HomeMy WebLinkAbout05-20-20 BID Minutes
Downtown Business Improvement District
Board Meeting Minutes
May 20, 2020
Attending: Jolee Barry, Eric Bowman, Ileana Indreland, Erik Nelson, Susan Neubauer, Eric
Sutherland, Emily Cope, Chris Naumann, I Ho Pomeroy
Absent: Mike Basile
Public Comments: None
Minutes
The board confirmed the attendance list for the February Special Meeting which included:
Jolee Barry, Mike Basile, Eric Bowman, Ileana Indreland, Erik Nelson and Eric Sutherland.
Ileana Indreland asked that notes be added to the February Regular Meeting minutes that after
public comment concluded the board acknowledged Andy Holloran’s comments and thanked
him for Homebase Partners’ contributions to downtown. The board commented that all their
decisions have been with intention to protect the prosperity of downtown and with the best
interest of representing downtown property owners.
ACTION: Erik Nelson moved to approve the February Special Meeting, Regular
February Meeting and March Special Meeting minutes as revised.
Ileana Indreland seconded the motion.
All voted in favor.
Finance Report
Chris presented the FY20 year-to-date finances as of 5/20/2020.
Eric Sutherland questioned why the maintenance payroll expenses were higher than budgeted.
Chris Naumann responded that higher levels of service were needed downtown this past
winter and through the COVID pandemic.
District Manager’s Report
Downtown Plan Project
Here are some updates regarding other projects proposed in the 2019 Downtown Plan.
Bozeman Creek—the Downtown Partnership is working with Mountain Time Arts to identify
opportunities to enhance and improve Bozeman Creek. Their initial work is being partially funded with a
Downtown URD Technical Assistance Grant. MTA has created a project website that will be updated as
more work is completed: https://mountaintimearts.org/see-bozeman-creek
Soroptomist Park—the Downtown Partnership is working with the MSU CATS program to have a fall
semester senior-level landscape design class work on improvement concepts for Soroptomist Park.
Alley Improvements—using funds allocated in the FY2020 URD budget, the Downtown Partnership has
finalized a scope of work with DHM Landscape Architects to refine the alley improvement concepts they
developed in 2018. The next round of design work will create a template for specific improvements and
provide initial cost estimates for construction. Kick-off meetings have been held with the DBP and City
of Bozeman contacts. A kick-off meeting with property owners and businesses tenants will be held the
week of May 25th.
North Black Pocket Park
Construction of the North Black Pocket Park in southwest corner of Black Lot public parking lot is
making significant progress. The project includes three elements: new pocket park; relocated Black Lot
egress; and new streetscape including sidewalk, streetlamps, and trees.
The landscaping and irrigation work is currently scheduled to be performed by AV Construction from
May 15th through June 15th.
MDT Rouse Project
Negotiations continue with Montana Department of Transportation to have downtown streetlamps
installed along Rouse Avenue between Main and East Lamme Streets this summer when MDT
completes the Rouse reconstruction project. MDT’s general contractor, Missouri River Construction
(MRC), has agreed to contract with the URD directly for the installation of the streetlamps and related
electric infrastructure. TD&H has completed the final engineering. We are waiting for construction bids
from MRC. We are also working with MDT on the streetscape maintenance agreement. The Lamme to
Main Street portion of the project is contracted to start June 15th and be completed by August 15th.
City Parking Policy Discussion—DELAYED
The City Commission and Parking Commission are planning to hold a joint work session in April during
a regularly scheduled City Commission meeting. The work session will include a progress report on the
2019 Downtown Strategic Parking Management Plan and discussions about the remaining strategies.
This work session as been delayed due to COVID-19 and will be rescheduled to a later day this
summer.
Downtown Plan UDC Recommendations—DELAYED
The following UDC revisions recommended in the 2019 DBIP will be considered for implementation in
April by the City Commission.
1) Allow small "bonus" business signage to help activate the alleys
(#16 in the DIP Appendix)
2) Expand allowable ground floor uses Downtown. This will once again allow things like offices on
Mendenhall ex: Fico and Opportunity Bank at 5 West Building.
(#2 in the DIP Appendix; note that #9 was also related to this but was already fixed in a previous round
of edits.)
3) Allow specific site considerations to come into play when determining the "street vision triangle."
(#7 in the DIP Appendix)
Maintenance Program Update
Currently we have one part-time general maintenance employee (Mike), one weekend general
maintenance employee and one part-time garage maintenance employee (Trish). Mike and Trish
continue to carry out the general downtown cleaning operations (garbage, recycling, general
maintenance) in addition to the seasonal “spring cleaning” tasks (thorough cleaning/trash pick-up at
Soroptomist Park, public parking lots, bases of street trees, garbage and recycling receptacles, and
graffiti removal).
Below are the maintenance statistics comparing the year-to-date figures from this year (FY20) to the
corresponding stats from last year (FY19).
Hiring has begun for the two part-time flower watering positions.
FY2019 Y-T-D FY2020 Y-T-D
Total Ave/mnth Total Ave/mnth Difference
Trash Emptied 1465 209 1868 163 +403
Recycling Emptied 326 47 449 46 +123
Graffiti Removed 116 17 393 39 +277
Building Projects—UPDATED
Armory Hotel construction resumed following the City Commission appeals ruling on April 6th.
Osborne Building (233 East Main) 4-story mixed use building with 2 floors of restaurant use
and 2 floors of offices. Construction began October 2018. See
https://www.theosbornebozeman.com/
“OSM” Building 5 story mixed use building proposed on southwest corner of Babcock and
Wallace—construction began Spring 2019.
One 11 Lofts (corner of North Willson and West Lamme) 50-unit apartment building with 53
parking spaces. Construction began spring 2019.
Merin Condos (on North Bozeman across from Dave’s Sushi) 28 units of owner-occupied
housing. Under construction.
Village Downtown 30 new residential condo units and 9 single-family lots are under review by
the City.
Veranda Apartments (111 South Church) proposed new construction of 6 units.
AC Hotel (5 East Mendenhall) 6 story 140 room full-service hotel. Site Plan approved in
November 2019. Site demolition began in March 2020.
East End Flats (240 East Mendenhall) 6-story mixed use project. Development review
completed and final site plan approved following the City Commission granting the requested
deviations on March 9th.
Strata Building (106 East Babcock)—former BSW Bank—3 floor (46,000 SF) office building.
Construction projected to be complete 4th quarter 2020.
Carin Townhomes (northwest corner of W Beall & N Grand)—5 townhome condos currently
under construction.
New Businesses—UPDATED
• Blackbird Kitchen—140 East Main—formerly C. Moose—expansion to open early 2020
• Tanoshii—113 East Main—formerly Corx—renovations underway
• TBD—33 South Willson—formerly Delicious Bakery
• TBD—19 South Willson—formerly Barely & Vine
• Barely & Vine—24 North Tracy—relocating to soon-to-be former Starky’s
• TBD—544 East Main—formerly Heeb’s
• Athleta—2 East Main—former Miller’s Jewelry location—tenant improvements underway
• TBD—9 East Main—formerly Sassy Sisters
• TBD—27 East Main—formerly Crossroads—condo under contract for purchase to
potentially be redeveloped as a restaurant(s).
• TBD—137 East Babcock—formerly Gallatin Laundry
• TBD—23 West Main—formerly Stix
• CLOSED-303 East Main- formerly Fire Pizza
Planning Updates—no changes
In this section, I will provide update about several ongoing City planning processes.
Community Plan (City Growth Policy) Update
Consultants: Logan Simpson (Ft. Collins)
Update: The Planning Board has decided to spend more time revising the draft plan so
the February 10th City Commission presentation will be rescheduled to a later date.
https://www.bozeman.net/city-projects/bozeman-community-plan-update
Community Housing Action Plan
Consultants: Navigate, LLC Workforce Housing Solutions
Update: The City Commission completed their review of the Community Housing Action
Plan on Monday January 13, 2020. Initial UDC edits will be considered in October 2020.
https://www.bozeman.net/city-projects/community-housing-action-plan
https://www.bozeman.net/city-projects/community-housing-needs-assessment
FEMA Floodplain Map
Next Steps: The final draft map will be released in 2nd quarter of 2020. The City then has
180 days to amend its floodplain regulations to incorporate the new maps. The new
regulatory floodplain map would become effective by the beginning of 2021.
Discussion and Decision Items
Renewal Plan Approval
The board was provided with the most updated version of the 2020-2030 renewal plan. The
board directed that the BID Mission Statement should be added to the section of Core Focus &
Mission, and that the phrases in the plan that state ‘core mission’ should be changed to ‘core
focus’. Jolee questioned the line item in the budget showing money going directly to DBA
support and lowering the BID management fee. Eric Bowman stated that this reveals the
money is going directly to the DBA rather than being run through the DBP and the DBA may
use the money as they wish and acknowledged that the DBA management fee will be higher for
FY2021 since the BID is lowering their management fee by 30%. The board directed to remove
the sentence in the plan that stated the reduction in BID’s management fee would place a fiscal
burden on the DBA and URD.
Eric Bowman commented that while the plan states that the management of the BID will
transfer no later than July 1, 2020 to the District Manager, there will be some overlap of the
transition from Chris Naumann to Emily Cope. Eric Bowman asked that Emily is transparent
with the board if there are items that she has received help on from Chris Naumann. Erik
Nelson asked if removing Chris from administering the BID would help secure more signatures
to reach the 60% threshold. Eric Bowman commented that he had met with a group of property
owners and presented a draft of the renewal plan. The group of owners said they would be
inclined to sign their petitions if the board adopted the renewal plan.
Eric Bowman commented that the communications and engagement section of the plan are to
be applied to the District Manager and BID Board, all will be held accountable and help with the
efforts. Eric acknowledged that this will be “a work in progress” as the strategy evolves. The
board noted that the final version of the renewal plan will need to be updated with the final
FY2021 budget before it is made public.
ACTION: Eric Sutherland moved to approve the 2020-2030 renewal plan as presented
with board edits to align the core focus with the MCA, realign the budget to
the core focus, elevate communications, and transition the management of
the district to the Downtown Bozeman Partnership District Manager,
currently Emily Cope.
Erik Nelson seconded the motion.
All voted in favor.
FY2021 Draft Budget Review
Chris presented FY2021 draft budget. Erik Nelson commented that the board may need to
reevaluate priorities and needs of the district considering the COVID-19 crisis. Ileana
commented that now, more than ever, it is important to bring people back downtown to the
businesses. Erik Nelson asked if the new program line item in the budget should be considered
for a different program. Chris stated the BID reserves or the $15,000 pledged for a DBIP
implementation project, could be used towards economic recovery. Ileana stated she believes
homelessness is an issue that needs to be addressed downtown and may be preventing
people from coming downtown to shop and do business. Erik Nelson commented that the BID
should contact HRDC to see what programs are offered and if there are opportunities to
partner. Emily stated that she will contact HRDC. Chris highlighted that from the last draft
budget the board had seen in the renewal plan, the income on sponsorships is expected to
drop as a result from COVID-19. The DBA Support line item was increased to $25,000 from
$20,000 from the last draft budget. It was also discussed that the biggest need coming out of
the COVID-19 crisis for Downtown Bozeman could be the need for marketing to bring people
down to the area. Chris said he would revise the budget according to today’s discussion for
final approval at the June board meeting.
2020 BID Renewal Updates
Emily provided an update that staff has secured 55.5% (signed petitions, by square footage) of
the 60% needed to renew the district. The board asked if there were any property owners that
they may reach out to, Emily stated she would review the list and notify.
Board Vacancies
It was brought to the board’s attention that two seats on the board will be vacant after 6/30/20,
the two board members whose terms are expiring are Mike Basile and Susan Neubauer. Emily
stated that she will be sending an email out to the property owner contact list to notify owners of
the vacant seats.
Meeting was adjourned at 1:45 pm
May 2020 Finance Report
APPROVED Y-T-D
FY2020 FY2020
Income
BID Assessment 126,000 126,000
Contract Income 17,000 12,750
Interest Income 100 258
Mobile Vending Fees 1,750 300
Flower Sponsorships 9,000 600
Christmas Light Sponsorships 4,500 4,200
Streetlamp Banners 10,000 10,200
Other Income - 984
Total Income 168,350$ 155,292$
Expenses
Management Fee 79,560 79,560
Total Expenses 79,560$ 79,560$
Payroll Expenses
Maintenance Staff 25,000 27,598$
Taxes 2,200 2,364$
Work Comp 1,500 1,015$
Maintenance Staff--Garage 10,000 10,200$
Taxes 750 609$
Work Comp 750 368$
Total Payroll Expenses 40,200$ 42,154$
Programs
Christmas Lights 2,000 1,417
Christmas Light Spider Repair 1,500 47
Christmas Lights Storage 1,000 969
New Banners 3,000 3,025
Flower Expenses 22,000 21,126
Flower Water 150 94
Tree Purchases 1,500 288
Marketing 2,500 2,500
Maintenance Supplies 2,000 2,813
Garbage Bags 1,750 816
Graffiti Supplies 750 923
Graffiti Contracted Removal 3,000 -
Mule Service & Fuel 1,000 1,631
Truck Service & Fuel 2,000 876
Truck-Mule Insurance 3,250 3,255
Total Program Expenses 47,400$ 39,780$
Total BID Expenses 167,160$ 161,494$
NET ASSESSMENT INCOME 1,190$ (6,202)$
Checking Account Balance 55,290$
Certificate of Deposit Balance 52,183$
Total Cash On Hand Total 107,473$
Board Approved Project Expenses
BID Renewal Process 2,500 1,772
BID Garage Storage Fence 2,040 2,040
Downtown Plan Implementation 15,000 -
Total Project Expenses 15,000$ 3,812$
Downtown Bozeman- Business Improvement District
2020-2030 Renewal Plan
The Downtown Business Improvement District (BID) Board has developed the framework plan outlined here to
guide the renewal of the district for another 10-year term (2020-2030). As detailed below, the plan involves 1)
focusing on the core mission; 2) realigning the budget; and 3) elevating communications. As part of the renewal
the Downtown Partnership District Manager, currently Emily Cope, will assume direct responsibility for
administering the BID. The necessary transitions will be executed no later than July 1, 2020.
Core Focus and Mission
The BID is mandated to concentrate its programs and assessment expenditures to the purposes and powers
established in the statutes governing BIDs. Here is a summary of the purposes and powers (complete excerpts
from the MCA are included below).
The BID purposes include serve a public use; promote health, safety, prosperity, security and general welfare of
inhabitants; be of a special benefit to the properties; aid in promotion and marketing.
The BID powers include: enter into contracts; hire employees; provide maintenance and cleaning services;
landscape and beautify public areas; contract to maintain parking facilities, streets, alleys and other public
facilities; promote private investment and business expansion; advertising, decorating, marketing, and promoting
and managing events.
The Downtown Bozeman BID Core Focus:
The Downtown Business Improvement District shall serve the public and be of special benefit to the properties
within the district by cleaning and maintaining public areas; beautifying and decorating public areas; and
supporting public events.
Realign Budget to Reflect Core Mission
Included below is a preliminary draft of the FY2021 (July 1, 2020—June 30, 2021) budget that better aligns with
the BID’s core focus by investing a larger portion of revenues to “on the ground” programs.
The BID’s management fee will be reduced by 30% but still support the Partnership’s administration costs and pay
half of the Partnership’s District Manager payroll expenses. The reduction in the BID’s management fee would put
considerable additional fiscal burden on the Downtown Bozeman Association (DBA) and Downtown Urban
Renewal District (URD).
Investment in the maintenance program will increase by 50% to better provide services across the entire district.
The BID will make a direct programmatic investment to support the DBA and its events. In FY21 the overall
investment in program work will increase by 100%.
To provide predictability, the BID Board will request an assessment rate cap be added to the enabling ordinance.
The assessment rate over the life of the district would not exceed $0.03 per dollar of taxable value.
Elevate Communications and Engagement
Improved BID communication and engagement are needed downtown. The District Manager and BID Board will be
responsible for administering improved communications with and engagement of the property owners about a
range of downtown issues including policy considerations, development projects, BID governance (including board
vacancies). See below for larger Downtown Partnership Communications and Engagement Framework. This
broad ranging strategy involving the BID, DBA, URD and DBP will engage all downtown stakeholders—property
owners, business owners, employees, and residents.
Downtown Business Improvement District Board
Eric Bowman, Chair
Eric Sutherland, Vice-Chair
Jolee Barry
Mike Basile
Ileana Indreland
Erik Nelson
Susan Neubauer
BID Statute Purpose and Power Excerpts
Montana Code Annotated 2019
TITLE 7. LOCAL GOVERNMENT
CHAPTER 12. IMPROVEMENT DISTRICTS
Part 11. Business Improvement Districts
7-12-1102. Purpose. The purpose of this part is to provide for the creation of business improvement districts
having one or more of the purposes and powers provided in this part that will:
(1) serve a public use;
(2) promote the health, safety, prosperity, security, and general welfare of the inhabitants of the district and of the
people of this state;
(3) be of special benefit to the property within the boundaries of any district created pursuant to the provisions of
this part; or
(4) aid in tourism, promotion, and marketing within the district.
History: En. Sec. 2, Ch. 656, L. 1985; amd. Sec. 1, Ch. 253, L. 2007.
7-12-1131. Powers of board in administering district. The board in administering a district has all powers
necessary to carry out the functions of the district contained in the ordinance creating it, including the power to:
(1) sue and be sued, enter into contracts, and hire and terminate personnel needed for its purposes;
(2) provide special police, maintenance, or cleaning personnel for the protection and enjoyment of the general
public using the business district;
(3) landscape and beautify public areas and to maintain those areas;
(4) contract with the governing body to maintain, operate, or repair public parking facilities;
(5) contract with the governing body to maintain streets, alleys, malls, bridges, ramps, tunnels, landscaping, and
other public facilities as mutually agreed upon;
(6) promote private investment and business expansion in the district;
(7) provide for the management and administration of the affairs of the district;
(8) promote business activity by advertising, decorating, marketing, and promoting and managing events and
other actions designed for the general promotion of business activities in the district; and
(9) perform such other functions as are necessary to carry out the purposes of this part and to further the
objectives of the district.
History: En. Sec. 13, Ch. 656, L. 1985.
Downtown Bozeman Partnership
2020 Communication and Engagement Framework—DRAFT
The Downtown Bozeman Partnership (DBP) recognizes the need to proactively coordinate, communicate and
engage with a broad spectrum of constituents, stakeholders and partners to better serve Downtown Bozeman.
In order to do so, the DBP is committed to establishing expectations and procedures that will improve the
communication and engagement functions of the DBP’s members: the Business Improvement District, the
Downtown Bozeman Association, and the Urban Renewal District.
This framework will be further developed into an implementation plan detailing action items, deliverables, and task
assignments to be executed no later than July 1, 2020.
Coordination
The DBP will do a more collaborative and comprehensive job of coordinating with stakeholders and partners. This
includes better networking with the Downtown Urban Renewal District, Downtown Bozeman Association and
Business Improvement District boards. Other improved coordination will take place with Bozeman Parking
Commission (BPC), City Commission (CC), City staff, residents of downtown, employees of downtown and other
citizen advisory boards.
Proposed coordination improvements include:
• Draft BID, DBA and URD annual workplans and budgets provided to each other before being finalized.
o What: Notify other member organizations of board meeting dates when the work plan and budget will be
on their board meeting agendas. Provide copy of work plan and budget via email directly to boards or to
appropriate DBP staff member to make available to appropriate board.
o Who: DBA Director (DBA), District Manager (BID), Executive Director (URD)
o When: Annually
• Staff attendance at and reporting of relevant BPC, CC, and other advisory board meetings.
o What: Staff will attend public meetings involving topics relevant to downtown or as they pertain to a
specific member organization.
o Who: DBA Director (DBP/DBA), Executive Director (DBP/URD), District Manager (DBP/BID), Operations
Manager (DBP/DBA)
o When: As needed
• Improve process of noticing constituents of pending BID, DBA and URD board vacancies.
o What: Use each organization’s database to inform constituents about upcoming opportunities to apply for
board service.
o Who: DBA Director (DBA), District Manager (BID), Executive Director (URD)
o When: As needed
• Establish orientation process for new downtown board members to familiarize them with the DBP and all
three membership organizations.
o What: Create standard orientation process and educational materials relating to the DBP and unique
materials for each member to instill a better understanding of downtown’s organizational structure.
o Who: DBA Director (DBA), District Manager (BID), Executive Director (URD)
o When: As needed
Communication
We acknowledge that the DBP could better serve downtown stakeholders with more frequent and informative
communications. The DBP needs to be a clearing house of information about a wide range of downtown issues
and initiatives. Improved communications would involve a variety of methods between numerous stakeholders and
partners.
Proposed communication efforts include:
• Better define and publicize the DBP and its three member organizations (BID, DBA, URD) to all downtown
stakeholders.
o What: Create branded material that better explains the DBP structure and the roles of the three member
organizations.
o Who: Operations Manager
o When: Ongoing
• Collect and maintain comprehensive stakeholder contact databases including but not limited to property
owners (BID) and business owners (DBA).
o What: Collect and maintain databases of various downtown constituencies to facilitate more effective
communications and engagement reach.
o Who: District Manager (BID), DBA Director (DBA), Operations Manager (DBP)
o When: Ongoing
• Monthly announcement of relevant public meetings (BID, DBA, URD, BPC, CC, and other citizen advisory
boards).
o What: Create recurring email format with meeting details, agendas, and material links and send out to all
downtown stakeholders.
o Who: Operations Manager
o When: Monthly
• Timely dissemination of detailed information about public meeting agendas, relevant meeting materials,
and summary memo for issues of particular relevance to downtown.
o What: Prepare summary email of information pertaining to specific member organization.
o Who: DBA Director (DBA), Executive Director (URD/DBP), District Manager (BID)
o When: As Needed
• Posting of more documents for public access at www.downtownbozeman.org.
o What: Post agendas, minutes, strategic plans, professional studies, work plans and budgets, and other
documents as appropriate when they become available.
o Who: Operations Manager
o When: Ongoing
• Systematic compilation of board and staff communications with stakeholders to document, consider
feedback and provide follow up.
o What: Create standard process to log and track public comments from downtown stakeholders.
o Who: DBA Director (DBP/DBA), Executive Director (DBP/URD), District Manager (DBP/BID), Operations
Manager (DBP/DBA)
o When: Ongoing
Engagement
The DBP will provide more opportunities for stakeholders to directly engage with the downtown staff and boards.
Some efforts will be specific to the BID, DBA or URD while others will be more broadly initiated by and within the
Downtown Partnership.
Proposed engagement initiatives include:
• Annual joint DBA-BID-URD board meetings in March and September.
o What: Schedule dates/times, reserve meeting space, develop discussion topics agenda, and invite all
boards within the DBP to attend.
o Who: DBP Staff
o When: Biannually
• Downtown Partnership will consider hosting periodic all-comers meetings for board members, property
owners, business owners, city officials/staff, employees, and residents to discuss current/relevant topics.
o What: Schedule dates/times, schedule meeting space, develop discussion topics agenda, and invite the
entire downtown community to attend.
o Who: DBP Staff
o When: TBD
• Annual downtown work sessions with the City Commission and Parking Commission.
o What: Coordinate with City Commission, Parking Commission and DBP boards to schedule a
date/time/location and suggest discussion topics.
o Who: DBP Staff
o When: Annually
• Consider holding board meetings in a larger space to invite and accommodate more public participation.
o What: Potentially move board meetings to a larger space than the DBP conference room.
o Who: District Manager (BID), DBA Director (DBA), Executive Director (URD)
o When: Monthly
FY2021 Draft Budget
APPROVED PROPOSED
FY2020 FY2021 change
Income 7/1/19--6/30/20 7/1/20--6/30/21
BID Assessment 126,000 175,000 39%175000
Contract Income 17,000 17,000 17000
Interest Income 100 100 100
Mobile Vending Fees 1,750 2,500 2,000$
Flower Sponsorshihps 9,000 9,000 8,000$
Christmas Light Sponsorships 4,500 4,500 4,000$
Streetlamp Banners 10,000 10,000 9,000$
Total Income 168,350$ 218,100$ 30%215,100
Management Expenses
Management Fee 79,560
Partnership Administration 35,000
District Manager 21,000
Total Management Expenses 79,560$ 56,000$ -30%
admin percent 47%admin percent 26%
Payroll Expenses
Maintenance Staff 25,000 37,500 50%
Taxes 2,200 3,300 50%
Work Comp 1,500 2,250 50%
Maintenance Staff--Garage 10,000 10,000
Taxes 750 750
Work Comp 750 750
Total Payroll Expenses 40,200$ 54,550$ 36%
Program Expenses
Pilot Sidewalk Cleaning and Alley Snow Removal 20,000
Downtown Bozeman Association (DBA) Support 20,000 $25,000
Christmas Lights 2,000 2,000
Christmas Light Spider Repair 1,500 1,500
Christmas Lights Storage 1,000 1,000
New Banners 3,000 3,000
Flower Expenses 22,000 24,000
Flower Water 150 200
Tree Purchases 1,500 2,000
Marketing 2,500 2,500
Maintenance Supplies 2,000 3,000 50%
Garbage Bags 1,750 2,625 50%
Graffiti Supplies 750 1,125 50%
Graffiti Contracted Removal 3,000 4,500 50%
Mule Service & Fuel 1,000 1,500 50%
Truck Service & Fuel 2,000 2,100
Truck Insurance 3,250 3,250
Program Contingency 1,000
Total Program Expenses 47,400$ 95,300$ 101%100,300
Total BID Expenses 167,160$ 205,850$ 23%210,850
NET ASSESSMENT INCOME 1,190$ 12,250$ 4,250
12,250$
Final FY2021 Budget will be adopted by the BID Board in June 2020 and
will be approved by the City Commission in July 2020.
Total Operating and Capital Reserve Contribution