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Home My WebLink About06-15-20 City Commission Packet Materials - A6. Fiscal Year 2021 Budget Work Session General Fund Commission Memorandum REPORT TO: Honorable Mayor and City Commission FROM: Kristin Donald, Finance Director Anna Rosenberry, Assistant City Manager Jeff Mihelich, City Manager SUBJECT: Fiscal Year 2021 (FY21) Budget Work Session General Fund MEETING DATE: June 15, 2020 AGENDA ITEM TYPE: Presentation/Discussion RECOMMENDATION: Listen to staff presentations, ask questions, give direction, as you see fit. BACKGROUND: Attached are a budget pages regarding our Special Revenue Funds. This information has been prepared to assist us in developing the City’s Final Budget, and is based on what is contained in the FY21 City Manager Recommended Budget, available at http://www.bozeman.net/government/finance/budget-and-financial-reports. General fund information begins on page 36 of the fund summaries section of the Recommended Budget document. Based on feedback during this work session, and other work sessions held this spring, we intend to prepare the Final Budget resolution. The hearing for adoption of the Final Budget is scheduled for June 22, 2020. GENERAL FUND: The General Fund is used to account for all financial resources of the City, except for those required to be accounted for in another fund. The General Fund supports more than 15 separate departments and divisions, each with its own important work and deliverables. The General Fund supports departments that are key to operations across the organization such as Commission, City Manager, City Attorney, Finance, Human Resources, Information Technology, etc. It also supports departments that are outward-facing service providers such as the Police, Fire, Recreation, and the Library. Highlights • For the budget, we have estimated 3.2% growth and have proposed reducing mills with Parks operations being funded through the new District. Other revenues are estimated with some impact from COIVD-19. 417 • Added FTE hours for Library to staff for west side Library location at the new Gallatin High School • Sustainability Divisions’ budget increased by 400%, funding such programs as (Commission Priority-Climate Action): o Economic Analysis for Community Renewable Energy - This will help inform Commission policy and planning, this inter-local study involving the communities of Bozeman, Missoula, and Helena will model the environmental benefits and rate impacts associated with pursuing utility-scale clean energy by 2030. o UDC/Compact Development Standards for EV & Building Electrification- With battery prices declining, Electric Vehicle (EV) sales have the potential to surge again following the current pandemic. The City can ensure that the engineering standards for future developments are capable of accommodating future technology. • Outside funding maintained same level as last year, using our funding request process developed during FY20: Fund Balance The FY21 budget has an increase in total fund balances. The General Fund in the past has reserved its required minimum of 16.67% of annual revenues. We are recommending that the Commission move towards the Government Finance Officer Association’s updated best practice with a risk- based approach. We will be bringing forward an Ordinance to update our reserve policy to align with best practice. Using the risk based approach we have determined a reserve 17% of expenditures as the minimum (see Appendix D for Analysis) and then have an additional amount for unexpected expenditures and to aid in economic down turns. With economic changes we need to proceed with caution regarding: • The Bozeman Public Safety Center’s budget counting on the sale of Fire Station 1 to be at least $2.5 million; • Landfill Monitoring additional capital costs to continue the required monitoring; and • Other charges for services in the General fund that might be impacted if there is a resurgence of COVID-19. Entity HAVEN HRDC- Streamline Amount in CM Recommend Budget 30,000$ $ 150,000 Strategic Plan Relation Vision 3- A Safe Welcoming Community- with is aid to domestic viloence victims and prevention programming Did not tie to strategic plan just explained Streamline's impact Estimated Cash Carryover 3.50%1,209,841 Revenues - FY21 EST 33,698,821 Expenditures (34,673,271) Net income (loss)(974,450) Ending Balance 6,465,279 Minimum Reserve Required (17% of Expenditures)5,894,456 Difference (negative under funded)570,823 418 FISCAL EFFECTS: Although the Final Budget adoption has far-reaching fiscal effects, there are no immediate fiscal effects as a result of this work session. The funds discussed tonight have proposed budgets with changes in rates and fees that will affect all property owners and system users. As presented, the City Manager Recommended Budget is projected to have the following effects on the typical City residential property, with areas affected by tonight’s General Fund highlighted in orange below. Typical Residential Property Effects: Attachments: FY21 City Manager Recommended Budget pages in relation to General Fund FY21 City Manager Recommended Budget pages from Appendix D Outside funding requests Band funding request On File: City Manager Recommended Budget for FY21 Report compiled on: 06/04/20 - 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 7,439,729 6,465,279 5,894,456 General Fund-Fund Balance Levy/Assessment FY20 Approved Increase (Decrease) Recommende d % Change Street Assessment 224.55 17.96 242.51 8% Arterial Street Assessment 51.78 1.55 53.33 3% Tree (Forestry ) Assessment 24.05 0.51 24.56 2% Parks & Trails Assessment - 135.00 135.00 100% Property Taxes (W/O BPSC)832.19 (72.17) 760.02 -9% BPSC Property Tax 71.48 16.89 88.37 24% Storm Water Services 73.76 3.69 77.45 5% Water Service 555.81 - 555.81 0% Sewer Services 630.99 - 630.99 0% Total Annual Estimated Increase 2,464.61 103.42 2,568.03 4% Monthly Increase 8.62 Median home 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ĞŶĞĨŝƚƐ ϲϳй KƉĞƌĂƚŝŽŶƐ Ϯϵй ĂƉŝƚĂů ϯй Ğďƚ^ĞƌǀŝĐĞ Ϭй dƌĂŶƐĨĞƌƐ ϭй 'ĞŶĞƌĂů&ƵŶĚǆƉĞŶĚŝƚƵƌĞƐďǇdǇƉĞ ŝƚǇ ŽŵŵŝƐƐŝŽ Ŷ ϭй ŝƚǇDĂŶĂŐĞƌ ϰй DƵŶŝĐŝƉĂůŽƵƌƚ ϯй ŝƚǇƚƚŽƌŶĞǇ ϰй &ŝŶĂŶĐĞ ϯй &ĂĐŝůŝƚŝĞƐDĂŶĂŐĞŵĞŶƚ ϱй /ŶĨŽƌŵĂƚŝŽŶ dĞĐŚŶŽůŽŐǇ ϰй ,ƵŵĂŶ ZĞƐŽƵƌĐĞƐ Ϯй WŽůŝĐĞ Ϯϳй WŽůŝĐĞWĞŶƐŝŽŶ;EŽŶͲ ĞƉĂƌƚŵĞŶƚĂůͿ ϱй &ŝƌĞ ϭϳй &ŝƌĞWĞŶƐŝŽŶ ;EŽŶͲ ĞƉĂƌƚŵĞŶƚ ĂůͿ ϯй ĞŵĞƚĞƌǇ Ϯй >ŝďƌĂƌǇ ϳй ZĞĐƌĞĂƚŝŽŶ ϳй ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ ϭй ^ƵƐƚĂŝŶĂďŝůŝƚǇ ϭй EŽŶͲĞƉĂƌƚŵĞŶƚĂů ϰй 'ĞŶĞƌĂů&ƵŶĚǆƉĞŶĚŝƚƵƌĞƐďǇŝǀŝƐŝŽŶ 37 421 dŚĞŝƚǇĂĚŽƉƚĞĚƉŽůŝĐǇĨŽƌ'ĞŶĞƌĂů&ƵŶĚZĞƐĞƌǀĞŝƐƚŽŵĂŝŶƚĂŝŶĂƚůĞĂƐƚϭϲ͘ϲϳйŽĨƚŚĞ ǇĞĂƌ͛ƐƌĞǀĞŶƵĞŝŶĞŶĚŝŶŐĨƵŶĚďĂůĂŶĐĞ͘dŚŝƐǁĂƐďĂƐĞĚŽŶĨŽƌŵĞƌ'ŽǀĞƌŶŵĞŶƚ&ŝŶĂŶĐĞ KĨĨŝĐĞƌƐƐƐŽĐŝĂƚŝŽŶ;'&KͿďĞƐƚƉƌĂĐƚŝĐĞ͘tĞŚĂǀĞĚŽŶĞĂŶĂŶĂůǇƐŝƐďĂƐĞĚŽŶ'&KŶĞǁ ƌĞĐŽŵŵĞŶĚĞĚ ƌŝƐŬ ďĂƐĞĚ ĂƉƉƌŽĂĐŚ͘ ĂƐĞĚ ŽŶ ƚŚŝƐ ĂŶĂůǇƐŝƐ͕ ƐĞĞ ƉƉĞŶĚŝǆ ͕ ǁĞ ĂƌĞ ƌĞĐŽŵŵĞŶĚŝŶŐϭϳйŽĨĞǆƉĞŶĚŝƚƵƌĞƐďĞƚŚĞŵŝŶŝŵƵŵƌĞƐĞƌǀĞ͘dŚĞĨƵŶĚďĂůĂŶĐĞǁŝůů ĞǆĐĞĞĚƚŚŝƐŵŝŶŝŵƵŵĂŶĚǁŝƚŚƚŚĞKs/ͲϭϵĞĐŽŶŽŵŝĐƵŶĐĞƌƚĂŝŶƚǇŝƚǁŽƵůĚďĞĨŝŶĂŶĐŝĂůůǇ ƉƌƵĚĞŶƚƚŽŚĂǀĞƚŚŝƐŚŝŐŚĞƌƌĞƐĞƌǀĞ͘tĞŶĞĞĚƚŽƉƌŽĐĞĞĚǁŝƚŚĐĂƵƚŝŽŶǁŝƚŚƚŚĞŽǌĞŵĂŶ WƵďůŝĐ^ĂĨĞƚǇĞŶƚĞƌ͛ƐďƵĚŐĞƚĐŽƵŶƚŝŶŐŽŶƚŚĞƐĂůĞŽĨ&ŝƌĞ^ƚĂƚŝŽŶϭƚŽďĞĂƚůĞĂƐƚΨϮ͘ϱ ŵŝůůŝŽŶĂŶĚǁŝƚŚŽƚŚĞƌĐŚĂƌŐĞƐĨŽƌƐĞƌǀŝĐĞƐŝŶƚŚĞ'ĞŶĞƌĂůĨƵŶĚƚŚĂƚŵŝŐŚƚďĞŝŵƉĂĐƚĞĚŝĨ ƚŚĞƌĞŝƐĂƌĞƐƵƌŐĞŶĐĞŽĨKs/Ͳϭϵ͘ Ͳ ϭ͕ϬϬϬ͕ϬϬϬ Ϯ͕ϬϬϬ͕ϬϬϬ ϯ͕ϬϬϬ͕ϬϬϬ ϰ͕ϬϬϬ͕ϬϬϬ ϱ͕ϬϬϬ͕ϬϬϬ ϲ͕ϬϬϬ͕ϬϬϬ ϳ͕ϬϬϬ͕ϬϬϬ ϴ͕ϬϬϬ͕ϬϬϬ ϳ͕ϰϯϵ͕ϳϮϵ ϲ͕ϰϲϱ͕Ϯϳϵ ϱ͕89ϰ͕4ϱϲ 'ĞŶĞƌĂů&ƵŶĚͲ &ƵŶĚĂůĂŶĐĞ EĞǁ'ĞŶĞƌĂů&ƵŶĚ ZĞƐĞƌǀĞWŽůŝĐǇƚŽ ĂůŝŐŶǁŝƚŚ'&KĞƐƚ ƉƌĂĐƚŝĐĞƐĂŶĚĂŝĚŝŶ ƐĂĨĞŐƵĂƌĚŝŶŐƚŚĞŝƚǇ ĚƵƌŝŶŐĞĐŽŶŽŵŝĐ ĚŽǁŶƚƵƌŶƐ͘ 38 422 &zϭϵĐƚƵĂů &zϮϬƵĚŐĞƚ &zϮϭ ZĞĐŽŵŵĞŶĚĞĚ ZĞǀĞŶƵĞƐ WƌŽƉĞƌƚǇdĂǆĞƐ ϭϰ͕ϵϬϯ͕ϱϯϵ ϭϲ͕ϬϮϯ͕ϭϵϯ ϭϱ͕ϮϳϬ͕ϯϵϵ 'ĂůůĂƚŝŶŽƵŶƚǇKƉƚŝŽŶ ϭ͕ϳϱϲ͕ϴϳϮ ϭ͕ϲϴϬ͕ϬϬϬ ϭ͕ϴϬϬ͕ϬϬϬ WĞŶĂůƚǇΘ/ŶƚĞƌĞƐƚ ϯϳϮ Ͳ Ͳ ƵƐŝŶĞƐƐͬŶŝŵĂů>ŝĐĞŶƐĞƐĂŶĚWĞƌŵŝƚƐ ϯϴϯ͕ϯϮϬϰϭϰ͕ϵϳϱϯϳϭ͕ϵϬϬ 'ƌĂŶƚƐ ϭϯϭ͕ϲϮϬ ϰϬ͕ϬϬϬ ϱϬ͕ϬϬϬ ŽƵŶƚǇ^ŚĂƌĞĚͲ>ŝďƌĂƌǇ ϳϬϲ͕ϳϲϮϳϬϲ͕ϳϲϮϳϰϬ͕ϳϭϲ ^ƚĂƚĞ^ŚĂƌĞĚ ϳ͕Ϭϳϯ͕ϴϯϭ ϳ͕Ϯϭϵ͕Ϯϯϭ ϳ͕ϴϬϭ͕Ϭϴϲ 'ĞŶĞƌĂů'ŽǀĞƌŶŵĞŶƚŚĂƌŐĞƐ ϯ͕ϭϴϮ͕ϱϬϵ Ϯ͕ϵϭϲ͕Ϭϯϳ ϯ͕ϱϳϯ͕ϴϵϲ >ŝďƌĂƌǇ&ŝŶĞƐ ϯϱ͕ϮϬϬ ϱϬ͕ϬϬϬ ϭϴ͕ϬϬϬ WŽůŝĐĞŽƵƌƚ&ŝŶĞƐ ϭ͕Ϭϭϲ͕ϴϯϵ ϭ͕ϬϮϱ͕ϬϬϬ ϭ͕ϬϮϬ͕ϬϬϬ WĂƌŬŝŶŐ&ŝŶĞƐ ϭϭ͕ϳϭϳ Ϯϱ͕ϬϬϬ ϭϬ͕ϬϬϬ ^ŶŽǁZĞŵŽǀĂů&ŝŶĞƐ ϯϱ͕ϵϭϳ ϮϮ͕ϬϬϬ ϮϮ͕ϬϬϬ /ŶƚĞƌĞƐƚ/ŶĐŽŵĞ ϭϮϴ͕ϲϳϭ ϳϱ͕ϬϬϬ ϴϬ͕ϬϬϬ ĚŵŝŶZĞŝŵďƵƌƐĞŵĞŶƚ Ͳ ͲϮϮϱ͕ϴϵϬ DŝƐĐĞůůĂŶĞŽƵƐZĞǀĞŶƵĞ ϲϵ͕ϲϰϭ ϯϲ͕ϬϬϬ ϲϬ͕ϬϬϬ ZĞĨƵŶĚƐΘZĞŝŵďƵƌƐĞŵĞŶƚƐ ϳϳ͕Ϭϭϴ Ϯϱ͕ϬϬϬ Ϯϱ͕ϬϬϬ ZĞŶƚƐĂŶĚZŽǇĂůƚŝĞƐ;>ĞĂƐĞƐͿ ϰϯ͕ϭϭϬ ϰϰ͕ϬϬϬ ϰϰ͕ϬϬϬ ^ĂůĞƐͬhŶĐůĂŝŵĞĚWƌŽƉĞƌƚǇ Ͳ ϱ͕ϱϬϬ Ͳ dƌĂŶƐĨĞƌƐ Ϯ͕ϯϴϱ͕ϯϲϮ Ϯ͕ϳϮϵ͕ϰϴϯ Ϯ͕ϱϴϬ͕ϵϯϰ >ŽĂŶWƌŽĐĞĞĚƐ ϯϰϰ͕ϭϲϳ Ͳ Ͳ WƌŽĐĞĞĚƐͲƐƐĞƚŝƐƉŽƐŝƚŝŽŶ ϱ͕ϳϲϯ ϮϬ͕ϬϬϬ ϱ͕ϬϬϬ dŽƚĂůZĞǀĞŶƵĞƐ ϯϮ͕ϮϵϮ͕ϮϯϬ ϯϯ͕Ϭϱϳ͕ϭϴϭ ϯϯ͕ϲϵϴ͕ϴϮϭ ǆƉĞŶĚŝƚƵƌĞƐ WĞƌƐŽŶŶĞůΘĞŶĞĨŝƚƐ Ϯϯ͕ϯϳϯ͕ϬϯϬ ϮϮ͕ϳϯϰ͕ϳϭϱ Ϯϯ͕ϬϮϭ͕ϲϲϭ KƉĞƌĂƚŝŽŶƐ ϲ͕ϱϳϯ͕ϳϰϳ ϭϬ͕ϭϰϵ͕ϭϭϮ ϭϬ͕ϭϮϲ͕ϯϱϵ ĂƉŝƚĂů ϭ͕ϰϱϰ͕ϯϯϱ ϭ͕Ϯϴϯ͕ϱϴϬϵϴϬ͕ϴϲϰ Ğďƚ^ĞƌǀŝĐĞ ϭϯ͕ϰϱϵ ϰϰ͕ϰϳϬ ϱϰ͕ϯϴϳ dƌĂŶƐĨĞƌƐ ϲϬϮ͕ϴϲϯϯϱϱ͕ϬϬϬϰϵϬ͕ϬϬϬ dŽƚĂůǆƉĞŶĚŝƚƵƌĞƐ ϯϮ͕Ϭϭϳ͕ϰϯϰ ϯϰ͕ϱϲϲ͕ϴϳϳ ϯϰ͕ϲϳϯ͕Ϯϳϭ ϬϭϬͲ'ĞŶĞƌĂů&ƵŶĚ &hE 39 423 Ǧ Background &ƵŶĚďĂůĂŶĐĞŝƐĂĐƌŝƚŝĐĂůĨŽƌĨŝŶĂŶĐŝĂůƐƚĂďŝůŝƚǇĂŶĚĨůĞǆŝďŝůŝƚǇ͘ZĞƐĞƌǀĞƐĂŝĚŝŶŐŽǀĞƌŶŵĞŶƚƐďĞŝŶŐĂďůĞƚŽƌĞƐƉŽŶĚƚŽ ĞǀĞŶƚƐ͕ďƵĨĨĞƌĂŐĂŝŶƐƚĞĐŽŶŽŵŝĐĚŽǁŶƚƵƌŶƐĂŶĚĂƌĞĂĨĂĐƚŽƌĨŽƌďŽŶĚƌĂƚŝŶŐƐ͘dŚĞŝƚǇŽĨŽǌĞŵĂŶĂĚŽƉƚĞĚŝƚƐ ĐƵƌƌĞŶƚ'ĞŶĞƌĂůĨƵŶĚƌĞƐĞƌǀĞƉŽůŝĐǇƉƌŝůϮϲ͕ϮϬϭϬǀŝĂŽƌĚŝŶĂŶĐĞ͘ϭdŚĞŵŝŶŝŵƵŵĨƵŶĚƌĞƐĞƌǀĞŝƐ͞ϭϲϮͬϯƉĞƌĐĞŶƚŽĨ 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UseandReplenishmentǦdŚĞƌĞƐĞƌǀĞƉŽůŝĐǇƐŚŽƵůĚŝŶĐůƵĚĞƚŚĞĐŽŶĚŝƚŝŽŶƐĂŶĚͬŽƌĐŝƌĐƵŵƐƚĂŶĐĞƐǁŚĞƌĞ ƚŚĞĨƵŶĚƐĐĂŶďĞƵƐĞĚĂŶĚŝĨƚŚĞďĂůĂŶĐĞŐŽĞƐďĞůŽǁƚŚĞĚĞƐŝƌĞĚůĞǀĞů͕ƚŚĞƌĞƐŚŽƵůĚďĞĂƉůĂŶƚŽƌĞůŝƐŚƚŚĞ ƌĞƐĞƌǀĞ &ŽƌƚŚĞ&zϮϬďƵĚŐĞƚǁĞƌĞǀŝĞǁĞĚ'&K͛ƐďĞƐƚƉƌĂĐƚŝĐĞ͕ĂŶĚŝƚƐƌĞĨĞƌĞŶĐĞĚŵĂƚĞƌŝĂů͕ĂƐǁĞůůĂƐ'&KĐĂƐĞƐƚƵĚŝĞƐ ĂŶĚĞǆĂŵƉůĞƐŽĨƉŽůŝĐĞƐĨƌŽŵŽƚŚĞƌĐŝƚŝĞƐ͘tĞŚĂǀĞƉĞƌĨŽƌŵĞĚĂŶĂůǇƐŝƐƚŽĚĞƚĞƌŵŝŶĞĨĂĐƚŽƌƐĨŽƌƚŚĞĂƉƉƌŽƉƌŝĂƚĞ ůĞǀĞů͘tŚĞŶůŽŽŬŝŶŐĂƚŽƵƌƌĞƐĞƌǀĞǁĞĨŽůůŽǁĞĚ'&K͛ƐŵĞƚŚŽĚŽůŽŐǇƵƐĞĚŝŶƚŚĞŝƌƐƚƵĚǇĚŽŶĞŽŶƚŚĞŝƚǇŽĨ ŽůŽƌĂĚŽ^ƉƌŝŶŐƐ͘ϯĂƐĞĚŽŶƚŚĞƌĞƐĞĂƌĐŚĂŶĚĂŶĂůǇƐŝƐǁĞƌĞĐŽŵŵĞŶĚĞĚŝŶƉƉĞŶĚŝǆŽĨƚŚĞ&zϮϬďƵĚŐĞƚƚŚĞ ĞǆƉĂŶƐŝŽŶŽĨƚŚĞ'ĞŶĞƌĂůĨƵŶĚƌĞƐĞƌǀĞƉŽůŝĐǇ͘ tŝƚŚƚŚĞƉůĂŶŶŝŶŐ&zϮϭĂŶĚƚŚĞŝŵƉĂĐƚƐŽĨKs/ͲϭϵǁĞŚĂǀĞƉůĂŶŶĞĚĨŽƌƚŚĞ'ĞŶĞƌĂů&ƵŶĚƚŽŵĞĞƚŽƵƌƌŝƐŬ ďĂƐĞĚĂŶĂůǇƐŝƐŽĨϭϳйŽĨĞǆƉĞŶĚŝƚƵƌĞƐĂŶĚƚŽƐůŝŐŚƚůǇƐƵƌƉĂƐƐŝƚ͘tĞǁŝůůďƌŝŶŐĨŽƌǁĂƌĚĂŶŽƌĚŝŶĂŶĐĞƚŽƌĞǀŝƐĞƚŚĞ ƌĞƐĞƌǀĞƉŽůŝĐǇƚŽďƌŝŶŐŝƚŝŶůŝŶĞǁŝƚŚďĞƐƚƉƌĂĐƚŝĐĞƐ͘ ϭ ŚƚƚƉƐ͗ͬͬůŝďƌĂƌǇ͘ŵƵŶŝĐŽĚĞ͘ĐŽŵͬŵƚͬďŽǌĞŵĂŶͬĐŽĚĞƐͬĐŽĚĞͺŽĨͺŽƌĚŝŶĂŶĐĞƐ͍ŶŽĚĞ/ĚсWd//KKZͺ,ϮͺZdϲ&/ͺ/sϮhͺ^Ϯ͘Ϭϲ͘ϭϴϬD/>h'& hhE&h ϮŚƚƚƉ͗ͬͬǁǁǁ͘ŐĨŽĂ͘ŽƌŐͬĨƵŶĚͲďĂůĂŶĐĞͲŐƵŝĚĞůŝŶĞƐͲŐĞŶĞƌĂůͲĨƵŶĚ ϯŚƚƚƉ͗ͬͬǁǁǁ͘ŐĨŽĂ͘ŽƌŐͬƐŝƚĞƐͬĚĞĨĂƵůƚͬĨŝůĞƐͬŽůŽƌĂĚŽйϮϬ^ƉƌŝŶŐƐͺ&/E>ͺϬ͘ƉĚĨ 187 424 Analysis hƐŝŶŐ'&K͛ƐďĞƐƚƉƌĂĐƚŝĐĞĂŶĚƚŚĞŝƌŽǁŶĂŶĂůǇƐŝƐ͕ǁĞĞǆĂŵŝŶĞĚƚŚĞŝƚǇ͛ƐƌŝƐŬĨĂĐƚŽƌƐŝŶƌĞŐĂƌĚƐƚŽƚŚĞ'ĞŶĞƌĂů ĨƵŶĚ͘tĞƌĞǀŝĞǁĞĚƌĞǀĞŶƵĞǀŽůĂƚŝůŝƚǇ͕ŝŶĨƌĂƐƚƌƵĐƚƵƌĞƵƉŬĞĞƉ͕sƵůŶĞƌĂďŝůŝƚǇƚŽǆƚƌĞŵĞǀĞŶƚƐĂŶĚWƵďůŝĐ^ĂĨĞƚǇ ŽŶĐĞƌŶƐ͕ǆƉĞŶĚŝƚƵƌĞsŽůĂƚŝůŝƚǇ͕ĂŶĚ'ƌŽǁƚŚŽĨƚŚĞŽŵŵƵŶŝƚǇ͘tŝƚŚKs/ͲϭϵĂŶĚŝƚƐŝŵƉĂĐƚƐŚĂǀĞĞŵƉŚĂƐŝǌĞĚ ƚŚĞŝŵƉŽƌƚĂŶĐĞŽĨĨƵŶĚďĂůĂŶĐĞƐĨŽƌŽƵƌŝƚǇ͘ RiskFactors RevenueVolatility dŚĞŵŽƌĞǀŽůĂƚŝůĞĂŐŽǀĞƌŶŵĞŶƚ͛ƐƌĞǀĞŶƵĞƐŽƵƌĐĞƐƚŚĞŚŝŐŚĞƌĂƌŝƐŬĨŽƌĨĂƐƚĐŚĂŶŐĞƐĂŶĚƚŚĞŶĞĞĚƚŽƌĞƐƉŽŶĚƚŽ ĚŽǁŶƚƵƌŶƐ͘dŚŝƐƚǇƉĞŽĨƌŝƐŬƌĞƋƵŝƌĞƐŚŝŐŚĞƌƌĞƐĞƌǀĞƚŽďĞŝŶƉůĂĐĞƚŽďĞĂďůĞƚŽƌĞƐƉŽŶĚƚŽƌĞǀĞŶƵĞĚƌŽƉƐŝŶƐƚĞĂĚ ŽĨƐƵĚĚĞŶůǇƌĞĚƵĐŝŶŐƐĞƌǀŝĐĞůĞǀĞůƐ͘dŚĞŝƚǇ͛Ɛ'ĞŶĞƌĂůĨƵŶĚƌĞǀĞŶƵĞƐĂƌĞŵĂŝŶůǇĨƌŽŵĨŽƵƌƐŽƵƌĐĞƐ͗ƉƌŽƉĞƌƚǇ ƚĂǆĞƐ͕ĐŚĂƌŐĞƐĨŽƌƐĞƌǀŝĐĞƐ͕ŝŶƚĞƌŐŽǀĞƌŶŵĞŶƚĂůƌĞǀĞŶƵĞƐĂŶĚŽƚŚĞƌĨŝŶĂŶĐŝŶŐƐŽƵƌĐĞƐ͘KƚŚĞƌĨŝŶĂŶĐŝŶŐƐŽƵƌĐĞƐĂƌĞ ƚǇƉŝĐĂůůǇĨŽƌĚĞďƚŝƐƐƵĂŶĐĞƐŽŝƚĚŽĞƐŶŽƚŶĞĞĚƚŽďĞŝŶĐůƵĚĞĚŝŶƚŚĞĂŶĂůǇƐŝƐ͘ WƌŽƉĞƌƚǇƚĂǆĞƐͲWƌŽƉĞƌƚǇƚĂǆĞƐŵĂŬĞƵƉĂďŽƵƚϱϬͲϱϮйŽĨƚŚĞ'ĞŶĞƌĂůĨƵŶĚ͛ƐƌĞǀĞŶƵĞƐ͘dƌĂĚŝƚŝŽŶĂůůǇƉƌŽƉĞƌƚǇƚĂǆĞƐ ĂƌĞŶŽƚĂƐǀŽůĂƚŝůĞĂƐŽƚŚĞƌƐƚĂǆĞƐĂƌĞ͕ƐƵĐŚĂƐƐĂůĞƐƚĂǆ͘ĂƐĞĚŽŶƚŚĞůŝŶĞĂƌŝŶĐƌĞĂƐĞŝŶĂĐƚƵĂůƐƚŚŝƐƌĞǀĞŶƵĞŝƐ ĐƵƌƌĞŶƚůǇŶŽƚƐŚŽǁŝŶŐƐŝŐŶƐŽĨǀŽůĂƚŝůŝƚǇ͘ Ͳϱ͕ϬϬϬ͕ϬϬϬϭϬ͕ϬϬϬ͕ϬϬϬ ϭϱ͕ϬϬϬ͕ϬϬϬ ϮϬ͕ϬϬϬ͕ϬϬϬ Ϯϱ͕ϬϬϬ͕ϬϬϬϯϬ͕ϬϬϬ͕ϬϬϬϯϱ͕ϬϬϬ͕ϬϬϬϰϬ͕ϬϬϬ͕ϬϬϬ 'ĞŶĞƌĂů&ƵŶĚĨŽƌƚŚĞůĂƐƚϭϬǇĞĂƌƐĂŶĚD ZĞĐŽŵŵĞŶĚĞĚ&zϮϭ ZĞǀĞŶƵĞ ǆƉĞŶĚŝƚƵƌĞƐ &ƵŶĚďĂůĂŶĐĞ ϭϭ͕ϳϲϰ͕ϭϴϰϭϭ͕ϱϰϰ͕ϳϮϴϭϭ͕ϳϱϭ͕ϯϰϲϭϮ͕ϱϭϯ͕ϲϵϬ ϭϰ͕ϱϭϮ͕ϳϮϴϭϰ͕ϵϬϰ͕Ϯϰϯϭϱ͕Ϯϲϴ͕ϲϮϱϭϱ͕ϲϴϵ͕Ϯϲϲϭϲ͕ϲϲϬ͕ϰϭϭϭϳ͕ϳϬϯ͕ϭϵϯ Ͳ Ϯ͕ϬϬϬ͕ϬϬϬ ϰ͕ϬϬϬ͕ϬϬϬ ϲ͕ϬϬϬ͕ϬϬϬ ϴ͕ϬϬϬ͕ϬϬϬ ϭϬ͕ϬϬϬ͕ϬϬϬ ϭϮ͕ϬϬϬ͕ϬϬϬ ϭϰ͕ϬϬϬ͕ϬϬϬ ϭϲ͕ϬϬϬ͕ϬϬϬ ϭϴ͕ϬϬϬ͕ϬϬϬ ϮϬ͕ϬϬϬ͕ϬϬϬ &zϮϬϭϭ &zϮϬϭϮ &zϮϬϭϯ &zϮϬϭϰ &zϮϬϭϱ &zϮϬϭϲ &zϮϬϭϳ &zϮϬϭϴ &zϮϬϭϵ &zϮϬ ƵĚŐĞƚ WƌŽƉĞƌƚǇƚĂǆ 188 425 /ŶƚĞƌŐŽǀĞƌŶŵĞŶƚĂůZĞǀĞŶƵĞƐͲdŚĞůĂƌŐĞƐƚƉĂƌƚŽĨƚŚŝƐƌĞǀĞŶƵĞƐƚƌĞĂŵŝƐƚŚĞ^ƚĂƚĞĞŶƚŝƚůĞŵĞŶƚƐŚĂƌĞ͕ǁŚŝĐŚ ŝŶĐƌĞĂƐĞƐďĂƐĞĚŽŶƚŚĞĂǀĞƌĂŐĞĐŚĂŶŐĞŽĨƚŚĞůĂƐƚϯǇĞĂƌƐŽĨW/͘dŚĞƌĞŚĂǀĞďĞĞŶƚĂůŬƐĂƚƚŚĞůĞŐŝƐůĂƚƵƌĞƚŽ ƌĞĚƵĐĞƚŚĞƐĞĨƵŶĚƐĂŶĚƚŚĞĞĐŽŶŽŵǇĐŽƵůĚŚĂǀĞĂŶŝŵƉĂĐƚ͘'ƌĂŶƚƐǁŽƵůĚďĞŝŶĐůƵĚĞĚŝŶƚŚŝƐƌĞǀĞŶƵĞŝƚĞŵĂŶĚ ƚŚĂƚĐŽƵůĚŝŶĐƌĞĂƐĞƚŚŝƐƌĞǀĞŶƵĞ͕ĂƐƚŚĞŝƚǇŐƌŽǁƐůĂƌŐĞƌĂŶĚƋƵĂůŝĨŝĞƐĨŽƌŵŽƌĞĨƵŶĚŝŶŐ͘ĂƐĞĚŽŶƚŚĞůŝŶĞĂƌ 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ŝƐĂůƐŽĂƌĞĂƐŽŶƚŽŚĂǀĞŵŽƌĞƚŚĂŶŵŝŶŝŵƵŵƚŽĞĂƐŝůǇƵƚŝůŝǌĞĚĨƵŶĚƐŝŶĞŵĞƌŐĞŶĐǇŝŶĨƌĂƐƚƌƵĐƚƵƌĞĞǀĞŶƚƐ͘ VulnerabilitytoExtremeEventsandPublicSafetyConcerns ǆƚƌĞŵĞĞǀĞŶƚƐƌĞƋƵŝƌĞƉƵďůŝĐƐĂĨĞƚǇƉƌŽŐƌĂŵƐƚŚĂƚŵƵƐƚĐŽŶƚŝŶƵĞƚŽďĞĨƵŶĚĞĚǁŚŝůĞǁĂŝƚŝŶŐĨŽƌĂŶǇƐƚĂƚĞĂŶĚ ĨĞĚĞƌĂůĂŝĚ͘͞&ŽƌĞǆĂŵƉůĞ͕ƌĞŝŵďƵƌƐĞŵĞŶƚĨƌŽŵƚŚĞ&ĞĚĞƌĂůŵĞƌŐĞŶĐǇDĂŶĂŐĞŵĞŶƚŐĞŶĐǇ;&DͿĚŽĞƐŶŽƚ ĂůǁĂǇƐŽĐĐƵƌƌŝŐŚƚĂǁĂǇ͕ƐŽŝƚŝƐŝŵƉŽƌƚĂŶƚƚŽŚĂǀĞƌĞƐĞƌǀĞƐƚŽĂďƐŽƌďƚŚĞĐŽƐƚŝŶƚŚĞŵĞĂŶƚŝŵĞ͕ĂŶĚ&DĚŽĞƐ ŶŽƚŶĞĐĞƐƐĂƌŝůǇƌĞŝŵďƵƌƐĞϭϬϬƉĞƌĐĞŶƚŽĨƚŚĞĐŽƐƚŽĨƌĞƐƉŽŶĚŝŶŐƚŽĂŶĞǀĞŶƚ͘͟ϰdŚĞŝƚǇŚĂƐƚĂŬĞŶŵĞĂƐƵƌĞƐƚŽ ƉƌĞƉĂƌĞĨŽƌĞǀĞŶƚƐǁŝƚŚƚŚĞůŝŵĂƚĞĐƚŝŽŶWůĂŶĂŶĚƚŚĞũŽŝŶƚƉƌŽũĞĐƚǁŝƚŚD^hĨŽƌŽŶƚŝŶƵŝƚǇŽĨŽƉĞƌĂƚŝŽŶƐ ƉůĂŶŶŝŶŐ͘Ks/ͲϭϵŚĂƐƐŚŽǁŶĂĐŽƐƚƚŽƚŚĞŝƚǇĂŶĚƐŽĐŽƵůĚĨƵƚƵƌĞƌĞƐƵƌŐĞŶĐĞŽƌŽƚŚĞƌƉĂŶĚĞŵŝĐƐ͘DŽŶƚĂŶĂŝƐ ƉƌŽŶĞǁŝůĚĨŝƌĞƐ͕ŚĞĂǀǇƐŶŽǁĨĂůůĂŶĚĨůŽŽĚŝŶŐ͘ƐǁĞĚĞǀĞůŽƉĞĚƚŚĞƐĞƉůĂŶƐ͕ǁĞĐĂŶĨƵƌƚŚĞƌĞǆĂŵŝŶĞƚŚĞŶĞĞĚĨŽƌ ĂƌĞƐĞƌǀĞďĞǇŽŶĚŽƵƌŵŝŶŝŵƵŵ͘ ExpenditureVolatility hŶĞǆƉĞĐƚĞĚĞǆƉĞŶĚŝƚƵƌĞƐŽƌŶŽŶͲƌĞŽĐĐƵƌƌŝŶŐĞǆƉĞŶĚŝƚƵƌĞƐĂƌĞŽĨƚĞŶĨƵŶĚĞĚďǇƌĞƐĞƌǀĞƐ͕ƵŶůŝŬĞƌĞͲŽĐĐƵƌƌŝŶŐƚŚĂƚ ƐŚŽƵůĚďĞĨƵŶĚĞĚďǇƌĞŽĐĐƵƌƌŝŶŐƌĞǀĞŶƵĞƐĂŶĚŶŽƚƌĞƐĞƌǀĞƐ͘ZĞŽĐĐƵƌƌŝŶŐƐŚŽƵůĚďĞƉĂƌƚŽĨƚŚĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚ ĂŶĚƚŚĞƌŝƐŬŽĨŶŽŶͲƌĞŽĐĐƵƌƌŝŶŐĐĂŶďĞƉůĂŶŶĞĚĨŽƌŝŶƚŚĞƌĞƐĞƌǀĞ͘tĞŚĂǀĞůŝŵŝƚĞĚŽƵƌĨƵŶĚŝŶŐĨŽƌĐĂƉŝƚĂů ĞǆƉĞŶĚŝƚƵƌĞƐĂŶĚŝŶƚŚĞĨƵƚƵƌĞĞŝƚŚĞƌƌĞƐĞƌǀĞƐŚŽƵůĚďĞďƵŝůƚƵƉĨŽƌĐĂƉŝƚĂůŝƚĞŵƐŽƌĚĞďƚĨŝŶĂŶĐŝŶŐŵŝŐŚƚŚĂǀĞƚŽ ŝŶĐƌĞĂƐĞ͘ ϰŚƚƚƉ͗ͬͬǁǁǁ͘ŐĨŽĂ͘ŽƌŐͬƐŝƚĞƐͬĚĞĨĂƵůƚͬĨŝůĞƐͬŽůŽƌĂĚŽйϮϬ^ƉƌŝŶŐƐͺ&/E>ͺϬ͘ƉĚĨ ΨͲ Ψϱ͕ϬϬϬ͕ϬϬϬ͘ϬϬ ΨϭϬ͕ϬϬϬ͕ϬϬϬ͘ϬϬ Ψϭϱ͕ϬϬϬ͕ϬϬϬ͘ϬϬ ΨϮϬ͕ϬϬϬ͕ϬϬϬ͘ϬϬ ΨϮϱ͕ϬϬϬ͕ϬϬϬ͘ϬϬ ΨϯϬ͕ϬϬϬ͕ϬϬϬ͘ϬϬ Ψϯϱ͕ϬϬϬ͕ϬϬϬ͘ϬϬ ΨϰϬ͕ϬϬϬ͕ϬϬϬ͘ϬϬ &zϭϬ &zϭϭ &zϭϮ &zϭϯ &zϭϰ &zϭϱ &zϭϲ &zϭϳ &zϭϴ &zϭϵ &zϮϬ ƵĚŐĞƚ ǆƉĞŶĚŝƚƵƌĞƐŽĨdǇƉĞƐ WZ^KEE>KWZd/E'W/d>d^Zs/dZE^&Z^ 190 427 dŚĞŝƚǇŚĂƐƌĞůŝĞĚƵƉŽŶƚŚĞƉƌŝŽƌǇĞĂƌƐƉĞŶĚŝŶŐŶŽƚƚŽŚĂƉƉĞŶĂŶĚƵƐĞĐĂƌƌǇĨŽƌǁĂƌĚŽĨϰйƚŽďĂůĂŶĐĞŽƉĞƌĂƚŝŶŐ ĞǆƉĞŶĚŝƚƵƌĞƐ͘dŚĞƚƌĞŶĚŚĂƐďĞĞŶĚĞĐƌĞĂƐŝŶŐďƵƚŽŶĞͲƚŝŵĞŵŽŶŝĞƐŚĂǀĞŽĨĨƐĞƚŝƚ͕ǁŚŝĐŚǁŝůůŶŽƚĂůǁĂǇƐďĞƚŚĞ ĐĂƐĞ͘dŚĞďƵĚŐĞƚĐĂŶŽŶůǇƌĞůǇŽŶϮ͘ϱйĐĂƌƌǇĨŽƌǁĂƌĚďƵƚĂƚƚŚŝƐƚŝŵĞƚŚĞŶĞĞĚĨŽƌŵŽƌĞƌĞƐĞƌǀĞŝƐŶŽƚŶĞĞĚĞĚ͕ ŚŽǁĞǀĞƌƚŚĞƌĞƐĞƌǀĞĐĂůĐƵůĂƚŝŽŶƐŚŽƵůĚďĞďĂƐĞĚŽŶĞǆƉĞŶĚŝƚƵƌĞƐƌĂƚŚĞƌƚŚĂŶƌĞǀĞŶƵĞƐĚƵĞƚŽƚŚŝƐƚƌĞŶĚ ;ŚŝŐŚůŝŐŚƚĞĚǁŝƚŚƐƚĂƌƐďĞůŽǁͿ͘ 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ĂŶĚƌĞŽĐĐƵƌƌŝŶŐƐŽƚŚŝƐǁŝůůŶŽƚŝŵƉĂĐƚƚŚĞŶĞĞĚĨŽƌĂĚĚŝƚŝŽŶŵŝŶŝŵƵŵƌĞƐĞƌǀĞĂŵŽƵŶƚƐďƵƚƌĂƚŚĞƌŝŵƉĂĐƚ ŽƉĞƌĂƚŝŶŐďƵĚŐĞƚĚĞĐŝƐŝŽŶƐŝŶƌĞŐĂƌĚƐƚŽƚŚĞ'ĞŶĞƌĂů&ƵŶĚ͘ ϱŚƚƚƉ͗ͬͬǁǁǁ͘ŐĨŽĂ͘ŽƌŐͬƐŝƚĞƐͬĚĞĨĂƵůƚͬĨŝůĞƐͬŽůŽƌĂĚŽйϮϬ^ƉƌŝŶŐƐͺ&/E>ͺϬ͘ƉĚĨ ΨͲ Ψϱ͕ϬϬϬ͕ϬϬϬ͘ϬϬ ΨϭϬ͕ϬϬϬ͕ϬϬϬ͘ϬϬ Ψϭϱ͕ϬϬϬ͕ϬϬϬ͘ϬϬ ΨϮϬ͕ϬϬϬ͕ϬϬϬ͘ϬϬ ΨϮϱ͕ϬϬϬ͕ϬϬϬ͘ϬϬ ΨϯϬ͕ϬϬϬ͕ϬϬϬ͘ϬϬ Ψϯϱ͕ϬϬϬ͕ϬϬϬ͘ϬϬ ΨϰϬ͕ϬϬϬ͕ϬϬϬ͘ϬϬ &zϭϭ &zϭϮ &zϭϯ &zϭϰ &zϭϱ &zϭϲ &zϭϳ &zϭϴ &zϭϵ &zϮϬ ƵĚŐĞƚ dŽƚĂůǆƉĞŶĚŝƚƵƌĞƐ dŽƚĂůZĞǀĞŶƵĞƐ 191 428 Recommendations /ŵƉůĞŵĞŶƚ&zϮϭƌŝƐŬďĂƐĞĚƌĞĐŽŵŵĞŶĚĂƚŝŽŶŽĨϭϳйŽĨƚŚĞĨƵŶĚ͛ƐĞǆƉĞŶĚŝƚƵƌĞƐĂŶĚƌĞǀŝƐĞƚŚĞŝƚǇKƌĚŝŶĂŶĐĞ͘dŚĞ ŽƌĚŝŶĂŶĐĞƐŚŽƵůĚĂůůŽǁĨŽƌĂŶŶƵĂůĂŶĂůǇƐŝƐŽĨƚŚĞŶĞĞĚĞĚƌĞƐĞƌǀĞ͕ŝƚƐƵƐĞĂŶĚƌĞƉůĞŶŝƐŚŵĞŶƚŝĨƵƐĞĚ͘ AppropriateLevel ƚĂŵŝŶŝŵƵŵ͕ƚŚĂƚŐĞŶĞƌĂůͲƉƵƌƉŽƐĞĨƵŶĚǁŝůůŵĂŝŶƚĂŝŶƵŶƌĞƐƚƌŝĐƚĞĚďƵĚŐĞƚĂƌǇĨƵŶĚďĂůĂŶĐĞŝŶƚŚĞŝƌ ŐĞŶĞƌĂůĨƵŶĚŽĨŶŽůĞƐƐƚŚĂŶƚǁŽŵŽŶƚŚƐŽĨƌĞŐƵůĂƌŐĞŶĞƌĂůĨƵŶĚŽƉĞƌĂƚŝŶŐƌĞǀĞŶƵĞƐ͘/ŶĂĚĚŝƚŝŽŶ͕ĂŶǇ ĂŵŽƵŶƚŐƌĞĂƚĞƌďĂƐĞĚŽŶƚŚĞĂŶĂůǇƐŝƐŽĨƚŚĞĨŽůůŽǁŝŶŐƌŝƐŬĨĂĐƚŽƌƐ͗ xZĞǀĞŶƵĞsŽůĂƚŝůŝƚǇ x/ŶĨƌĂƐƚƌƵĐƚƵƌĞhƉŬĞĞƉ xsƵůŶĞƌĂďŝůŝƚǇƚŽǆƚƌĞŵĞǀĞŶƚƐĂŶĚWƵďůŝĐ^ĂĨĞƚǇŽŶĐĞƌŶƐ xǆƉĞŶĚŝƚƵƌĞsŽůĂƚŝůŝƚǇ x'ƌŽǁƚŚŽĨƚŚĞŽŵŵƵŶŝƚǇ &ƵŶĚďĂůĂŶĐĞǁŝůůŵĞĞƚƚŚŝƐŵŝŶŝŵƵŵĚĞƚĞƌŵŝŶĞĚƵŶůĞƐƐŝƚŚĂƐďĞĞŶƵƐĞĚĂƐĚĞƐĐƌŝďĞĚďĞůŽǁ͘ UseandReplenishment ǀĂŝůĂďůĞĨƵŶĚďĂůĂŶĐĞƐƐŚĂůůŶŽƚďĞƵƐĞĚĨŽƌŽŶŐŽŝŶŐŽƉĞƌĂƚŝŶŐĞǆƉĞŶĚŝƚƵƌĞƐ͕ƵŶůĞƐƐĂĚĞƚĞƌŵŝŶĂƚŝŽŶŚĂƐ ďĞĞŶŵĂĚĞƚŚĂƚĂǀĂŝůĂďůĞďĂůĂŶĐĞƐĂƌĞŝŶĞǆĐĞƐƐŽĨƌĞƋƵŝƌĞĚŐƵŝĚĞůŝŶĞƐĂŶĚƚŚĂƚƉůĂŶƐŚĂǀĞďĞĞŶ ĞƐƚĂďůŝƐŚĞĚƚŽĂĚĚƌĞƐƐĂŶǇĨƵƚƵƌĞŽƉĞƌĂƚŝŶŐďƵĚŐĞƚƐŚŽƌƚĨĂůůƐ͘ŵƉŚĂƐŝƐƐŚĂůůďĞƉůĂĐĞĚŽŶŽŶĞͲƚŝŵĞƵƐĞƐ ƚŚĂƚĂĐŚŝĞǀĞĨƵƚƵƌĞŽƉĞƌĂƚŝŶŐĐŽƐƚƌĞĚƵĐƚŝŽŶƐ͘ hƐĞƐƚŚĂƚǁŽƵůĚĐĂƵƐĞŐŽŝŶŐďĞůŽǁƚŚĞŵŝŶŝŵƵŵƐŚŽƵůĚďĞůŝŵŝƚĞĚƚŽ͗ xhŶĂŶƚŝĐŝƉĂƚĞĚĞǆƉĞŶĚŝƚƵƌĞƐŽĨĂŶŽŶͲƌĞŽĐĐƵƌƌŝŶŐŶĂƚƵƌĞ xDĞĞƚƵŶĞǆƉĞĐƚĞĚŝŶĐƌĞĂƐĞƐŝŶƐĞƌǀŝĐĞĚĞůŝǀĞƌǇĐŽƐƚƐ ZĞƉůĞŶŝƐŚŵĞŶƚƉůĂŶƐŚŽƵůĚďĞĞƐƚĂďůŝƐŚĞĚǁŚĞŶĚƌŽƉƉŝŶŐďĞůŽǁƚŚĞŵŝŶŝŵƵŵĂŶĚƐŚŽƵůĚďĞƌĞƉůĞŶŝƐŚĞĚ ĂƚĂŵĂǆŝŵƵŵŽĨƚŚƌĞĞǇĞĂƌƐ͘ Ͳ ϭ͕ϬϬϬ͕ϬϬϬ Ϯ͕ϬϬϬ͕ϬϬϬ ϯ͕ϬϬϬ͕ϬϬϬ ϰ͕ϬϬϬ͕ϬϬϬ ϱ͕ϬϬϬ͕ϬϬϬ ϲ͕ϬϬϬ͕ϬϬϬ ϳ͕ϬϬϬ͕ϬϬϬ ϴ͕ϬϬϬ͕ϬϬϬ ϳ͕ϰϯϵ͕ϳϮϵ ϲ͕ϰϲϱ͕Ϯϳϵϱ͕89ϰ͕4ϱϲ 'ĞŶĞƌĂů&ƵŶĚͲ &ƵŶĚĂůĂŶĐĞ 192 429 Entity HAVENHRDC‐ StreamlineHelp Center IncAmount in CM Recommend Budget 30,000$ $ 150,000 ‐$ FY21 RequestAmount 30,000$ 300,000$ 51,150$ Received in FY20 30,000$ 170,000$ ‐$ Received in FY19 30,000$ 168,321$ ‐$ Program Request forStrategic Plan Relation Vision 3‐ A Safe Welcoming Community‐ with is aid to domestic viloence victims and prevention programmingDid not tie to strategic plan just explained Streamline's impactDid not tie to plan just explained all its programming offered to help citizens, specifically with mental health.$ of Other funding Sources for that program 216,357$ 1,513,277$ 177,500 Total Operating expenditures for Entity 1,130,611$ 16,732,966.00$ 876,412$ Request % of PY total enity expenditures3% 2% 6%430 1 Kristin Donald From:webadmin@bozeman.net Sent:Wednesday, March 4, 2020 11:47 AM To:Kristin Donald Subject:*NEW SUBMISSION* - Outside Entity Budget Requests Follow Up Flag:Follow up Flag Status:Flagged A new entry to a form/survey has been submitted. Form Name: Outside Entity Budget Requests Date & Time: 03/04/2020 11:46 AM Response #: 1 Submitter ID: 25329 IP address: 64.79.37.54 Time to complete: 2 min. , 28 sec. Survey Details Page 1 1. Entity Name HAVEN 2. Entity's Physical Address Street Address PO Box 752 Unit # Not answered City Bozeman Postal/Zip Code 59771 State Montana 3. Number of Years of Operation as a Non‐Profit Organization 40 4. Link to Most Recent Annual Financial Report https://havenmt.org/wp‐content/uploads/2018/10/2019‐06‐30‐Audited‐Financial‐Statements‐Final.pdf 5. Dollar Amount Requested for the Fiscal Year $30,000 6. Description of the Funding Request in Relation to the Strategic Plan and/or Citizen Benefit HAVEN’s request for funding relates directly to the City of Bozeman’s third vision statement, which encompasses “A safe, welcoming community.” For 40 years, HAVEN has been committed to reducing the incidence and minimizing the impact of domestic abuse on families and communities. We provide emergency shelter, a 24‐hour support line, legal advocacy, individual counseling, and support groups to survivors of domestic violence, sexual assault, dating violence, sex trafficking, 431 2 and stalking. HAVEN also works to end the cycle of violence by creating an engaged community through our teen dating violence prevention, a survivor speakers' bureau, and other community education programs. We recognize that one organization alone will never end an epidemic as widespread as domestic violence. Much of HAVEN’s success hinges on collaborations and we must engage all members of our community as allies in supporting survivors and holding abusers accountable. Since the City of Bozeman partnered with HAVEN to issue a mayoral proclamation against domestic violence, HAVEN remains grateful for the City’s continued dedication to funding HAVEN’s growing advocacy in its annual budget. The City of Bozeman’s leadership on the issue of domestic violence speaks volumes about how our community is taking ownership of the issue. Last fiscal year, 1,120 survivors sought a wide range of HAVEN's services; 201 sought Orders of Protection through our legal advocacy office; 116 found emotional support through counseling and support groups; 145 stayed in HAVEN's shelter or were provided short‐term hotel rooms. HAVEN's support line rang 4,513 times, an average of over 12 times a day. HAVEN respectfully requests that the City of Bozeman continue funding HAVEN’s advocacy program at the previous level of $30,000. This funding pays for 100% of the overnight advocates and 50% of the weekend advocates. These advocates ensure that survivors’ calls are answered 24‐hours a day, seven days a week on HAVEN’s support line. They provide support and transportation to survivors in shelter, help find short‐term hotel rooms for survivors needing a place to stay when shelter is full, get rooms ready for new residents, and see to other shelter requirements. Thank you for considering this request and we look forward to our continued partnership as we work to ensure a community knowledgeable about domestic abuse, fully engaged and committed to the safety and well‐being of its members. 7. Other Entities Funding has been Requested From AND Other Partners Assisting with Funding Entity (List up to three) #1 Name Montana Board of Crime Control Amount $ 84,734 #2 Name Department of Justice ‐ Office of Violence Against Women Amount $ 71,623 #3 Name Gilhousen Family Foundation Amount $ 60,000 8. Contact Information for Entity First Name Emily Last Name Beeson Phone Number (406) 586‐7689 Email Address grants@havenmt.org Thank you, City Of Bozeman This is an automated message generated by the Vision Content Management System™. Please do not reply directly to this email. 432 1 Kristin Donald From:webadmin@bozeman.net Sent:Friday, March 27, 2020 12:28 PM To:Kristin Donald Subject:*NEW SUBMISSION* - Outside Entity Budget Requests Follow Up Flag:Follow up Flag Status:Flagged A new entry to a form/survey has been submitted. Form Name: Outside Entity Budget Requests Date & Time: 03/27/2020 12:28 PM Response #: 2 Submitter ID: 25738 IP address: 72.174.92.178 Time to complete: 39 min. , 3 sec. Survey Details Page 1 1. Entity Name HRDC/Streamline 2. Entity's Physical Address Street Address 32 South Tracy Unit # Not answered City Bozeman Postal/Zip Code 59715 State Montana 3. Number of Years of Operation as a Non‐Profit Organization 45 4. Link to Most Recent Annual Financial Report https://thehrdc.org/wp‐content/uploads/2020/03/Audit‐Report‐FYE‐06‐30‐19‐1.pdf 5. Dollar Amount Requested for the Fiscal Year $300,000 6. Description of the Funding Request in Relation to the Strategic Plan and/or Citizen Benefit The citizens of Bozeman benefit from a robust investment in transit because it 1) drives economic development, 2) provides access to educational, vocational, and social opportunities, 3) improves overall health and wellness, and 4) creates a well‐ connected and thriving community. Even those who do not ride Streamline benefit from Streamline services. Some of these public benefits include: less congestion and road impacts, increased parking availability, and fewer impaired drivers. 433 2 Streamline supports the City’s land use policies and helps address growth by providing alternative transportation to those traveling to work/social/community events. This reduces the number of drivers on the road and the number of roads needed, which reduces the pressure on open land. Streamline also supports the High Quality Urban Approach desired by the City by providing greater connectivity to trails and parks and more opportunities for walking and biking. In addition to supporting the City’s High Quality Urban Approach, Streamline helps build a Sustainable Environment by taking more vehicles off the road, by reducing overall carbon emissions, and by advocating for the addition of an electric and/or alternative fuel bus to the overall fleet. Streamline also plays an important coordination/partnership role in the City’s approach to Strategic Infrastructure Choices and preparation for a Metropolitan Planning Organization. 7. Other Entities Funding has been Requested From AND Other Partners Assisting with Funding Entity (List up to three) #1 Name Montana Department of Transportation Amount $ $1,236,777 #2 Name MSU President's Office Amount $ $112,000 #3 Name Associated Students of MSU Amount $ $164,500 (amount tied to final enrollment counts) 8. Contact Information for Entity First Name Sunshine Last Name Ross Phone Number (406) 587‐2434 Email Address sross@thehrdc.org Thank you, City Of Bozeman This is an automated message generated by the Vision Content Management System™. Please do not reply directly to this email. 434 1 Kristin Donald From:webadmin@bozeman.net Sent:Monday, March 30, 2020 3:41 PM To:Kristin Donald Subject:*NEW SUBMISSION* - Outside Entity Budget Requests Follow Up Flag:Follow up Flag Status:Flagged A new entry to a form/survey has been submitted. Form Name: Outside Entity Budget Requests Date & Time: 03/30/2020 3:40 PM Response #: 3 Submitter ID: 25782 IP address: 97.121.198.38 Time to complete: 52 min. , 24 sec. Survey Details Page 1 1. Entity Name Help Center, Inc. 2. Entity's Physical Address Street Address 421 E. Peach St. Unit # Not answered City Bozeman Postal/Zip Code 59715 State Montana 3. Number of Years of Operation as a Non‐Profit Organization 49 years 4. Link to Most Recent Annual Financial Report https://www.bozemanhelpcenter.org/uploads/4/6/3/7/4637709/help_center_financial_statements_fy18.pdf 5. Dollar Amount Requested for the Fiscal Year $51,150 6. Description of the Funding Request in Relation to the Strategic Plan and/or Citizen Benefit Help Center, Inc. is comprised of the Sexual Assault Counseling Center, Hearts and Homes Family Resource Center, Gallatin County Child Advocacy Center, Sacks Thrift, and Help Center 211. We have been providing support to Bozeman, the Gallatin Valley and surrounding areas 24 hours a day, 365 days a year, since 1971. The agency’s core value is that an effective, compassionate response to clients in crisis is critical to the wellbeing of a community. This request is for the crisis 435 2 intervention, behavioral health program of the agency, Help Center 211 (HC211). We are requesting funding for the personnel costs (salary, taxes & benefits) for one additional staff crisis counselor. HC211 provides suicidal prevention and intervention, information, outreach, direct services, advocacy, crisis counseling and therapy to clientele in a safe, confidential environment, all free of charge. HC211 hosts a local 24‐hour crisis and suicide hotline (586‐3333) and we are one of two crisis centers in our state that answers the National Suicide Prevention line (1‐800‐273‐TALK). HC211 is also part of the Montana 211 network, managing information and resources for 13 counties in southwestern Montana. The public can visit Montana211.org or call 211 24/7 for easy access to community resource information. HC211 is one of four centers in the state responsible for 211 resources and is part of a national 211 network. In addition to our crisis lines, we hold walk‐in crisis counseling hours (which has moved to telehealth during the COVID‐19 pandemic) between 8a‐6pm and free ongoing mental health counseling to those who are uninsured or under‐insured. We envision HC211 as a key partner in addressing the City’s vision of a Safe, Welcoming Community. Mental health is addressed in a number of the metrics laid out in this plan. HC211 often acts as a “first stop” in our community for those experiencing a mental health crisis or in need of community resources. Our ability to offer 24‐Hour assistance and ability to connect our community members to appropriate long‐term mental healthcare through our Referral Database for Mental Health Professionals, or community resources makes us uniquely positioned to assist in moving the dial on mental health metrics. Additionally, HC211 leadership is actively involved in the Elevating Behavioral Health committee, bringing together key mental health resources and experts to address behavioral health in our community. Through the Montana 211 system, we are also able to update the constant stream of changes in services as well as help identify gaps in services and needs, providing valuable information to community partners. We are also active members of the Southwest Montana Community Organizations Active in Disaster, which will be a key partner in your addressing the community risk metric. For example, in the current COVID‐19 response, HC211 is playing a key role in a community‐wide response to the mental health needs of our community. This includes acting as a 24‐Hour triage system in coordination with Bozeman Health, Gallatin Mental Health Center and other key mental health organizations and private providers. As the population of our area has grown, so has the demand on our services. Specifically, the demand for walk‐in crisis counseling and follow‐up phone calls. Our walk‐in services increased by 57% from 2018 to 2019. In 2019, 96 individuals utilized our walk‐in crisis services. Our ability to provide same day crisis intervention services makes us the logical first call for agencies, including our BSD7 school system, as well as community members. We coordinate with local school counselors to provide emergency mental health and suicide screenings and assessments for students. When a school counselor becomes alerted that a student may be considering suicide, they work with the parents/caregivers to get the students to the Help Center as soon as possible. 26 of the walk‐in clients we saw in 2019 were under the age of 18. To date in 2020, we have already seen an increase in walk‐ins. We have had 35 alone this quarter, 14 of those under age 18. If there is a completed suicide that impacts a school, business or other organization, HC211 is able to mobilize their crisis counselors to provide in‐person group or individual crisis counseling. This pre‐established relationship with BSD7 can support the City’s vision to strengthen the relationship with BSD7, as laid out in the strategic plan. Our current staffing model for our 24‐hour center is one paid crisis counselor position with our invaluable, highly trained volunteers assisting per 12 each hour shift. Some days we have consistent volunteer assistance, but others we do not. While the need for services both day and night has grown overall, our daytime need has significantly increased. Our current staffing model and availability of funding is becoming increasingly strained with the increased demand on services. Therefore, we are requesting funding for an additional FTE of the daytime crisis counselor staff position during high‐demand hours. This position will allow us to provide additional staff to assist with telehealth and walk in crisis counseling, County wide information and referral, Triage for our crisis mental health system, follow‐up phone calls, emails and texts, follow‐up surveys, disaster‐time responses, in addition to answering the crisis lines. Part of our protocols for the stabilization of crisis and suicidal episodes is to provide follow‐up support. Our follow‐up program maintains contact with a client from the presentation of crisis through the intervention and for days, weeks and sometimes months after the initial suicidal or crisis episode. In 2019, we provided follow‐ups for 1,960 contacts, a 118% increase from 2018. Follow up care is an evidence‐ based approach to suicide prevention. Individuals participating in a follow up program experience 20% fewer suicides after being discharged from the hospital. Those in suicidal crisis often need to wait to connect to continuing care after discharge from a hospital or acute crisis care center. Research shows that 43% of suicides occur within one month of discharge and 47% of them happened before the first follow up appointment. Crisis call centers are uniquely positioned to provide a low‐ cost method of providing continuity of care between the acute crisis and connection to a longer‐term care provider, although, often we continue follow up past this point. When connected to a crisis center for follow up care, individuals report less stress and a lowered risk of suicide. (Source: Follow Up Matters https://followupmatters.suicidepreventionlifeline.org/). We also partner with other nonprofit mental health providers, such as Community Health Partners, to provide additional support to high‐risk clients to additional telehealth calls in between counseling sessions. We are also increasing the provision of follow‐up surveys, in which we follow‐up with callers who we referred to community resources to ensure their needs were met and to provide additional resources, as needed. Since 2015, the population of the county has grown by 41.1%. During the same period, our calls related to suicide have more than doubled. We have also more than doubled the number of referrals to County‐wide community resources. The number of 436 3 calls from chronically mentally ill clients requiring stabilization has increased by more than half and the number of crisis calls have increased by more than a third. Gallatin County alone, required response to 2,221 crisis calls, including 96 emergency walk‐in clients. During calendar year 2019, the Help Center ensured safety from suicide 900 times and provided crisis intervention and emotional support for 7,419 callers. In 2019 alone, we took 9,677 inbound calls, which is a 10.3% increase from 2018. Equally important, we work to stabilize people with persistent mental illness and attend to their basic needs before they escalate into crisis. Emotional support clients are provided with ongoing stabilization, assessment and social support. For those who have trouble with emotional regulation, day to day frustrations can amount to a crisis, which can have a cascading effect for those around them. In 2019, we provided ongoing support to 123 individual community members struggling with chronic mental health issues. Our services provide a mechanism for ongoing stabilization, assessment and emotional support though the use of the crisis lines by providing response to 4,385 stabilizing phone calls in 2019. A key benefit HC211 provides to the citizens of our city is the economic burden that suicidal individuals and completed suicides can bring. Based on the indicators found in the WIQARS Cost of Injury Report on the economic burden of suicide and self‐harm, we can safely estimate that HC211 provides significant savings to the City/County in direct medical costs for prevented suicide and self‐harm as well as in longer term indirect costs through future health care costs and work lost if not for our prevention efforts. In 2019, HC, Inc provided 670 suicidal community members with full suicide assessments. Of these callers, 287 were assessed to be at imminent risk of suicide. Of those, 224 callers (78%) were stabilized, either on the phone or through our walk‐in service, by our crisis counselors and diverted from utilizing community emergency service(s) such as 911, law enforcement, ambulance, ER, and crisis stabilization facilities. The remainder of the callers who were not able to keep themselves safe, we either collaborated with them to reach a safe place (22%) or initiated an involuntary rescue (5%). Thank you for taking the time to read our proposal. We look forward to hearing from you and partnering to help the City of Bozeman reach their strategic goals. If you have any questions, please reach out to Mandy St. Aubyn, Development & Communications Coordinator, at hcdevco@bozemanhelpcenter.org. 7. Other Entities Funding has been Requested From AND Other Partners Assisting with Funding Entity (List up to three) #1 Name Gilhousen Family Foundation Amount $ 45,000 #2 Name Greater Gallatin United Way Amount $ 30,000 #3 Name State of Montana DPHHS ‐ Office of Suicide Prevention Amount $ $102,500 8. Contact Information for Entity First Name Mandy Last Name St. Aubyn Phone Number (406) 579‐9149 Email Address hcdevco@bozemanhelpcenter.org Thank you, City Of Bozeman This is an automated message generated by the Vision Content Management System™. Please do not reply directly to this email. 437 PROPOSED BOZEMAN MUNICIPAL BAND BUDGET FOR SUMMER 2020 2020 2019 MUSICIANS $20 per concert/rehearsal x 8 concerts 8,000.00$ 8,000.00$ x 50 musicians per concert CONDUCTORS $150 for each concert/rehearsal 1,250.00$ 1,250.00$ x 8 concerts + 1 standalone rehearsal LIBRARIAN $50 per concert/rehearsal x 8 concerts 400.00$ 400.00$ PRESIDENT 300.00$ 300.00$ TREASURER 300.00$ 300.00$ EQUIPMENT MANAGER 150.00$ 150.00$ OFFICE EXPENSES stamps & paper/envelopes 40.00$ 40.00$ MUSIC REHEARSAL SPACE 300.00$ PERCUSSION EQUIPMENT 2,000.00$ TOTAL BUDGET REQUEST 12,740.00$ 10,440.00$ 438 no change no change no change no change no change no change no change paper/envelopes donated use existing library & borrowing most music from college library estimated rental fee from school district at Bozeman High one-time increase band owns some equipment 2,300.00$ increase 439