees as shown in the charts below. District voters have been asked to approve several tax levies and bonds to support the district over the past 40 years. The majority of these measures passed. Most recently, in November 2012, the citizens of Bend Park and Recreation District passed a $29 million bond measure to fund a number of park, trail and recreation projects. The capital projects budget ($46.6 million) is funded by bonds and system development charges (SDCs). SDCs are collected from new residential building permits to be used for new park and trail land acquisition and development projects. 136 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST 2016 10 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT EASTMONT METROPOLITAN PARK AND RECREATION DISTRICT, WASHINGTON Overview and Governance The Eastmont Metropolitan Park and Recreation District (EMPRD) was created by a voter- approved ballot measure in 2004. The district serves a population of just over 30,000 in the cities of East Wenatchee and Rock Island in Douglas County, Washington. EMPRD manages 44 acres of parks and seven miles of waterfront asphalt trail (The Apple Capital Loop Trail). Other district amenities include baseball, basketball, soccer, and football fields; lighted basketball and tennis courts; horseshoe pits, a disc golf course, picnic shelters, playgrounds, walking and biking trails, a radio control car race track, and an indoor swimming pool. Organized recreation offerings include indoor and outdoor sports leagues, sports camps and specialized day camps. The district is governed by a five-member board of directors. Board members are elected for six- year terms. The Board appoints a Director to oversee the district’s daily operations as well as its six full-time employees and a varying number of seasonal employees. Budget and Funding Revenue for the park district13 is derived primarily from district-wide residential property taxes. Other revenues are generated by activity fees, program fees, and compensation for intergovernmental services, advertising, donations, concessions and grants. The EMPRD has a voter-set levy rate of $0.35 per $1,000 of assessed value that was established as part of the EMPRD formation. Expenses in the 2015 budget totaled just over $1 million, leaving a positive balance of roughly $7,500. The district has placed a $4 million bond measure on the November 8, 2016 ballot. The bond will upgrade and improve the public Eastmont pool and continue the district’s partnership with the YMCA to provide recreation programming, renovate a community park and expand and upgrade other local parks trails and pathways. The measure requires 60 percent voter approval to pass. BILLINGS DISTRICT, MONTANA Overview and Governance The Parks and Recreation department manages approximately 2,580 acres of parkland that includes: 171 Park Areas, 40 playgrounds, 29 basketball courts, 19 tennis courts, 29 park shelters, 66 horseshoe pits, over 100 athletic fields (soccer, baseball and softball), 6 neighborhood centers, 13 2015 EMPD Approved Budget. Source 2015 UNRESERVED FUNDS $120,000 GENERAL PROPERTY TAXES $783,148 LEASEHOLD EXCISE $1,200 PROPERTY MANAGEMENT SERVICES $12,000 ACTIVITY FEES $15,990 PROGRAM FEES $64,910 ADVERTISING FEES $9,150 INVESTMENT INTEREST $240 CONCESSIONS PROCEEDS $2,275 TOTAL ESTIMATED REVENUE $1,008,913 Eastmont Park District Revenues 137 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST, 2016 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT 11 30 miles of paved multi-use trails, 3 cemeteries in two locations, 2 outdoor pools, and a minor league baseball stadium. The department serves a city population of 108,869. Budget and Funding The City of Billings created a city-wide park maintenance district in 2011 to support the Billings Park and Recreation Department by providing certain maintenance and improvement services for city-owned park facilities. The parks to be improved were previously supported through the general fund, which draws most of its revenue from the property tax mill levy that is capped by the City Charter. The intent of creating a district was to add $2 million annually in council-mandated assessments to whatever general fund revenues the council budgets for parks to allow the department to address a backlog of deferred maintenance. The proposed resolution to create the citywide park district states that raising $2 million in fiscal 2013 would require a levy estimated at 12.39 mills on each parcel of property within the city. That would be about $16 annually for a home with a value of $100,000. The total FY 2017 proposed city budget was $329 million. The budget designates roughly 3 percent of that amount for the Billings Park, Recreation, and Public Lands Department ($11 million). Funds for the department come from four major sources: General Fund Contributions (45 percent); the city-wide park district (24 percent), and 35 individual park maintenance districts (13 percent); and fees and charges (14 percent). BAINBRIDGE ISLAND METRO PARK AND RECREATION DISTRICT, WASHINGTON Overview and Governance The Bainbridge Island Park and Recreation District was created in 1965 to provide park facilities and in particular a swimming pool for city residents. The park district grew as properties were acquired or donated. As of 2014, the district operates and maintains more than 1,500 acres in parks, trails, and open space that is available to the community for both active and passive use. Recreation programming ranges from sports to cultural arts and aquatics to boating. The district serves a population of 23,293 with a staff of 40 full-time employees and 5 regular part-time employees. The Park Board of Commissioners consists of five elected members who serve six-year terms of office. Budget and Funding During its first forty years, the District operated under a tax structure that relied upon the passage of maintenance and operations excess levies every two years to obtain funding for basic operations. The uncertainty over whether the District would have funding every two years curtailed the District’s ability to look ahead and plan for the island’s future. To stabilize funding for the District, city residents voted in 2004 to approve the formation of the Bainbridge Island Metropolitan Park and Recreation District. As a metropolitan park district, the Park District now operates under a tax structure that provides the community with on-going funding and thereby assures residents of continued park and recreation services from year to year. 138 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST 2016 12 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT District voters also have approved a number of bond measures to support parks, trails, and the protection of natural areas. In 2015, voters overwhelmingly approved a $5.9 bond to purchase 23 acres in the Winslow area. In 2001, island residents approved an $8 million open space bond authorizing the City of Bainbridge Island to collect tax funds for the purchase of open space, forested areas, wildlife habitat and properties for trails and passive parks. The City worked in partnership with the Park District and the properties purchased with these funds are gradually being transferred into Park District ownership to operate as park land for the island. Revenue 2016 Projected Expenses 2016 Projected Beginning Cash $1,532,789 Administrative $1,793,651 Property Tax Operations $4,493,823 Park Services $1,634,502 Property Tax Lid Lift $244,156 Recreation $3,767,267 Program Revenue $2,342,945 Transfers Out $362,656 Donations/Rentals $374,830 Total Resources $8,988,543 Total $7,558,076 Bainbridge Island MPRD General Fund 139 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST, 2016 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT 13 Appendix A Bozeman’s growth rate tops 4 percent, population likely past 45,000 By Eric Dietrich Chronicle Staff Writer June 21, 2016 Bozeman added 1,760 people to its population between 2014 and 2015, bringing the city to 43,400 residents, according to U.S. Census Bureau estimates. The city-level statistics put the city’s growth rate at a blistering 4.2 percent — well higher than comparable communities both in Montana and regionally. Because Census Bureau population estimates are released on an annual cycle for the previous year, an official population estimate for 2016 isn’t yet available. Assuming a constant rate of growth, however, puts Bozeman’s current population at roughly 45,200. Local population growth far outstrips Montana’s other major cities, on both a raw number and a percentage basis. Billings, with a population of 110,000 and Missoula with 71,000, for instance, added roughly 1,400 and 1,200 residents, respectively, between 2014 and 2015, putting their growth rates at less than 2 percent. Helena and Kalispell are the state’s next-fastest growing cities, each adding several hundred residents for growth rates near 2 percent. Other western U.S. cities comparable to Bozeman are also seeing growth, but at rates that pale in comparison to Bozeman. Bend, Oregon, for example, is estimated at 3.4 percent annual growth, while Fort Collins, Colorado, and Flagstaff, Arizona, are clocked at 2.5 and 2.1 percent rates, respectively. Several smaller municipalities in the Bozeman area are also seeing substantial growth. Manhattan, for example, added an estimated 66 people between 2014 and 2015, bringing its population to 1,630 with a growth rate nearly equal to Bozeman’s 4.2 percent. Belgrade grew at 3.1 percent, adding 240 residents to break the 8,000-resident mark. Unincorporated Gallatin County also added 1,356 people, putting it at a 3.1 percent growth rate. http://www.bozemandailychronicle.com/news/city/bozeman-s-growth-rate-tops-percent-population-likely-past/article_4388bda0-d225-57f7- a221-0e1d9db6db64.html/#utm_source=bozemandailychronicle.com&utm_campaign=related-by- section&utm_medium=direct&utm_term=bozeman%E2%80%99s%20growth%20rate%20tops%204%20percent%2C%20population%20likely% 20past%2045%2C000 140 BOZEMAN, MT | CONSERVATION FINANCE FEASIBILITY STUDY | AUGUST 2016 14 THE TRUST FOR PUBLIC LAND :: CONSERVATION FINANCE DEPARTMENT With any questions or for more information please contact: David Weinstein Conservation Strategies Director – Intermountain West The Trust for Public Land 406-582-6248 david.weinstien@tpl.org or Wendy Muzzy Feasibility Research Director The Trust for Public Land (206) 274-2914 wendy.muzzy@tpl.org www.tpl.org 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161