HomeMy WebLinkAboutFiscal Year 2023 Approved Budget, City of BozemanA P P R O V E D
B U D G E T
Fiscal Year 2023
July 1, 2022 to June 30, 2023
Public
Safety
32%
Public
Services
31%
Public
Welfare
19%
General
Government
18%
Transfers
11%
Debt
Service
5%
Construction
Projects
8%
Internal Service
8%
Operations
35%
Distribution by Expenditure Type
Personnel
& Benefits
30%
Capital
19%
Total Estimated Expenditures
$182.7 M
Debt Service
3%
General
Fund
25%
Special
Revenue
31%
Enterprise
25%
Distribution by Fund Type
$177 M
Total Estimated Revenues
This page provides a brief overview of the City of Bozeman's annual budget for fiscal
year 2023. Key points include a summary of budgeted revenues and expenditures as
well as highlights on personnel, operating, and capital supported by the budget.
FY23 BUDGET IN BRIEF
Personnel Summary
FY23 budget supports 512.86
FTE, about 7.84 employees per
1,000 residents
*Estimated expenditures greater than estimated
revenues related to planned ARPA spending
General
Fund
3%Enterprise
41%
Construction
27%
Special
Revenue
29%
Projects of Significant Nature Include:
Fire Station 2 Relocation
Swim Center & Lindley Renovations
Sourdough Transmission Main Phase 2**
Annual Water and Wastewater Pipe Replacement
Annual Street Improvements
** The Sourdough
Transmission Main
Phase 2 project will be
funded primarily by
American Rescue
Plan Act (ARPA)
dollars.
100 Projects
Impact Summary
Capital Plan Summary
$35 Million in Planned
Capital Expenditures
FY23 Capital Budget
By Fund Type
Projects by Type
45% - Infrastructure
31% - Buildings
17% - Machinery & Equipment
5% - Land & Land Acquisition
2% - Vehicles
TABLE OF CONTENTS
EXECUTIVE SUMMARY
CITY MANAGER’S BUDGET MESSAGE 1
READERS GUIDE 7
BUDGET SUMMARY 9
BACKGROUND 11
CITY STRUCTURE 11
CITY VISION AND STARTEGIC GOALS 11
PERFORMANCE MEASUREMENT 12
BUDGET PROCESS 12
FUNDING STRUCTURE 13
BUDGET POLICIES 15
FINANCIAL AND RESERVE POLICIES 15
AWARDS AND ACCOMPLISHMENTS 16
FY23 BUDGET SUMMARY 18
FUND SUMMARIES 25
GENERAL FUND 28
SPECIAL REVENUE FUNDS 32
DEBT SERVICE FUNDS 44
CONSTRUCTION FUNDS 46
ENTERPRISE FUNDS 47
INTERNAL SERVICE FUNDS 53
PERMENANENT FUNDS 54
SUMMARY OF ALL FUNDS
REVENUES BY TYPE 56
SUMMARY OF ALL FUNDS
EXPENDITURES BY TYPE 57
ACTIVITY/DEPARTMENT DETAIL 59
SUMMARY 61
GENERAL GOVERNMENT 63
CITY COMMISSION 66
CITY MANAGER 68
CITY CLERK 70
CITY ATTORNEY 72
FINANCE 74
FACILITIES MANAGEMENT 76
INFORMATION TECHNOLOGY 78
HUMAN RESOURCES 80
COMMUNITY DEVELOPMENT 82
MUNICIPAL COURT 84
PUBLIC SAFETY 87
POLICE 90
FIRE 92
BUILDING INSPECTION 94
PARKING 96
CODE ENFORCEMENT 98
PUBLIC WORKS 101
PUBLIC WORKS ADMINISTRATION 104
ENGINEERING 106
GIS/ASSET MANAGEMENT 108
SOLID WASTE & RECYCLING 110
STORMWATER 112
STREETS 114
VEHICLE MAINTENANCE 116
WASTEWATER- OPERATION 118
WASTEWATER- RECLAMATION 120
FACILITY
WATER- OPERATIONS 122
WATER- TREATMENT PLANT 124
WATER- CONSERVATION 126
PUBLIC WELFARE 129
RECREATION 132
FORESTRY 134
PARKS 136
CEMETERY 138
LIBRARY 140
ECONOMIC DEVELOPMENT 142
SUSTAINABILITY 144
AFFORDABLE HOUSING 146
NON-DEPARTMENTAL 148
DEBT 151
CAPITAL EXPENDITURES SUMMARY 167
APPENDICES 177
STATISTICAL SECTION 179
FISCAL BUDGET POLICIES 185
LONG RANGE PLANNING 192
GLOSSARY OF KEY TERMS 196
CITATIONS 203
City Manager’s Budget Message
June 28, 2022
Bozeman City Commission:
We are pleased to present to you the Budget for Fiscal Year 2022-2023 (FY23). This budget represents the thoughtful
work of all departments to ensure an informed projection of FY23. Bozeman is a vital, growing, and changing city.
The City’s total budget this year is just over $182.7 million. This will support 512.86 full-time equivalent employees
and $35 million in capital spending. The FY23 budget estimates an annual increase in assessments and taxes for the
typical residential property of $257.14 per year or $21.43 per month. This includes mill levies, rates, assessments
and other changes based on recent rate studies, growth, inflation, and Strategic Plan objectives. In this year’s
legislative session, we plan to continue to request the opportunity to vote locally on our ability to charge sales tax.
Having the ability to vote on this kind of measure should be an option for a state with focus on local control. In all,
this budget represents Bozeman’s response to the current economic conditions taking into consideration all
methods possible to reduce cost to residents and maintain quality services.
COVID Recovery and Federal Funds
Montana continues to lag behind many states with impacts from COVID-19 beginning to show in our economy.
Recent impacts of this include the largest rate of inflation since 1981 – 8.1% (Statistics, 2022). This inflation
increases the price on every service and commodity we use with the “rippling” impact of these commodities
across all sectors. Fortunately, this lag in impact to our economy has given us an opportunity to leverage funds
toward our greatest losses and plan for future infrastructure needs to keep Bozeman strong. Having received all
American Rescue Plan Act (ARPA) allocations, totaling over $12M, by year-end FY22, this budget focuses on
utilizing those funds to:
• Address revenue losses in operations
• Reimburse City impact fees for Childcare Centers
• Provide household assistance
• Provide vaccination incentives
• Address major infrastructure projects for water and wastewater
Strategic Plan
The Strategic Plan significantly informs the items included in the FY23 budget. Below are some of the efforts towards
the Strategic Plan with the Top 13 Commission Priorities highlighted (greater detail regarding strategic plan efforts
by division can be found in the Activity Detail section of this document):
1) An Engaged Community. Fostering successful collaboration with other public agencies and
building on our successes, which is being achieved through City-County Regional Planning and
other areas such as the CATS (EPIC-N) program with MSU. We are continuing our work to foster a
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culture of civic engagement by using our adopted communication plan for the organization to
expand Community Outreach and community engagement.
2)An Innovative Economy. This plan supports retention and growth of both the traded and local
business sectors in coordination with the Economic Development Plan that is budgeted to be
updated.
Working with our urban renewal districts, we are strategically investing in infrastructure as a
mechanism to encourage economic development. We are reviewing policies, Pursuing State and
Federal Grants and Philanthropic Funding and will aid the Commission in developing steps
towards its priority of Property Tax Relief.
3) A Safe, Welcoming Community. This budget includes steps toward an Inclusive City with
training and the implementation of our Belonging in Bozeman Team. The Bozeman Public Safety
Center opens in FY23, consolidating court operations and police and fire administration in one
location. Body worn cameras, as planned in the recent capital plan, will be integrated with the new
technology being implemented at the Bozeman Public Safety Center. Identifying Options to Ban
Flavored Tobacco is being explored.
4) A Well‐Planned City. The Parks, Recreation, Open Space, and Trails (PROST) Master Plan
implementation began in FY22 and will continue in FY23. Community Housing will continue the
implementation of its action plan, which will provide more Affordable Housing including a
commitment of 8.0 mills in this budget. We have Planning & Land Use Initiatives with the City
County Regional Planning, and Code Updates. The FY23 Budget also includes the implementation
of our Annexation Analysis & Study.
5) A Creative, Learning Culture. The Percent for Art program has been incorporated into our Capital
Improvement Plan and some projects are already underway. This program provides a guaranteed
funding mechanism for the acquisition of artwork for new public facilities and civic spaces.
6) A Sustainable Environment. This Budget looks at Climate Action Plan Implementation and
continues to increase the Sustainability Division’s budget from $255,909 in FY20 to over $680,000
in FY23.
7)A High Performance Organization. We have completed the Advisory Board Consolidation.
Throughout the organization, departments are working on collaborating and functioning as a high-
performing and innovative team. Staff continues to look at rates and fees to ensure we are using
equitable and sustainable sources of funding for appropriate City services with an emphasis on
delivering them in a lean and efficient manner.
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FY23 Budget
America is experiencing its greatest rate of inflation since 1981. According to the U.S.A. Bureau of Labor and
Statistics, from March 2021 to March 2022 consumer prices increased in the following areas:
Energy increased by 32% Gasoline 48.0% Natural Gas 21.6%
Fuel Oil 70.1% Electricity 11.1%
These price changes impact the cost for primary service delivery thereby affecting the cost of construction
projects and wages. As you will find, the City’s FY23 budget allocations for spending are estimated at an increase
of 15.42% over last fiscal year.
Revenues
Property Taxes‐ To calculate property tax revenues, capital improvement projects and costs for salary and wages
were evaluated against total mill levies available to the City. It is important to note that the property tax values
set contains lagging data meaning that every other year, the price changes. When viewed over time, the two year
re-appraisal period is reflected in the percent change that is flattened out year over year. Note also, that there are
two mitigating factors that slow the value change in mills: inflation and reductions in newly taxable property, both
of which will lower the amount of mills and dollars available to the City per year.
General Fund Special
Revenue Debt Service Construction
Projects Enterprise Internal
Service Permanent All Funds
Projected Beginning
Fund Balance/Working Capital 8,827,694$ 30,751,517$ 3,757,166$ (1,490,228)$ 41,465,202$ 1,287,906$ 1,689,479$ 86,288,735$
Revenues 43,891,745 55,278,325 4,851,208 13,976,101 44,660,655 14,254,603 60,000 176,972,637
Expenditures 44,851,603 64,303,151 4,657,548 9,323,520 45,441,405 14,161,276 - 182,738,503
Less Reserves 7,316,754 284,558 - - 747,509 - - 8,348,821
Increase/(Decrease) in
Fund Balance/Working Capital (8,276,612) (9,309,384) 193,660 4,652,581 (1,528,259) 93,327 60,000 (14,114,687)
Projected Ending Fund Balance/Working Capital 551,082$ 21,442,133$ 3,950,826$ 3,162,353$ 39,936,943$ 1,381,233$ 1,749,479$ 72,174,049$
Financial Summary ‐ Budget Fiscal Year 2022 ‐ 2023
0%
5%
10%
15%
20%
25%
$0
$40,000
$80,000
$120,000
$160,000
$200,000
FY18 FY19 FY20 FY21 FY22 Revised
Aug 2021
**Estimated
FY23
Mill Levy Value Change ( Value & Percent)
MILL VALUE (net of TIFD's) PERCENTAGE CHANGE MILL VALUE (net of TIFD's)
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The total property tax for the estimated median home of $364,000 (taxable value) is estimated to increase by $16.8
per month for a total cost of $85.18 monthly, and the City will be utilizing 206.91 mills of the 220.02 maximum
available. The number of mills could shift when we receive property valuations from the County in August. At that
time, we will evaluate spending to ensure we estimate inflation correctly over the fiscal year. This means the mills
may need to be adjusted in August and could change charges to property owners.
Special Assessments- City property owners pay annual Street Maintenance, Arterial Street,
Tree Maintenance, and Parks & Trails assessments based on the square footage of the lot they
own. With the growth of the street network and other rising costs, the Street Maintenance
FY23 budget is larger than FY22; therefore, 6% is the approved increase in the assessment.
With the gas tax funding decreasing and inflation costs, there is also a 6% increase approved
for the Arterial & Collector Fund. For Tree Maintenance, we needed an inflationary increase of
6% to support level of service. Based on the five-year ramp-up of the Parks & Trails District,
the FY23 Budget includes a 15% increase in assessments.
Utility Rates- The City completed a water and sewer system rate study in FY19 and
updated the model in FY22. Approved rates are based on the adopted model.
Water and sewer rates for all user classes based on costs of services adjust
annually to reflect usage and capital costs. The residential customer is not seeing
any change for water and sewer rates while commercial customers will see an 8%
and 4% increase, respectively. For Stormwater, the FY23 Budget includes a 9%
increase in line with growth and construction costs.
Expenditures
Staffing- Budgets for personnel expenditures include both increases in wages and benefit costs and the addition of
positions to some teams. Like every employer across the United States, competition for qualified employees is high.
This budget implements a proactive response that is reasonable given economic conditions. In order to take a
Increases:
Streets - 6%
A&C- 6%
Tree – 6%
Parks – 15%
Increases:
Water – 8% Commercial
Sewer – 4% Commercial
Stormwater – 9%
$18,956,859 $19,950,675 $23,636,229 $21,934,610 $23,128,172 $31,580,502
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strategic approach to staffing, we developed a three-year plan to address staffing levels across all departments in
the organization. For FY23, 577 positions are anticipated and budgeted at 512.86 full-time equivalent positions with
increases built-in to address service demands across the City.
Operating‐ Many factors have caused changes in operational budgets. Most
importantly, the national increase in inflation. For FY23, operational costs total
$63.5 million, which is a 19% increase from FY22. This increase is in many areas
and throughout most departments. The opening of the Bozeman Public Safety
Center adds to the City’s operational costs as most of the operations are within
the General Fund.
Capital- FY23 has roughly $35 million in new capital projects, a 7% increase over FY22. There are annual, major
maintenance activities like median and boulevard improvements, vehicles and equipment, and one-time projects
all within the capital spending plan for FY23. Water and Sewer capital spending is nearly $13 million with many
important, larger projects being funded with matching funds available through the State of Montana’s share of the
American Rescue Plan Act.
Reserves
The General Fund reserve policy requires a minimum of 16.67% of annual revenues. The General Fund is not the
only fund with a reserve policy. Staff has reviewed all reserve policies and ensured compliance. Reserves are
intended for “unexpected” events, and while they are not set-aside in restricted accounts, spending of reserves is
only allowed within the City Commission’s adopted policies. This year, these dollars are being accounted for outside
of the rest of the budget to ensure alignment with approval requirements should spending be necessary. To date,
expenditures have not required use of reserve funds and this budget has been balanced to ensure the same this
fiscal year.
Estimated FY23 Citizen Impact
It is estimated that a typical residential property owner will see an increase of $21.43 per month for taxes and
assessments. The typical resident is calculated using an average sized lot (7,500 sqft), median home of $364,000
(this is the estimated median home taxable value) and water use of 10-HCF (would be charged tier 2):
Thanks to ARPA, many, larger
infrastructure projects are
being funded that might not
be otherwise, including
drinking water system
improvements.
FY22 Est
Cost/Year
Increase
(Decrease
FY23 Est
Cost/Year
% Change
FY22 to FY23
Street Assessment 257.06$ $ 15.42 $ 272.48 6.00%
Arterial Street Assessment 56.53$ $ 3.39 $ 59.92 6.00%
Tree (Forestry ) Assessment 25.05$ $ 1.50 $ 26.55 6.00%
Parks & Trails Assessment 169.58$ $ 25.44 $ 195.02 15.00%
Property Taxes 818.36$ $ 203.79 1,022.15$ 24.90%
Storm Water Services 84.42$ $ 7.60 92.02$ 9.00%
Water Service 555.81$ $ - 555.81$ 0.00%
Sewer Services 630.99$ $ - 630.99$ 0.00%
Total Annually 2,597.80$ 257.14$ 2,854.94$ 9.90%
Per Month 216.48$ 21.43$ 237.91$
Annual Service Cost for a Household Based on
Home "Phase ‐in" Value of $364,000 (Taxable Value of $200,000)
on a 7,500 SQFT lot with water use of 10‐HCF
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Looking Forward
It is anticipated that the organization will stabilize this year from what has been ongoing turnover in staffing. This
turnover makes it difficult for us to move forward on key initiatives including biannual budgeting and the use of
outcome measures for budgeting.
Conclusion
Thank you, City Commission, community members, and staff who participated in the many processes that resulted
in this budget. Working together, we continue to find creative and innovative ways to deliver services and invest
responsibly in our community.
We are a resilient, enterprising, and creative community. The FY23 Budget is an attainable plan to provide efficient
and effective services and to achieve the Commission’s vision and priorities set out in the Strategic Plan for the City
of Bozeman.
Respectfully,
Jeff Mihelich Rachel Harlow-Schalk Kaitlin Johnson
City Manager Interim Finance Director Budget Analyst
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Reader’s Guide
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Budget Summary
Municipal budgets serve a number of important functions. In addition to laying out a spending plan for the City and
allocating resources to meet the diverse needs of the community, Bozeman’s budget:
•Is a principal policy and management tool for the City’s administration, reflecting and defining the annual
work program;
•Provides a framework for the City to accomplish its vision and strategic plan; and
•Reflects core City values of integrity, leadership, service, and teamwork.
This Budget Summary provides information about the City, along with information about the budget process,
revenues, expenditures, and City programs and services. It is intended to provide an accessible, transparent way of
learning about the City budget, while accurately showing how the City invests its resources.
City Structure
The Bozeman City Commission is composed of four members and a Mayor which are elected by the voters of the
city at large in accordance with the City Charter. At every regular city election, the voters of the city shall elect a
Mayor at large for a term of four years. The person so elected shall serve as Deputy Mayor and a Commissioner for
the first two years of their term and Mayor for the balance of their term of office. The City Manager is selected by
and reports to the City Commission. The City Manager's Office is responsible for overseeing City staff and
completing tasks as directed by the City Commission.
City Vision and Strategic Goals
The Strategic Plan was adopted in spring 2018. Below are the vision and accompanying statements adopted by the
Commission as part of the Strategic Plan:
Vision
Bozeman remains a safe, inclusive community, fostering civic engagement and creativity, with a thriving diversified
economy, a strong environmental ethic, and a high quality of life as our community grows and changes.
Strategic Vision Statements:
1)An Engaged Community. We foster a culture of engagement and civic leadership based on
innovation and best practices involving community members of all backgrounds and perspectives.
2)An Innovative Economy. We grow a diversified and innovative economy leveraging our natural
amenities, skilled and creative people, and educational resources to generate economic
opportunities.
3)A Safe, Welcoming Community. We embrace a safe, healthy, welcoming and inclusive
community.
4)A Well‐Planned City. We maintain our community's quality of life as it grows and changes,
honoring our sense of place and the 'Bozeman feel' as we plan for a livable, affordable, more
connected city.
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5) A Creative, Learning Culture. We expand learning, education, arts, expression and creativity for
all ages.
6) A Sustainable Environment. We cultivate a strong environmental ethic, protecting our clean air,
water, open spaces and climate, and promote environmentally sustainable businesses and
lifestyles.
7) A High Performance Organization. We operate as an ethical, high performance organization
anticipating future needs, utilizing best practices, and striving for continuous improvement.
FY23 Goals
In addition to the adopted Strategic Plan, Climate Action Plan, Community Affordable Housing Plan, and the Growth
Policy, the City Commission of Bozeman has identified the following priorities which guide the FY23 Budget:
• Become a City for CEDAW (Convention to
Eliminate All Forms of Discrimination Against
Women)
• Increase Budget for Community & Support
Services
• UDC (Unified Development Code) Overhaul
• Establish Mobile Crisis Response
• Establish Model HOA Covenants
• Develop Gallatin Valley Sensitive Lands
Protection Plan
• Update Codes to Encourage Wetland
Preservation & Facilitate Creation of
Wetland Bank
• Short Term Rental Revisions
• Promote Water Conservation
Performance Measures
Specific Performance Measures are updated annually to complement the Budget and citywide goals. These
measures help communicate trends and justify additional resources needed to maintain an acceptable level of
service. Most charts include a “target” or “standard”, describing the overall goal or industry norm, respectively. At
least three years of data is used to demonstrate trends in order to provide valuable context as it relates to an overall
increase or decrease over time. Current fiscal year “Approved” figures represent previously adopted estimates,
while future fiscal year “Recommended” figures represent estimates based on projected changes for the upcoming
budget cycle.
Budget Process
The City plans for the long-term needs of our community through a number of efforts and studies. Consultants and
staff hold numerous public hearings and advisory board meetings prior to the formal adoption by the Commission.
Once adopted, we work diligently to implement the approved plan. The starting point is the Strategic Plan, followed
by the other master plans that have been developed for each area of concern or study. Along with these documents,
the capital improvement plan is used to budget for capital projects. The following chart outlines our process and
timing for the budget:
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Funding Structure
To better understand this budget document, a basic understanding of the structure, frequently-used terms, and
fund types is helpful. The City’s operating expenditures are organized into the following hierarchical categories:
Activities, Departments, Divisions, and Budget Units.
Activity: Activity represents the highest level of summarization used in the City’s financial structure. This
level is primarily used for entity-wide financial reporting and for summarization in this budget document.
Department: Department is the second level of summarization used in the City’s financial structure. This
function classification represents a grouping of related operations and programs aimed at accomplishing a
broad goal or providing a major service.
Division: Department can be further split into divisions, which are usually associated with functioning work
groups that have more limited sets of work responsibilities. Their primary purpose is organizational and
budgetary accountability.
Budget Unit: Divisions may be further subdivided into budget units. A budget unit is used to account for
a specific service performed within a division in the pursuit of individual goals and objectives. A budget
unit is aimed at accomplishing a specific service or regulatory program for which a government is
responsible.
Funds:
The activities are funded through various means that are accounted for within specific funds. The City has a
comprehensive fund plan for financial accounting in accordance with the provisions of the recommendations of the
National Council on Governmental Accounting as outlined in their publication Governmental Accounting, Auditing,
and Financial Reporting (GAAFR), which is the standard accounting guide for local governments.
December
Capital Improvement Plan is adopted and is based on department master plans, citizen engagement, advisory boards and the strategic plan.
January -February
Commission evaluates the strategic plan and goals for the up-coming years.
February -April
Staff develop budgets and revenue projections. The City Manager reviews and prepares proposed budget.
May-June
The City Manager provides to the Commission the proposed budget for adoption. The Commission adopts final budget.
August -September
Commission adopts Mill Levy based on certified values and set assessments based on the budget
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Governmental funds are a group of funds that account for activities associated with the City's basic operations. This
group of funds uses a modified accrual basis of accounting and focuses on operating revenues and expenditures.
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
such basic services as the Legislative Branch, Judicial Branch,
General Administration, Police, Fire, Finance, Engineering,
Recreation, and Library services. The City's General Fund is
financed heavily by property taxes, which provide nearly half
of the General Fund revenue.
Special Revenue Funds: Special Revenue Funds are used to
account for the proceeds of specific revenue sources (other
than expendable trusts, or for major capital projects) that are
legally restricted to expenditure for specific purposes.
Debt Service Funds: Debt Service Funds are used to account
for the accumulation of resources for, and the payment of,
general long-term debt principal and interest.
Capital Project Funds: Capital Project Funds are used to
account for financial resources to be used for the acquisition
or construction of major capital facilities (other than those
financed by proprietary funds).
Proprietary Fund Types
Proprietary funds are a group of funds that account for activities that are often seen in the private sector and are
operated in a similar manner as in the private sector. This group of funds uses a full accrual basis of accounting and
focuses on net income and capital maintenance.
Internal Service Funds: Internal Service Funds are used to account for the financing of goods or services
provided by one department to other departments on a cost-reimbursement basis.
Enterprise Funds: Enterprise Funds are used to account for operations that are financed and operated in a
manner similar to private business enterprises--where the intent of the governing body is that the costs
(expenses, including depreciation) of providing goods or services to the general public on a continuing basis
be financed or recovered primarily through user charges.
Fiduciary Fund Types
Fiduciary Funds are trust and agency funds that account for assets held by a governmental unit in a trustee capacity
or as an agent for individuals, private organizations, other governmental units, or other funds.
Trust Funds: Trust Funds are used to account for assets held by a governmental unit in a trustee capacity.
These include (a) expendable trust funds, (b) permanent trust funds, and (c) pension trust funds. Trust
Funds are supported by donations and interest income.
Bozeman Fund Structure Overview
Governmental Funds
General Fund
Special Revenue Funds
Debt Service
Capital Project
Proprietary Funds
Enterprise Funds
Fiduciary Funds
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Budget Policies
State statute provides the “Local Government Budget Act” in MCA 7-6-4001. This section of the law was adopted
by the 2001 Legislature to replace the “Municipal Budget Law” and other various sections of code that related to
City finances. See detailed Budget and Fiscal Policies in Appendix B. The law limits the amount of expenditures to
recommended appropriations, requires reporting to the State after final budgets and tax levies are adopted, and
provides for a detailed preliminary and final budget adoption within the confines of the State determined property
tax assessment time-table. By state law, the Budget must be “balanced,” and this can be accomplished by use of
fund balance. In Bozeman, the City has adopted as policy the requirement for structural balance which requires that
year-over-year expenditures are covered by current revenues. The FY23 Budget is not only balanced in alignment
with state law but is also structurally balanced in compliance with City budget policy. Fund balance should not be
used as a long-term approach to balancing the budget.
It is also appropriate to use fund balance when fund balances have increased beyond the reserve requirements due
to higher than anticipated revenues. In this circumstance, the use of fund balances will be used for one-time
expenditures, not ongoing operating costs. In all circumstances, it is important to retain sufficient undesignated
fund balance for unforeseen circumstances. The City's budget encompasses both the operating budget and the
capital improvement budget. Each budget unit includes amounts appropriated for both operating expenses and
capital items
Basis of Budgeting
The basis of budgeting and accounting refers to when a transaction or related event is recognized in an agency’s
budget, or in the operating statement, both of which follow GAAP principles. All governmental funds (including the
general, special revenue, debt service and capital projects funds) use modified accrual as both the basis of budgeting
and for accounting/financial reporting. Under the modified accrual system, revenues are recognized in the
accounting period in which they become “measurable and available.” “Measurable” means the amount of the
transaction can be determined and “available” means collectible within the current period or soon enough
thereafter to pay liabilities of the current period. Property tax is reported as a receivable and deferred revenue
when the levy is certified and as a revenue when due for collection in the subsequent year. An allowance for
estimated uncollectible taxes is included in the estimated tax needed to balance the budget.
The basis of accounting for proprietary funds is full accrual, where revenues are recognized when earned and
expenditures when they are incurred. The basis of budgeting for proprietary funds is full accrual with the exceptions
of depreciation and amortization. For capital assets and capital purchases, funds are budgeted from a perspective
of the actual cash outlay required (cash basis).
Financial and Reserve Polices
The following financial policies are established to provide direction in the fulfilling of duties and responsibilities for
the City of Bozeman. The following is a summary of the policies that have a direct impact on the budget process; a
complete listing of Fiscal Policies to be adopted with the budget are in Appendix B.
Long-range Planning
The City needs to have the ability to anticipate future challenges in revenue and expense imbalances so that
corrective action can be taken before a crisis develops. To provide City officials with pertinent data to make
decisions for multi-year policy direction, the Finance Director prepares revenue and expenditure forecasts. These
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forecasts will identify changes in revenue and expenditures due to projected new development in the City, program
changes, collective bargaining agreements, asset replacement schedules and capital projects coming online.
Capital Planning, Asset Inventory and Condition Assessment
The City annually prepares its Capital Improvement Plan for capital projects and equipment needs over a five-year
period. The plan is created on the fund basis and reviews all capital needs greater than $25,000. The plan can be
found on the city website.
Revenue Policies
The City values a diversified mix of revenue sources to mitigate the risk of volatility. The major source of revenue
for the General Fund is property tax, which comprises 53% percent of total General Fund revenue in FY23. Since
property values are impacted by the economy and housing market, it is important to make every effort to improve
the diversity of the City’s revenue sources. Between FY19 and this budget, the City has diversified its revenue by an
additional 3%. Tax dollars should support essential city services that benefit and are available to everyone in the
community (such as parks, police and fire protection). For services that largely or solely benefit individuals, the City
should recover full or partial costs of service delivery through user fees.
Use of One-time and Unpredictable Revenues - One-time revenues should be used for one-time expenditures
and not for ongoing expenditures. By definition, one-time revenues cannot be relied on in future budget years.
Appropriate uses of one-time revenues include early debt retirement, capital expenditures that will reduce
operating costs or address deferred capital needs, and special projects that will not incur ongoing operating
costs.
Expenditure Policies
Expenses should always be for City operations and strategic goals. Department heads and the Finance Department
monitor expenditures. All expenditures must comply with City laws, rules and regulations and have proper support
and authorization.
Debt Capacity, Issuance and Management
The City shall evaluate and consider the following factors in analyzing, reviewing and recommending the issuance
of obligations before presenting a proposal to the Commission and voters as needed:
1. Purpose, feasibility and public benefit of the project
2. Impact on debt ratios generally applied by rating agencies
3. Availability of appropriate revenue stream(s)
4. Aggregate debt burden upon the City's tax base, including other entities' tax supported debt
5. Analysis of financing and funding alternatives, including available reserves from other City funds
Awards and Accomplishments
The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of
Distinguished Budget Presentation to the City of Bozeman for its annual budget for the fiscal year beginning July 1,
2021. The City has received this award for each budget it has prepared in the past 30 years.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria
as a policy document, as an operations guide, as a financial plan and as a communications device.
16
17
FY23 Budget Summary
The City of Bozeman’s Fiscal year 2023 is estimated to receive nearly $177 million in revenue. FY23 Budget appropriations are roughly $182.7 million. This
will support 512.86 full-time equivalent employees and $35 million in capital spending.
FY23 Financial Summary
General Fund Special
Revenue Debt Service Construction
Projects Enterprise Internal
Service Permanent All Funds
Projected Beginning
Fund Balance/Working Capital 8,827,694$ 30,751,517$ 3,757,166$ (1,490,228)$ 41,465,202$ 1,287,906$ 1,689,479$ 86,288,735$
Revenues 43,891,745 55,278,325 4,851,208 13,976,101 44,660,655 14,254,603 60,000 176,972,637
Expenditures 44,851,603 64,303,151 4,657,548 9,323,520 45,441,405 14,161,276 - 182,738,503
Less Reserves 7,316,754 284,558 - - 747,509 - - 8,348,821
Increase/(Decrease) in
Fund Balance/Working Capital (8,276,612) (9,309,384) 193,660 4,652,581 (1,528,259) 93,327 60,000 (14,114,687)
Projected Ending Fund Balance/Working Capital 551,082$ 21,442,133$ 3,950,826$ 3,162,353$ 39,936,943$ 1,381,233$ 1,749,479$ 72,174,049$
Financial Summary ‐ Budget Fiscal Year 2022 ‐ 2023
18
FY23 Estimated Mill Levies and Values
FISCAL YEAR FY18 FY19 FY20 FY21
FY22 Revised
Aug 2021
**Estimated
FY23
MILL VALUE (net of TIFD's)101,195$ 104,321$ 125,423$ 129,423$ $150,066 $152,627
MILL VALUE (net of TIFD's) PERCENTAGE CHANGE 13.3% 3.1% 20.2% 3.2% 16.0%1.7%
GENERAL FUND:
All‐Purpose 134.39 139.69 124.79 106.18 98.66 126.52
SPECIAL REVENUE:
City Planning 2.00 2.00 2.00 2.00 2.00 2.00
Health/Med Insurance 24.48 25.44 22.45 21.37 17.66 21.63
Fire Staffing, Capital & Equipment & Police Staffin 4.00 4.00 4.00 4.00 4.00 21.00
Transfer to Stormwater - Landfill Project 1.38 0.71 0.71 0.77 1.25 1.25
Transfer to Landfill Closure - Monitoring 3.67 2.38 2.86 2.41 2.32 1.93
Senior Transportation 1.00 1.00 1.00 1.00 1.00 1.00
Community Housing 3.00 3.00 5.00 3.00 5.00 8.00
TOTAL SPECIAL REVENUE 39.53 38.53 38.02 34.55 33.23 56.81
DEBT SERVICE:
BPSC GO Bonds - - 14.87 18.31 15.27 15.53
Park & Trail G.O.Bonds 10.68 10.38 8.58 8.31 6.96 7.07
Library G.O. Bonds 2.73 2.64 2.20 2.13 - -
Rec & FD G.O. Bonds * to be issued in FY2023 - - - - - 0.98
TOTAL DEBT SERVICE 13.41 13.02 25.65 28.75 22.23 23.59
Total Levied 187.33 191.24 188.45 169.48 154.12 206.91
Percentage Change in Mills -8.8% 1.9% -1.5% -9.9% -8.2% 31.1%
Property Taxes Levied 18,956,859$ 19,950,675$ 23,636,229$ 21,934,610$ 23,128,172$ 31,580,502$
Percentage Change in Dollars 3.4% 5.2% 18.5% -7.2% 5.4% 36.5%
FY18 FY19 FY20 FY21 FY22 Estimated FY23
Total Levied 187.33 191.24 188.45 169.48 154.12 206.91
Permissive & Voted Mills Used 44.89 45.46 55.09 57.12 46.89 69.21
Statutory (Floating) Mills Used 142.44 145.78 133.36 112.36 107.23 137.70
MILL LEVIES & MILL VALUES
187.33 191.24 188.45 169.48 154.12 206.91
44.89 45.46 55.09 57.12 46.89 69.21
FY18 FY19 FY20 FY21 FY22 Revised
Aug 2021
**Estimated
FY23
Annual Mill Levy
Total Levied Permissive & Voted Mills Used
19
FY23 Revenues
Overall, revenues are estimated at nearly $177 million, a $24 million increase or equivalent to a 15.6% change over
the prior year. The large difference is mainly due to the American Rescue Plan, matching funds for capital projects,
and personnel. Charges for services make up 37% of revenues, followed by property taxes collected locally and
shared to the City by the State of Montana.
For the General Fund, City of Bozeman property taxes make up 56% of the revenue followed by 20% in other taxes
shared to the City by the State of Montana, also called intergovernmental revenue. As we begin FY23, the City is
anticipated to bring forward a balance of $8.8 million which will largely be set aside in the 16.67% policy reserve.
Charges for Services
37%
Property Taxes26%Other Financing Sources
16%
Inter‐governmental
10%Special
Assessments
4%
Other Revenues3%
Licenses & Permits2%
Fines and Forfeitures1%
Interest Income1%
Revenue by Source for All Funds
Property Taxes56%
Inter‐
governmental
20%
Other Financing Sources10%
Charges for Services10%
Fines and Forfeitures2%
License
s &
Permits
1%
Other Revenues1%
Interest Income0%
Revenue by Source for General Fund
20
FY23 Appropriations
FY23 Appropriations are $182.7 million, an increase of $24.4 million or 15.42% over FY22. This is mainly due to
increases in capital spending with the increase in water and wastewater projects funded with American Rescue Plan
Act. The graph below shows the relative percentage of the FY23 budgeted expenditures for all funds.
General Fund Expenditures
Expenditures, often called “Appropriations,” are classified under one of six major categories: Personnel & Benefits,
Operating Expense, Capital, Debt Service, Transfers, and Other Financing Uses. In general, governmental agencies
see their largest percentage of expenditures as personnel. With our growing city, there is a need for more
infrastructure spending. The General Fund personnel expenses are a much higher percentage. The Fund itself has
appropriated $44.8 million in expenditures for FY23, which is a 15.7% increase from FY22. There are fewer capital
items in the General Fund than all the funds as a whole.
Operations35%
Personnel & Benefits
30%
Capital19%
Transfers11%
Debt Service5%
Expenditure by Type for All Funds
Personnel &
Benefits
66%
Operations
30%
Capital2%
Transfers
2%
General Fund Appropriations by Type
21
FY23 Changes in Fund Balance/Working Capital
#Fund
FY23 Projected
Fund Balance/
Working Capital
FY23 Estimated
Revenues
FY23
Appropriations Reserves
FY23 Budgeted Ending
Fund Balance/
Working Capital
General Fund (010)
10 General Fund 8,827,694 43,891,745 44,851,603 7,316,754 551,082
Special Revenue Funds (100s and 200s)
100 Planning Fund 350,489 2,371,214 4,269,001 (1,547,298)
101 American Rescue Plan 4,532,500 6,734,581 11,267,081 -
103 Health-Medical Insurance 767,512 3,300,689 3,300,689 767,512
110 Gas Tax Apportionment 589,121 1,744,520 2,333,641 -
111 Street Maintenance District 1,062,415 8,669,083 9,395,234 284,558 51,706
112 Tree Maintenance 413,681 884,292 1,048,074 249,899
113 Fire Impact Fee 4,318,992 519,981 1,525,560 3,313,413
114 Street Impact Fee 5,788,963 5,788,830 3,793,392 7,784,401
115 Building Inspection Special Revenue 1,070,078 2,141,980 4,319,526 (1,107,468)
120 Community Housing 954,420 1,227,916 1,178,728 1,003,608
140 Police Domestic Violence - - - -
Multiple Downtown Improvement Districts 1,943,055 8,297,437 5,495,935 4,744,557
117 TIF Pole Yard 89,552 260,180 80,000 269,732
141 Street Arterial Construction (97,754) 2,643,062 1,203,000 1,342,308
143 TIF Midtown (formerly N7th)2,029,679 2,683,661 4,649,763 63,577
144 TIF NE Urban Renewal 567,424 651,986 1,137,624 81,786
145 TIF Mandeville Industrial 167,477 54,701 100,000 122,178
187 Fire Department Equipment 1,031,147 615,508 1,641,750 4,905
192 TIF South Bozeman Technology 7,870 57,408 10,000 55,278
195 Parks & Trails District 976,698 5,452,003 6,043,304 385,397
Multiple Vet Court Funds - - - -
Multiple Lighting Districts 354,277 498,853 571,616 281,514
Multiple Department Special Revenue Fund Combined 2,492,780 625,440 934,233 2,183,987
850 Park Land - Cash in Lieu 1,341,141 55,000 5,000 1,391,141
Special Revenue Funds 30,751,517 55,278,325 64,303,151 284,558 21,442,133
Debt Service Funds (300s and 400s)
300 Special Improvement District Revolv. Fund 1,498,601 10,000 - 1,508,601
304 Park & Trails Bond - 1,078,750 1,078,750 -
305 TIF 2007 Downtown Bonds - 330,150 330,150 -
306 TIF 2020 Midtown Bonds - 409,950 409,950 -
307 Bozeman Public Safety Center - GO Bonds - 2,370,750 2,370,750 -
311 Firestation 2 & Recreation Bonds - 150,255 150,255 -
Multiple SID Funds 2,258,565 501,353 317,693 2,442,225
Total Debt Service Funds 3,757,166 4,851,208 4,657,548 ‐ 3,950,826
Construction Funds (500s)
500s Capital Projects (1,490,228) 13,976,101 9,323,520 - 3,162,353
Enterprise Funds (600s)
600 Water Funds 26,973,165 19,661,821 20,165,795 500,152 25,969,039
620 Waste Water Funds 10,386,284 16,062,074 14,576,161 11,872,197
640 Solid Waste Funds 973,150 5,710,631 6,581,727 102,054
650 Parking Enterprise 1,664,767 1,177,757 1,644,027 247,357 951,140
670 Storm Water 1,467,836 2,048,372 2,473,695 1,042,513
Total Enterprise Funds 41,465,202 44,660,655 45,441,405 747,509 39,936,943
Internal Service Funds (700s)
710 Vehicle Maintenance Shop (187,474) 2,295,211 2,107,737 -
720 Health-Medical Self-Insurance Fund 409,295 5,836,508 5,836,508 409,295
750 Public Works Administration 1,066,085 6,122,884 6,217,031 971,938
Total Internal Service Funds 1,287,906 14,254,603 14,161,276 ‐ 1,381,233
Permanent Funds (800s)
800 Cemetery Perpetual Care 1,689,479 60,000 - - 1,749,479
Total All Funds 86,288,735 176,972,637 182,738,503 8,348,821 72,174,049
1
1
1
1
1
1
1 2
2
2
2
2
2
1. These Funds can be utilized to balance Special Revenue funds that are not structurally balanced, ensuring that overall, Special Revenues are balanced.
2. These Funds include multiple fund numbers which are summaries in the line itself.
22
FY23 Staff
We strive to maintain service levels with our growing community. We have a strategic approach to staffing using a three-year staffing plan to
address our staffing needs on a citywide level.
Organizational Chart
Citizens of Bozeman
Municipal Judge
City Commission
Library Board
Library Director -Gregory
Advisory Boards Parking Commission
City Manager-Mihelich
City Clerk-
Maas
Economic Development-Fontenot
HR Director-
Tozer
City Attorney-Sullivan Assistant City Manager-Vacant
Director of Public Works-Alston
Finance Director-Vacant
IT Director -McMahan
Strategic Services Director-Henderson
Transportation & Engineering Director -Ross
Assistant City Manager-Winn
Community Development Director-Vacant
Parks & Recreation Director-Overton
Fire Chief-Waldo
Police Chief-Veltkamp
23
25
Fund Summaries The purpose of fund summaries is to capture and detail the financial condition of each City fund. A fund summary
provides information on revenues, expenditures, and estimated ending funds available. In addition, it functions as
a planning mechanism, as it allows expenditures to be matched to available revenues and/or fund balance. Fund
summaries also identify components of funds available and anticipated uses. It is important to note that sources
and uses are always balanced because a fund’s sources either are expended, become restricted, committed or
assigned, or become unrestricted (unreserved or undesignated) funds available.
City funds can be divided into three categories: Governmental Funds, Proprietary Funds, and Fiduciary Funds. By
maintaining separate funds, the City is able to comply with laws that require certain money to be spent for specific
purposes.
FUND
Structure
Governmental
Special Revenue Funds
Improvement
& TIF Districts
Impact Fees
(e.g. Street, Fire)
Departmental
(e.g. Fines)
Debt Funds
G.O. Bonds
Revolving Funds
Leases
General Fund Capital Projects
Construction
Projects
Permanent Funds
Cemetery Perpetual Care
Proprietary
Enterprise
Water
Wastewater
Solid Waste
Parking
Stormwater
Internal
Services
Vehicle Maintenance
Health-Medical
Self-Insurance
Public Works Administration
Fiduciary
Municipal Court
Restitution
Other Trust Funds
27
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 such basic services as the General Administration, Police, Fire,
Finance, Recreation, and Library services. Over the past ten years, the average percent increase in revenue is 6%
while expenditure change is 6%.
Revenues
The City's General Fund is financed heavily by property taxes, which provide over half of the General Fund revenue.
Other revenue sources include: licenses and permits, intergovernmental revenue, charges for services, fines and
forfeitures, interest on investments, operating transfers, and miscellaneous revenues. For the Budget, we have
estimated 4% growth. We are estimating the General Fund to generate $43.9 million in total revenue, with 56%
being from property taxes, 20% from inter-governmental sources and 10% for both charges for services and other
financing sources. The following chart shows the breakdown of esimated revenues:
‐
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
2013 2014 2015 2016 2017 2018 2019 2020 2021 Approved
2022
Approved
2023
General Fund Past 10 Years and Approved FY23
Revenue Expenditures Fund balance
Property Taxes
56%Inter‐governmental
20%
Other Financing Sources
10%
Charges for Services
10%
Fines and Forfeitures
2%
Licenses & Permits
1%Other Revenues
1%
Interest Income
0%
Revenue Sources for General Fund
28
Expenditures
This year’s General Fund budget has $44.85 million in expenditures. Personnel expenses are the highest portion at
$29.4 million, followed by operations at $13.5 million. The capital expenditures are $1 million, which includes
vehicle replacements, Police Body Cameras, and Westside Recreation and Library Design. The break down by
percentage is below:
The expenditures by division shows the greatest portion of the General Fund expenses for Police at 23% followed
by Fire at 15%. The next largest groups are Non-Departmental, Library, Facilities Management and Recreation. See
budget details in the Activity/Division Detail section.
Personnel & Benefits
66%
Operations30%
Capital
2%
Transfers2%
Expenditure by Type for General Fund
Police23%
Fire
15%
Non‐Departmental
13%
Library
7%
Facilities Management7%
Recreation
7%
City Manager
5%
City Attorney
5%
Information
Technology
4%
Municipal Court
4%
Finance
3%
Human Resources2%
Sustainability
2%
Cemetery
1%
Economic Development
1%
City Commission
1%
General Fund Expenditures by Division
29
Fund Balance
The City adopted policy for General Fund Reserve is to maintain at least 16.67% of the year’s revenue in ending
fund balance. This was based on former Government Finance Officers Association (GFOA) best practice.
‐
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000 8,827,694 7,867,836
7,316,754
General Fund ‐Fund Balance
30
FY21 Actual FY22 Budget
FY23
Recommended
010 ‐ General Fund Beginning Balance 8,827,694
Revenues
Property Taxes 13,681,399 16,159,638 22,610,654
Gallatin County Option 2,094,053 1,760,000 1,760,000
Penalty & Interest 103 - -
Business/Animal Licenses and Permits 367,895 364,300 364,300
Grants 3,358,412 50,000 50,000
County Shared - Library 807,898 817,983 817,983
State Shared 7,698,517 7,980,949 8,094,907
General Government Charges 3,650,043 4,111,159 4,225,559
Library Fines 1,125 10,000 10,000
Police Court Fines 1,025,064 1,020,000 1,032,000
Parking Fines 5,456 10,000 10,000
Snow Removal Fines 53,225 22,000 22,000
Interest Income 5,747 80,000 80,000
Admin Reimbursement - 163,626 163,626
Miscellaneous Revenue 9,745 60,000 60,000
Refunds & Reimbursements 366,767 25,000 25,000
Rents and Royalties (Leases)51,182 46,000 46,000
Transfers 2,728,647 3,709,677 4,514,716
Loan Proceeds - - -
Proceeds-Asset Disposition 15,952 5,000 5,000
Total Revenues 35,921,230 36,395,332 43,891,745
Expenditures
Personnel & Benefits 24,349,179 24,902,199 29,431,718
Operations 9,043,094 11,656,336 13,475,216
Capital 1,885,031 1,341,051 1,026,000
Debt Service 48,418 52,292 43,692
Transfers 557,009 799,025 874,977
Total Expenditures 35,882,731 38,750,903 44,851,603
General Fund Reserve 7,316,754
Projected Ending Balance 551,082
FUND
31
Special Revenue Funds
Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted
to expenditure for specific purposes. The revenue is generated in different ways; some have assessments on
properties, property taxes, charges for services, and some are funded through grants or donations. The City
currently has over 100 special revenue funds with a total of $64.3 million in expenditures planned for FY23.
Information on the programs funded or partially funded by these Special Revenue Funds can be found in the
description by division in the Activity/Division Detail section. Highlighted in the following section are the
Transportation Special Revenue Funds and some of our major Program Special Revenue Funds, followed by the
financial information for all Special Revenue Funds.
Transportation Special Revenue Funds
Street Maintenance Fund relies on assessments for revenue generation for street maintenance and reconstruction.
The City expanded the Streets program starting in FY16 to include increased maintenance. The City has seen an
increase in the quantity of streets to maintain as well. This year we are increasing the assessment by 6% again to
be able to adjust for growth and increased costs.
The Street Maintenance Fund budget includes increased amounts of pavement maintenance, capital projects, and
the addition of Streets workers. This trend will continue with the Capital Improvement Plan and the three-year
staffing plan showing increases for further growth.
Arterial & Collector Street District Fund is a district that provides the “local share” of some projects in advance of
development. Many of the projects funded help in the Street Impact Fee program’s efforts. Due to the role Street
Impact Fees play in the expansion of our Arterial & Collector streets, the A&CD capital plan is tied to projects on the
Street Impact Fee CIP. The City intends to create a payback district to recover the “local share” once an adjacent
project is developed. We incorporated a 6% rate increase in FY23 to keep up with construction inflation, which has
shown to be double of normal inflation.
Street Maintenance Assessments
Lot Size
FY20 Approved
8% Increase
FY21 Approved
8% Increase
FY22 Approved
6% Increase
FY23 Approved
6% Increase
Small ‐ 5,000 sgft 149.67 161.65 171.35 181.63
Average= 7,500 sqft 224.55 242.51 257.06 272.48
Large= 10,000 sqft 299.40 323.35 342.75 363.32
‐
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
2017 Actual 2018 Actual 2019 Actual 2020 Actual 2021 Actual 2022
Approved
2023
Approved
Street Maintenance Fund Financial Trends
Revenue Expenditures
32
The appropriations are mainly planned from the Capital Improvement Plan. The full project listing can be found in
the Capital Expenditures Section.
Gas Tax Fund accounts for revenues from state gasoline taxes apportioned from the State of Montana Department
of Transportation. These go towards street maintenance projects and projects associated with the above Arterial
and Collector District Fund. The total appropriation for FY23 is $1.7 million.
Street Impact Fee Fund- Street Impact Fees go towards capacity expanding road improvements. The appropriations
are based on the Capital Improvement Plan and total $3.8 million. Both the Capital Improvement Plan and the
project listing can be found in the Capital Expenditures Section.
Program Special Revenue Funds
Parks & Trails District Fund accounts for special assessment revenues levied, received, and expended for the Parks
& Trails District. This District was created in FY21. The plan, as approved by the Commission, is a five-year ramp up
to Silver level of service. Capital expenditures for the District are included in the budget and deferred maintenance
will be added in future years.
Arterial & Collector Assessments
Lot Size FY20 Approved
FY21 Approved
3% Increase
FY22 Approved
6% Increase
FY23 Approved
6% Increase
Small ‐ 5,000 sgft 34.52 35.56 37.33 39.57
Average= 7,500 sqft 51.78 53.33 56.53 59.92
Large= 10,000 sqft 69.03 71.10 74.66 79.14
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
2018 Actual 2019 Actual 2020 Actual 2021 Actual 2022 Approved 2023 Approved
Arterial & Collector Fund Financial Trends
Revenue Expenditures
Parks & Trails Assessments
Lot Size FY21 Approved
FY22 Approved
33% Increase
FY23 Approved
15% Increase
Small ‐ 5,000 sgft 85.00 116.44 133.91
Average= 7,500 sqft 127.5 169.58 195.02
Large= 10,000 sqft 170.00 226.10 260.02
33
Tree Maintenance Fund accounts for special assessment revenues levied, received, and expended for tree
maintenance provided in the public right of way. In FY17, the assessment was raised by 15% to aid working towards
the Urban Forestry Management Plan. The FY23 Budget accounts for a 6% increase to support additional staffing
required to continue to provide the desired level of service.
The Tree Maintenance fund budget includes personnel, operating, and capital expenditures. The capital plan
includes the purchase of a brush chipper.
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
FY21 Actual FY22 Budget FY23 Approved
Parks & Trails Revenue & Expenditures
Revenue Expenditures
Tree Maintenance Assessments
Lot Size FY20 Approved
FY21 Approved
2% Increase
FY22 Approved
2% Increase
FY23 Approved
6% Increase
Small ‐ 5,000 sgft 16.05 16.37 16.66 17.66
Average= 7,500 sqft 24.08 24.56 25.05 26.55
Large= 10,000 sqft 32.11 32.75 33.34 35.34
‐
200,000
400,000
600,000
800,000
1,000,000
1,200,000
FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22 Approved FY23 Approved
Tree Maintenance Fund Financial Trends
Revenue Expenditures
34
Community Development Planning Fund is a special revenue fund that accounts for revenues and expenditures
related to community planning and zoning operations. There are two major revenue sources for the fund: mills from
the general mill levy and planning fees. Planning fees were part of a Community Development fee study adopted
by Commission for better cost recovery. Planned expenditures total $4.27 million.
Building Inspection Fund is supported entirely by the revenue from building fees and permits. Revenues and
expenditures are statutorily restricted to amounts that support the building safety program. Building Inspection
fees were part of the Community Development Fee Study, and new fees were adopted to be more in line with best
practices by following the International Code Council Valuation & Fee Calculation. This fund is dependent on
construction in the city and therefore is monitored based on economic conditions. In addition, it is reported in the
quarterly report to the Commission. Total planned expenditures are $4.3 million which includes new software to
aid in the efficiency and effectiveness of the Division.
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
FY19 Actual FY20 Actual FY21 Actual FY22 Budget FY23 Approved
Planning Fund Financial Trends
Revenue Expenditures
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
FY19 Actual FY20 Actual FY21 Actual FY22 Approved FY23 Approved
Building Inspection Financial Trends
Revenue Expenditures
35
The Community Housing Fund is where the Affordable Housing Program is accounted for. Affordable housing is
part of our Strategic Plan and is a priority for FY23. For Fiscal Year 2023, the fund will receive eight mills of the
general mill levy. Over the years, the fund built up a large fund balance where the majority of the fund balances
has been granted to affordable housing projects.
American Recovery Fund is where the City is tracking its funding from the American Rescue Plan. On March 10,
2021, the House of Representatives approved a Senate-amended version of President Biden's $1.9 trillion COVID-
19 relief package - the American Rescue Plan. The package includes $350 billion in aid for state and local
governments, along with additional funding for other areas like education, rental assistance and transit. The
President signed the bill into law on March 11, 2021. Having received the second and final tranche of funding
from the American Rescue Plan Act (ARPA) in FY22, this budget focuses on utilizing those funds to:
• Address revenue losses in operation
• Reimburse City impact fees for Childcare Centers
• Provide household assistance
• Vaccination Incentives
• Major infrastructure projects for water and wastewater
‐
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22 Approved FY23 Approved
Community Housing Fund Financial Trends
Ending Fund Balance Revenue Expenditures
36
All Special Revenue Funds:
FY21 Actual FY22 Budget FY23 Approved
100 ‐ Community Development/Planning Beginning Balance 350,489
Revenues
Property Taxes 250,049 286,198 305,254
State Shared 139,390 118,081 118,081
Charges for Services 832,698 1,708,575 1,642,515
Interest Income 26,519 10,000 10,000
Refunds & Miscellaneous Revenue 57,197 50,500 50,000
Transfers 108,483 243,930 245,364
Total Revenues 1,414,336 2,417,284 2,371,214
Expenditures
Personnel & Benefits 1,584,755 2,107,367 2,695,892
Operations 446,607 1,205,879 1,533,109
Capital 41,202 35,000 40,000
Total Expenditures 2,072,565 3,348,246 4,269,001
Projected Ending Balance (1,547,298)
101 ‐ American Rescue Plan Beginning Balance 4,532,500
Revenues
Grant 712,051 6,032,500 6,734,581
Total Revenues 712,051 6,032,500 6,734,581
Expenditures
Operating - 600,000 -
Transfers 712,051 11,217,620 11,267,081
Total Expenditures 712,051 11,817,620 11,267,081
Projected Ending Balance -
103 ‐ Health‐Medical Insurance Beginning Balance 767,512
Revenues
Property Taxes 2,764,973 2,743,208 3,300,689
Total Revenues 2,764,973 2,743,208 3,300,689
Expenditures
Transfers 2,545,822 3,017,449 3,300,689
Total Expenditures 2,545,822 3,017,449 3,300,689
Projected Ending Balance 767,512
110 ‐ Gas Tax Beginning Balance 589,121
Revenues
State Shared 1,618,008 1,420,000 1,734,520
Interest Income 8,522 10,000 10,000
Total Revenues 1,626,530 1,430,000 1,744,520
Expenditures
Operations 342,125 1,644,500 1,358,350
Capital 549,332 - -
Transfers 864,776 650,000 975,291
Total Expenditures 1,756,233 2,294,500 2,333,641
Projected Ending Balance ‐
FUND
Special Revenue Funds
37
FY21 Actual FY22 Budget FY23 Approved
111 ‐ Street Maintenance FY21 Actual Beginning Balance 1,062,415
Revenues
Penalty & Interest 14,719 15,000 21,100
Permits 31,841 18,000 18,000
Public Service 7,028,315 7,041,170 6,768,463
Interest Income 3,713 12,100 11,000
Other Financing Sources 40,381 5,000 -
Refunds & Reimbursements 43,256 25,000 25,000
Proceeds-Asset Disposition 5,715 - -
Loan Proceeds - - -
Transfers 50,000 - 1,825,520
Total Revenues 7,217,938 7,116,270 8,669,083
Expenditures
Personnel & Benefits 1,739,469 1,917,417 2,513,005
Operations 2,700,307 3,035,670 3,584,165
Capital 1,043,447 1,744,039 2,470,990
Debt Service 239,773 344,418 88,973
Transfers 724,647 738,101 738,101
Total Expenditures 6,447,644 7,779,645 9,395,234
Streets Reserve 284,558
Projected Ending Balance 51,706
112 ‐ Tree Maintenance Beginning Balance 413,681
Revenues
Penalty & Interest 1,851 2,000 2,000
Grants 4,495 - -
State Revenue 6,974 - -
Public Service 790,230 808,366 872,292
Interest Income 2,935 4,000 4,000
Refunds & Reimbursements 2,583 - -
Sale of Raw Materials 15,160 6,000 6,000
Total Revenues 824,229 820,366 884,292
Expenditures
Personnel & Benefits 470,171 473,159 648,657
Operations 229,109 316,121 324,417
Capital 14,500 160,000 75,000
Total Expenditures 713,780 949,280 1,048,074
Projected Ending Balance 249,899
113 ‐ Fire Impact Fee Beginning Balance 4,318,992
Revenues
Public Safety 594,962 511,181 511,181
Interest Income 8,860 20,000 8,800
Refunds & Reimbursements - - -
Total Revenues 603,822 531,181 519,981
Expenditures
Operations 32,963 25,560 25,560
Capital - - 1,500,000
Transfers - - -
Total Expenditures 32,963 25,560 1,525,560
Projected Ending Balance 3,313,413
FUND
Special Revenue Funds
38
FY21 Actual FY22 Budget FY23 Approved
114 ‐ Street Impact Fee Beginning Balance 5,788,963
Revenues
Public Service 6,439,227 5,727,830 5,727,830
Interest Income 4,592 60,000 60,000
Admin Reimbursement 315 1,000 1,000
Refunds & Reimbursements 21,876 ‐ -
Total Revenues 6,466,011 5,788,830 5,788,830
Expenditures
Operations 379,696 343,392 343,392
Capital 2,806,157 3,600,000 3,450,000
Transfers - - -
Total Expenditures 3,185,853 3,943,392 3,793,392
Projected Ending Balance 7,784,401
115 ‐ Building Inspection Fund Beginning Balance 1,070,078
Revenues
Permits 2,501,130 2,213,964 2,129,880
State Shared 128,539 - -
General Government 496 600 100
Interest Income 2,131 20,000 12,000
Miscellaneous Revenue 11 - -
Total Revenues 2,632,306 2,234,564 2,141,980
Expenditures
Personnel & Benefits 1,584,536 1,852,410 3,033,369
Operations 544,470 1,022,615 1,246,157
Capital 190,607 46,400 40,000
Transfers 5,060 - -
Total Expenditures 2,324,673 2,921,425 4,319,526
Projected Ending Balance (1,107,468)
Downtown Improvement Districts (116 TIF and BID 176)Beginning Balance 1,943,055
Revenues
Property Taxes 1,841,880 1,919,863 8,033,278
State Shared 360 57,059 57,059
Interest Income 5,954 20,000 20,000
Other Revenues 176,753 226,600 187,100
Total Revenues 2,024,948 2,223,522 8,297,437
Expenditures
Personnel 22,657 47,313 106,949
Operations 759,588 3,294,689 5,058,836
Capital - - -
Transfers 371,198 332,448 330,150
Total Expenditures 1,153,443 3,674,450 5,495,935
Projected Ending Balance 4,744,557
FUND
Special Revenue Funds
39
FY21 Actual FY22 Budget FY23 Approved
117 ‐ Pole Yard TIF Beginning Balance 89,552
Revenues
Property Taxes - - 260,180
Total Revenues ‐ ‐ 260,180
Expenditures
Operations - - 80,000
Total Expenditures ‐ ‐ 80,000
Projected Ending Balance 269,732
120 ‐ Community Housing Fund Beginning Balance 954,420
Revenues
Property Tax Revenue 391,293 715,495 1,221,016
Interest Income 8,276 5,000 5,000
Loan Principal & Interest 110 1,000 1,900
Other Revenue 1,305 - -
Affordable Housing - - -
Total Revenues 400,985 721,495 1,227,916
Expenditures
Personnel 83,710 90,090 101,378
Operations 1,204,996 477,350 1,077,350
Total Expenditures 1,288,705 567,440 1,178,728
Projected Ending Balance 1,003,608
140 ‐ Police Domestic Violence Beginning Balance ‐
Revenues
Grants 135,960 114,072 -
Total Revenues 135,960 114,072 ‐
Expenditures
Operating 138,816 114,072 -
Total Expenditures 138,816 114,072 ‐
Projected Ending Balance ‐
141 ‐ Street Arterial Construction Beginning Balance (97,754)
Revenues
Penalty & Interest 3,359 3,500 3,500
Street Maintenance Assessments 1,421,018 1,530,189 1,654,440
Other Revenues/Refunds 179,569 300,667 3,359
Interest Income 6,472 7,000 6,472
Transfers 864,776 650,000 975,291
Total Revenues 2,475,195 2,491,356 2,643,062
Expenditures
Operating 88,644 153,000 153,000
Capital 895,573 2,758,000 50,000
Transfers - - 1,000,000
Total Expenditures 984,217 2,911,000 1,203,000
Projected Ending Balance 1,342,308
FUND
Special Revenue Funds
40
FY21 Actual FY22 Budget FY23 Approved
143 ‐ TIF Midtown (N 7th Corridor)Beginning Balance 2,029,679
Revenues
Property Taxes 1,114,009 1,191,563 2,635,734
State Entitlement Share 1,144 37,927 37,927
Interest Income 3,777 10,000 10,000
Proceeds Sales of TIF Bonds - - -
Transfers - - -
Total Revenues 1,118,930 1,239,490 2,683,661
Expenditures
Personnel 70,890 51,033 50,272
Operating 223,857 3,001,968 4,189,541
Capital 53,817 - -
Transfers 630,758 408,550 409,950
Total Expenditures 979,322 3,461,551 4,649,763
Projected Ending Balance 63,577
144 ‐ TIF NE Urban Renewal District Beginning Balance 567,424
Revenues
Property Taxes 468,352 270,000 647,632
State Entitlement Share 150 1,354 1,354
Interest Income 1,594 3,000 3,000
Total Revenues 470,096 274,354 651,986
Expenditures
Personnel 9,359 15,366 14,624
Operating 46,179 533,634 1,031,000
Capital 3,300 - -
Debt Service 92,000 92,000 92,000
Transfers - - -
Total Expenditures 150,838 641,000 1,137,624
Projected Ending Balance 81,786
145 ‐ TIF Mandeville Farm Industrial Beginning Balance 167,477
Revenues
Property Taxes 8,689 46,725 54,701
Interest Income 618 - -
Total Revenues 9,307 46,725 54,701
Expenditures
Operating - ‐ 100,000
Transfers - - -
Total Expenditures ‐ ‐ 100,000
Projected Ending Balance 122,178
FUND
Special Revenue Funds
41
FY21 Actual FY22 Budget FY23 Approved
187 ‐ Fire Dept Equipment Beginning Balance 1,031,147
Revenues
Property Taxes 515,700 572,396 610,508
Interest Income 1,458 5,000 5,000
Total Revenues 517,158 577,396 615,508
Expenditures
Operating 17,478 - -
Capital 152,064 80,000 1,641,750
Transfers 50,000 - -
Total Expenditures 219,542 80,000 1,641,750
Projected Ending Balance 4,905
192 ‐ South Bozeman Technology TIF Beginning Balance 7,870
Revenues
Property Taxes - - 57,408
Total Revenues ‐ ‐ 57,408
Expenditures
Operating - - 10,000
Total Expenditures ‐ ‐ 10,000
Projected Ending Balance 55,278
195‐ Parks & Trails District Beginning Balance 976,698
Revenues
Penalty & Interest 4,974 - -
State Shared 16,125 - -
Parks & Trails Assessment 3,659,522 4,652,689 5,449,453
Interest Income 1,499 - -
Other 9,941 2,500 2,550
Proceeds-Asset Disposition 2,077 - -
Total Revenues 3,694,138 4,655,189 5,452,003
Expenditures
Personnel 1,088,789 1,449,546 2,672,273
Operating 1,617,300 2,228,976 2,498,031
Capital 150,525 1,185,000 873,000
Total Expenditures 2,856,613 4,863,522 6,043,304
Projected Ending Balance 385,397
Revenues
Grants 138,765 41,663 -
State Shared 1,630 - -
Charges for Services - 12,000 -
Donations - 7,000 -
Transfers - 160,097 -
Total Revenues 140,395 220,760 ‐
Expenditures
Personnel & Benefits 99,651 144,104 -
Operating 46,708 130,055 -
Total Expenditures 146,360 274,159 ‐
FUND
Special Revenue Funds
Vet Courts Funds (COOCLI Grant 196 and Vets Court Fund 178)
42
FY21 Actual FY22 Budget FY23 Approved
Lighting Districts (146‐170, 181,182, 200‐253)Beginning Balance 354,277
Revenues
Special Assessments 490,066 498,880 498,853
Total Revenues 490,066 498,880 498,853
Expenditures
Operating 478,405 546,096 546,096
Transfers 50,000 25,520 25,520
Total Expenditures 528,405 571,616 571,616
Projected Ending Balance 281,514
Beginning Balance 2,492,780
Revenues
Property Taxes 128,935 129,408 152,627
Grants 481,046 170,000 170,000
Donations 28,176 29,000 27,000
Interest Income 17,654 24,675 24,675
Miscellaneous Revenues 195,868 202,200 205,200
Loan Proceeds 18,460 25,250 25,250
Transfers 270,608 333,942 20,688
Total Revenues 1,140,747 914,475 625,440
Expenditures
Personnel & Benefits 291,179 252,593 248,536
Operations 799,639 485,412 559,902
Captial 117,448 5,000 -
Debt Service 125,795 - 125,795
Transfers - - -
Total Expenditures 1,334,061 743,005 934,233
Projected Ending Balance 2,183,987
850 ‐ Cash in Lieu of Parkland Beginning Balance 1,341,141
Revenues
Cash in Lieu of Parkland 327,268 50,000 50,000
Miscellaneous Revenues 1,550 - -
Interest Income 7,157 5,000 5,000
Total Revenues 335,975 55,000 55,000
Expenditures
Operations 192,034 5,000 5,000
Capital - - -
Total Expenditures 192,034 5,000 5,000
Projected Ending Balance 1,391,141
FUND
Special Revenue Funds
Department Special Revenue Funds (108,109, 119,121‐139, 174, 175,
177,179,183,184,186,188‐191,197‐199)
43
Debt Service Funds
Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general long-
term debt principal and interest. General Obligation Bonds are backed by the full faith and credit of the City and are
payable from ad valorem property taxes. Except for refunding bonds issued to achieve savings, Bozeman voters
must approve general obligation debt prior to issuance.
FY21 Actual FY22 Budget FY23 Approved
300 ‐ SID Revolving Fund Beginning Balance 1,498,601
Revenues
Interest Income 1,657 5,000 5,000
Loan Interest 19,706 5,000 5,000
Other 719
Total Revenues 22,081 10,000 10,000
Expenditures
Transfers - 2,112,724 -
Total Expenditures ‐ 2,112,724 ‐
Projected Ending Balance 1,508,601
304 ‐ Bond S & I Parks & Open Space Bond Beginning Balance ‐
Revenues
Property Taxes 1,074,907 1,081,188 1,078,750
Transfers In - - -
Total Revenues 1,074,907 1,081,188 1,078,750
Expenditures
Debt Service 1,077,163 1,081,188 1,078,750
Total Expenditures 1,077,163 1,081,188 1,078,750
Projected Ending Balance ‐
305 ‐ 2007 Downtown TIF Bonds Beginning Balance ‐
Revenues
Transfers In 332,448 332,373 330,150
Total Revenues 332,448 332,373 330,150
Expenditures
Debt Service 332,448 332,373 330,150
Total Expenditures 332,448 332,373 330,150
Projected Ending Balance ‐
306 ‐ 2020 Midtown TIF Bonds Beginning Balance ‐
Revenues
Transfers In 401,894 408,550 409,950
Total Revenues 401,894 408,550 409,950
Expenditures
Debt Service 403,393 408,550 409,950
Total Expenditures 403,393 408,550 409,950
Projected Ending Balance ‐
FUND
Debt Service Funds
44
FY21 Actual FY22 Budget FY23 Approved
307 ‐ Bozeman Public Safety Center‐ GO Bonds Beginning Balance ‐
Revenues
Property Taxes 2,356,550 2,371,850 2,370,750
Interest Income 1,639 - -
Total Revenues 2,358,189 2,371,850 2,370,750
Expenditures
Debt Service 2,372,800 2,371,850 2,370,750
Total Expenditures 2,372,800 2,371,850 2,370,750
Projected Ending Balance ‐
311 ‐ Relocation of Fire Station 2 & Rec Bonds Beginning Balance ‐
Revenues
Property Taxes - - 150,255
Total Revenues ‐ ‐ 150,255
Expenditures
Debt Service - - 150,255
Total Expenditures ‐ ‐ 150,255
Projected Ending Balance ‐
312‐453‐ SID Funds Beginning Balance 2,258,565
Revenues
Special Assessments 286,123 376,127
Penalty & Interest 54,154 29,431 473,008
Interest Income 14,203 95,795 28,345
Total Revenues 354,480 501,353 501,353
Expenditures
Debt Service 43,645 46,932 317,693
Transfers - - -
Total Expenditures 43,645 46,932 317,693
Projected Ending Balance 2,442,225
FUND
Debt Service Funds
45
Construction Funds
Capital Projects Funds account for the construction of general improvement projects financed by special
assessments other than those financed by proprietary funds. The City’s Capital Improvement Program (CIP)
develops the five-year Capital Improvement Plan, manages the City’s annual budget process for funding citywide
capital maintenance and expansion projects, supports strategic capital planning and programming efforts with City
departments, and provides analysis for judicious financial decision making.
FY21 Actual FY22 Budget FY23 Approved
500‐573 ‐ Construction Funds Beginning Balance (1,490,228)
Revenues
Interest Income 22,357 84,000 84,000
Donations 490,095 4,144,000 4,144,000
Refunds & Reimbursements - - -
Transfers 877,656 738,101 738,101
Grants - - -
Other Funding 4,072,971 2,112,724 9,010,000
Total Revenues 5,463,079 7,078,825 13,976,101
Expenditures
Operating 147,715 - -
Capital 19,384,728 6,256,724 9,323,520
Transfers - - -
Total Expenditures 19,532,442 6,256,724 9,323,520
Projected Ending Balance 3,162,353
FUND
Construction Funds
46
Enterprise Funds
Enterprise Funds are used to account for efforts that are financed and operated in a manner similar to private
business enterprises where the intent of the governing body is for the costs (expenses, including depreciation) of
providing goods or services to the general public on a continuing basis be financed or recovered primarily through
user charges. The following highlights some of the major enterprise funds and ones with larger changes for FY23,
followed by all Enterprise Fund financials.
Water Fund- City property owners are, by and large, required to use the City’s Water treatment systems. The City
underwent a rate study in the fall of 2021. The rate study was updated in FY22.
With these changes, appropriate users classes will be charged based on their cost of service, and the City will be
able to achieve and maintain appropriate revenue levels and reserves. As planned, a portion of the built-up fund
balance will go towards funding large capital projects planned for FY23.
Flow Charge - % Increase
2021 2022 2023 2024 2025
Single Family/Low Income Residential
Total 0.0% 0.0% 0.0% 0.0% 0.0%
Multi Family Residential
Total 2.0% 1.0% 1.0% 1.0% 0.0%
Commercial
Total 8.0% 8.0% 8.0% 6.0% 4.0%
Government
Total 20.0% 20.0% 20.0% 20.0% 20.0%
MSU
Total 4.0% 4.0% 4.0% 4.0% 4.0%
Industrial
Total 0.0% 2.0% 2.0% 2.0% 2.0%
‐
4,000,000
8,000,000
12,000,000
16,000,000
20,000,000
FY17 Actual FY18 Actual FY19 Actual FY20 Acutal FY21 Actual FY22
Approved
FY23
Approved
Water Fund Financial Trends
Revenue Expenditures
47
Wastewater Fund- City Property owners are, by and large, required to use the City’s wastewater treatment systems.
The rates are based on an updated rate study in FY22. Rates vary by user class with all increases except single family
residential.
With these changes, appropriate users classes will be charged based on their cost of service and the City will be able
to achieve and maintain appropriate revenue levels and reserves. Overall, the fund has maintained a healthy reserve
and improved as well as maintained the City’s wastewater system. The fund balance needs growth as the
infrastructure is starting to age.
Flow Charge - % Increase
2021 2022 2023 2024 2025
Single Family
Total 0.0% 0.0% 0.0% 0.0% 0.0%
Multi Family
Total 2.0% 2.0% 2.0% 2.0% 1.0%
Commercial
Total 6.0% 4.0% 4.0% 4.0% 4.0%
Government
Total 6.0% 6.0% 6.0% 6.0% 5.0%
MSU
Total 8.0% 8.0% 8.0% 6.0% 5.0%
Industrial
Total 3.0% 3.0% 3.0% 3.0% 3.0%
‐
4,000,000
8,000,000
12,000,000
16,000,000
FY17 Actual FY18 Actual FY19 Actual FY20 Acutal FY21 Actual FY22
Approved
FY23
Approved
Wastewater Fund Financial Trends
Revenue Expenditures
48
Stormwater Fund- The City’s Stormwater Fund started in 2013. Rates are based on impervious area and existing
infrastructure. The rate had not changed since the 2015 restructure until FY20. With inflation costs and growth, this
plan accounts for a 9% rate increase.
Solid Waste Fund -The City’s Solid Waste Fund accounts for the garbage and recycling service provided to citizens.
Revenues are comprised of solid waste and recycling fees. Expenses are for personnel, operations, and capital items.
An updated rate study is currently being conducted.
‐
500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY17 Actual FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22
Approved
FY23
Approved
Stormwater Fund Financial Trends
Revenue Expenditures
$‐
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22 Budget FY23 Approved
Solid Waste Financial Trends
Revenue Expenditures
49
FY21 Actual FY22 Budget FY23 Approved
Water Funds‐ (600 and 610‐ Water Impact fee)Beginning Balance 26,973,165
Revenues
State Shared 34,284 55,000 55,000
Utility Charges 13,970,786 13,480,698 13,090,431
Interest Income 47,192 240,000 200,000
Donations - Contributed Capital 2,701,180 - -
Miscellaneous Revenue 72,891 45,000 45,000
Transfers in - 3,972,500 6,271,390
Total Revenues 16,826,333 17,793,198 19,661,821
Expenditures
Personnel & Benefits 2,427,120 2,385,617 3,175,535
Operating 6,619,977 5,204,609 6,137,555
Capital 1,132,902 6,376,500 9,053,682
Debt Service 5,173 1,299,530 1,314,635
Transfers 600,000 600,000 484,388
Total Expenditures 10,785,172 15,866,256 20,165,795
Drought Reserve 500,152
Projected Ending Balance 25,969,039
Waste Water Funds (620 and 630‐Wastewater Impact fee)Beginning Balance 10,386,284
Revenues
State Shared 31,453 35,000 35,000
Utility & Enterprise 11,691,165 11,967,289 11,905,074
Interest Income 72,831 100,000 100,000
Refunds & Reimbursements 34,871 - -
Other Revenues 2,325,511 - 22,000
Loan Proceeds - 5,200,000 -
Transfers - 6,475,000 4,000,000
Total Revenues 14,155,831 23,777,289 16,062,074
Expenditures
Personnel & Benefits 2,188,578 2,286,252 2,789,055
Operating 5,818,828 4,671,784 5,285,889
Capital 2,453,981 6,920,000 3,713,100
Debt Service 303 1,769,012 2,748,712
Transfers - 39,405 39,405
Total Expenditures 10,461,691 15,686,453 14,576,161
Projected Ending Balance 11,872,197
FUND
Enterprise Funds
50
FY21 Actual FY22 Budget FY23 Approved
Solid Waste Funds (640 and 641 Landfill)Beginning Balance 973,150
Revenues
Penalty & Interest 48 - -
State Shared 23,984 - -
Recycling Revenue 669,355 600,901 657,196
Utilities & Enterprise 4,300,514 4,230,559 4,415,778
Interest Income 3,853 9,275 9,275
Miscellaneous Revenue 3,000 -
Refunds & Reimbursements 1,519 - -
Rents and Royalties - 8,571 8,571
Roll-Off Container Rental 25,596 20,811 20,811
Transfers 310,000 359,000 295,000
Other Financing Sources - - 304,000
Total Revenues 5,337,868 5,229,117 5,710,631
Expenditures
Personnel & Benefits 1,703,850 1,636,742 2,053,696
Operating 3,246,107 3,509,722 3,924,031
Capital 1,437,268 770,000 604,000
Transfers - - -
Total Expenditures 6,387,224 5,916,464 6,581,727
Projected Ending Balance 102,054
650 ‐ Parking Fund Beginning Balance 1,664,767
Revenues
Licenses and Permits 676,454 555,000 679,455
Charges for Services 50,763 30,000 52,763
Fines and Forfeitures 278,571 352,000 293,159
Interest Income 2,313 5,000 5,000
Loan Interest - - -
Miscellaneous Revenue 17,742 - 145,880
Rents & Receivables 3,905 1,500 1,500
Transfers from other Funds 124,921 174,921 -
Total Revenues 1,154,669 1,118,421 1,177,757
Expenditures
Personnel & Benefits 329,857 498,019 541,987
Operating 855,089 633,345 667,040
Capital 99,774 120,000 435,000
Total Expenditures 1,284,720 1,251,364 1,644,027
Parking Fund Reserve 247,357
Projected Ending Balance 951,140
FUND
Enterprise Funds
51
FY21 Actual FY22 Budget FY23 Approved
670 ‐ Storm Water Fund Beginning Balance 1,467,836
Revenues
State Shared 7,601 - -
Utilities & Enterprise 1,519,994 1,664,793 1,850,917
Interest Income 6,576 6,000 6,671
Contributed Capital 497,622 - -
Transfers from other Funds 100,000 194,735 190,784
Total Revenues 2,131,793 1,865,528 2,048,372
Expenditures
Personnel & Benefits 467,987 676,084 801,862
Opeartions 481,979 445,033 804,848
Capital 289,902 960,000 672,250
Debt Service 173,372 194,735 194,735
Transfers - - -
Total Expenditures 1,413,241 2,275,852 2,473,695
Projected Ending Balance 1,042,513
FUND
Enterprise Funds
52
Internal Service Funds
Internal Service Funds are used to account for the financing of goods or services provided by one department to
other departments on a cost-reimbursement basis. The City has three Internal Services. Fund 750- Public Works
Administration was new in FY19 to allocate the Public Works Administration, GIS, and Engineering to the enterprise
funds. Fund 710 - Vehicle Maintenance accounts for the maintenance and repair of vehicles used in operation of
City services. Medical Health Insurance Fund 720 accounts for insurance premiums received from various City
employees and retirees and the related costs of health and dental premiums paid to the City’s insurance provider.
FY21 Actual FY22 Budget FY23 Approved
710 ‐ Vehicle Maintenance Beginning Balance (187,474)
Revenues
General Government 1,645,934 1,776,144 2,294,711
Interest Income (1,726) - -
Refunds & Reimbursements 345 500 500
Other Revenue 15,391 - -
Transfer - 2,167 -
Total Revenues 1,659,944 1,778,811 2,295,211
Expenditures
Personnel & Benefits 706,132 749,210 947,078
Operating 1,323,855 1,084,514 1,115,659
Capital 13,200 - 45,000
Total Expenditures 2,043,187 1,833,724 2,107,737
Projected Ending Balance ‐
720 ‐ Health‐Medical Insurance Beginning Balance 409,295
Revenues
Public Welfare 5,413,756 5,310,117 5,836,508
Refunds & Reimbursements 10,404 - -
Total Revenues 5,424,160 5,310,117 5,836,508
Expenditures
Operating 5,446,435 5,310,117 5,836,508
Total Expenditures 5,446,435 5,310,117 5,836,508
Projected Ending Balance 409,295
750 ‐ Public Works Administration Beginning Balance 1,066,085
Revenues
General Government 3,759,576 4,788,706 6,122,884
Transfers - 8,125 -
Total Revenues 3,759,576 4,796,831 6,122,884
Expenditures
Personnel & Benefits 2,254,378 2,694,866 3,652,344
Operating 1,182,212 1,544,787 2,514,687
Capital 132,213 485,000 50,000
Debt Service 7,764 7,200 -
Total Expenditures 3,576,566 4,731,853 6,217,031
Projected Ending Balance 971,938
FUND
Internal Service Funds
53
Permanent Funds
Perpetual Cemetery Care Fund 800 accounts for the maintenance fees received from the sale of City cemetery lots,
which are to be used for perpetual care. Beginning in FY19, 35% of all revenue is recorded in to the fund. The fund
balance has seen healthy growth over the last five years.
FY21 Actual FY22 Budget FY23 Approved
800 ‐ Cemetery Perpetual Care Beginning Balance 1,689,479
Revenues
Public Welfare 98,889 40,000 40,000
Interest Income 8,541 20,000 20,000
Total Revenues 107,430 60,000 60,000
Projected Ending Balance 1,749,479
Permanent Funds
FUND
54
Summary of Revenues for All Funds
City of Bozeman Revenues: All
Funds Property Taxes
Special
Assessments
Licenses &
Permits
Inter‐
governmental
Charges for
Services
Fines and
Forfeitures
Interest
Income
Other
Revenues
Other
Financing
Sources TOTAL
010 - General Fund 24,370,654$ 364,300$ 8,962,890$ 4,225,559$ 1,074,000$ 80,000$ 294,626$ 4,519,716$ 43,891,745$
100- Community Development 305,254 118,081 1,642,515 10,000 50,000 245,364 2,371,214
101- American Rescue Plan 6,734,581 6,734,581
103 - Health-Medical Insurance 3,300,689 3,300,689
110 - Gas Tax 1,734,520 10,000 1,744,520
111 - Street Maintenance 18,000 6,768,463 11,000 46,100 1,825,520 8,669,083
112 - Tree Maintenance 872,292 4,000 8,000 884,292
113 - Fire Impact Fee 511,181 8,800 519,981
114 - Street Impact Fee 5,727,830 60,000 1,000 5,788,830
115 - Building Inspection Fund 2,129,880 100 12,000 2,141,980
116 - TIFD Downtown Improvement 8,033,278 57,059 20,000 187,100 8,297,437
117 - TIF Pole Yard 260,180 260,180
120 - Community Housing Fund 1,221,016 5,000 1,900 1,227,916
140 -Police Domestic Violence -
141 - Street Arterial Construction 1,654,440 6,472 6,859 975,291 2,643,062
143 - TIF N 7th Corridor 2,635,734 37,927 10,000 2,683,661
144 - TIF NE Urban Renewal District 647,632 1,354 3,000 651,986
145 - TIF Mandeville Farm Industrial 54,701 54,701
187 - Fire Dept Equipment 610,508 5,000 615,508
192 - TIF South Bozeman Tech 57,408 57,408
195- Parks & Trails District 5,449,453 2,550 5,452,003
Vets Court Grant funds -
Light District Funds 498,853 498,853
Department Funds 152,627 170,000 24,675 257,450 20,688 625,440
850 - Cash in Lieu of Parkland 5,000 50,000 55,000
300 - SID Revolving Fund 5,000 5,000 10,000
304 - Parks & Open Space Bond 1,078,750 1,078,750 305 - 2007 Downtown TIF Bonds 330,150 330,150
306- 2020 Midtown TIF Bonds 409,950 409,950
307 - BPSC GO Bonds 2,370,750 2,370,750
311 - Fire Station 2 & Rec Bonds 150,255 150,255
312-453- SID Funds 28,345 473,008 501,353
500-573 - Construction Funds 84,000 4,144,000 9,748,101 13,976,101
600 - Water Fund 55,000 13,090,431 200,000 45,000 6,271,390 19,661,821
620 - Waste Water Fund 35,000 11,905,074 100,000 22,000 4,000,000 16,062,074
640 - Solid Waste Fund 5,072,974 9,275 29,382 599,000 5,710,631
650 - Parking Fund 679,455 52,763 293,159 5,000 147,380 1,177,757
670 - Storm Water Fund 1,850,917 6,671 190,784 2,048,372
710 - Vehicle Maintenance 2,294,711 500 2,295,211
720 - Health-Medical Insurance 5,836,508 5,836,508
750 - Public Works Administration 6,122,884 6,122,884 800 - Cemetery Perpetual Care 40,000 20,000 60,000
45,249,436$ 7,602,746$ 3,191,635$ 17,906,412$ 66,014,202$ 1,367,159$ 735,788$ 5,959,589$ 28,945,670$ 176,972,637$
Percent of Total Budget 26%4%2%10%37%1% 0%3%16% 100%
56
Summary of Expenditures for All Funds
City of Bozeman Expenditures: All Funds Personnel & Benefits Operations Capital Debt Service Transfers TOTAL
010 - General Fund 29,431,718$ 13,475,216$ 1,026,000$ 43,692$ 874,977$ 44,851,603
100 - Community Development/Planning 2,695,892 1,533,109 40,000 4,269,001
101- American Rescue Plan 11,267,081 11,267,081
103 - Health-Medical Insurance 3,300,689 3,300,689
110 - Gas Tax 1,358,350 975,291 2,333,641
111 - Street Maintenance 2,513,005 3,584,165 2,470,990 88,973 738,101 9,395,234
112 - Tree Maintenance 648,657 324,417 75,000 1,048,074
113 -Fire Impact Fee 25,560 1,500,000 1,525,560
114 - Street Impact Fee 343,392 3,450,000 3,793,392
115 - Building Inspection Fund 3,033,369 1,246,157 40,000 4,319,526
116 - TIFD Downtown Improvement 106,949 5,058,836 330,150 5,495,935
117 - TIF Pole Yard 80,000 80,000
120 - Community Housing Fund 101,378 1,077,350 1,178,728
140 -Police Domestic Violence - -
141 - Street Arterial Construction 153,000 50,000 1,000,000 1,203,000
143 - TIF N 7th Corridor 50,272 4,189,541 409,950 4,649,763
144 - TIF NE Urban Renewal District 14,624 1,031,000 92,000 1,137,624
145 - Mandeville TIF District 100,000 100,000
187 - Fire Dept Equipment 1,641,750 1,641,750
192 - TIF South Bozeman Tech 10,000 10,000
195- Parks & Trails District 2,672,273 2,498,031 873,000 6,043,304
Vets Court Grants -
Lighting Districts 546,096 25,520 571,616
Department Funds 248,536 559,902 125,795 934,233
850- Cash In Lieu of Parkland 5,000 5,000
300 - SID Revolving Fund -
304 - Bond S & I Parks & Open Space Bond 1,078,750 1,078,750
305 - 2007 Downtown TIF Bonds 330,150 330,150
306- 2020 Midtown TIF Bonds 409,950 409,950
307- BPSC GO Bonds 2,370,750 2,370,750
311 - Fire Station 2 & Rec Bonds 150,255 150,255
312-453- SID Funds 317,693 317,693
500-572 - Construction Funds 9,323,520 9,323,520
Water Funds (600 and 610) 3,175,535 6,137,555 9,053,682 1,314,635 484,388 20,165,795
Wastewater Fund (620 and 630) 2,789,055 5,285,889 3,713,100 2,748,712 39,405 14,576,161
640 - Solid Waste Fund 2,053,696 3,924,031 604,000 6,581,727
650 - Parking Fund 541,987 667,040 435,000 1,644,027
670- Storm Water Fund 801,862 804,848 672,250 194,735 2,473,695
710 - Vehicle Maintenance 947,078 1,115,659 45,000 2,107,737
720 - Health-Medical Insurance 5,836,508 5,836,508
750 - Public Works Administration 3,652,344 2,514,687 50,000 6,217,031
55,478,230$ 63,485,339$ 35,063,292$ 9,266,090$ 19,445,552$ 182,738,503$
Percent of Total Budget 30%35%19%5%11%100%
57
59
Activity/Division Detail As stated in the Budget Summary, the budget is separated by activity. Within those activities are the divisions. See
the activities and the corresponding divisions below.
City of Bozeman
Activity
General Government
City Commission
City Manager
Municipal Court
City Attorney
Finance
Human Resources
Information Technology
Community Development
Facility Management
Public Safety
Police
Fire
Building Inspection
Parking
Public Service
Public Works Admin
Streets
Stormwater
Water
Water Reclamation Facility
Solid Waste Collection & Recycling
Vehicle Maintenance
Public Welfare
Parks and Recreation
Library
Economic Development
Other
Non‐Departmental
Debt Service
Special Improvement District
61
Performance Measures
The City of Bozeman relies on a variety of data to help inform decisions across the organization. Vision Statement
7 for a High Performance Organization in the City’s states the purpose of “utilizing key performance and cost
measures to monitor, track, and improve the planning and delivery of City programs and services, and promote
greater accountability, effectiveness and efficiency” (Strategy 7.4 – Performance Metrics). Three major focus areas
of Performance Measures are utilized to manage community and employee expectations about the City’s capacity
to deliver services.
Many systems are currently in place to collect and visualize a wide range of data internal to the organization.
Sophisticated tools such as Computerized Maintenance Management Systems (CMMS) provide detailed cost
information, including time, materials, and
equipment in an effort to improve efficiencies
throughout operations such as Public Works.
Specific Performance Measures are updated
annually to compliment the City Manager’s
Recommended Budget. These measures help
communicate trends and justify additional
resources needed to maintain an acceptable level of
serivce. Most charts include a “target” or
“standard”, describing the overall goal or instustry
norm, respectively.
Extensive effort is made each year to identify relevant metrics to support decisions throughout the City’s budget
process. At least three years of data is used to demonstrate trends in order to provide valuable context as it relates
to an overall increase or decrease over time. Current fiscal year “Approved” figures represent previously adopted
estimates, while future fiscal year “Recommended” figures represent estimates based on projected changes for the
upcoming budget cycle.
Budget metrics improve confidence in municipal management, ensuring that limited resources are focused on the
most pressing issues, including againg infrastructure and new growth.
Overall, Performance Measures
are critical to maximizing the
efficiency and effectiveness of
local government. Timely and
relevant metrics at all levels
provide a framework for
improved decision making, while
resulting in a better
understanding of the value of
services provided throughout
the community.
62
63
General Government
City Commission- The City Commission is the
legislative body of city government comprised of a mayor
and four commissioners. Responsibilities of the
Commission include: establishment of policies governing
the operation of the City and appointment of members
to citizen advisory boards and commissions.
City Manager – The role of the City Manager is to
operate at the will of the City Commission with a focus
on policy, long range planning, and strategy. The purpose
of the City Manager’s office is to administer City
operations and provide overall leadership, direction,
coordination, and support for the City’s activities.
City Clerk (City Manager)‐ The City Clerk’s Office is dedicated to preparing the proceedings of the City
Commission and preserving the City records, along with enhancing citizens’ ability to participate in local government.
City Attorney - The City Attorney is the legal advisor and primary attorney for the City and as such, is responsible
for protecting the legal interests of the City and directing the legal operations of the City. The City Attorney and legal
department staff represent the City before all courts, administrative agencies, and all City legal proceedings.
Finance - The Finance Department is charged with the overall Finance, Accounting, and Treasury administration of
the City. The Department is comprised of three divisions: Administration, Accounting, and Treasury. The Finance
Department provides support to other departments for all financial matters.
Facilities Management (Strategic Services) - Facilities Management is responsible for coordinating
remodeling, renovations, and new construction projects. Contracted services include activities such as janitorial
services, snow removal, lawn care, building systems ventilation, mechanical controls, and building generators.
Information Technology - The Information Technology Department’s purpose is to manage and operate the
City’s enterprise applications, hardware, and networking services. The division provides technology support to all
departments across the City and maintains daily operations of the data centers.
Human Resources - The Human Resources Department’s purpose is to support City functions by ensuring the
capability and stability of the workforce. The department supports management and employees with current lawful
information, sound recruitment practices, and protects the employment rights of the City and its employees.
Planning (Community Development) – The Planning Department plans for the growth and
development of the City of Bozeman. The department is responsible for long-range planning, development review,
historic preservation, impact fees, affordable housing, and serving related Advisory Boards and Commissions.
Municipal Court - Municipal Court accounts for costs associated with the judicial branch of City government.
The Municipal Court hears cases involving City ordinances, misdemeanor cases defined by state criminal codes, and
Orders of Protection. Municipal Court may conduct (preliminary hearings) in felony cases.
65
City Commission
Major Objectives
• Work closely with the administration and other
government officials to lobby for state legislation
beneficial to cities.
• Improve public facilities and the quality of
services delivered to the public in order to meet
the needs of the citizenry.
• Ensure that all decisions are protective of the
health, safety and general welfare of the citizens
of this community.
Budget Allocation
Funded by the General Fund, making 1% of the funds
expenses
FY22 Strategic Plan
Set FY22 Strategic Priorities:
• Advisory Board Consolidation
• Affordable Housing
• Annexation Analysis
• Climate Action Plan Implementation
• Community Engagement
• Identify Options to Ban Flavored Tobacco
• Inclusive City
• Parks, Recreation, Open Space, and Trails
(PROST) Master Plan
• Planning and Land Use
• Property Tax Relief
• Pursue Grants and Philanthropic Funding
• Sensitive Lands Protection Planning
• Wetlands Preservation and Banking
FY22 Accomplishments
• Advisory Board Consolidation – Phase 1
• Completed the Equity and Gaps Analysis
• Applied for $27 million in grants
FY23 Strategic Plan
Set FY23 Strategic Priorities:
• Become a City for CEDAW (Convention to
Eliminate All Forms of Discrimination Against
Women)
• Increase Budget for Community & Support
Services
• UDC (Unified Development Code) Overhaul
• Establish Mobile Crisis Response
• Establish Model HOA Covenants
• Develop Gallatin Valley Sensitive Lands
Protection Plan
• Update Codes to Encourage Wetland
Preservation & Facilitate Creation of
Wetland Bank
• Short Term Rental Revisions
• Promote Water Conservation
66
FY23 Budget
Personnel
No FTE Changes
Operating
Operating budget decrease as FY23 will not be an election year.
Capital
None
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
CITY COMMISSION 010‐ General 220,969 352,368 255,324 ‐27.5%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 159,739 162,224 162,224 0.0%
Operating 61,230 153,800 93,100 -39.5%
Capital - 36,344 - -100.0%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 220,969 352,368 255,324 ‐27.5%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
CITY COMMISSION 1110- City Commission 220,969 352,368 255,324 -27.5%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
CITY COMMISSION
Salaries & Benefits64%
Operating36%
City Commission
67
City Manager
Major Objectives
The City Manager’s Office focuses on supporting the
Mission, Values, and Goals of the City and
implementing the City’s Strategic Plan. This year’s
budget includes $150,000 in funding for the Mobile
Crisis response program. Activities include shared
salaries with the mental health team for two
responders and a manager.
Budget Allocation
Funded by the General Fund, making up 3% of the
fund’s expenditures.
FY22 Accomplishments
• The City passed two major issues on the 2021
ballot:
o Fire Station 2 Relocation Bond to allow
Station 2 to better serve the southern
part of Bozeman
o Facilities Renovation Bond to allow for
needed improvements to Bogert Pool,
the Bozeman Swim Center, and
upgrades to the Lindley Center.
• The City undertook the Consolidation of the
Citizen Advisory Boards which created more
efficient and equitable boards and completed a
City Commission strategic priority and strategic
plan item.
• Established the Equity Indicators Project
resulting in a comprehensive data set of equity
indicators and recommendations to address
gaps to make Bozeman a more inclusive,
welcoming, and equitable place.
FY22 Strategic Plan
The City Manager was charged with implementing
the Strategic Plan with a focus on the seven
priorities and the other projects selected by the City
Commission. The City Manager’s Office supports
staff’s work in fulfilling the Strategic Plan.
Performance Measures
FY23 Strategic Plan
The City Manager is charged with implementing the
plan. There is a focus on the seven priorities and the
other projects selected by the Commission. Within
the City Manager’s Office there is a focus on:
• Creation of Equity and Inclusion Plan
• Implementing community engagement
processes
• Community Partner Collaboration and
Employee Engagement
City
Manager
4%
General Fund
100%100%90%90%
60%
80%
100%
FY20 FY21 FY22 Approved FY23Recommended
Percent Update Reports Delivered to
City Commission On-time
Ontime Weekly Updates Standard
86%68%85%85%
50%
70%
90%
FY20 FY21 FY22 Approved FY23Recommended
Percent Staff Satisfaction with
Communication Services Delivery
Communication Satisfaction Standard
82%76%85%100%
0%
50%
100%
FY20 FY21 FY22 Approved FY23Recommended
Percent of City Staff Attended "Talk it
up" Sessions with City Manager
Percent of City Staff Attendance Standard
68
FY23 Budget
Personnel
No FTE changes
Operating
Increase due to inclusion of “Neighborhoods” into City Manager budget and inclusion of shared expenses to
provide the Mobile Crisis response program.
Capital
None
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
CITY MANAGER 010‐ General 1,001,361 1,095,621 1,736,578 58.5%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 891,089 923,667 1,339,238 45.0%
Operating 193,974 171,954 397,340 131.1%
Capital - - - 0.0%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 1,085,063 1,095,621 1,736,578 58.5%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
CITY MANAGER 1210- City Administration 1,001,361 1,095,621 1,736,578 58.5%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
CITY MANAGER
Salaries & Benefits77%
Operating
23%
City Manager
69
City Clerk (City Manager’s Office)
Major Objectives
The City Clerk’s Office is dedicated to preparing the
proceedings of the City Commission and preserving
the City records, along with enhancing the ability of
the citizenry to participate in local government.
Budget Allocation
Funded by the General Fund, making up 1% of the
fund’s expenditures.
FY22 Accomplishments
• Advisory Board Consolidation and High Performing Boards • Upgraded physical components and initiated feature upgrades to Laserfiche • Arranged captioning of 278+ hours of public meetings • Conducted two voluntary demographic surveys of Advisory Board members
FY22 Strategic Plan
• 1.1 Outreach (b) Dramatically increase transparency and create access to all city documents • 7.3 Best Practices, Creativity & Foresight- 69% completed within 1 day with DocuSign and eliminates need for separate distribution to parties. • 6.3 Climate Action- Average monthly reduction of 10,000+ pieces of paper from digital packets. This accounts for 260 reams of papers (approx. $10 each). • 1.2 Community Engagement- Aiding with Advisory Board Consolidating and High Performing Board.
Performance Measures
***Efforts are currently underway to adjust the unit
of measurement for this metric to reflect the bulk
value of records disposed.
FY23 Strategic Plan
• 1.1 Outreach (b) Dramatically increase transparency and create access to all city documents. • 1.2 Community Engagement- Aiding with Advisory Board Consolidating and High Performing Board. • 3.3 (a) Anticipate, celebrate, and incorporate an increasingly diverse population into the community, City advisory boards, and City staff.
City Clerk
1%
General Fund
85%97%99%99%
38%
81%95%95%
0%
20%
40%
60%
80%
100%
FY20 FY21 FY22Approved FY23Recommended
Commission Documents Access and
Transparency
Strategic Plan Goal 1.1.b*Source = Internal Tracking
Commission Documents Approved and Completed
Approved Documents Processed within 30 Days
Target = 99%
Target = 95%
696 100
1,000
0
500
1,000
1,500
FY20 FY21Approved FY22Approved
Records Disposed
*Source = Internal Tracking
4,079 4,728 4689 5,000
10000
0
2,000
4,000
6,000
8,000
10,000
12,000
FY19 FY20 FY21 FY22Approved FY23Recommended
Documents Processed for Public Access
*Source = Laserfiche
70
FY23 Budget
Personnel
No FTE changes
Operating
Increases in electronic process software and new software with Granicus and closed captioning
Capital
None
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
CITY CLERK 010‐ General 235,976 331,416 477,539 44.1%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 131,413 165,216 214,639 29.9%
Operating 104,563 166,200 262,900 58.2%
Capital - - - 0.0%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 235,976 331,416 477,539
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
CITY MANAGER 1220-City Clerk 235,976 331,416 477,539 44.1%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
CITY CLERK
Salaries &
Benefits
45%Operating
55%
City Clerk
71
City Attorney
Major Objectives
• Serve as Legal Officer pursuant to Sect. 4.03 of
the Charter
• To be a critical part of the City’s leadership
through integration with department directors,
HPO members, the City Commission, and other
City agencies.
• To enforce state laws and City ordinances
pertaining to misdemeanor offenses within the
City and to prosecute criminal cases in a timely
and efficient manner.
• To direct the legal operations of the City and
serve as the city's legal counsel.
Budget Allocation
Funded mainly from the General Fund, making up 4%
of the fund’s expenditures
FY22 Accomplishments
• Despite issues related to the pandemic, we
continued to build our team and provide
excellent legal services through professional
development, training, and collaboration.
• Continued effective integration into all City
departments and Strategic Plan items and
priorities as demonstrated by a significant list of
accomplishments.
• Continued to prioritize increasing the efficiency
and effectiveness of the prosecution team.
FY22 Strategic Plans
The City Attorney’s Office plays a role in the majority
of Strategic Plan items, especially the following:
• Affordable Housing
• Planning and Land Use
• Annexation Analysis
• Parks & Trails District
• High Performing Organization
Performance Measures
FY23 Strategic Plan
Continue to play a significant role in the following:
• Affordable Housing (4.5b)
• Planning and Land Use (4)
• Annexation Analysis (4.3e)
• High Performing Organization (7)
City
Attorney
5%
General Fund
355 289 284 300 250
87 94 118 100 80
593 493 489 600 500
401 343 390 400 400
1,449
1,233 1,300
1,200
1,245
0
500
1,000
1,500
2,000
FY19 FY20 FY21 FY22Approved FY23Recommended
Number of Cases
*Source = JustWare
All DUIs Domestic
Muni Code Remaining Title 45
Traffic Standard = 1,500
38 30 34 30 30 0
50
FY19 FY20 FY21 FY22Approved FY23Recommended
CCJI Requests: Completed Requests
*Source = JustWare
Standard = 40
117 110 115 150 100
0
50
100
150
200
FY19 FY20 FY21 FY22Approved FY23Recommended
Civil Files Created: # of Files Created
*Source = JustWare
72
FY23 Budget
Personnel
Add one Legal Assistant – 1 FTE
Operating
Increases related to move to BPSC and contracted services
Capital
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
010- General Fund 1,523,785 1,702,060 2,124,436 24.8%
174- Victim Witness Advocate 90,000 90,000 140,000 55.6%
TOTALS 1,613,785 1,792,060 2,264,436 26.4%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 1,355,085 1,502,160 1,948,036 29.7%
Operating 236,700 289,900 291,400 0.5%
Capital 22,000 - 25,000 100.0%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 1,613,785 1,792,060 2,264,436 26.4%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
1410 - City Attorney 1,518,785 1,692,060 2,114,436 25.0%
1432 - Civil Litigation - - 10,000 100.0%
1460 - Criminal Prosecution -
General 5,000 10,000 - -100.0%
1462 - Criminal Prosecution -
Victim/Witness 90,000 90,000 140,000 55.6%
TOTALS 1,613,785 1,792,060 2,264,436 26.4%
CITY ATTORNEY
Department Budget by Fund
Department Budget by Category
Department Budget by Division
CITY ATTORNEY
CITY ATTORNEY
Fund Division Project #Project Name FY23
10 City Attorney GF337 High Density Storage System 25,000
General Fund
Salaries & Benefits86%
Operating
13%
Capital
1%
City Attorney
73
Finance
Major Objectives
• To assure efficient and effective management of
the public's resources by providing quality
financial services and safeguarding the City’s
assets
• To manage and account for the City's finances in
accordance with Generally Accepted Accounting
Principles, as set forth by the Governmental
Accounting Standards Board and prepare an
Annual Comprehensive Financial Report.
• To prepare a comprehensive budget on an annual
basis that encompasses all funds of the City.
Budget Allocation
Funded by the General Fund, making up 3% of the
fund’s expenditures.
FY22 Accomplishments
• Completed a clean audit and Single Audit
• Received the Distinguished Budget Award from
the Government Finance Officers Association for
the 31st year in a row
• Received and allocated first tranche of ARPA
Local Fiscal Recovery Funds
• With assistance from other departments, wrote
and submitted two Competitive and two
Minimum Allocation Grant applications to the
State of Montana’s ARPA grant program.
FY22 Strategic Plans
The Finance Department supports the strategic plan
efforts across the organization and focused internally
on:
• 7.1 (b) Create a Culture of Innovation through
lean practices
• 7.3 (c) Improve Departmental Collaboration
through cross functional teams and in our
internal support role
• 7.5 Funding and Delivery of City Services - Use
equitable and sustainable sources of funding for
appropriate City services, and deliver them in a
lean and efficient manner
Performance Measures
• Receive Awards for financial reporting; FY19
Comprehensive Annual Financial Report received
Government Finance Officer Association’s
certificate in Achieving Excellence in financial
reporting and the FY21 Budget received their
Distinguished Budget Award.
• Outside Indicators: No audit findings and
maintained Aa1 bond rating
• Internal process improvement: Through lean
process, eliminate waste, and strive for efficiency
while remaining effective.
FY19 saw $1,200 in hard cost savings per year
and 768 hours of staff time per year.
FY20 Saved 300 FTE hours through process
efficiencies
FY21 Saved FTE hours and delays in bill paying
by making AP all electronic so invoices no
longer go through interoffice mail.
FY23 Strategic Plan
The Finance Department supports the strategic plan
efforts across the organization and will focus
internally on:
• 7.1 (b) Create a Culture of Innovation
• 7.3 (c) Improve Departmental Collaboration
through cross functional teams and in our
internal support role
• 7.5 Funding and Delivery of City Services - Use
equitable and sustainable sources of funding for
appropriate City services, and deliver them in a
lean and efficient manner
Finance
3%
General Fund
74
FY23 Budget
Personnel
Position reclassifications only
Operating
Increase in Accounting attributable to Finance’s one-time portion of Vehicle Maintenance and increased annual
maintenance expense for ERP.
Capital
None
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
FINANCE DEPARTMENT 010‐ General Fund 975,759 1,010,327 1,419,879 40.5%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 752,367 742,596 955,728 28.7%
Operating 195,362 267,731 464,151 73.4%
Capital 28,030 - - 0.0%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 975,759 1,010,327 1,419,879 40.5%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
1510- Finance Administration 233,893 218,094 255,665 17.2%
1520- Accounting 476,657 519,753 817,928 57.4%
1530- Treasury 265,209 272,480 346,286 27.1%
TOTALS 975,759 1,010,327 1,419,879 40.5%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
FINANCE DEPARTMENT
FINANCE DEPARTMENT
Salaries & Benefits67%
Operating
33%
Finance
75
Facilities (Strategic Services)
Major Objectives
• Provide a safe, comfortable, and professional
working environment in all City facilities.
• Maintain all buildings and related equipment in
good working condition in a proactive manner
that will help extend useful life.
• Maintain a proactive approach for long-term
facility planning and project scheduling in order
to avoid costly problems of deferred
maintenance.
• Implement building design, maintenance, and
operational practices resulting in energy saving
measures.
Budget Allocation
Funded by the General Fund, making up 8% of the
fund’s expenditures.
FY22 Accomplishments
• COVID 19 – Expanded both internal and contracted
cleaning service to continue flu-season protocol,
along with PPE support for all staff.
• Bozeman Public Safety Center – Provided significant
contributions during construction phase working
with architects, contractors, consultants, clients,
and vendors.
• Completed the City Hall Air Handling Unit
Replacement project on time and within budget.
• Responded to facility emergencies within multiple
City facilities.
FY22 Strategic Plans
3.1 (a) Bozeman Public Safety Center- Participated in
all phases of the project design and initial
construction
7.3 (c) Improve Departmental Collaboration -
Bozeman Public Safety Center, Fire Station 1, and
COVID-19 support
7.4 (c) Performance Measures- Data is being collected
within the structure of Cityworks process
Performance Measures
• Facility Condition Index: Establish a Facility
Condition Index (FCI) for all City owned
buildings to help prioritize current and
future needs.
***Efforts in FY23 will establish necessary
benchmarks, including future project needs
FY23 Strategic Plan
3.1 (a) Bozeman Public Safety Center- Support
throughout construction phases
3.3 (a) Ensure Diversity through Policies and Public
Awareness ADA Transition Plan (to include all five
titles)
6.3 (d) Climate Change Adaptation and Mitigation
7.3 (c) Improve Departmental Collaboration
Facilities
7%
General Fund
22%34%29%34%34%
0%
50%
FY19 FY20 FY21 FY22Approved FY23Recommended
Percent of Work That is Preventative
Maintenance
*Source = Cityworks
Target = 40%
2.4
4.4
2.4
4 4
0
1
2
3
4
5
FY19 FY20 FY21 FY22Approved FY23Recommended
Service Request Median Response Time
Target < 24 hours
*Source = Cityworks
76
FY23 Budget
Personnel
Added Facilities Service worker to support Parks & Trails District. Added Custodian to support Bozeman Public
Safety Center. Reclassified Facilities Service Worker I to Facilities Service Worker II.
Operating
Significant increases due to projected annual costs related to Bozeman Public Safety Center.
Capital
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
FACILITIES MANAGEMENT 010‐ General Fund 1,813,708 2,072,655 2,986,328 44.1%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 445,648 416,714 843,142 102.3%
Operating 1,218,060 1,486,224 2,066,186 39.0%
Capital 150,000 169,717 77,000 -54.6%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 1,813,708 2,072,655 2,986,328 44.1%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
1810- City Hall 621,299 562,606 994,576 76.8%
1820- Fire Station #1 61,381 68,362 21,110 -69.1%
1830- Shop Complex 115,267 128,917 128,217 -0.5%
1840- Professional Building 434,203 472,087 371,445 -21.3%
1850- Senior Center 89,390 90,917 98,498 8.3%
1860- Library 390,994 440,413 470,198 6.8%
1870- Fire Station #2 29,131 33,186 36,617 10.3%
1880- Fire Station #3 68,716 71,576 69,807 -2.5%
1890- BPSC 3,327 204,591 795,860 289.0%
TOTALS 1,813,708 2,072,655 2,986,328 44.1%
Department Budget by Division
Department Budget by Fund
Department Budget by Category
STRATEGIC SERVICES
FACILITIES MANAGEMENT
Fund Division Project #Project Name FY23
10 Facilities GF328 Vehicle Replacement 37,000
10 Facilities GF361 1% Art for Library Expansion 40,000
General Fund
Salaries &
Benefits
28%Operating
69%
Capital3%
Facilities
77
Information Technology
Major Objectives
• Support all technology related
hardware/software for the City.
• Maintain antivirus and other security related
components to keep City data safe.
• Design and support systems that provide
continuity of operations in the event of a system
failure.
• Support Strategic plan objectives as they pertain
to City Technology and communications.
Budget Allocation
Funded by the General Fund, making up 5% of the
fund’s expenditures.
FY22 Accomplishments
• New Antivirus software rolled out city-wide
providing better ransomware protection.
• Refreshed Website that will go live in April 2022.
• Updated Hi-Def equipment for public meetings.
FY22 Strategic Plans
• Increased Community Engagement in City Decision
Making - 1.2 (b) – Assisted with the deployment of
the Comcate public comment software
• Police and Fire Technology – 3.1 (d) – Chose
vendor for body-worn cameras, interview rooms,
and in-car systems for Bozeman Police
Department
• Systems Integrations 7.3 (b) - Ongoing work on
development review integrations
Performance Measures
FY23 Strategic Plan
• Library Expansion Planning – 5.1 (a) – assisting
with technology needs for the new library
remodel
• Police and Fire Technology Technology 3.1 (d) –
Ongoing work with system implementations and
deployment of body worn cameras
• Improve Department Collaborations 7.3 c –
Continue deployment of Office 365 – One Drive
as well as archiving and e-discovery.
IT
4%
General Fund
66.6 59.3 61.3 62.9 56.850
55
60
65
70
FY19 FY20 FY21 FY22Approved FY23Recommended
Number of City Staff per Full Time
Employee
*Source = NeoGov
Standard = 60 City Staff / IT FTE
97%96%97%100%100%
80%
85%90%
95%
100%
FY19 FY20 FY21 FY22Approved FY23Recommended
Deployments Completed
Standard = 100%
*Source = IT Documentation
2.8
0.6 0.5 0.5
2.5
7.3
1.0 1.0
4.8
7.5
3.0 3.0
12.6
4.7 5.0 5.0
0.0
5.0
10.0
15.0
FY20 FY21 FY22Approved FY23 Recommended
Ticket Resolution (Days)
*Source = Lansweeper
Emergency (Standard = 0.5 days)High (Standard = 1 day)
Normal (Standard = 3 days)Low (Standard = 5 days)
78
FY23 Budget
Personnel
Change Support Technician from .5 FTE to 1 FTE. Re-class Systems Admin I to Systems Admin Manager.
Operating
Increase due to software maintenance contracts.
Capital
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
INFORMATION TECHNOLOGY 010‐ General Fund 1,526,921 1,607,696 1,951,815 21.4%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 850,565 884,826 1,205,915 36.3%
Operating 478,356 534,870 559,900 4.7%
Capital 198,000 188,000 186,000 -1.1%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 1,526,921 1,607,696 1,951,815 21.4%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
INFORMATION TECHNOLOGY 1910- Information Technology 1,526,921 1,607,696 1,951,815 21.4%
Department Budget by Division
Department Budget by Fund
Department Budget by Category
INFORMATION TECHNOLOGY
Fund Division Project #Project Name FY23
10 IT GF233 IT Vehicle Replacement 30,000
10 IT GF080 City-Wide Switches & Routers 55,000
10 IT GF265 General Fund Server Replacement 50,000
10 IT GF311 Cooling System for City Hall 11,000
10 IT GF313 Video Evidence Storage 40,000
General Fund
Salaries &
Benefits
62%
Operating
29%
Capital
9%
Information Technology
79
Human Resources
Major Objectives
• Accurately and efficiently process the City’s
payroll and related payments and tax filings
• Administer the City’s employee benefits
• Monitor compliance with labor contracts,
employee handbook, laws, rules, and regulations
• Support Strategic Plan objectives as they pertain
to the City’s workforce
Budget Allocation
Funded by the General Fund, making up 2% of the
fund’s expenditures.
FY22 Accomplishments
• Updated cost share strategy for health insurance,
resulting in more affordable healthcare
premiums for employees
• Successfully implemented organization-wide Paid
Parental Leave and Remote Work policies
• Received a risk management award from MMIA
for efforts related to the annual wellness fair
FY22 Strategic Plans
• 7.2 (a) Be a “Best in Class” Employer through
review of employer contributions and cost share
strategy for health insurance
• 7.3 (d) Diversity Goals through continued work on
implementation of workforce action items for
Inclusive City Charter
Performance Measures
FY23 Strategic Plan
• 7.2 Employee Excellence: Increase recruitment
budget to reach diverse, well-trained, and
qualified candidates
• 7.2 (a) Be a “Best in Class” Employer: Increase in
training budget to support professional
development opportunities for HR staff to in turn
provide additional organizational-wide training
activities initiatives, enhancing the attractiveness
of the City as a place to work
• 7.2 (d) Set Diversity Goals: Maintain diversity
advertisement budget for focused effort on
achieving diversity goals and Inclusive City
Charter initiatives
HR
2%
General Fund
0.12 0.04 0.08 0.13 0.15
0
0.1
0.2
FY19 FY20 FY21 FY22Approved FY23Recommended
Selection Ratio
*Source = Internal Data/NeoGov
Target = 0.15
0.35 0.32 0.21 0.20 0.200
0.2
0.4
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
Turnover Rate
*Source = Internal Data
Target = 0.35
0.94 1.09 1.02 1.00 1.00
0.5
1
1.5
FY19 FY20 FY21 FY22Approved FY23Recommended
Work Comp Modification Factor
*Source = MMIA
Target = 1.0
80
FY23 Budget
Personnel
Add Human Resources Technician – 1 FTE
Operating
Increase due to maintenance contracts, training and certifications for HR staff, and technology and equipment for
additional FTE
Capital
None
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
HUMAN RESOURCES 010‐ General Fund 616,143 757,411 1,012,909 33.7%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 476,144 518,354 734,999 41.8%
Operating 139,999 239,057 277,910 16.3%
Capital - - - 0.0%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 616,143 757,411 1,012,909 33.7%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
HUMAN RESOURCES 2010- Human Resources 616,143 757,411 1,012,909 33.7%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
HUMAN RESOURCES
Salaries &
Benefits73%
Operating
27%
Human Resources
81
Planning (Community Development)
Major Objectives
• Plan for the growth and development of the City
of Bozeman
• Oversee long-range planning, current
development, historic preservation, and related
advisory boards and commissions
Budget Allocation
Planning Fund – Special Revenue Fund
FY22 Accomplishments
• Filled several vacant positions in the department
• Implemented electronic plan review for planning
• Continued service provision despite micro and
macro challenges
FY22 Strategic Plans
• Well Planned City 4.1 (a) - Informed Conversion of
growth. Many work sessions with the City
Planning Board and the City Commission resulted
in the adoption of the 2020 Community Plan.
• High Performance Organization| Objective Item
7.3 (b) - System integration. New project
management software will allow tracking for
guaranteed timelines, as well as an efficient,
paperless review system.
• High Performance Organization | Objective Items
7.3 (c) - Improve Department Collaboration.
Development review coordinators will act as
liaisons for customers, to manage project
timelines, and assist in consistent cross-
departmental review and communication related
to planning items
Performance Measures
***Efforts are currently underway to implement
technology systems needed to provide data (Avolve).
• Guarantee Review Timeframes: Measure
the median review timeframe for projects
and plans by application type
• Staff Capacity: Calculate the median number
of work days to review a building permit
application for zoning compliance
• Application Fees: Analyze the percentage of
fees intended to cover costs relative to both
review timeframes and staffing levels
FY23 Strategic Plan
A Well Panned City
• Work to successfully implement the newly adopt
2020 Community Plan. (objective 4.1- Informed
Conversation on Growth)
• Rewrite the Unified Development Code (UDC) to
work toward a simplified, streamlined
development review process (Objective 4.2- High
Quality Urban Approach)
Sustainable Environment
• Switching to Electronic Plan Review (ERP) will
drastically reduce paper use, as well as reduce
applicant commute to and from planning office
for project submittal. (Objective 6.3- Climate
Action)
Planning
6%
Special Revenue Funds
82
FY23 Budget
Personnel
Added Planner III and Development Review Coordinator
Operating
Increase due primarily to Contracted Services
Capital
None
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
COMMUNITY DEVELOPMENT 100‐Community Development
Fund 2,330,696 3,070,802 3,886,309 26.6%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 1,467,035 1,883,273 2,388,850 26.8%
Operating 775,990 1,187,529 1,497,459 26.1%
Capital 87,671 - - 0.0%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 2,330,696 3,070,802 3,886,309 26.6%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
1610- Planning Operations 1,341,215 2,051,981 2,481,648 20.9%
1620- Development Review 696,491 704,113 1,005,228 42.8%
1630- Long-Range Planning 292,990 314,708 298,254 -5.2%
1660- Historic Preservation - - 101,179 New
TOTALS 2,330,696 3,070,802 3,886,309 26.6%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
COMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT
Salaries &
Benefits
61%
Operating
39%
Planning
83
Municipal Court
Major Objectives
• Continue providing an up-to-date court docket.
• Plan an efficient operating space for the new
BPSC.
• Begin planning for a smooth transition to the new
Bozeman Public Safety Center.
• Maintain an efficient collection system
concentrating on CitepayUSA.com, Municipal
Services Bureau, and collection of fines and
restitution.
Budget Allocation
Funded mainly by the General Fund, Municipal Court
makes up 4% of the fund’s expenditures.
FY22 Accomplishments
• Kept docket up-to-date despite COVID related
interference and employee shortages
• Maintained efficient court operations despite
severe staffing shortage
• Maintained court, adjusting to COVID changes
with minimal budget expense.
• Met legislative requirement to eliminate part-
time judge and elect full-time judge.
• Updated all plans for transfer to Bozeman Public
Safety Center.
Performance Measures
FY23 Strategic Plan
• 1.3e Enhance our relationship with state and
federal agencies
• 3.1 Public Safety – Support high quality public
safety programs, emergency preparedness,
facilities, and leadership
• 7.2a Be a “Best in Class” Employer – Enhance the
attractiveness of the City as a place to work
through salary and benefit packages, workplace
amenities and facilities, as well as professional
development
Municipal
Court
4%
General Fund
6,221 4,978 4,268 6,500 6,5007,046 5,627 4872 7,000 7000
0
2,000
4,000
6,000
8,000
10,000
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
Number of Citations
*Source = Full Court
Officer Citations Total Citations Standard ≤ 8,000
125,057 84,396 115544 125,000 125000
-
50,000
100,000
150,000
FY19 FY20 FY21 FY22Approved FY23Recommended
Restitution Collected
The target is to continuously increase the
amount collected
*Source = Full Court
7 5 6 7 6
-
5
10
FY19 FY20 FY21 FY22Approved FY23Recommended
Number of Appeals
*Source = Full Court
Standard ≤ 8
84
FY23 Budget
Personnel
No FTE changes
Operating
Increase in grant funding operations that no longer have grant funding. Vets Court program is now funded in the
General Fund.
Capital
None
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
010- General Fund 908,462 989,647 1,652,946 67.0%
178- Veteran Court 195,409 132,290 - -100.0%
196- COOCLI Grant 96,647 141,869 - -100.0%
TOTALS 1,200,518 1,263,806 1,652,946 30.8%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 835,991 947,953 1,515,140 59.8%
Operating 362,637 313,968 136,836 -56.4%
Capital - - - 0.0%
Debt Service 1,890 1,885 970 -48.5%
Transfers - - - 0.0%
TOTALS 1,200,518 1,263,806 1,652,946 30.8%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
1310-Municipal Court 1,200,518 1,263,806 1,456,905 15.3%
1320- VETS Court - - 196,041 New
TOTALS 1,200,518 1,263,806 1,652,946 30.8%
Department Budget by Category
Department Budget by Fund
Department Budget by Division
MUNICIPAL COURT
MUNICIPAL COURT
MUNICIPAL COURT
Salaries &
Benefits
92%
Operating8%
Municipal Court
85
87
Public Safety
Police- The Police Department budget accounts for costs associated with providing all law enforcement services
within the city of Bozeman. The general fund budget primarily supports the operation of the patrol, investigative,
and support services divisions. Officers from these divisions are responsible for detecting, preventing, and
investigating all crimes occurring within the city
as well as providing a broad range of public safety
services.
Fire Department - The Fire Department
provides fire, rescue, hazardous materials, and
emergency medical services throughout
Bozeman, while ensuring that firefighters are
equipped and trained to nationally recognized
consensus standards. Additionally the
department maintains a fire prevention program
that is comprised of fire and life safety
inspections, community outreach, school
programs, emergency preparedness, and public
education.
Building Inspection (Community Development) - The Building Division unit accounts for
expenditures utilized to monitor construction projects within the city of Bozeman jurisdictional area as allowed by
state law. The intent of this budget unit is to provide guidance and to enforce the minimum building code
standards in order to safeguard life, health, property, and public welfare by regulating and controlling the use,
design, quality of materials, and construction of buildings and structures within the Bozeman city limits.
Parking (Economic Development)- The Parking Services Division (PSD), joined to the Economic
Development Department, has responsibility for managing and enforcing public parking within the City of
Bozeman, to include the Downtown (B-3), MSU & Bozeman High Residential Parking Permit Districts, Bridger Park
Downtown Garage, the Black/Rouse/N Willson/S. Willson surface lots, and on all on-street parking.
Code Enforcement (Community Development)- The City of Bozeman's Code Compliance
Officers address City and State ordinances and codes as they relate to the health, safety, and general quality of life
concerns of our residents, neighborhoods, and community.
89
Police
Major Objectives
• Detect, investigate, and proactively deter
criminal activity and apprehend and hold criminal
offenders accountable.
• Provide assistance to those who cannot care for
themselves or those in danger of physical harm.
• Develop positive programs, in partnership with
the members of our community, to address
public safety issues through community
engagement and outreach.
Budget Allocation
Funded primarily by the General Fund with
additional programs funded by special revenue
funds.
FY22 Accomplishments
• Partnered with HRDC for Outreach Bozeman
• Increased transparency through implementation
of new complaint policy, quarterly reports, and
publishing of BPD policies on City website
• Addressed issues of bias-free policing, de-
escalation, and use of force concerns by
increasing training and updating related policies
FY22 Strategic Plans
• 3.1 a: Develop a Criminal Justice Facility Plan -
Continued to work with consultants on BPSC
• 3.1 d: Update Public Safety Technology Systems -
Further increased functionality of records
management system to increase efficiency,
improve workflow, and increase accessibility of
information.
• 3.2.c Develop a City/County Social Service
Network. Worked with Gallatin County and other
community partners.
Performance Measures
FY23 Strategic Plan
• 1.1 b: Continue to strengthen and innovate in
how we deliver information to the community
and our partners.
• 3.1 d: Update Public Technology System – Begin
the implementation of a body worn camera
program by changing over the patrol car systems.
• 4.3 d: Explore sustainable technology – Begin
replacing the BPD patrol car fleet with hybrid
vehicles and explore all electric vehicle options.
Police
23%
General Fund
48,099 47,856 50,000
-
50,000
100,000
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
Total Calls for Service
*Source = Zuercher
Calls for Service Population
61.71 59.74 54.59 70 64.41136117136136 129
0
50
100
150
FY19 FY20 FY21 FY22Approved FY23Recommended
Crime Rate per 1,000 Citizens
The target is to have a lower crime rate than the
average of comparable communities
*Source = Zuercher
Crime Rate per 1,000 Citizens
Average Crime Rate for Comparable MT Communities
636 623 582 580 628
500
550
600
650
FY19 FY20 FY21 FY22Approved FY23Recommended
Mental Health-Related Calls for Service
The target is to improve service delivery and
reduce repeat calls
*Source = Zuercher
48,282 50,000
90
FY23 Budget
Personnel
Added Bozeman Public Safety Center Special Service Office and .5 FTE Evidence Technician previously approved in
BPSC mill levy.
Operating
No major changes
Capital
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
010- General Fund 9,453,639 10,399,231 10,293,820 -1.0%
125- Drug Forfeiture 251,960 260,893 256,836 -1.6%
138- Law & Justice Ctr. Prepaid Rent 19,125 19,125 19,125 0.0%
139- Police Special Revenue 40,000 25,000 25,000 0.0%
140- Police Domestic Violence 187,040 114,072 - -100.0%
TOTALS 9,951,764 10,818,321 10,594,781 ‐2.1%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 8,507,486 9,304,104 9,313,566 0.1%
Operating 1,231,278 1,126,217 946,215 -16.0%
Capital 213,000 388,000 335,000 -13.7%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 9,951,764 10,818,321 10,594,781 ‐2.1%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
3010- Police Operations 7,539,794 8,168,397 7,745,844 -5.2%
3020- Crime Control & Investigations 1,882,769 2,118,965 2,305,371 8.8%
3040- Drug Forfeiture 251,960 260,893 256,836 -1.6%
3070- Animal Control 277,241 270,066 286,730 6.2%
TOTALS 9,951,764 10,818,321 10,594,781 ‐2.1%
Department Budget by Category
Department Budget by Fund
Department Budget by Division
POLICE
POLICE
POLICE
Fund Division Project #Project Name FY23
10 Police GF053 Patrol Car & Equipment Replacement 189,000
10 Police GF316 Police Body Camera System 146,000
General Fund
Salaries & Benefits88%
Operating
9%
Capital
3%
Police
91
Fire
Major Objectives
• Move into the Bozeman Public Safety Center
• Design and begin construction of Fire Station 2
• Secure property for Fire Station 4
• Receive delivery of two new fire engines and
place them into service
Budget Allocation
Fire is supported operationally through the General
Fund and also by various special revenue funds.
FY22 Accomplishments
• Administered COVID and Flu vaccines
• Successfully passed bond for Fire Station 2
• Designed and ordered two new fire engines
• Fire, Building, and Planning moved to Avolve
PDox
FY22 Strategic Plans
• 1.3. Public Agency Collaboration- COVID work
with GCCHD, GCEM, BDH & AMR
• 3.1.d Implement the Fire Station Location Plan-
Construction of BPSC/Fire Station 2 re-location
plan/ Fire Station 4 property search
• 7.3.b System Integration – Avolve/Atlas work
with Building, Engineering, Fire, and Planning
Performance Measures
FY23 Strategic Plan
• 3.1.b Improve Emergency Preparedness Plans
• 3.1.c Implement Fire Station Location Plan
• 3.1.d Update Public Safety Technology Systems
Fire
15%
General Fund
General Fund41%
Fire Station 2 Construction40%
Fire Capital & Equipment10%
Fire Impact Fees9%
1:41 1:40 2:06 1:00 1:00
1:52 1:11 1:15 1:00 1:00
3:56 4:56 4:37
4:00 4:00
7:55 7:45 7:58
6:00 6:00
0:00
2:24
4:48
7:12
9:36
FY19 FY20 FY21 FY22Approved FY23Recommended
Minutes(turnout and response time is cumulative with call processing time)Average Emergency Call Response Time
*Source = Emergency Reporting
Response Time
Turnout Time
Call Processing Time
Call Processing Standard = 1 min
Turnout Time Standard = 1 min
Response Time Standard = 4 min
5823 5263 5037 5500 5300
4,896 4,621 4,349 4,800 4,600
1991 2409 2141 2496 23000
2,000
4,000
6,000
8,000
FY19 FY20 FY21 FY22Approved FY23Recommended
Incident Numbers
*Source = Emergency Reporting
Number of Apparatus Used For All Runs
Total Calls
Number of Overlapping Incidents
268 278 300 240 240
0
100
200
300
400
FY19 FY20 FY21 FY22Approved FY23RecommendedHoursTraining Hours Per Fire Fighter
*Source = Emergency Reporting
National Standard (240 hours)
92
FY23 Budget
Personnel
Added Battalion Chief (1 FTE) and QRV Firefighters (6 FTE)
Operating
Operational increases due to budget for Fire Station 2
Capital
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
010- General Fund 5,779,015 5,967,525 6,844,488 14.7%
113- Fire Impact Fees 22,500 25,560 1,525,560 5868.5%
183- Fire Department Special Revenue 10,000 10,000 10,000 0.0%
187- Fire Capital & Equipment 477,500 80,000 1,641,750 1952.2%
572 - Fire Station 2 Relocation Const - - 6,730,000 New
TOTALS 6,289,015 6,083,085 16,751,798 175.4%
Department Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 5,262,860 5,313,933 6,106,064 14.9%
Operating 548,655 689,152 773,984 12.3%
Capital 427,500 80,000 9,871,750 12239.7%
Transfers 50,000 - - 0.0%
TOTALS 6,289,015 6,083,085 16,751,798 175.4%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
3110- Fire Administration 471,987 552,834 8,851,572 1501.1%
3120- Fire Operations 5,716,128 5,439,851 7,809,826 43.6%
3130- Operational Readiness 51,500 51,000 51,000 0.0%
3140- Fire Prevention 36,000 26,000 26,000 0.0%
3160- Hazardous Materials 13,400 13,400 13,400 0.0%
TOTALS 6,289,015 6,083,085 16,751,798 175.4%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
FIRE
FIRE
FIRE
Fund Division Project #Project Name FY23
113 Fire Impact Fee FIF06 Fire Station 4 Land Acquisition & Design 1,500,000
187 Fire Capital & Equip FE06 Radio Replacement Program 50,000
187 Fire Capital & Equip FE12 Personal Protective Equipment 41,750
187 Fire Capital & Equip FE18 Light Duty Vehicles 150,000
187 Fire Capital & Equip FE20 Fire Engine Replacement 1,400,000
572 Fire GF305 Fire Station #2 Relocation 6,730,000
Construction Funds
Fire Capital & Equipment Fund
Fire Impact Fee Fund
Salaries &
Benefits
36%
Operating
5%
Capital
59%
Fire
93
Building Inspection (Community Development)
Major Objectives
• Continued training of staff to provide an
adequate level of qualified staff to handle current
and projected workload.
• Build a diverse workforce in both experience and
education without sacrificing our work quality,
service and minimum performance standards.
• Provide staff with the tools and training to be able
to offer consistent inspections even as new
construction methods are introduced to the
community.
Budget Allocation
Department is funded through a Special Revenue
Fund - Building Inspection Fund
FY22 Accomplishments
• Adoption of a new building code cycle
• Key strides in updating standard operating
procedures and identifying processes ripe for
improvement
• Hiring of CBO as well as several new staff resulting
in the lowest division vacancy rates in years
FY22 Strategic Plans
• 4.2 A Well-Planned City – Adoption of the new
building code
• 7.2 High Performance Organization – Only two
vacancies, lowest in several years
• 7.3 High Performance Organization – Review and
updating of SOPs, revision of division policies on
select permits, and ideas for new policies
Performance Measures
***Performance Measures are currently under
development and will be refined in FY23 to match
systems necessary to collect data.
• Average Daily Inspections per Inspector:
Monitor the number of inspections
performed daily relative to the number of
building inspection staff.
• Building Permit Valuation: Track the value
of both residential and commercial building
permit valuations.
• Residential Permits: Track the number of
Multi-Unit and Single Family residential
permits issued.
FY23 Strategic Plan
• 4.1 Well-Planned City – Improve customer,
public, and peer understanding of building
processes through increased public presence and
trainings
• 7.2 High Performance Organization – Invest in
training new staff and provide opportunities for
existing staff to continue providing best in class
building services
• 7.3 High Performance Organization – Identify
permit processes for more streamlined and
effective outcomes
Planning7%
Special Revenue Funds
94
FY23 Budget
Personnel
Re-class Building Inspector IV to Lead
Operating
Minor increase due to maintenance contracts
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
BUILDING INSPECTION 115‐ Building Inspection Fund 3,217,852 2,921,425 4,319,526 47.9%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 2,002,912 1,852,410 3,033,369 63.8%
Operating 862,925 1,022,615 1,246,157 21.9%
Capital 352,015 46,400 40,000 -13.8%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 3,217,852 2,921,425 4,319,526 47.9%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
COMMUNITY
DEVELOPMENT 3210-Building Inspection 3,217,852 2,921,425 4,319,526 47.9%
Department Budget by Category
Department Budget by Fund
Department Budget by Division
BUILDING INSPECTION
Fund Division Project #Project Name FY23
115 Building Inspection BI03 Building Inspection Staff Vehicle 40,000
Building Inspection Fund
Salaries &
Benefits70%
Operating
29%
Capital
1%
Building Inspection
95
Parking (Economic Development)
Major Objectives
• Regulate the use of on-street and off-street
public parking to the best use of our citizens
through equitable enforcement and
management practices.
• Operate the Parking Services Division in an
effective and fiscally sustainable manner.
• Facilitate a prosperous local economic
environment through the provision of safe,
convenient, available, and cost-appropriate
public parking resources.
Budget Allocation
Parking Fund is an enterprise fund.
FY22 Accomplishments
• Transitioned our parking software from T2 to
Passport which will result in cost savings and a
better experience for staff and customers.
• Created GIS layer to show median parking
occupancy in the downtown core and
surrounding neighborhoods.
• Conducted a manual occupancy count to inform
next steps to complete Downtown Strategic
Parking Management Plan.
• Researched, prepared, and presented a strategy
for paid parking to the City Commission.
FY22 Strategic Plans
• 4.2 High Quality Urban Approach - implement
parking policies and strategies that improve the
urban environment, create tools such as the
Parking benefit area option to allow
neighborhoods to manage their parking supplies
• 7.3 Best Practices, Creativity, and Foresight- push
our license plate reader technology to the very
edge of its capabilities, collaborating with our
partners in GIS to find innovative ways to share
data.
• 1.2 Community Engagement. In January,
February, and March held community
engagement sessions via WebEx
Performance Measures
***Systems are currently being implemented (FY22)
to collect and analyze data.
• Median Parking Occupancy: Track
occupancy of block faces within the
Downtown Parking Benefit Zone, public lots,
and parking structures to monitor
exceedance of target range of 75-85%
average occupancy within all parking
enforcement areas.
• Parking Permit Utilization: Track total
number of parking permits available within
restricted areas and total number of permits
issued to monitor parking permit utilization
and occupancy across permit area.
• Parking Complaint Response: Track the
proportion of parking complaints in which
parking enforcement officers are able to
respond.
FY23 Strategic Plan
• 2.1 Infrastructure Investments – Identify sites for
new or development in areas that lack adequate
infrastructure and develop new financing
strategies
• 4.1 Informed Conversation on Growth – Provide
easy-to-use, accurate and informative tracking of
land-use and infrastructure development trends
• 6.3 Climate Action – Reduce community and
municipal Greenhouse Gas (GHG) emissions,
increase supply of clean and renewable energy
1,287,710
1,154,669
1,118,421
1,177,757
1,000,000
1,100,000
1,200,000
1,300,000
FY20 FY21 FY22Budget FY23Budget
Parking Revenue
96
FY23 Budget
Personnel
Parking Enforcement Officer II to Lead Parking Enforcement Officer
Operating
Increase in costs in contracted services
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
PARKING 650‐ Parking Enterprise Fund 1,228,464 1,251,364 1,644,027 31.4%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 449,382 498,019 541,987 8.8%
Operating 464,082 633,345 667,040 5.3%
Capital 315,000 120,000 435,000 262.5%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 1,228,464 1,251,364 1,644,027 31.4%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
3310- Parking Administration 369,967 491,718 482,633 -1.8%
3320- Parking Operations/Enforcement 598,886 395,030 695,940 76.2%
3330- Parking Garage Operations 259,611 364,616 465,454 27.7%
TOTALS 1,228,464 1,251,364 1,644,027 31.4%
Department Budget by Category
Department Budget by Fund
Department Budget by Division
Economic
Development
PARKING
Fund Division Project #Project Name FY23
650 Parking P025 Parking Vehicle Replacement 50,000
650 Parking P2201 Pay Stations 250,000
650 Parking P2202 Maintenance Manual 50,000
650 Parking P2203 Lot Occupancy Technology 60,000
650 Parking N/A Annual Maintenance Projects 25,000
Parking Fund
Salaries & Benefits33%
Operating
41%
Capital
26%
Parking
97
Code Enforcement (Community Development)
Major Objectives
• Promote and maintain a safe and desirable living
and work environment
• Maintain and improve the quality of life for
community members
• Administer fair and unbiased enforcement to
correct violations of State and Municipal Codes
Budget Allocation
Funding split with four funds:
FY22 Accomplishments
• Code Compliance Program Manager was hired,
resulting in a more professional and experienced-
based style of code compliance.
• A more equitable process in snow removal
compliance and abatement.
• Initiation and (future) implementation of new
Code Compliance case management software.
FY22 Strategic Plans
• Safe, Welcoming Community | Objective 3- Left
notices for lack of snow removal for 500
residents.
• High Performance Organization | Objective 7.3 b-
System Integration- Host Compliance software
increases effectiveness in both enforcement and
registration process for STRs.
• High Performance Organization| Objective 7.3c-
Improve Collaboration- Continued collaboration
with Solid Waste and Forestry regarding code
compliance issues, assisted Building Division with
closing out sign permits.
Performance Measures
***Performance Measures will be refined in FY23 to
match systems necessary to collect data
• Compliance Management Program: Track
the median compliance time from complaint
to closure for zoning code compliance
complaints to show the effectiveness of the
code compliance program and gauge our
public education communication efforts.
• Compliance Program Responsiveness: Track
the median length of time to complete the
initial investigation to gauge responsiveness
of the program
FY23 Strategic Plan
• High Performance Organization | Objective 7.3 b-
System Integration- Identify key systems that if
integrated would improve efficiency
• High Performance Organization| Objective 7.2b-
Best in Class Employer- Professional
Development Opportunities
• Sustainable Environment | Objective 6.3-
Climate Action- Reduce community and
municipal Greenhouse Gas (GHG) emissions,
increase the supply of clean and renewable
energy
Community
Development
Fund
25%
General
Fund
25%
Building
Inspection
Fund
25%
Public Works
Admin Fund
25%
9.4 9.4 10 10
0
5
10
15
FY20 FY21 FY22Approved FY23 Recommended
Median compliance time from complaint
to closure (days)
*Source = Naviline
Target = 10 days
98
FY23 Budget
Personnel
Add 1 FTE (50% Community Development and 50% Building Inspection)
Operating
Typical operating costs for this program
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
CODE ENFORCEMENT 100‐Community Development Fund 214,887 277,444 382,692 37.9%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 162,237 224,094 307,042 37.0%
Operating 17,650 18,350 35,650 94.3%
Capital 35,000 35,000 40,000 14.3%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 214,887 277,444 382,692 37.9%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
COMMUNITY DEVELOPMENT 1650- Code Enforcement 214,887 277,444 382,692 37.9%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
CODE ENFORCEMENT
Fund Division Project #Project Name FY23
100 Code Enforecement CC001 Code Compliance Vehicle 40,000
Planning Fund
Salaries &
Benefits
80%
Operating
9%
Capital
11%
Code Enforcement
99
101
Public Works
Public Works Administration - Public Works
administration oversees and supports the Public Works divisions.
Engineering - Provide professional level technical support to
the other Public Works divisions and other City Departments.
GIS & Asset Management (Strategic Services) ‐
Geographic Information System provides the foundation for data
collection, analysis and visualization for many aspects of city
government. Asset Management leverages this data to minimize
risk and life-cycle costs to effectively deliver best-in-class service
throughout the community.
Solid Waste ‐ The Solid Waste Division (SWD) proudly serves the City of Bozeman Solid Waste customers by
providing them with a myriad of programs and services that effectively and efficiently manage municipal solid
waste generated within the Bozeman City limits.
Stormwater ‐ Manage stormwater infrastructure through maintenance, improvement, and repair activities
to ensure the adequate control and conveyance of urban stormwater runoff, reducing the City’s liability
associated with flooding. Protect and improve waterway health and treatment infrastructure projects to
safeguard the public, environment, and local waterways from pollution.
Streets Maintenance - The goal of the Street Maintenance division is to help provide for a network of
safe roadways for the traveling public and access to desired destinations in a quick, convenient, safe and
comfortable manner while minimizing harmful effects on the environment.
Vehicle Maintenance ‐ The Vehicle Maintenance budget unit accounts for the costs of repairing and
maintaining vehicles of the City. The budget unit operates under an internal service fund. Charges are assessed
against departments, which have vehicles repaired.
Wastewater – Operations - Providing and maintaining a wastewater collection system for the City. The
Division maintains a program of inspecting, cleaning, root cutting, repairing sanitary sewer mains and manholes,
and tapping for new wastewater stubs. Wastewater operations is also responsible for maintaining the City’s eight
sanitary sewer lift stations.
Wastewater - Water Reclamation Facility (WRF) ‐ The WRF is an award-winning plant with
the main objective being to protect and enhance the water quality of the East Gallatin River where it discharges.
Through its beneficial reuse program, the WRF maintains compliance with the Montana Pollutant Discharge
Elimination System (MPDES) discharge permit administered by the DEQ.
Water – Operations - Operating and maintaining the City’s water transmission and distribution system.
We are responsible for: locating, maintaining, and repairing existing water lines and appurtenances; overseeing
installation of new water lines; installing and rotating water meters and reading all meters monthly.
Water - Water Treatment Plant (WTP) - Water Treatment Plants maintain a quality drinking
water supply. The City has 2 WTPs: 22 MGD Sourdough Plant and 3.7 MGD Lyman Creek Plant. All plants are
operated 24 hours per day, 365 days per year.
Water - Water Conservation ‐ Protect and enhance water resources through conservation in order to
meet the IWRP’s 50-year demand reduction target.
103
Public Works Admin
Major Objectives
• Coordinate the activities of the Public Works
Department.
• Establish and maintain policies, procedures, and
protocol for the department’s functions.
• Provide general oversight of activities affected by
new federal and state mandates.
• Assure master plan implementation is cost-effective
and that infrastructure improvements are
constructed in a quality manner to provide reliable
service for immediate and long-term needs.
Budget Allocation
Public Works Admin Internal Service Fund
FY22 Accomplishments
• The Administrative Division successfully split the
Public Works Department into two Divisions with a
Director of Utilities and a Director of Transportation
and Engineering.
• Secured a 3400 square foot office suite at 7 E Beall.
• Worked to increase our outreach efforts on various
projects and initiatives
FY22 Strategic Plans
• 1.1 Outreach – Improved the Bozeman Street Report
webpage and currently working with The Nest on the
S. 6th Reconstruction project outreach
• 4.3 Strategic Infrastructure Choices – Davis Lane Lift
Station/Norton Ranch Interceptor & Front Street
Sewer
Performance Measures
This function oversees the performance of all of Public
Works.
FY23 Strategic Plan
Oversee all of Public Works Strategic Plan efforts in
FY23.
Admin
28%
Public Works
Internal Service Fund
104
FY23 Budget
Personnel
No FTE changes
Operating
Increase in operating due to scanning project and other increases in software maintenance costs.
Capital
None
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
PUBLIC WORKS ADMIN 750‐ Public Services Admin. 1,013,370 1,986,146 1,713,304 ‐13.7%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 638,760 902,197 777,101 -13.9%
Operating 355,277 598,949 936,203 56.3%
Capital 19,333 485,000 - -100.0%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 1,013,370 1,986,146 1,713,304 ‐13.7%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
4010- Public Works Admin 1,013,370 1,986,146 1,455,604 -26.7%
4090- Director of Utilities - - 257,700 New
TOTALS 1,013,370 1,986,146 1,713,304 ‐13.7%
Department Budget by Category
Department Budget by Fund
Department Budget by Division
PUBLIC WORKS ADMIN
PUBLIC WORKS ADMIN
Salaries &
Benefits
45%
Operating
55%
Public Works Administration
105
Engineering
Major Objectives
• Design and oversee construction of the annual
street, water, and wastewater replacement
projects
• Review and ensure that public infrastructure
installed by private sector conforms to the City’s
standards
• Develop and implement the City’s water,
wastewater, stormwater, water resources, and
transportation master plans and associated
capital budgets
Budget Allocation
Engineering personnel and basic operating costs are
funded Public Works Admin Internal Service Fund:
FY22 Accomplishments
• Griffin Drive Reconstruction (Western Half)
• Completion of Norton/Davis Lift Station and
Trunk Sewer
• WRF Solids Handling Expansion (50% Complete)
• Sourdough Fuels Reduction – Phase 1 and 2
• North 17th Ave Water Renovations
• Wastewater Facility Model Update – Phase 1
complete, beginning Phase 2
• Various chip seal and mill overlay work
• Development Review
FY22 Strategic Plans
• Davis Lift Station/E. Norton Interceptor and Trunk
Sewer (4.3)
• Completed Street Improvements on Griffin Drive,
including bike and pedestrian facilities (4.5)
• Hired new TDM coordinator to work on the
enhancement of non-motorized transportation
(4.3f)
• Participated in Avolve system implementation for
development review and expanded use of
Smartsheets for better collaboration (7.3)
Performance Measures
FY23 Strategic Plan
• Work with new Director of Transportation and
Engineering on priorities including:
o Design standards
o Comprehensive City Stormwater Master
Plan
o Modernize old processes (Avolve,
Smartsheets, Field bases system for
quicker occupancy inspections, training,
SOP, etc.)
Engineering
45%
Public Works
Internal Service Fund
$3,606,000
$2,393,200 $1,820,000
$4,000,000
$1,800,000
0
$1M
$2M
$3M
$4M
$5M
FY19 FY20 FY21 FY22Approved FY23Recommended
Value of Internal Design Work
*Source = Internal Tracking
$16,110,464
$35,018,519 $28,076,809 $22,268,000 $22,000,000
$3,415,880 $4,005,315 $4,582,444 $3,544,000 $3,800,000
0
$10M
$20M
$30M
$40M
FY19 FY20 FY21 FY22Approved FY23Recommended
Value of Consultant Work
*Actual FY19 & FY20 numbers will vary due to the
start/completion date of the approved projects.
*Source = Internal Tracking
Value of Associated Construction Projects
Value of Consultant Design Contracts
146 152 122 71 750
100
200
FY19 FY20 FY21 FY22Approved FY23Recommended
Development Application Plan Reviews
Per FTE
*Source = Internal Tracking
Target = 70
106
FY23 Budget
Personnel
No FTE changes
Operating
Increase in outside consulting work for the division
Capital
Oversees capital in the Impact Fee Funds and the Arterial & Collector Fund. See Capital Expenditures section for
detailed listing.
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
ENGINEERING 750‐ Public Services Admin. 1,544,935 1,894,229 2,815,707 48.6%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 1,157,588 1,285,464 2,004,455 55.9%
Operating 311,809 601,565 811,252 34.9%
Capital 68,338 - - 0.0%
Debt Service 7,200 7,200 - -100.0%
Transfers - - - 0.0%
TOTALS 1,544,935 1,894,229 2,815,707 48.6%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
PUBLIC WORKS ADMIN 4020- Engineering 1,544,935 1,894,229 2,815,707 48.6%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
ENGINEERING
Salaries & Benefits71%
Operating
29%
Engineering
107
117 121 116 130 1300
200
FY19 FY20 FY21 FY22Approved FY23Recommended
Cityworks Users
*Source = Cityworks
Standard = 125
GIS/Asset
Management (Strategic Services)
Major Objectives
• Reduce operations & maintenance costs by
leveraging data to be more efficient
• Plan for future growth while mitigating issues
related to aging infrastructure
• Measure, monitor and communicate
performance for city services
• Engage citizens and provide transparency to
effectively communicate value
Budget Allocation
Funded by the Public Works Admin Internal Service
Fund
FY22 Accomplishments
• Cityworks for Water Conservation
• Community Dashboard for Climate Plan
• Avolve for Engineering
• ArcGIS Portal for Police
• Recreation Marijuana Tool
• 3D Mapping for Community Development
• Aerial Photography
• ESRI Community Base Maps
• Curb Box Program for Water/Sewer
FY22 Strategic Plans
• 4.1 Community Plan
• 4.5 Housing and Transportation
• 7.4 Performance Metrics
Performance Measures
FY23 Strategic Plan
• Improve Communication between Divisions with
Community Dashboards (7)
• Data Anlysis Tools (7.4a)- ArcGIS Urban 3-D and
Geocortex CIP Viewer
• System Integration (7.3b &c)- Intergrate Avolve
with Cityworks
GIS/Asset
Management
27%
Public Works
Internal Service Fund
216,349 343545 600,000 600000608,505 510503
1,000,000 1000000
-
500,000
1,000,000
1,500,000
2,000,000
FY20 FY21 FY22Approved FY23Recommended
GIS Web Map Use
Target is to continuously increase web map use
*Source = Geocortex Analytics
Internal Map Use External Map Use
Asset Management Report Card
Grades reflect GIS/AM work in support of the Divisions
*Source = GIS/AM Staff
108
FY23 Budget
Personnel
No FTE changes
Operating
Increases due to software maintenance contracts and software purchases
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
GIS/ASSET MANGT 750‐ Public Services Admin. 1,241,225 933,478 1,688,020 80.8%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 664,031 503,205 870,788 73.0%
Operating 387,194 430,273 767,232 78.3%
Capital 190,000 - 50,000 100.0%
Transfers - - - 0.0%
TOTALS 1,241,225 933,478 1,688,020 80.8%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
STRATEGIC SERVICES 4025- GIS/Asset Mgmt 1,241,225 933,478 1,688,020 80.8%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
GIS/ASSET
MANAGEMENT
Fund Division Project #Project Name FY23
750 Public Works Admin GIS04 Aerial Photography 50,000
Public Works Administration Fund
Salaries &
Benefits
52%
Operating
45%
Capital3%
GIS Asset Management
109
Solid Waste
Major Objectives
• Offer quality service to the residents of Bozeman
• Promote waste reduction thru recycling efforts
• Optimize operational efficiencies
Budget Allocation
Solid Waste Fund – Enterprise Fund
The Division also oversees the Landfill Post Closure
fund, which is funded by a mill levy.
FY22 Accomplishments
• Increase in landfill diversion rates- Collected
1,209 tons of co-mingled recycling (8.5%
increase), 796 tons of commercial cardboard, 277
tons of yard waste and 329 tons of food scraps
• Provided Landfill Condensate Hauling Program in-
house creating $100,650 in savings per year
• City/Private partnership composting feedstocks
at SWD facility
FY22 Strategic Plans
• 6.3b Increase Solid Waste Recycling Services.
Adopt incentive programs to increase the public’s
utilization of city recycling and solid waste
services.
Performance Measures
• Tonnage per Residential Customer:
Measure the pounds of refuse and recycling
per customer per collection event to
measure the impact of the waste diversion
programs.
***Methodology is currently being developed based
on recently implemented systems to track the
necessary data.
FY23 Strategic Plan
• 1.3c Enhance our relationship with Montana State
University
• 6.3b Increase Solid Waste Recycling Services.
Adopt incentive programs to increase the public’s
utilization of city recycling and solid waste service
o Efforts underway in a feasibility study on City-
wide recycling and organics collection program
delivery due spring of 2022.
o Adding ReCollect Software to our webpage
$4,721,805 $5,027,570 $5,178,117 $5,710,630
$‐
$2,000,000
$4,000,000
$6,000,000
FY20Actual FY21Actual FY22Approved FY23Approved
Solid Waste Fund Revenue
35%34%37%37%41%
65%66%63%63%59%
10,884 11,321 11,810 12,400 12,900
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
FY19 FY20 FY21 FY22Approved FY23Recommended
Residential Customers
The target is to increase the percentage of
recycling customers
*Source = Ramspro
Recycling & Refuse Customers Refuse Only Customer
1,043 1,114 1,208 1,220 1,340
795 756 796 750 860
1,569 1,505 937 1,600 1,050
-
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
FY19 FY20 FY21 FY22Approved FY23Recommended
Tonnage Diverted From The Landfill
The target is to increase the waste diverted from
the landfill
*Source = Ramspro
Residential Recycling Commercial Recycling Compost
110
FY23 Budget
Personnel
Add 1 FTE
Operating
Overall increase to provide services
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
640- Solid Waste Fund 4,943,893 5,557,464 5,982,727 7.7%
641 - Landfill Post Closure 310,000 359,000 599,000 66.9%
TOTALS 5,253,893 5,916,464 6,581,727 11.2%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 1,568,206 1,636,742 2,053,696 25.5%
Operating 3,317,687 3,509,722 3,924,031 11.8%
Capital 368,000 770,000 604,000 -21.6%
Transfers - - - 0.0%
TOTALS 5,253,893 5,916,464 6,581,727 11.2%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
5810-Collection Operation 4,420,004 4,993,495 5,280,221 5.7%
5820- Recycling 523,889 563,969 702,506 24.6%
5910- Landfill Post Closure 310,000 359,000 599,000 66.9%
TOTALS 5,253,893 5,916,464 6,581,727 11.2%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
PUBLIC WORKS
SOLIDWASTE
SOLIDWASTE
Fund Division Project #Project Name FY23
640 Solid Waste SW56 Collections Front Load Truck 300,000
641 Landfill SW69 Landfill Gas Wells 126,000
641 Landfill SW70 Landfill Leachate Piping 178,000
Solid Waste Funds
Salaries & Benefits31%
Operating60%
Capital
9%
Solid Waste
111
Stormwater
Major Objectives
• Protect the public from flooding and pipe failures
• Improve stream health
• Comply with environmental regulations
Budget Allocation
Stormwater Fund – Enterprise Fund
FY22 Accomplishments
• Operators maintained 19% of the Storm Sewer
infrastructure
• Staff improved workflows and documents
required by the MS4 Permit
• In progress on a renovation project to extend the
life of one of Bozeman’s oldest and largest
stormwater mains
FY22 Strategic Plans
• An Engaged Community -1.2 Community
Engagement
• 4.3 Strategic Infrastructure Choices
• 6.1 Clean Water Supplies
Performance Measures
FY23 Strategic Plan
• Continue working towards strategic vision 4 for a
Well-Planned City
• Work towards vision statement 7 High
Performing Organization
1,527,575 1,634,171 1,865,528 2,048,372
‐
500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY20Actual FY21Actual FY22Approved FY23Approved
Storm Water Fund Revenue
14%6%7%20%16%28%34%38%53%60%
0%
50%
100%
FY19 FY20 FY21 FY22Approved FY23Recommended
Construction Site Management Program
*Sources = Cityworks
Inspection Rate Annual Compliance Score
Inspection Target Annual Compliance Target
7%6%4%
20%10%
32%
56%
74%61%75%
0%
20%
40%
60%
80%
100%
FY19 FY20 FY21 FY22Approved FY23Recommended
Stormwater Facility Management Program
*Source = Cityworks
Inspection Rate Annual Compliance Score
Inspection Target Annual Compliance Target
FY19
F
(54%)
FY20
D+
(68%)
FY21
D
(60%)
FY22 App
C
(>70%)
FY23 Recom
D
(>65%)
Stormwater River Impact Report Card
*Source = COB Stormwater Management Plan
** See the City of Bozeman and Montana State University Stormwater Management Plan for more information at https://www.bozeman.net/government/stormwater/learn‐about‐stormwater.
112
FY23 Budget
Personnel
Add 1 FTE (75% Stormwater / 25% Community Development)
Operating
Overall increase to provide services
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
STORMWATER 670‐ Stormwater Fund 1,853,508 2,275,852 2,473,695 8.7%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 640,866 676,084 801,862 18.6%
Operating 317,907 445,033 804,848 80.9%
Capital 700,000 960,000 672,250 -30.0%
Debt Service 194,735 194,735 194,735 0.0%
Transfers - - - 0.0%
TOTALS 1,853,508 2,275,852 2,473,695 8.7%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
4510- Admin., Enforc. & Mapping 1,546,012 1,323,790 2,184,107 65.0%
4520- Operations & Mtc. 307,496 277,062 289,588 4.5%
4530- Construction - 675,000 - -100.0%
TOTALS 1,853,508 2,275,852 2,473,695 8.7%
Department Budget by Category
Department Budget by Division
Department Budget by Fund
STORMWATER
STORMWATER
Fund Division Project #Project Name FY23
670 Stormwater STDM04 Historic Pipe Replacement Program 310,000
670 Stormwater STDM05 Annual Unplanned Pipe Rehabilitation 47,250
670 Stormwater STDM17 Stormwater Facility Plan Phase 2 175,000
670 Stormwater STOP09 Stormwater Sidewalk Machine 140,000
Stormwater Fund
Salaries & Benefits32%
Operating
33%
Capital
27%
Debt
Service
8%
Stormwater
113
Street Maintenance
Major Objectives
• Implement an efficient pavement management
plan, in turn creating yearly maintenance
programs for failing street infrastructure.
• Utilize pavement condition assessment for
planning and scheduling our repairs from
potholes to complete reconstruction
• Maintain streets and alley right-of-ways to allow
traffic to move in a safe and prudent manner.
Budget Allocation
Street Maintenance is primarily funded by special
revenue. Street projects are funded by Street Impact
Fees and the Arterial & Collector Fund.
FY22 Accomplishments
• With the help of HR, staff vacancies never exceed
20%. Went into winter with every team member
having their Commercial Driver’s License.
• No pothole damage claims.
• Milled and overlaid Westridge and N. 25th
FY22 Strategic Plans
• 1.1 Outreach- continue our engagement with
citizens by working with the Neighborhoods
Coordinator to develop and install pop-up traffic
calming projects.
• 4.3c Strategic Infrastructure Choices – prioritize
long-term investment and maintenance for
existing and new infrastructure.
• 6.2 Protect Local Air Quality- Continue year round
sweeping to keep the fine particles from
becoming airborne.
Performance Measures
FY23 Strategic Plan
• 4.3d Strategic Infrastructure Choices: Explore
Sustainable Technology - Always look at ways to
purchase or up fit vehicles and equipment with
non-fossil fuel energy sources such as electricity
and solar power.
• 4.5a Enhance Non-motorized Transportation -
Continue to explore other sources of revenue
such as Montana Department of Transportation
for the preventative maintenance of separated
transportation paths.
• 6.1 Clean Water Supplies – Continue to use
drought tolerant and low water usage
landscaping on medians.
Street
Maintenance
Fund
54%
Street
Impact Fees
22%
Gas Tax
Fund
13%
Street Arterial
Construction
7%
Lighting Districts3%
Construction Funds1%
13.8 13.0 13.2 13.8 13.8
FY19 FY20 FY21 FY22Approved FY23Recommended
Street Mileage per Full Time Employee
*Source = GIS & NeoGov
Standard = 13 miles/FTE
14
13.5
13
12.5
16 12 8 15 15
0
10
20
FY19 FY20 FY21 FY22Approved FY23Recommended
Number of Potholes Filled per Street
Mile
Standard is to fill potholes at a rate to sustain 0
MMIA pothole claim payouts
*Source = Cityworks
FY19
0
FY20
0
FY210
FY22 App.0
FY23 Recom.0
Number of Paid Pothole Related MMIA Claims*
The COB Streets Department's standard is to have 0 paid pothole related claims
*Source = MMIA
114
FY23 Budget
Personnel
Add Street Operators (1 FTE) and two Signs & Signals Operator I (2 FTE)
Operating
Operational costs increasing with maintaining more roads and increase in general construction costs.
Capital
There are many capital projects planned for FY23. See Capital Expenditures section for the detailed capital listing
for the Street maintenance Fund, Gas tax Fund, Street Impact Fee Fund, and Arterial & Collector Fund.
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
010- General Fund - - - 0.0%
108- Community Transportation Fund 5,000 5,000 - -100.0%
110- Gas Tax Fund 2,344,500 2,294,500 2,333,641 1.7%
111- Street Maintenance Fund 6,473,105 7,779,645 9,395,234 20.8%
114- Street Impact Fees 6,230,001 3,943,392 3,793,392 -3.8%
141- Street Arterial Construction 1,588,500 2,911,000 1,203,000 -58.7%
Various- Lighting Districts 528,934 571,616 571,616 0.0%
504- Construction Funds 2,178,000 2,112,724 100,000 -95.3%
TOTALS 19,348,040 19,617,877 17,396,883 ‐11.3%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 1,829,674 1,917,417 2,513,005 31.1%
Operating 5,452,399 5,722,658 5,985,003 4.6%
Capital 10,505,000 10,219,763 6,070,990 -40.6%
Debt Service 310,800 344,418 88,973 -74.2%
Transfers 1,250,167 1,413,621 2,738,912 93.8%
TOTALS 19,348,040 19,617,877 17,396,883 ‐11.3%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
4110- Street Operations 11,326,597 10,220,767 11,356,642 11.1%
4120- Street Maintenance 2,344,500 2,404,500 2,333,641 -2.9%
4130- Street Construction 4,639,147 5,909,825 2,157,771 -63.5%
4150- Street Lighting 586,934 648,216 645,279 -0.5%
4171- Traffic Signs & Markers 450,862 434,569 903,550 107.9%
TOTALS 19,348,040 19,617,877 17,396,883 ‐11.3%
Department Budget by Category
Department Budget by Division
Department Budget by Fund
PUBLIC
WORKS
STREETS
STREETS
Salaries &
Benefits
14%
Operating34%Capital35%
Debt Service
1%Transfers
16%
Street Maintenance
115
Vehicle Maintenance
Major Objectives
• To maintain vehicles and equipment in good
running condition thereby enabling various City
personnel to perform daily assignments safely
and without delay due to mechanical failure or
breakdown.
• The Division emphasizes the importance of
having a well-structured preventative
maintenance program online for all equipment
and vehicles.
Budget Allocation
Internal Service Fund- Vehicle Maintenance Internal
Service Fund and its services are billed out to other
funds
FY22 Accomplishments
• Maintained emergency services fleet (Fire and
Police) at the highest level
• Maintained and repaired essential services
(Streets, Solid Waste, and Water/Wastewater) at
the highest level
FY22 Strategic Plans
• 4.3d Strategic Infrastructure Choices – Explore
sustainable technology by pursuing and
preparing for an electric and alternative fueled
fleet.
• 6.2 Protect Local Air Quality- Maintain a robust
preventative maintenance program so engines do
not exceed their design emission levels.
• 7.2 Employee Excellence- Offer the best in class
work place amenities and facilities.
Performance Measures
• Preventative and Reactive Maintenance:
Calculate and monitor preventative vs
reactive maintenance.
***Working with Asset Management to
implement the necessary system changes to
be able to accurately track this information
for future years
FY23 Strategic Plan
• 7.2 Protect local Air Quality- Any time we
diagnose an emissions problem it is repaired.
• 7.2 Employee Excellence- Our mechanics are the
best in the valley maybe even the state.
• 7.3c Best Practices, Creativity & Foresight-
Improve Departmental Collaboration. Work with
departments on their vehicle purchases
considering serviceability, environmental and
climate influence and alternative propulsion
systems.
8 11.2 5.9 3 78.7 12.0 12.7 6 8
13.5
24.8 22.2
8.5 14
0
20
40
60
FY19 FY20 FY21 FY22Approved FY23Recommended
Days from Initiation to Completion for
Internal Vehicle Service Requests (by
priority)
*Source = Cityworks
High (standard = 2 days)Medium (standard = 6 days)
Low (standard = 8 days)
96%91%93%95%93%
98%98%98%98%97%94%89%89%90%91%
80%
85%
90%
95%
100%
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
Fleet Operational Time
*Source = Cityworks
Police Department
Water/Sewer Department
Streets Department
Police & Water/Sewer Standard = 95%
Streets Standard = 92%
116
FY23 Budget
Personnel
Add Assistant Superintendent (1 FTE)
Operating
Increases in costs for services
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
VEHICLE MAINTENANCE 710‐ Vehicle Maintenance Fund 1,444,636 1,833,724 2,107,737 14.9%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 588,729 749,210 947,078 26.4%
Operating 855,907 1,084,514 1,115,659 2.9%
Capital - - 45,000 New
TOTALS 1,444,636 1,833,724 2,107,737 14.9%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
PUBLIC WORKS 6010- Vehicle Maintenance Shop 1,444,636 1,833,724 2,107,737 14.9%
Department Budget by Category
Department Budget by Division
Department Budget by Fund
VEHICLE MAINTENANCE
Fund Division Project #Project Name FY23
710 Vehicle Maintenance VM04 Forklift Replacement 45,000
Vehicle Maintenance Fund
Salaries &
Benefits
45%Operating
53%
Capital
2%
Vehicle Maintenance
117
Wastewater-
Operations
Major Objectives
• Maintain over 240 miles of wastewater collection
system including manholes, wastewater
collection, and lift stations
• Clean collections system to minimize stoppages
• Video inspect sewer infrastructure to determine
problems to help troubleshoot and prioritize
repair and deferred maintenance
Budget Allocation
Operations are funded by the Wastewater Enterprise
Fund and new capacity projects are funded by the
Wastewater Impact Fee Fund.
FY22 Accomplishments
• Continued to keep a low number of sanitary
sewer overflow events by way of preventative
maintenance
FY22 Strategic Plans
• 4.3b Strategic Infrastructure Choices – Increase
capacity to sewer pipes to accommodate
development projects.
o Helped oversee and inspect the
construction of Davis Lane lift station and
sewer trunk main. The lift station and
truck main are now operational.
Performance Measures
FY23 Strategic Plan
• 4.3 Strategic Infrastructure Choices
o Relining of sewer main south of College
and 19th Ave and from behind Walmart to
Rouse
o Replacing sewer main from Mendenhall
to Main on Bozeman and from Bozeman
to Church on Main
Wastewater
Operations
51%
Water
Reclamation
Facility
49%
Distribution of Wastewater Budget
0.43
1.3 1.2 1.2 1.2
0
0.5
1
1.5
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
Number of Overflow Events per 100
Miles of Main
*Source = Cityworks
National Standard < 1.2 events/100 miles of main(AWWA)
57.6 57.4 57.6 57.6 57.6
55
56
57
58
FY19 FY20 FY21 FY22Approved FY23Recommended
Miles of Root Cut Mains
*Source = Cityworks
Standard = 56 miles/year
37.5 41.3 34.1
53 53
0
20
40
60
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
Miles of Flushed Mains
*Source = Cityworks
Standard = 41.3 miles/year
118
FY23 Budget
Personnel
No FTE changes
Operating
Minor increase in operating expenses
Capital
See Capital Expenditures section for the detailed capital listing for the Wastewater Fund and Wastewater Impact
Fee Fund.
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
620- Wastewater Fund 3,579,910 3,685,220 4,876,970 32.3%
630- Wastewater Impact Fee 1,508,452 4,647,102 2,529,103 -45.6%
TOTALS 5,088,362 8,332,322 7,406,073 ‐11.1%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 942,035 973,059 1,268,291 30.3%
Operating 1,901,910 1,729,846 1,988,264 14.9%
Capital 1,675,000 5,060,000 2,983,100 -41.0%
Debt Service 530,012 530,012 1,127,013 112.6%
Transfers 39,405 39,405 39,405 0.0%
TOTALS 5,088,362 8,332,322 7,406,073 ‐11.1%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
5210- Wastewater Operations 3,883,957 7,114,267 6,048,018 -15.0%
5220- Utilities Locates 92,900 106,550 126,550 18.8%
5230- Wastewater Services 5,000 5,000 5,000 0.0%
5240- Wastewater Construction 1,064,405 1,064,405 1,184,405 11.3%
5250- Manholes 25,000 25,000 25,000 0.0%
5260- Televising 12,100 12,100 12,100 0.0%
5280- Main Repairs 5,000 5,000 5,000 0.0%
TOTALS 5,088,362 8,332,322 7,406,073 ‐11.1%
Department Budget by Category
Department Budget by Fund
Department Budget by Division
PUBLIC WORKS
WASTEWATER OPERATIONS
WASTEWATER OPERATIONS
Salaries &
Benefits
17%
Operating
27%Capital
40%
Debt Service
15%
Transfers1%
Wastewater Operations
119
Wastewater- Water
Reclamation Facility
Major Objectives
• Protect and enhance the water quality of the East
Gallatin River
• Consistently achieve compliance with all aspects
of the city’s Discharge permit (MPDES) and in
most cases be below allotted limit.
• Comply with all EPA 503 Bio-solids requirements
and regulations, minimizing unpleasant orders.
• Maintain the mechanical reliability of the WRF to
ensure uninterrupted operations.
Budget Allocation
FY22 Accomplishments
• Met Montana Department of Environmental
Quality discharge permit requirements. No
permit violations.
• Maintained an aggressive, proactive preventative
vs. corrective maintenance program with no
major breakdowns.
• Continued with optimization of WRF biogas
system, saving on natural gas expense
FY22 Strategic Plan
• 1.3c) Enhance our relationship with State and
Federal Agencies: Projects with MSU include
Wastewater surveillance testing for COVID-19
and the ongoing Wetland pilot project.
• 6.1a) The WRF main objective is to protect the
East Gallatin River. The Bozeman WRF discharges
a best in class product to the outflow. Because
the WRF is a biological nutrient removal facility
(BNR) no chemicals are used in the processing of
the wastewater.
Performance Measures
FY23 Strategic Plan
• 1.3 Public Agencies Collaboration – WRF
collaborates with MSU and DEQ and also provides
educational tours for students of all ages.
• 6.1 Clean Water Supplies - The WRF will continue
to recycle the city of Bozeman wastewater to a
best in class product.
• 6.3 Climate Action – Continue work on the in-
house biogas optimization plan.
Wastewater
Operations
51%
Water Reclamation Facility49%
Distribution of Wastewater Budget
1,607 1,593 1,728 1,645 1,728
1,500
1,600
1,700
1,800
FY19 FY20 FY21 FY22Approved FY23Recommended
Total O&M Dollars per Million Gallons of
Wastewater Flow Treated Annually
*Source = Hach WIMS
Standard = $1,608
1.88 4.17 2.67 4.17 4.1756.9 58.7 46.1 59.0 59.0
0
20
40
60
80
100
FY19 FY20 FY21 FY22Approved FY23Recommended
Loading Per Million Gallons of Wastewater
Flow Treated Daily
*Source = Hach WIMS
Phosphorus Nitrogen
Phosphorous Standard = 3.87 Nitrogen Standard = 77.3
95.7%92.5%94.0%92.5%93.5%
4.3%7.5%6.0%7.5%6.5%
60%
70%
80%
90%
100%
FY19 FY20 FY21 FY22Approved FY23Recommended
Preventative vs. Corrective Maintenance
*Source = JobCal
% Preventative Maintenance % Corrective Maintenance
Target = 83% Preventative
120
FY23 Budget
Personnel
No FTE changes
Operating
Minor inflationary costs for operation
Capital
Annual projects, see Capital section for all the detailed capital listing for the Wastewater fund, and Wastewater
Impact Fee fund.
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
620- Wastewater Fund 7,102,531 7,054,131 7,170,088 1.6%
630- Wastwater Impact Fee - 300,000 - -100.0%
TOTALS 7,102,531 7,354,131 7,170,088 ‐2.5%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 1,240,921 1,313,193 1,520,764 15.8%
Operating 2,737,610 2,941,938 3,297,625 12.1%
Capital 1,885,000 1,860,000 730,000 -60.8%
Debt Service 1,239,000 1,239,000 1,621,699 30.9%
Transfers - - - 0.0%
TOTALS 7,102,531 7,354,131 7,170,088 ‐2.5%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
5610- WRF Operations 6,070,039 6,030,074 5,899,863 -2.2%
5620- Laboratory 463,492 454,157 645,325 42.1%
5630- Sludge Injection 554,200 555,100 610,100 9.9%
5640- Pretreatment 14,800 14,800 14,800 0.0%
5650- WRF Construction - 300,000 - -100.0%
TOTALS 7,102,531 7,354,131 7,170,088 ‐2.5%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
PUBLIC WORKS
WATER RECLAMATION FACILITY
WATER RECLAMATION FACILITY
Salaries &
Benefits
21%
Operating46%
Capital
10%
Debt Service
23%
Water Reclamation Facility
121
Water - Operations
Major Objectives
• Maintain over 300 miles of the water distribution
system, hydrants, valves, meters and pressure
reducing valves.
• Respond to water distribution problems 24 hours
a day, 7 days a week.
Budget Allocation
Operations are funded by the Water Enterprise Fund
and new capacity projects are funded by the Water
Impact Fee Fund.
FY22 Accomplishments
• Repaired and replaced over 1200 meters with
new styles meters
• Oversaw the rehab of Pear Street “blowout”
FY22 Strategic Plans
• 6.1 Clean Water Supplies – Finished the lead
service water replacement by replacing the last
known lead service in Bozeman
• 7.2a Employee Excellence – Adjusted crew
schedules to accommodate a better work-life
balance
Performance Measures
FY23 Strategic Plan
• 1.3c Public Agencies Collaboration – Establish
updated memorandum of understanding with
Montana State University and continue to assist
them with water and sewer issues.
• 6.1 Clean Water Supplies and Commission Priority
for Water Conservation – Install another new
meter gateway to increase communications
between meters and the Dropcountr system.
Continue replacing meters to accomplish the
same goal.
Water
Operations
37%
Water
Treatment
Plant
57%
Water Conservation6%
Distribution of Water Budget
5.2 3.7 4.7 8.4 8.4
0
5
10
FY19 FY20 FY21 FY22Approved FY23Recommended
Water Main Breaks/Leaks 100 Miles of
Pipe
National Standard (AWWA) ≤ 8.4
*Source = Cityworks
0.51 0.64 0.56 1.43 1.43
0
0.5
1
1.5
2
FY19 FY20 FY21 FY22Approved FY23Recommended
4-12 Hour Disruption of Water
Service/1,000 Accounts
National Standard (AWWA) ≤ 1.43
*Source = Cityworks
331
283
328
300
330
240
260
280
300
320
340
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
New Water Service Line Inspections
*Source = Cityworks
122
FY23 Budget
Personnel
No FTE changes
Operating
Inflationary increases in the costs of operations
Capital
See Capital Expenditures section for all the detailed capital listing for the Water Fund and Water Impact Fee Fund.
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
600- Water Fund 4,585,224 7,563,729 6,700,496 -11.4%
610- Water Impact Fees 1,036,291 856,241 815,629 -4.7%
TOTALS 5,621,515 8,419,970 7,516,125 ‐10.7%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 1,212,444 1,271,386 1,606,675 26.4%
Operating 2,219,571 2,425,684 2,721,380 12.2%
Capital 1,589,500 4,119,500 2,703,682 -34.4%
Debt Service - 3,400 - -100.0%
Transfers 600,000 600,000 484,388 -19.3%
TOTALS 5,621,515 8,419,970 7,516,125 ‐10.7%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
5010- Water Operations 2,624,554 4,925,350 3,657,410 -25.7%
5020- Utility Locates 93,750 107,475 127,475 18.6%
5030- Water Services 35,000 35,000 35,000 0.0%
5040- Water Construction 2,162,500 2,657,500 2,839,388 6.8%
5060- Meter Reading 588,211 577,145 746,352 29.3%
5070- Hydrants 80,000 80,000 73,000 -8.8%
5080- Water Valves 17,500 17,500 17,500 0.0%
5090- Main Repairs 20,000 20,000 20,000 0.0%
TOTALS 5,621,515 8,419,970 7,516,125 ‐10.7%
Department Budget by Category
Department Budget by Fund
Department Budget by Division
PUBLIC WORKS
WATER OPERATIONS
WATER OPERATIONS
Salaries &
Benefits
21%
Operating
36%
Capital
36%
Transfers
7%
Water Operations
123
Water- Water
Treatment Plant
Major Objectives:
• Protect public health through optimization of the
Sourdough and Lyman Creek Plants.
• Maintain high-quality drinking water of low
turbidity, void of contaminants, and meeting
water supply demands of the City.
• Monitoring and maintaining WTP facilities to
ensure current needs are met and to anticipate
future water quality and quantity needs.
Budget Allocation
Operations are funded by the Water Enterprise Fund
and new capacity projects are funded by the Water
Impact Fee Fund.
FY22 Accomplishments
• Reduced overflow when using Hyalite Lake water
to 1.13 MGD so far
• Optimized chemical use for residuals handling
with a 50% reduction in chemicals used for
residuals treatment
• Began recycling backwash water to head of the
plant January 2021 resulting in over 50 MG
recycled and about 1 MG of sludge production in
FY22
• Sourdough Fuels Reduction Project started
FY22 Strategic Plans
6.1 Clean Water Supplies
7.3 Best Practices, Creativity & Foresight
7.4 Performance Metrics
Performance Measures
FY23 Strategic Plan
6.1 Clean Water Supplies
7.3 Best Practices, Creativity & Foresight
• 7.3c Improve Departmental Collaboration
• 7.3d Update Departmental Plans
7.4 Performance Metrics- Continue to improve on
performance measures through plant optimization
and data collection
Water Operations37%
Water
Treatment
Plant
57%
Water
Conservati
on6%
Distribution of Water Budget
1.97 1.90 1.21 1.50 1.100
5
FY19 FY20 FY21 FY22Approved FY23RecommendedMillions of GallonsPurchased Median Daily Surplus Hyalite
Water
(Indicating water the City purchased but did not use)*Source = Hach WIMS
Target ≤ 1.5 Million Gallons
1,001 965 1,086 1,090 1,100
0
500
1,000
1,500
FY19 FY20 FY21 FY22Approved FY23Recommended
Number of samples per 10,000 people
*Source = Hach WIMS
Standard ≥ 1,000
76.1%73.8%84%62.5%68%
23.9%26.2%16%37.5%32%
0%
20%
40%
60%
80%
100%
FY19 FY20 FY21 FY22Approved FY23Recommended
Corrective vs Preventative Maintenance
Target = 60% Preventative / 40% Corrective
*Source = JobCal
Percent Corrective Maintenance
Percent Preventative Maintenance
124
FY23 Budget
Personnel
No FTE changes
Operating
No major changes
Capital
See Capital Expenditures section for the detailed capital listing for the Water Fund and Water Impact Fee Fund.
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
600- Water Fund 5,111,197 5,282,560 11,531,710 118.3%
610- Water Impact Fees 525,000 1,350,000 - -100.0%
TOTALS 5,636,197 6,632,560 11,531,710 73.9%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 918,347 947,205 1,068,550 12.8%
Operating 2,207,220 2,206,725 2,801,025 26.9%
Capital 1,345,000 2,185,000 6,350,000 190.6%
Debt Service 1,165,630 1,293,630 1,312,135 1.4%
Transfers - - - 0.0%
TOTALS 5,636,197 6,632,560 11,531,710 73.9%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
4610- Water Plant Operations 5,111,197 5,282,560 11,031,710 108.8%
4620 - Water Plant Contruction 525,000 1,350,000 500,000 -63.0%
TOTALS 5,636,197 6,632,560 11,531,710 73.9%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
PUBLIC WORKS
WATER PLANT
WATER PLANT
Salaries &
Benefits
9%
Operating24%
Capital
55%
Debt Service
12%
Water Treatment Plant
125
Water Conservation
Major Objectives
• Establishing and strengthening the community’s
water conservation ethic.
• Ensuring adequate water supplies are available;
to meet current and future demands, in times of
drought, for emergency response and long term
drought mitigation
Budget Allocation
Funded by the Water Enterprise Fund
FY22 Accomplishments
• Successfully implemented first city-wide drought
declaration
• Completed first water distribution system audit
since 2015
• Developed a water conservation measure
Decision Support System (DSS) model
FY22 Strategic Plans
• An Engaged Community: 1.1 Outreach, 1.2
Community Engagement - Public school
education partnership with MOSS, sprinkler
system assessments, G3 watershed wise
landscaping classes
• An Innovative Economy: 2.2 Infrastructure
Investments – Water distribution system audit,
City facility irrigation system audits
• A Sustainable Environment: 6.1.a Watershed
Management Safe Community & 6.3 d Climate
Change Adaptation and Mitigation: Ongoing
drought monitoring and public education
campaign, outdoor water use efficiency campaign
Performance Measures
FY23 Strategic Plan
• An Engaged Community: 1.1 Outreach and 1.2
Community Engagement
• A Well-Planned City: 4.3d Explore Sustainable
Technology to Advance Environmental
Sustainability
• A Sustainable Environment: 6.1a Watershed
Management
Water
Operations
37%
Water
Treatment
Plant
57%
Water
Conservat
ion
6%
Distribution of Water Budget
126 183 134 300 185818741
140
127117
251
42
300
14757
59
123
100
195
-100
100
300
500
700
900
FY19 FY20 FY21 FY22 Approved FY23Recommended
Water Conservation Rebates
The target is to continuously increase the rebate
program
*Source = GIS Rebate Tracking Database
Toilets Clothes Washers
Showerheads Landscape & Irrigation System
61 91 105 140 150
0
100
200
FY19 FY20 FY21 FY22 Approved FY23Recommended
Number of Outdoor Sprinkler System
Assessments
Target = 200 assessments
*Source = Internal Tracking System
0
20
40
60
80
100
120
140
-
10,000
20,000
30,000
40,000
50,000
60,000
GPCDPopulationGallons Per Capita Per Day (GPCD) Water
Demand & Population
The target is to show a long term decreasing GPCD trend
independent of annual weather anomalies
*Source = Naviline & US Census
Total Water Demand (GPCD)Population
119 GPCD
107
GPCD
126
FY23 Budget
Personnel
Add 2 Water Conservation Specialists (2 FTE)
Operating
Increases in operations with expanding program
Capital
None
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
WATER CONSERVATION 600‐Water Fund 658,829 708,726 1,117,960 57.7%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 160,229 167,026 500,310 199.5%
Operating 460,100 467,200 615,150 31.7%
Capital 36,000 72,000 - -100.0%
Debt Service 2,500 2,500 2,500 0.0%
Transfers - - - 0.0%
TOTALS 658,829 708,726 1,117,960 57.7%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
PUBLIC WORKS 4640- Water Conservation 658,829 708,726 1,117,960 57.7%
Department Budget by Fund
Department Budget by Category
Department Budget by Division
WATER CONSERVATION
Salaries &
Benefits
45%
Operating
55%
Water Conservation
127
129
Public Welfare
Recreation (Parks & Recreation)- The
Recreation Division is responsible for identifying the
recreation needs of our growing community and offering
quality programs in diverse interest areas that satisfy
those needs. The division has a committed staff that
remains focused on program quality and customer
satisfaction while offering all-inclusive opportunities in
outdoor recreation, sports, fitness, and cultural arts. The
Aquatics Division is comprised of one year-round indoor
facility, the Swim Center and one outdoor seasonal
facility, Bogert Pool. Forestry (Parks & Recreation)- The Forestry Division is committed to providing a healthy, safe, and
aesthetically pleasing community forest. Environmental, economic, and social benefits from the urban forest raise
the standard of living for Bozeman residents.
Parks (Parks & Recreation)- The Parks Division is responsible for the overall development and
maintenance of 44 public parks, 52 + miles of trails and associated sports fields and open space within the City
limits.
Cemetery (Parks & Recreation)- The 73+acre Sunset Hills Cemetery, the only City owned and
maintained cemetery, is a virtual arboretum of stately pine, fir, spruce, ash, maple, cedar and various ornamental
trees, which are maintained by the Forestry Division with assistance from the Cemetery Division. The cemetery
currently contains over 16,000 burial sites, three columbaria, nine dedicated affiliation areas and ample room for
expansion.
Library- The Bozeman Public Library creates
opportunities that inspire curiosity, exploration and
connection. The Library is the community cultural center
that connects all Bozeman citizens to their neighbors
and the world.
Economic Development - Our community
strengthens and diversifies the local economy by
supporting business sectors that create & sustain mid- to
high-paying jobs, enhancing the high quality of life in the
greater Bozeman. Sustainability (Strategic Services) - Coordinates with city departments and community
stakeholders to promote a sustainable environment and reduce greenhouse gas emissions.
Affordable Housing (Community Development) ‐ As Bozeman grows, the city is working to
develop a long-term plan to meet the housing needs of its residents through the Affordable Housing Program.
131
Recreation (Parks & Recreation)
Major Objectives
• Provide diverse and inclusive recreational
opportunities and facilities that promote health
and wellness and improve the quality of life for
the Bozeman community.
• Provide recreation and fitness opportunities to
the community in an environment that
encourages and instructs individuals how to be
safe in, on, and around water.
Budget Allocation
Funded by the General Fund
FY22 Accomplishments
• Partnered on Community Art Projects and Events:
o Random Acts of Silliness (Fairy Village,
Cabinets of Curiosity)
o Mountain Time Arts (Teepee Installation)
o Friends of Story Mansion (monthly
community events including Story Under
the Stars)
o Bike Your Park event
• Expanded Programming
• Facility Bond Project (Lindley Center)
• Maintained and programmed a five-day week
with limited staff
• Added heat-recovery ventilator to protect
electronics
• Received $15,000 donation to update lockers in
locker rooms
FY22/FY23 Strategic Plans
• An Engaged Community 1.4 Business and
Institutional Partnerships
• A Safe Welcoming Community 3.4 Active
Recreation
• A Creative Learning Culture 5.3 Partnerships for
Education and Learning
Performance Measures
Recreation
Aquatics
Recreation12%
General Fund 40%26%28%40%40%
0%
20%
40%
60%
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
Recreation Program Cost Recovery
*Source = Naviline & COB Finance Department
Standard = 50% (National Average = 27.3%)
99%99%97%90%90%80%
90%
100%
FY19 FY20 FY21 FY22Approved FY23Recommended
Percentage of Participants Satisfied with
Recreation Programs
*Source = Digital Surveys
Standard ≥ 90%
658 220 752 800 800
0
500
1000
FY19 FY20 FY21 FY22Approved FY23Recommended
Number of Individuals on the Aquatics
Program Wait Lists
Standard ≤ 200
*Source = Sportsman
6,042 3,637 4524 4,000 50340
5,000
10,000
FY19 FY20 FY21 FY22Approved FY23Recommended
Visitation per FTE
*Source = Sportsmans
Standard = 4,000
132
FY23 Budget
Personnel
Add 2 FTE and 3 Short-Term Workers @ 0.66 FTE
Operating
Increases in consultants and professional services, training, and equipment necessary for additional staff.
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
010- General Fund 2,182,249 2,275,169 2,933,988 29.0%
189- Story Mansion Operating 35,048 47,579 48,600 2.1%
573- Rec Bonds Construction - - 2,268,520 New
TOTALS 2,217,297 2,322,748 5,251,108 126.1%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 1,164,451 1,190,722 1,928,160 61.9%
Operating 891,158 801,338 852,084 6.3%
Capital 157,000 326,000 2,468,520 657.2%
Debt Service 4,688 4,688 2,344 -50.0%
Transfers - - - 0.0%
TOTALS 2,217,297 2,322,748 5,251,108 126.1%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
8010- Recreation Operations 657,550 640,734 1,071,605 67.2%
8020- Swim Center 1,066,584 1,048,459 3,393,103 223.6%
8030- Bogert Pool 85,976 90,990 90,990 0.0%
8040- Facilities: Lindley, Beall &
Story 328,159 465,915 628,210 34.8%
8050- Recreation Programs 79,028 76,650 67,200 -12.3%
TOTALS 2,217,297 2,322,748 5,251,108 126.1%
Department Budget by Category
Department Budget by Division
Department Budget by Fund
PARKS AND RECREATION
RECREATION
RECREATION
Fund Division Project #Project Name FY23
10 Recreation GF355 Westside Recreation and Library Design 200,000
573 Recreation GF137 Swim Center Renovation 1,265,400
573 Recreation GF238 Bogert Pool Renovation 585,800
573 Recreation GF140 Lindley Parking Lot Resurfacing 82,320
573 Recreation GF209 Lindley Center Renovation 335,000
Construction Funds
General Fund
Salaries &
Benefits
37%
Operating
16%
Capital
47%
Recreation
133
Forestry (Parks & Recreation)
Major Objectives
• Continue both reactive and proactive
maintenance for Bozeman’s 25,000+ public trees
in boulevards, developed city parks, and city-
owned properties.
• Manage potential risk factors through site
inspections, proper pruning, and high-risk tree
removals.
• Identify and correct encroaching vegetation
utilizing Forestry staff (public trees) and Code
Compliance (private trees).
• Maintain Cost Share and Voucher Replacement
programs, while increasing Public Outreach to
improve tree diversity and resident interaction.
Budget Allocation
Funded by the Tree Maintenance Special Revenue
Fund
FY22 Accomplishments
• Frost Bites Round 2 (removal of 600+ frost
damaged trees)
• Installed 307 new trees, serviced 1065 existing
trees, and reviewed all development plans for
compliance and appropriate tree plantings
• Partnered with Gallatin Watershed Council to
plant City boulevard trees in underserved
neighborhoods
FY22 Strategic Plans
• Sustainable Environment 6.2 Protect Local Air
Quality- Healthy established trees and increased
plantings improve air quality
• Sustainable Environment 6.3 Climate Action d)
resiliency/preparedness for climate change-
Trees reduce cooling needs, provide habitat,
reduce watering needs for turf, sequester carbon,
reduce severity of flooding/drought
• Sustainable Environment 6.5 Parks, Trails & Open
Space – Tree maintenance extends beyond
boulevards into PTOS. Higher capacity for larger,
mature trees and community engagement.
Performance Measures
FY23 Strategic Plan
• 6.2 Protect Local Air Quality
• 6.3 Climate Action -d) Climate Change Adaptation
and Mitigation - Increase the community's
resiliency and preparedness in response to
climate change.
• 6.5- Tree maintenance extends beyond
boulevards into PTOS.
11.2%6.2%4.4%3.5%3.4%
1.1%
1.0%0.9%1.3%1.1%
1.2%
3.1%3.3%1.5%1.5%
1.8%4.8%5.6%
4.2%8.3%
0%
5%
10%
15%
20%
FY19 FY20 FY21 FY22Approved FY23Recommended
Percent of Trees Planted, Pruned, Removed,
or Inspected
Standard: 7-year cycle (14.3% of population)
Source = GIS Work Tracking System
Percent of Trees Pruned Percent of Trees Planted
Percent of Trees Removed Percent of Trees Inspected
Target = 14.3%
33%29%28%27%25%15%
25%
35%
FY19 FY20 FY21 FY22Approved FY23Recommended
Percent of Population That is Ash
Standard: Reduce Ash to 20% of Population
Source = GIS Work Tracking System
Target = 20%
92%70%80%90%90%
8%30%20%10%10%
0%
20%
40%
60%
80%
100%
FY19 FY20 FY21 FY22Approved FY23Recommended
Proactive vs. Reactive Maintenance
Source = GIS Work Tracking System
Reactive Tree Maintenance
Proactive Tree Maintenance
Target = 90% Proactive
134
FY23 Budget
Personnel
No FTE changes
Operating
Increase in District administrative costs
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
FORESTRY 112‐ Tree Maintenance Fund 777,909 949,280 1,048,074 10.4%
Division Category FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 481,089 473,159 648,657 37.1%
Operating 296,820 316,121 324,417 2.6%
Capital - 160,000 75,000 -53.1%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 777,909 949,280 1,048,074 10.4%
Department Division FY21 Actual FY22 Budget FY23 Approved % Change
PARKS AND RECREATION 7710- Tree Maintenance 777,909 949,280 1,048,074 10.4%
Department Budget by Category
Department Budget by Division
Department Budget by Fund
FORESTRY
Fund Division Project #Project Name FY23
112 Tree Maintenance FOR17 Forestry Brush Chipper 75,000
Tree Maintenance Fund
Salaries &
Benefits
62%
Operating
31%
Capital
7%
Forestry
135
Parks (Parks & Recreation)
Major Objectives
• Continue adding, upgrading, and maintaining safe
and quality sports fields, trail corridors,
community gathering areas, and playground
equipment.
• Provide expanded maintenance and care to
restrooms, litter control, pet waste disposal, turf
care, and water conservation efforts.
• Improve, maintain, and expand the trail system in
coordination with development and our partners.
• Continue to upgrade park signage for uniformity
and less maintenance.
Budget Allocation
With the New District Parks will be funded through a
special assessment in a special revenue fund. It’s the
second year of the Parks & Trails District Special
Revenue fund.
FY22 Accomplishments
• Purchased 12-acre expansion of Burke Park
• Completed the Front Street Connector Trail
• Installed a new playground in Oak Meadows Park
FY22 Strategic Plans
• 3.4 Active Recreation – New park added to the
system
• 4.3 Strategic Infrastructure – Parks & Trails
District
• 6.5 Parks, Trails & Open Space – PROST update
Performance Measures
FY23 Strategic Plan
• 3. A Safe, Welcoming Community - Active
Recreation- Facilitate and promote recreational
opportunities and active health programs and
facilities. (Maintaining and operating high quality
playgrounds, sports fields, trail corridors.)
• 4. High Quality Urban Approach Prioritize long-
term investment and maintenance for existing
and new infrastructure
• 6. Sustainable Environment – Support the
maintenance and expansion of the
interconnected system of parks, trails, and open
space
3,694,138
4,655,189 5,452,003
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
FY21 Actual FY22 Approved FY23 Approved
Parks & Trails Revenue
89%90%91%92%
70%
90%
FY20 FY21 FY22Approved FY23Recommended
Percent of City Limits within 1/2 mile of
a Park
*Source = National Recreation & Park Association & City GIS data
18.6 17.7 19 18.3 18
7.0
12.0
17.0
22.0
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
Acres of Parkland/1,000 Residents
*Source = National Recreation & Park Association & City GIS Data
Standard = 9.9 acres/1,000 Residents
403 358 300 389 250
344 297 307 344
250
-
200
400
600
800
FY19 FY20 FY21 FY22Approved FY23Recommended
Hours spent on Sanitation & Turf
Maintenance per FTE
*Source = Cityworks
Sanitation Hours per FTE
Turf Maintenance hours per FTE
Standard = 500 hours/FTE
136
FY23 Budget
Personnel
Add Administrative Assistant (1 FTE), Parks Lead Worker (1 FTE), Parks Worker (4 FTE), Parks Maintenance (1 FTE),
Parks Worker – Sports Turf (1 FTE), and 2 Seasonal Staff @ .25 FTE each.
Operating
Increases in operational costs with the increase in level of service
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
128- FWP Management Areas 2,000 2,000 2,000 0.0%
132 - Bogert Park 5,000 12,000 12,000 0.0%
184- Parks Master Plan Development 5,000 5,000 5,000 0.0%
195 - Parks & Trails Mtc District 3,632,174 5,092,179 6,043,304 18.7%
199- Sports Park 51,000 51,000 176,795 246.7%
850- Parkland Trust 5,000 5,000 5,000 0.0%
TOTALS 3,700,174 5,167,179 6,244,099 20.8%
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 1,501,072 1,678,203 2,672,273 59.2%
Operating 1,986,102 2,303,976 2,573,031 11.7%
Capital 213,000 1,185,000 873,000 -26.3%
Debt Service - - 125,795 0.0%
TOTALS 3,700,174 5,167,179 6,244,099 20.8%
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
PARKS AND RECREATION 7610- Parks Operations 3,700,174 5,167,179 6,244,099 20.8%
Department Budget by Category
Department Budget by Division
Department Budget by Fund
PARKS
PARKS
Fund Division Project #Project Name FY23
195 Parks & Trails District GF031 Park Improvement Grant 150,000
195 Parks & Trails District GF092 Playground Equipment 130,000
195 Parks & Trails District GF115 Park Vehicle Replacements 47,000
195 Parks & Trails District PTD01 Large Deck Mower 70,000
195 Parks & Trails District PTD02 Parks Restroom Upgrades 80,000
195 Parks & Trails District PTD03 Payground Equipment 210,000
195 Parks & Trails District PTD04 Park Vehicles 106,000
195 Parks & Trails District PTD05 Toolcat Multi-Purpose Vehicle 80,000
Parks & Trails District
Salaries &
Benefits
43%
Operating41%
Capital14%
Debt
Service
2%
Parks
137
Cemetery (Parks & Recreation)
Major Objectives
Develop new cemetery blocks and lots for internments
as demand dictates. Provide an easily accessible, safe,
and serene setting for cemetery/gravesite visitation.
Continued excellence in providing professional and
dignified internment services.
Budget Allocation
Funding through the General Fund
FY22 Accomplishments
• Construction continuing on the Southwest
Montana Veteran’s Cemetery, with the terraced
retaining wall complete (420+ individual blocks),
rough grade established and irrigation and sod in
the summer of 2022.
• Scheduled installation of a new 80-niche
columbarium (GF252) during summer of 2022. The
current columbariums are full.
• GF 231-Continued find tuning of the pump station
and irrigation system in Sunset Hills Cemetery.
Operated cemetery on drastic water reduction
during 2021 drought.
FY22 Strategic Plans
• Sustainable Environment
• Climate Action-Ensure adequate supplies of clean
water for today and tomorrow
o Project GF231 - converted the cemetery
from treated water to surface water.
Saving 258 acre feet of treated water per
year on an average.
Performance Measures
FY23 Strategic Plan
• 6.A Sustainable Environment - We cultivate a
strong environmental ethic; protect our clean air,
water, open spaces and climate; and promote
environmentally sustainable businesses and
lifestyles
• 6.1-Clean Water Supplies- Ensure adequate
supplies of clean water for today and tomorrow.
GF 231- Cemetery Irrigation Project
• 6.2- Protect local air quality- The cemetery’s
diverse array of trees, turf and open space
Cemetery
1%
General Fund
0%
50%
100%
FY20 FY21 FY22Approved FY23 Recommended
Percent Burial and Interments Performed
within 24 Hours of Funeral Home Notice
*Source = Cemetery staff
Standard = 100%
0%
20%
40%
60%
80%
100%
FY20 FY21 FY22Approved FY23 Recommended
Percent Customer Inquiries Responded to
within 24 Hours
*Source = Cemetery staff
Standard = 100%
34 25
100 100
215
274
232 250
23 2
80 80
0
50
100
150
200
250
300
FY20 FY21 FY22Approved FY23 Recommended
Block/Lot and Niche Availability
*Source = Cemetery staff
Ash burial sites Standard burial sites Columbarium spaces
138
FY23 Budget
Personnel
No FTE changes
Operating
Small equipment purchase increase operating costs
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
CEMETERY 010‐ General Fund 564,835 579,385 655,696 13.2%
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 363,299 349,562 417,475 19.4%
Operating 156,536 156,823 175,221 11.7%
Capital 45,000 73,000 63,000 -13.7%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 564,835 579,385 655,696 13.2%
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
PARKS AND RECREATION 7210- Cemetery Operations 564,835 579,385 655,696 13.2%
Department Budget by Category
Department Budget by Division
Department Budget by Fund
CEMETERY
Fund Division Project #Project Name FY23
10 Cemetery GF116 Cemetery Vehicle Replacement 63,000
General Fund
Salaries & Benefits64%
Operating
27%
Capital9%
Cemetery
139
Library
Major Objectives
• Space - Design & Implement an expansion to
ensure that the Library has adequate space to
Bozeman's growing needs.
• Technology - Use technology & digital resources
to enhance the Library experience.
• Programming - Provide unique programming to
inform & enrich the lives of target audiences of
Library users.
• Outreach - Engage new & broader audiences in
taking advantage of the Library's resources.
Budget Allocation
Funded through the General Fund
A construction fund is setup for Library Maintenance
which is funded by up to 2% of unspent appropriation
from the prior year. There is a donation for the Library
expansion project in the Construction Fund as well in
FY23.
FY22 Accomplishments
Goal 1: Space – Strategy 1: Assess the Library’s
current space to determine if existing spaces can be
reconfigured for new uses and follow through on
new configurations.
Goal 2: Technology – Strategy 2: - Provide
opportunities and tools for Library users to create,
innovate and share original material.
Goal 4: Outreach – Strategy 4: - Create partnerships
to provide services to targeted populations who
could benefit from the Library’s resources.
FY22 Strategic Plans
5.1 a) Library Expansion Planning
Performance Measures
FY23 Strategic Plan
• Strategic Plan 5.1 a) Library Expansion Plan
Library5%
General Fund
956 624 340 850 900
0
500
1,000
1,500
Programs attended per FTEProgram Attendance per FTE
*Source = Library Tracking System
Standard = 800
666,992 474,337 334,281 620,000 620,000
26,773 17,036 17145 30,000 30000
60%
70%
80%
90%
100%
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
Library* vs Bookmobile Circulation Trends
Standard is to see increased bookmobile use
*Library circulation refers to all traditional hard copy print,
audio, & video circulation
Source = Workflows
Traditional Circulation (print, audio, video)Bookmobile Circulation
548,567 375,818 282522 500,000 540000
40,877
28,548 14785 35,000 35000
104,321
69,972 29374 90,000 90000
158,859 216,525 213633 250,000 250000
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FY19 FY20 FY21 FY22Approved FY23Recommended
Circulation Trends
Standard is to increase digital circulation
*Source = Workflows
Print Audiobook Video Digital Circulation (eBooks, audio, video)
140
FY23 Budget
Personnel
Add Librarian I (1 FTE)
Operating
Slight increase in cost of operation
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
010- General Fund 2,478,892 2,522,624 3,238,845 28.4%
561- Library Depreciation Fund 72,000 4,144,000 225,000 -94.6%
TOTALS 2,550,892 6,666,624 3,463,845 ‐48.0%
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 1,802,659 1,872,088 2,422,788 29.4%
Operating 676,233 650,536 808,924 24.3%
Capital 72,000 4,144,000 225,000 -94.6%
Debt Service - - 7,133 0.0%
TOTALS 2,550,892 6,666,624 3,463,845 ‐48.0%
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
7810- Library Operations 1,000,265 5,112,218 1,359,873 -73.4%
7820- Technical Services 337,626 358,628 438,949 22.4%
7830- Information Services 528,224 541,980 892,272 64.6%
7840- Children's Services 287,813 237,975 290,566 22.1%
7850- Circulation Services 396,964 415,823 482,185 16.0%
TOTALS 2,550,892 6,666,624 3,463,845 ‐48.0%
Department Budget by Category
Department Budget by Division
Department Budget by Fund
LIBRARY
LIBRARY
LIBRARY
Fund Division Project #Project Name FY23
561 Library Deprec Fund LIB29 Expansion of Auto Material Handler 50,000
561 Library Deprec Fund LIB30 Library Lighting Upgrade 175,000
Construction Funds
Salaries & Benefits70%
Operating
23%
Capital7%
Library
141
Economic Development
Major Objectives
• Increasing economic activity that improves our
community’s prosperity;
• Supporting innovation and encouraging growth in
mid-to-high wage sectors; and
• Facilitating the creation of mid-to-high paying
jobs/high quality employment to match the high
quality of life.
Budget Allocation
Funded operationally from the General Fund.
Oversees the programming of Special Revenue funds,
including Urban Renewal Districts.
FY22 Accomplishments/ FY22 Strategic Plan
• 2.1 Business Growth - Support retention and
growth of both the traded and local business
sectors while welcoming and encouraging new and
existing businesses, in coordination with the
Economic Development Plan.
• 2.2 Infrastructure Investments - Strategically
invest in infrastructure as a mechanism to
encourage economic development. a) Identify
Commercial/Industrial Infrastructure Needs.
Identify sites for new or redevelopment in areas
that lack adequate infrastructure and develop new
financing strategies to fund these investments.
• 2.3 Workforce Development - Support education
and workforce development initiatives to improve
the skills of our citizens.
Performance Measures
Economic
Development
27%
General Fund
21 34 42
91
100
20
40
60
80
100
FY19 FY20 FY21 FY22Approved FY23Recommended
Jobs created through the Big Sky Trust
Fund Program
*Source = Big Sky Trust Fund
$3,507,723 $3,507,723 $3,507,723 $3,507,723 $3,507,723
$982,574 $1,714,155 $1,707,571 $1,782,721 $1,854,030
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
FY19 FY20 FY21 FY22Approved FY23Recommended
Midtown TIF Incremental Taxable Value
*Source = MT Department of Revenue
Midtown URD Incremental Value
Midtown URD Taxable Base Value
$1,328,695 $1,328,695 $1,328,695 $1,328,695 $1,328,695
$4,159,996
$5,987,410 $6,247,663 $6,226,906 $6,475,982
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
FY19 FY20 FY21 FY22
Approved
FY23
Recommended
Downtown TIF Incremental Taxable Value
*Source = MT Department of Revenue
Downtown TIF Incremental Value
Downtown TIF Taxable Base Value
142
FY23 Budget
Personnel
No FTE changes
Operating
Broadband study match and Economic Development Strategy update
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
010- General Fund 467,010 644,996 538,042 -16.6%
116- Dowtown TIF District 2,026,653 2,052,225 5,227,099 154.7%
119- Economic Development Loan 31,000 31,000 31,000 0.0%
123- Big Sky Economic Development Grant 50,000 50,000 50,000 0.0%
143- North 7th Corridor TIF District 1,164,755 1,555,054 4,649,763 199.0%
144-North East Urban Renewal TIF District 273,201 279,467 1,137,624 307.1%
145-Mandeville TIF District - - 100,000 New
176- Downtown BID 175,750 175,788 268,836 52.9%
186- Development Impacts (Big Box) 5,000 5,000 5,000 0.0%
192- TIF South Bozeman Technology - - 10,000 New
TOTALS 4,193,369 4,793,530 12,017,364 150.7%
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 292,745 330,158 403,637 22.3%
Operating 3,456,176 3,590,364 10,741,627 199.2%
Capital 20,000 40,000 40,000 0.0%
Debt Service 92,000 92,000 92,000 0.0%
Transfers 332,448 740,998 740,100 -0.1%
TOTALS 4,193,369 4,793,520 12,017,364 150.7%
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
8240- Economic Development 653,135 844,708 795,887 -5.8%
8210/8220- Downtown Improvement
Districts 3,540,324 3,948,812 11,221,477 184.2%
TOTALS 4,193,459 4,793,520 12,017,364 150.7%
Department Budget by Category
Department Budget by Division
Department Budget by Fund
ECONOMIC DEVELOPMENT
ECONOMIC DEVELOPMENT
ECONOMIC DEVELOPMENT
Fund Division Project #Project Name FY23
10 Economic Development GF275 Fiber Optic Conduit and Vaults 40,000
General Fund
Salaries &
Benefits
3%Operating
90%
Capital
0%
Debt Service
1%
Transfers
6%
Economic Development
143
Sustainability (Strategic Services)
Major Objectives
• Building partnerships to enhance community
sustainability and resiliency
• Reduce municipal and community greenhouse
gas emissions
• Advance innovative solutions for buildings,
energy, transportation, waste, and greenspace
Budget Allocation
Funded by the General Fund
FY22 Accomplishments
• Operationalized the Climate Plan
o Charter, work plan, steering
committee, triannual reporting,
community dashboard
o Sustainability Advisory Board
o Affordable Housing Code Audit,
Engineering Design Standards, PUD
• Advanced a Utility-Scale Renewable Rate Option
o Alliances in utility negotiations and
advisory committees
• Completed Solar PV and EV Site Assessments
o Professional Building
o City Hall
o Library
o Bozeman Public Safety Center
o Bridger Parking Garage
o Shops Complex
o Story Mill Community Center
o Story Mill Landfill (EV only)
• Initiated Electrification Campaign
Performance Measures
FY23 Strategic Plan
• Update the Climate Action Plan 6.3.a
• Create Solar Energy Policies 6.3.c
• Climate Change Adaptation & Mitigation, 6.3.d
Sustainability
2%
General Fund
40%
0%
40%33%
54%54%
0%
10%
20%
30%
40%
50%
60%
FY18 FY19 FY20 FY21 FY22Approved FY23Recommended
Percent of EV/Hybrid Passenger Vehicles
Purchased by COB
115 103 97 107 100
79 67 78 72 728386
148
83 86
020
40
60
80
100
120
140
160
FY19 FY20 FY21 FY22Approved FY23RecommendedkBtu/SFMunicipal Building Energy Use Intensity (EUI)
*Source = NorthWestern Energy
City Hall Library
Stiff Building City Hall Standard = 53
Library Standard = 72 Stiff Building Standard = 53
0.640.54
0.44
0.39 0.36
0.52 0.55 0.520.61
0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
MT CO2e (Millions)Green House Gas Emissions
*Source: Global Protocol for Community-Scale Greenhouse Gas Emissions Inventory (GPC)
Business as Usual Projections Climate Plan Projections
Target GHG Emissions Goal Year
GHG Inventory Year
144
FY23 Budget
Personnel
No FTE changes
Operating
Operating costs increase with expanded program
Capital
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
SUSTAINABILITY 10‐ General Fund 349,205 612,088 702,128 14.7%
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 136,641 255,274 341,348 33.7%
Operating 207,325 231,575 260,780 12.6%
Capital - 120,000 100,000 -16.7%
Debt Service 5,239 5,239 - -100.0%
Transfers - - - 0.0%
TOTALS 349,205 612,088 702,128 14.7%
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
STRATEGIC
SERVICES
8250- Sustainability
(Strategic Services) 349,205 612,088 702,128 14.7%
Department Budget by Category
Department Budget by Fund
Department Budget by Division
SUSTAINABILITY
Fund Division Project #Project Name FY23
10 Sustainability GF362 Solar Panel Arrays 100,000
General Fund
Salaries &
Benefits
49%Operating37%
Capital
14%
Economic Development
145
Community Housing (Community Development)
Major Objectives
• Creative solutions to incentivize production of
affordable housing
• Low income housing tax credits programs and
subsidized rentals
• Utilize tax increment financing in Urban Renewal
Districts
• Bozeman UDC Code audit to create and preserve
housing
Budget Allocation
Funded by the Community Housing Special Revenue
Fund which is funded from General Fund mill levies.
FY22 Accomplishments
• 9TEN development in Bozeman’s Midtown Urban
Renewal District to offer 90 units at an affordable
price for the area’s workforce
• Canyon Gate annexation
• Wildlands Development to provide 3 new
affordable housing rental units
FY22 Strategic Plans
• 4.1b. Develop and Align Infill Policies
• 4.2b. Complete Unified Development Code
• 4.5b. Develop a Comprehensive Affordable
Housing Action Plan
Performance Measures
***Performance Measures are currently under
development and will be refined in FY23 to match
systems necessary to collect data.
• Facilitated Community Housing Units: Track
the number of community housing units
facilitated and approved by the City through
Low-Income Housing Tax Credit (LIHTC),
Affordable Housing Ordinance (AHO),
Planned Unit Development (PUD), and Tax
Increment Financing (TIF).
• Transitional and Emergency Community Housing: Track the number of beds available
through Transitional and Emergency
Community Housing to better facilitate
additional response to community needs.
• Housing Supply Pipeline: Track the number
of housing units approved and constructed
to anticipate the total number of housing
units available for future occupancy.
FY23 Strategic Plan
• UDC Overhaul – Adopt changes to the Unified
Development Code that will facilitate increased
housing density, housing affordability, climate
action plan objectives, sustainable building
practices, and a transparent, predictable and
understandable development review process.
• Short Term Rental Revisions – Consider revising
short term rental ordinance to create additional
opportunities for long term rentals, including
potential limitations to the licensing of new, short
term rental properties.
• Low Income Housing Tax Credits – LIHTC funds
provide a tax incentive to create affordable
housing. Our Community Housing program goal is
to secure at least 1 LIHTC project per year.
• Consolidated Plan – The Consolidated Plan is
designed to help local jurisdictions assess
affordable housing needs and serves as the
framework for a HUD designation as an
Entitlement City to receive Community
Development Block Grant funding.
1,117,912
400,985
721,495
1,227,916
‐
500,000
1,000,000
1,500,000
FY20
Actual
FY21
Actual
FY22
Approved
FY23
Approved
Community Housing Revenues
146
FY23 Budget
Personnel
No FTE changes
Operating
Increase in affordable housing project budget and contracted services
Capital
None
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
COMMUNITY HOUSING 120‐Community Housing Fund 1,942,605 567,390 1,258,728 121.8%
Division Fund FY21 Actual FY22 Budget FY23 Approved % Change
Salaries & Benefits 88,705 90,090 101,378 12.5%
Operating 1,853,900 477,300 1,157,350 142.5%
Capital - - - 0.0%
Debt Service - - - 0.0%
Transfers - - - 0.0%
TOTALS 1,942,605 567,390 1,258,728 121.8%
Department Fund FY21 Actual FY22 Budget FY23 Approved % Change
COMMUNITY
DEVELOPMENT 8230- Community Housing 1,942,605 567,390 1,258,728 121.8%
Department Budget by Fund
Department Budget by Division
Department Budget by Category
COMMUNITY HOUSING
Salaries &
Benefits
8%
Operating
92%
Community Housing
147
Non-Departmental
About:
The Non-Departmental unit accounts for expenditures that are not associated with a specific city department.
Examples include insurance premiums paid by the City, costs of leave pay-outs for terminating employees,
contingency funds, etc.
Major Objectives:
To accurately budget and account for non-departmental costs.
Budget Issues and Details
For additional information see Fund Summaries Section
General Fund
• General fund allocation of liability & property insurance
• Contributions:
o Police & Fire state share retirement (non-cash)
o City band
o Awarded Non-Profit Funding Requests (See next page for full list of funded requests)
• Contingency appropriation
• Professional services for the Landfill
• Debt service
• Transfer to Landfill Monitoring Fund; Transfer to Stormwater Fund for Landfill Loan payments; and
Special revenue funds support.
Fund Category Description FY21 Actual FY22 Budget FY23 Approved
10 Operating General Fund 4,593,279 5,388,687 6,026,842
101 Grant American Rescue Plan - 11,817,620 11,267,081
103 Transfers Transfers - Insurance 2,768,752 3,017,449 3,300,689
175 Operating General - Galavan 129,408 129,408 152,877
300 Transfers SID Revolving Loan Fund 1,313,160 2,112,724 -
303 Debt Service G.O. Refunding Series 2012 254,400 - -
304 Debt Service Parks and Open Space Bond 1,076,788 1,081,188 1,078,750
305 Debt Service 2007 Downtown TIF Bonds 332,448 332,373 330,150
306 Debt Service 2020 Midtown TIF Bonds - 408,550 409,950
307 Debt Service Bozeman Public Safety Center 2,372,450 2,371,850 2,370,750
311 Debt Service Fire Station 2 & Rec Bonds - - 150,255
312-453 Debt Service SID debt services 172,178 46,932 317,693
720 Operating Insurance 5,044,794 5,310,117 5,836,508
18,057,657 32,016,898 31,241,545
148
FY23 Non-Profit Approved Funding
Non‐Profit Organization
Approved
Funding
Bozeman Bike Kitchen 3,000$
Bridgercare 30,000$
Child Care Connections 100,000$
Family Promise Gallatin Valley 100,000$
HAVEN 30,000$
Help Center 20,000$
*HRDC/District IX, Inc.250,000$
*One Valley Community Foundation 50,000$
Streamline - HRDC 400,000$
Suffer Outloud 15,000$
Total 998,000$
*Funding accomodated in Fiscal Year 2022
149
151
Debt – Legal Debt Limit
In Montana, state law establishes the limit of debt a municipality can hold against its General Government
operations. With some exceptions, a municipality may incur debt up to 2.5% percent of the assessed value of the
taxable total market value of property within the city or town (7-7-4201, MCA).
As part of the City’s annual budget, a review of the legal debt limit was completed. Bozeman is well under
its legal debt limit for general obligations against public funds.
Legal Debt Limit General Obligation Debt
Statutory Limit 2.5% of Taxable Value (MCA 7-7-4201)
Tax Year 2021
Total Market
Value 2.5% of 2021 Tax
Year Valuation
Includes TIF Districts $10,724,564,866 $268,114,122
Less: Outstanding GO Bonds ($9,010,000) Less: Loans Payable ($82,553,242) Plus: Fund Balances Reserved for Debt Payment $ -
Equals: Legal Debt Margin $176,550,879 *The taxable market value is issued by the County annually between July and August. As of 6/30/2022 950-0000-192.10-00 AMOUNT TO BE PROVIDED / FOR OTHER DEBT $ 24,601,371.10 950-0000-192.20-00 AMOUNT TO BE PROVIDED / FOR GO BONDS $ 43,240,000.00 950-0000-192.30-00 AMOUNT TO BE PROVIDED / FOR SID DEBT $ 107,500.00 950-0000-192.40-00 AMOUNT TO BE PROVIDED / FOR TIFD DEBT $ 10,763,654.93 950-0000-192.50-00 AMOUNT TO BE PROVIDED / FOR SID BOND DEBT $ 3,840,716.17
Debt TOTAL Against Limit
TOTAL
$ 82,553,242.20
153
Debt Service – FY23 Payments
Loans (Includes General Obligation Bonds)
Account Project FY23
304-9310-481.90-10 TOP G.O. TOP BONDS, SERIES 2013 711,400$
304-9310-481.90-10 TOP G.O. TOP BONDS, SERIES 2014 367,350$
307-9310-481.90-10 BPSC00 G.O. BOND BOZEMAN PUBLIC SAFETY CENTER, SERIES 2019 2,370,750$
311-0000-301.10-00 GF305 G.O. BOND FIRE STATION NO 2 RELOCATION 150,255$
305-9620-480.90-10 110401 SPECIAL LIMITED OBLIGATION DOWNTOWN TIF BOND, SERIES 2007 330,150$
144-8210-459.95-10 820901 SPECIAL LIMITED OBLIGATION NORTHEAST TIF BOND, SERIES 2018 92,000$
306-9620-481.90-10 822001 SPECIAL LIMITED OBLIGATION MIDTOWN TIF BOND, SERIES 2020 409,950$
453-9710-481.90-10 SID747 SPECIAL LIMITED OBLIGATION SID 747 (MANLEY ROAD) BOND, SERIES 2020 270,761$
199-7610-453.95-10 TOP03 SPECIAL LIMITED OBLIGATION SPORTS PARK LOAN 125,795$
Subtotal 4,828,411$
Government Fund Leases
Account Project FY23
111.4110.433.95.10 411701 2016 CATERPILLAR RPMTECH SNOW BLOWER 6,640$
010.1310.403.95.10 131801 2018 CANON - MUNI COURT 924$
111.4110.433.95.10 STR22 2018 CATERPILLAR MOTOR GRADER 127,840$
111.4110.433.95.10 STR34 2019 ELGIN BROOM BEAR SWEEPER 41,388$
010.8010.456.95.10 HYBRID HYBRID LEASE - RECREATION ASSET #4300 2,344$
010.7810.455.95.10 LIB521 2022 TOYOTA HIGHLANDER ASSET #4404 LIBRARY 7,133$
Subtotal 186,268$
General Government FY23 Debt Service
154
Intercap Loans
Account Project Project Name FY23
111-4130-433.95-10 SID713 S.8TH INTERCAP LOAN #2431-01 4,876$
111-4130-433.95-10 SID713 S.8TH INTERCAP LOAN #2431-02 51,356$
111-4130-433.95-10 SID713 S.8TH INTERCAP LOAN #2431-03 10,438$
111-4150-433.95-10 821505 REPLACE/UPGRADE STREET LIGHTS LOAN#2593-01 3,557$
111-4150-433.95-10 821505 REPLACE/UPGRADE STREET LIGHTS LOAN#2593-02 12,106$
010-8940-471.95-10 GF266 SPORTS PARK/BRONKEN INTERCAP LOAN#2810-01 32,980$
Subtotal 115,313$
Special Improvement Districts Bond Principles
Account Project Project Name FY23
950.0000.232.10.00 SID674 SID674 WST WTR BOND CALL 39,606$
400-9710-481.90-20 SID713 SID713 SOUTH 8TH RECONSTRUCTION 8,063$
445-9710-481.90-20 SID718 SID718 STORY STREET RECONSTRUCTION 16,358$
446-9710-481.90-20 SID732 SID732 WALLACE AVENUE RECONSTRUCTION 4,535$
448-9710-481.90-20 SID739 SID739 EAST OLIVE RECONSTRUCTION 6,748$
449-9710-481.90-20 SID741 SID741 SOUTH TRACY AVENUE RECONSTRUCTION 11,975$
452-9710-481.90-20 SID750 SID750 NORTH TRACY AVENUE RECONSTRUCTION 14,910$
Subtotal 102,195$
FY23
GENERAL GOVERNMENT FY23 DEBT SERVICE TOTAL 5,232,187$
General Government FY23 Debt Service
155
Debt Service - Amortization Schedules
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
7/1/2022 $450,000 2.750%$131,888 $581,888 $6,730,000
1/1/2023 $0 $125,700 $125,700
7/1/2023 $460,000 3.000%$125,700 $585,700 $6,270,000
1/1/2024 $0 $118,800 $118,800
7/1/2024 $475,000 2.800%$118,800 $593,800 $5,795,000
1/1/2025 $0 $112,150 $112,150
7/1/2025 $490,000 3.250%$112,150 $602,150 $5,305,000
1/1/2026 $0 $104,188 $104,188
7/1/2026 $505,000 3.500%$104,188 $609,188 $4,800,000
1/1/2027 $0 $95,350 $95,350
7/1/2027 $520,000 3.750%$95,350 $615,350 $4,280,000
1/1/2028 $0 $85,600 $85,600
7/1/2028 $540,000 4.000%$85,600 $625,600 $3,740,000
1/1/2029 $0 $74,800 $74,800
7/1/2029 $565,000 4.000%$74,800 $639,800 $3,175,000
1/1/2030 $0 $63,500 $63,500
7/1/2030 $585,000 4.000%$63,500 $648,500 $2,590,000
1/1/2031 $0 $51,800 $51,800
7/1/2031 $610,000 4.000%$51,800 $661,800 $1,980,000
1/1/2032 $0 $39,600 $39,600
7/1/2032 $635,000 4.000%$39,600 $674,600 $1,345,000
1/1/2033 $0 $26,900 $26,900
7/1/2033 $660,000 4.000%$26,900 $686,900 $685,000
1/1/2034 $0 $13,700 $13,700
7/1/2034 $685,000 4.000%$13,700 $698,700 0
TOTALS $7,180,000 $1,956,063 $9,136,063
G.O. BONDS TOPS
CITY OF BOZEMAN SERIES 2013
DEBT SERVICE SCHEDULE: $9,900,000
SPECIAL LIMITED OBLIGATIONS OF THE CITY
156
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
7/1/2022 $225,000 2.250%$71,206 $296,206 $3,700,000
1/1/2023 $0 $68,675 $68,675
7/1/2023 $230,000 2.500%$68,675 $298,675 $3,470,000
1/1/2024 $0 $65,800 $65,800
7/1/2024 $235,000 2.500%$65,800 $300,800 $3,235,000
1/1/2025 $0 $62,863 $62,863
7/1/2025 $245,000 2.500%$62,863 $307,863 $2,990,000
1/1/2026 $0 $59,800 $59,800
7/1/2026 $250,000 4.000%$59,800 $309,800 $2,740,000
1/1/2027 $0 $54,800 $54,800
7/1/2027 $260,000 4.000%$54,800 $314,800 $2,480,000
1/1/2028 $0 $49,600 $49,600
7/1/2028 $270,000 4.000%$49,600 $319,600 $2,210,000
1/1/2029 $0 $44,200 $44,200
7/1/2029 $280,000 4.000%$44,200 $324,200 $1,930,000
1/1/2030 $0 $38,600 $38,600
7/1/2030 $290,000 4.000%$38,600 $328,600 $1,640,000
1/1/2031 $0 $32,800 $32,800
7/1/2031 $305,000 4.000%$32,800 $337,800 $1,335,000
1/1/2032 $0 $26,700 $26,700
7/1/2032 $315,000 4.000%$26,700 $341,700 $1,020,000
1/1/2033 $0 $20,400 $20,400
7/1/2033 $325,000 4.000%$20,400 $345,400 $695,000
1/1/2034 $0 $13,900 $13,900
7/1/2034 $340,000 4.000%$13,900 $353,900 355000
1/1/2035 $0 $7,100 $7,100
7/1/2035 $355,000 4.000%$7,100 $362,100 $0
TOTALS $3,925,000 $1,161,681 $5,086,681
G.O. BONDS TOPS
CITY OF BOZEMAN SERIES 2014
DEBT SERVICE SCHEDULE: $5,100,000
SPECIAL LIMITED OBLIGATIONS OF THE CITY
157
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
7/1/2022 $20,484.7 4.100%$25,515 $46,000 $1,227,515
1/1/2023 $20,485 4.100%$25,515 $46,000 $1,207,030
7/1/2023 $21,318 4.100%$24,682 $46,000 $1,185,712
1/1/2024 $21,349 4.100%$24,651 $46,000 $1,164,363
7/1/2024 $22,119 4.100%$23,881 $46,000 $1,142,244
1/1/2025 $22,312 4.100%$23,688 $46,000 $1,119,931
7/1/2025 $23,088 4.100%$22,912 $46,000 $1,096,843
1/1/2026 $23,186 4.100%$22,814 $46,000 $1,073,657
7/1/2026 $24,029 4.100%$21,971 $46,000 $1,049,628
1/1/2027 $24,162 4.100%$21,838 $46,000 $1,025,466
7/1/2027 $25,009 4.100%$20,991 $46,000 $1,000,457
1/1/2028 $25,178 4.100%$20,822 $46,000 $975,279
7/1/2028 $25,974 4.100%$20,026 $46,000 $949,305
1/1/2029 $26,289 4.100%$19,711 $46,000 $923,016
7/1/2029 $27,092 4.100%$18,908 $46,000 $895,923
1/1/2030 $27,339 4.100%$18,661 $46,000 $868,585
7/1/2030 $28,199 4.100%$17,801 $46,000 $840,386
1/1/2031 $28,487 4.100%$17,514 $46,000 $811,900
7/1/2031 $29,351 4.100%$16,649 $46,000 $782,548
1/1/2032 $29,682 4.100%$16,318 $46,000 $752,866
1/2/2032 $30,509 4.100%$15,491 $46,000 $722,358
1/3/2032 $30,967 4.100%$15,033 $46,000 $691,391
1/4/2032 $31,801 4.100%$14,199 $46,000 $659,589
1/5/2032 $32,223 4.100%$13,777 $46,000 $627,366
1/6/2032 $33,103 4.100%$12,897 $46,000 $594,263
1/7/2032 $33,573 4.100%$12,427 $46,000 $560,690
1/8/2032 $34,459 4.100%$11,541 $46,000 $526,231
1/9/2032 $34,980 4.100%$11,020 $46,000 $491,251
1/10/2032 $35,842 4.100%$10,158 $46,000 $455,409
1/11/2032 $36,470 4.100%$9,530 $46,000 $418,939
1/12/2032 $37,341 4.100%$8,659 $46,000 $381,599
1/13/2032 $37,969 4.100%$8,031 $46,000 $343,630
1/14/2032 $38,872 4.100%$7,128 $46,000 $304,758
1/15/2032 $39,557 4.100%$6,443 $46,000 $265,201
1/16/2032 $40,466 4.100%$5,534 $46,000 $224,734
1/17/2032 $41,211 4.100%$4,789 $46,000 $183,523
1/18/2032 $42,116 4.100%$3,884 $46,000 $141,407
1/19/2032 $42,942 4.100%$3,058 $46,000 $98,465
1/20/2032 $43,856 4.100%$2,144 $46,000 $54,609
1/21/2032 $44,727 4.100%$1,273 $46,000 $9,882
1/22/2032 $9,882 4.100%$343 $10,225 $0
TOTALS $1,248,000 $602,225 $1,850,225
TAX INCREMENT, URBAN RENEWAL REVENUE BONDS
CITY OF BOZEMAN SERIES 2017
SPECIAL LIMITED OBLIGATIONS OF THE CITY
DEBT SERVICE SCHEDULE: $1,453,000
NORTHEAST URBAN RENEWAL DISTRICT
158
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
7/1/2022 $1,305,000 2.000% $533,425 $1,838,425 $30,830,000
1/1/2023 $0 $520,375 $520,375
7/1/2023 $1,330,000 3.000% $520,375 $1,850,375 $29,500,000
1/1/2024 $500,425 $500,425
7/1/2024 $1,370,000 4.000%$500,425 $1,870,425 $28,130,000
1/1/2025 $0 $473,025 $473,025
7/1/2025 $1,425,000 4.000%$473,025 $1,898,025 $26,705,000
1/1/2026 $0 $444,525 $444,525
7/1/2026 $1,480,000 4.000%$444,525 $1,924,525 $25,225,000
1/1/2027 $0 $414,925 $414,925
7/1/2027 $1,540,000 4.000%$414,925 $1,954,925 $23,685,000
1/1/2028 $0 $384,125 $384,125
7/1/2028 $1,600,000 4.000%$384,125 $1,984,125 $22,085,000
1/1/2029 $0 $352,125 $352,125
7/1/2029 $1,665,000 4.000%$352,125 $2,017,125 $20,420,000
1/1/2030 $0 $318,825 $318,825
7/1/2030 $1,730,000 4.000%$318,825 $2,048,825 $18,690,000
1/1/2031 $0 $284,225 $284,225
7/1/2031 $1,800,000 4.000%$284,225 $2,084,225 $16,890,000
1/1/2032 $0 $248,225 $248,225
7/1/2032 $1,875,000 4.000% $248,225 $2,123,225 $15,015,000
1/1/2033 $0 $210,725 $210,725
7/1/2033 $1,950,000 4.000% $210,725 $2,160,725 13065000
1/1/2034 $0 $171,725 $171,725
7/1/2034 $2,025,000 4.000% $171,725 $2,196,725 11040000
1/1/2035 $0 $131,225 $131,225
7/1/2035 $2,110,000 2.250% $131,225 $2,241,225 $8,930,000
1/1/2036 $107,488 $107,488
7/1/2036 $2,155,000 2.375% $107,488 $2,262,488 $6,775,000
1/1/2037 $81,897 $81,897
7/1/2037 $2,205,000 2.375% $81,897 $2,286,897 $4,570,000
1/1/2038 $55,713 $55,713
7/1/2038 $2,260,000 2.375% $55,713 $2,315,713 $2,310,000
1/1/2039 $28,875 $28,875
7/1/2039 $2,310,000 2.500% $28,875 $2,338,875 $0
TOTALS $32,135,000 $9,990,319 $42,125,319
G.O. BONDS PUBLIC SAFETY CENTER
CITY OF BOZEMAN SERIES 2019
DEBT SERVICE SCHEDULE: $34,405,000
SPECIAL LIMITED OBLIGATIONS OF THE CITY
159
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
7/1/2022 $32,968 3.740%$29,930 $62,897 $1,571,950
1/1/2023 $33,421 3.740%$29,476 $62,897 $1,538,528
7/1/2023 $34,206 3.740%$28,692 $62,897 $1,504,322
1/1/2024 $34,690 3.740%$28,208 $62,897 $1,469,633
7/1/2024 $35,415 3.740%$27,483 $62,897 $1,434,218
1/1/2025 $36,078 3.740%$26,820 $62,897 $1,398,141
7/1/2025 $36,825 3.740%$26,073 $62,897 $1,361,316
1/1/2026 $37,371 3.740%$25,526 $62,897 $1,323,945
7/1/2026 $38,208 3.740%$24,690 $62,897 $1,285,738
1/1/2027 $38,788 3.740%$24,109 $62,897 $1,246,949
7/1/2027 $39,643 3.740%$23,254 $62,897 $1,207,306
1/1/2028 $40,259 3.740%$22,638 $62,897 $1,167,047
7/1/2028 $41,073 3.740%$21,824 $62,897 $1,125,974
1/1/2029 $41,842 3.740%$21,056 $62,897 $1,084,132
7/1/2029 $42,680 3.740%$20,217 $62,897 $1,041,452
1/1/2030 $43,369 3.740%$19,529 $62,897 $998,083
7/1/2030 $44,284 3.740%$18,613 $62,897 $953,798
1/1/2031 $45,013 3.740%$17,885 $62,897 $908,786
7/1/2031 $45,950 3.740%$16,948 $62,897 $862,836
1/1/2032 $46,718 3.740%$16,179 $62,897 $816,118
7/1/2032 $47,636 3.740%$15,262 $62,897 $768,482
1/1/2033 $48,527 3.740%$14,371 $62,897 $719,955
7/1/2033 $49,472 3.740%$13,426 $62,897 $670,484
1/1/2034 $50,325 3.740%$12,572 $62,897 620158.71
7/1/2034 $51,332 3.740%$11,565 $62,897 568826.45
1/1/2035 $52,231 3.740%$10,666 $62,897 516595.19
7/1/2035 $53,264 3.740%$9,634 $62,897 $463,332
1/1/2036 $54,209 3.740%$8,688 $62,897 $409,122
7/1/2036 $55,247 3.740%$7,651 $62,897 $353,876
1/1/2037 $56,280 3.740%$6,617 $62,897 $297,596
7/1/2037 $57,348 3.740%$5,550 $62,897 $240,248
1/1/2038 $58,393 3.740%$4,505 $62,897 $181,855
7/1/2038 $59,506 3.740%$3,391 $62,897 $122,349
1/1/2039 $60,603 3.740%$2,294 $62,897 $61,746
7/1/2039 $61,746 3.740%$1,151 $62,897 $0
TOTALS $1,604,917 $596,494 $2,201,411
CITY OF BOZEMAN SERIES 2019
LIMITED OBLIGATION BOND SPORTS PARK
DEBT SERVICE SCHEDULE: $1,700,000
SPECIAL LIMITED OBLIGATIONS OF THE CITY
160
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
7/1/2022 $180,000 2.000% $114,275 294,275.00 $6,145,000
1/1/2023 $0 $112,475 $112,475
7/1/2023 $185,000 2.000% $112,475 $297,475 $5,960,000
1/1/2024 $110,625 $110,625
7/1/2024 $190,000 3.000% $110,625 $300,625 $5,770,000
1/1/2025 $0 $107,775 $107,775
7/1/2025 $195,000 4.000% $107,775 $302,775 $5,575,000
1/1/2026 $0 $103,875 $103,875
7/1/2026 $205,000 4.000% $103,875 $308,875 $5,370,000
1/1/2027 $0 $99,775 $99,775
7/1/2027 $210,000 4.000% $99,775 $309,775 $5,160,000
1/1/2028 $0 $95,575 $95,575
7/1/2028 $220,000 4.000% $95,575 $315,575 $4,940,000
1/1/2029 $0 $91,175 $91,175
7/1/2029 $230,000 4.000% $91,175 $321,175 $4,710,000
1/1/2030 $0 $86,575 $86,575
7/1/2030 $235,000 4.000% $86,575 $321,575 $4,475,000
1/1/2031 $0 $81,875 $81,875
7/1/2031 $245,000 4.000% $81,875 $326,875 $4,230,000
1/1/2032 $0 $76,975 $76,975
7/1/2032 $255,000 4.000% $76,975 $331,975 $3,975,000
1/1/2033 $0 $71,875 $71,875 $0
7/1/2033 $265,000 4.000% $71,875 $336,875 $3,710,000
1/1/2034 $0 $66,575 $66,575
7/1/2034 $275,000 4.000% $66,575 $341,575 $3,435,000
1/1/2035 $0 $61,075 $61,075
7/1/2035 $290,000 4.000% $61,075 $351,075 $3,145,000
1/1/2036 $55,275 $55,275
7/1/2036 $300,000 4.000% $55,275 $355,275 $2,845,000
1/1/2037 $49,275 $49,275
7/1/2037 $310,000 4.000% $49,275 $359,275 $2,535,000
1/1/2038 $43,075 $43,075
7/1/2038 $325,000 4.000% $43,075 $368,075 $2,210,000
1/1/2039 $36,575 $36,575
7/1/2039 $335,000 4.000% $36,575 $371,575 $1,875,000
1/1/2040 $29,875 $29,875
7/1/2040 $350,000 4.000% $29,875 $379,875 $1,525,000
1/1/2041 $22,875 $22,875
7/1/2041 $365,000 3.000% $22,875 $387,875 $1,160,000
1/1/2042 $17,400 $17,400
7/1/2042 $375,000 3.000% $17,400 $392,400 $785,000
1/1/2043 $11,775 $11,775
7/1/2043 $385,000 3.000% $11,775 $396,775 $400,000
1/1/2044 $6,000 $6,000
7/1/2044 $400,000 3.000%$6,000 $406,000 $0
TOTALS $6,500,000 $2,929,400 $7,379,400 $76,065,000
*$649,009 Bond Premium
TAX INCREMENT URBAN RENEWAL REVENUE BONDS
CITY OF BOZEMAN SERIES 2020
SPECIAL LIMITED OBLIGATIONS OF THE CITY
MIDTOWN
DEBT SERVICE SCHEDULE: $6,500,000
161
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
7/1/2022 $255,000 2.440%$38,686 $293,686 $2,916,000
1/1/2023 $0.00 $35,575.20 $35,575.20
7/1/2023 $259,000 2.440%$35,575 $294,575 $2,657,000
1/1/2024 $0 $32,415 $32,415
7/1/2024 $268,000 2.440%$32,415 $300,415 $2,389,000
1/1/2025 $0 $29,146 $29,146
7/1/2025 $277,000 2.440%$29,146 $306,146 $2,112,000
1/1/2026 $0 $25,766 $25,766
7/1/2026 $279,000 2.440%$25,766 $304,766 $1,833,000
1/1/2027 $0 $22,363 $22,363
7/1/2027 $286,000 2.440%$22,363 $308,363 $1,547,000
1/1/2028 $0 $18,873 $18,873
7/1/2028 $293,000 2.440%$18,873 $311,873 $1,254,000
1/1/2029 $0 $15,299 $15,299
7/1/2029 $303,000 2.440%$15,299 $318,299 $951,000
1/1/2030 $0 $11,602 $11,602
7/1/2030 $308,000 2.440%$11,602 $319,602 $643,000
1/1/2031 $7,845 $7,845
7/1/2031 $317,000 2.440%$3,977 $320,977 $326,000
1/1/2032 $0 $3,977 $3,977
7/1/2032 $326,000 2.440%$10,125 $336,125 $0
TOTALS $3,420,000 $568,824 $3,988,824
TAX INCREMENT, URBAN RENEWAL REVENUE BONDS
CITY OF BOZEMAN SERIES 2007 + Refi 2020
DOWNTOWN BOZEMAN IMPROVEMENT DISTRICT
SPECIAL LIMITED OBLIGATIONS OF THE CITY
DEBT SERVICE SCHEDULE: $4,301,000 ($3,995,000 + $306,000)
162
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
1/1/2023 $150,255 $150,255
7/1/2023 $205,000 5.000% $149,425 $354,425 $504,680
1/1/2024 $144,300 $144,300
7/1/2024 $220,000 5.000% $144,300 $364,300 $508,600
1/1/2025 $138,800 $138,800
7/1/2025 $230,000 5.000% $138,800 $368,800 $507,600
1/1/2026 $133,050 $133,050
7/1/2026 $240,000 5.000% $133,050 $373,050 $506,100
1/1/2027 $127,050 $127,050
7/1/2027 $255,000 5.000% $127,050 $382,050 $509,100
1/1/2028 $120,675 $120,675
7/1/2028 $265,000 5.000% $120,675 $385,675 $506,350
1/1/2029 $114,050 $114,050
7/1/2029 $280,000 5.000% $114,050 $394,050 $508,100
1/1/2030 $107,050 $107,050
7/1/2030 $295,000 5.000% $107,050 $402,050 $509,100
1/1/2031 $99,675 $99,675
7/1/2031 $310,000 5.000% $99,675 $409,675 $509,350
1/1/2032 $91,925 $91,925
7/1/2032 $325,000 5.000% $91,925 $416,925 $508,850
1/1/2033 $83,800 $83,800
7/1/2033 $340,000 5.000% $83,800 $423,800 $507,600
1/1/2034 $75,300 $75,300
7/1/2034 $355,000 4.000% $75,300 $430,300 $505,600
1/1/2035 $68,200 $68,200
7/1/2035 $370,000 4.000% $68,200 $438,200 $506,400
1/1/2036 $60,800 $60,800
7/1/2036 $385,000 4.000% $60,800 $445,800 $506,600
1/1/2037 $53,100 $53,100
7/1/2037 $400,000 4.000% $53,100 $453,100 $506,200
1/1/2038 $45,100 $45,100
7/1/2038 $415,000 4.000% $45,100 $460,100 $505,200
1/1/2039 $36,800 $36,800
7/1/2039 $435,000 4.000% $36,800 $471,800 $508,600
1/1/2040 $28,100 $28,100
7/1/2040 $450,000 4.000% $28,100 $478,100 $506,200
1/1/2041 $19,100 $19,100
7/1/2041 $470,000 4.000% $19,100 $489,100 $508,200
1/1/2042 $9,700 $9,700
7/1/2042 $485,000 4.000% $9,700 $494,700 $504,400
TOTALS $6,730,000 $3,412,830 $10,142,830 $10,142,830
CITY OF BOZEMAN SERIES 2022
G.O. BONDS FIRE STATION NO. 2 RELOCATION
SPECIAL LIMITED OBLIGATIONS OF THE CITY
DEBT SERVICE SCHEDULE: $6,730,000
163
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
8/15/2022 $4,839 1.550%$37 $4,839 $0
TOTALS $4,839 $37 $4,839
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
8/15/2022 $50,964 1.550%$392 $51,356 $0
TOTALS $3,420,000 $568,824 $3,988,824
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
8/15/2022 $10,358 1.550%$80 $10,438 $0
TOTALS $10,358 $80 $10,438
DEBT SERVICE SCHEDULE: $183,867
CITY OF BOZEMAN
INTERCAP LOAN 2431‐02
SOUTH 8TH
DEBT SERVICE SCHEDULE: $926,494
CITY OF BOZEMAN
INTERCAP LOAN 2431‐03
SOUTH 8TH
SOUTH 8TH
DEBT SERVICE SCHEDULE: $92,918
CITY OF BOZEMAN
INTERCAP LOAN 2431‐01
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
8/15/2022 $14,554 1.550% $520,375 $534,929 $230,971
2/15/2023 $14,734 1.550% $500,425 $515,159 $216,238
8/15/2023 $15,044 0%$0 $15,044 $201,194
2/15/2024 $15,240 0%$0 $15,240 $185,954
8/15/2024 $15,541 0%$0 $15,541 $170,413
2/15/2025 $15,770 0%$0 $15,770 $154,642
8/15/2025 $16,073 0%$0 $16,073 $138,569
2/15/2026 $16,303 0%$0 $16,303 $122,266
8/15/2026 $16,614 0%$0 $16,614 $105,651
2/15/2027 $16,863 0%$0 $16,863 $88,788
8/15/2027 $17,174 0%$0 $17,174 $71,615
2/15/2028 $17,441 0%$0 $17,441 $54,174
8/15/2028 $17,750 0%$0 $17,750 $36,424
2/15/2029 $18,040 0%$0 $18,040 $18,384
8/15/2029 $18,384 0%$0 $18,384 $0
TOTALS $245,526 $1,020,800 $1,266,326
INTERCAP LOAN 2010‐01
REPLACE/UPGRADE STREET LIGHTS
DEBT SERVICE SCHEDULE: $151,825
SPORTS PARK/BRONKEN
164
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
8/15/2022 $1,565 1.550%$214 $4,839 $26,336
2/15/2023 $1,572 1.550%$206 $1,778 $24,764
8/15/2023 $1,584 0%$0 $1,584 $23,180
2/15/2024 $1,592 0%$0 $1,592 $21,588
8/15/2024 $1,604 0%$0 $1,604 $19,984
2/15/2025 $1,612 0%$0 $1,612 $18,372
8/15/2025 $1,624 0%$0 $1,624 $16,748
2/15/2026 $1,632 0%$0 $1,632 $15,115
8/15/2026 $1,644 0%$0 $1,644 $13,471
2/15/2027 $1,653 0%$0 $1,653 $11,818
8/15/2027 $1,665 0%$0 $1,665 $10,154
2/15/2028 $1,674 0%$0 $1,674 $8,480
8/15/2028 $1,685 0%$0 $1,685 $6,795
2/15/2029 $1,695 0%$0 $1,695 $5,099
8/15/2029 $1,706 0%$0 $1,706 $3,393
2/15/2030 $1,717 0%$0 $1,717 $1,677
8/15/2030 $1,677 0%$0 $1,677 $0
TOTALS $27,901 $420 $31,381
REPLACE/UPGRADE STREET LIGHTS
DEBT SERVICE SCHEDULE: $47,406
CITY OF BOZEMAN
INTERCAP LOAN 2593‐01
Payment Due Principal Payment Interest Rate Interest Payment Semi‐Annual Payment Principal Balance
8/15/2022 $5,315 1.550%$738 $6,053 $90,729
2/15/2023 $5,344 1.550%$709 $6,053 $85,385
8/15/2023 $5,397 0%$0 $5,397 $79,989
2/15/2024 $5,428 0%$0 $5,428 $74,561
8/15/2024 $5,478 0%$0 $5,478 $69,083
2/15/2025 $5,514 0%$0 $5,514 $63,569
8/15/2025 $5,564 0%$0 $5,564 $58,004
2/15/2026 $5,600 0%$0 $5,600 $52,405
8/15/2026 $5,650 0%$0 $5,650 $46,755
2/15/2027 $5,687 0%$0 $5,687 $41,067
8/15/2027 $5,737 0%$0 $5,737 $35,330
2/15/2028 $5,777 0%$0 $5,777 $29,553
8/15/2028 $5,825 0%$0 $5,825 $23,728
2/15/2029 $5,868 0%$0 $5,868 $17,860
8/15/2029 $5,916 0%$0 $5,916 $11,945
2/15/2030 $5,959 0%$0 $5,959 $5,985
8/15/2030 $5,985 0%$0 $5,985 $0
TOTALS $96,044 $1,447 $97,491
INTERCAP LOAN 2593‐02
CITY OF BOZEMAN
DEBT SERVICE SCHEDULE: $151,825
REEPLACE/UPGRADE STREET LIGHTS
165
167
Capital Expenditure Summary The CIP includes any planned expenditure of $25,000 or greater, that results in the acquisition of an asset with a
useful life of 3 years or more. There are a couple of “exceptions” or “extensions” of this definition that we have
found helpful and necessary in past years:
•General Planning Documents (master plans, community surveys, etc.) are NOT included in our CIP.
•Specific plans that involve pre-engineering or preliminary design of facilities are often (but not always)
included in the CIP.
•Software purchases that could potentially be “software as a service”. Cloud based services are beginning
to replace our purchase of outright software and hardware. In the CIP, we have treated the software
projects as a capital outlay purchase; although a “service” type, solution may actually be chosen during the
bidding/proposal process.
State law and City charter require the City to prepare the CIP. State Law requires the City to maintain a Capital
Improvement Plan for our Development Impact Fee programs. Under Montana Code Annotated (MCA), this Capital
Improvement Plan provides the schedules and cost projections required under MCA §7-6-1602(2)(k)(i-iv). In Article
5.06 of the adopted City Charter, the City Manager is responsible for preparing and submitting a multi-year capital
program to the City Commission no later than December 15 for the ensuing fiscal year.
This five-year plan includes long-range plans for our current facilities while keeping in mind level of service
standards. In a community with relatively high cost of living, the ability of citizens to afford the needed utility rate,
fee, and assessment levels is of concern. At the same time, the City strives to keep existing facilities properly
maintained — and not pass deferred maintenance costs and problems on to future generations. The staff have
taken a lot of time and care in preparing this document.
Once adopted, the Capital Improvements Plan became the basis of the Budget for FY23. The City will continue to
invest in capital infrastructure in order to keep Bozeman a vibrant and active city. We are a resilient, enterprising,
and creative community. The 2023-2027 CIP is a plan to provide efficient and effective services, and to achieve the
Commission’s vision and priorities set out in the Strategic Plan for the City of Bozeman. The Plan can be found on
the City website: CIP FY23‐FY27.
Strategic Plan
The Strategic Plan helps inform the planning and decision process for the CIP. Below highlights some of the items
included in the plan:
1)An Engaged Community. We are continuing our work to foster a culture of civic engagement
by using our newly adopted communication plan. Several of the projects will include an element
of Community Outreach.
2)An Innovative Economy. Supporting retention and growth of both the traded and local business
sectors is addressed with the plans for our expanded infrastructure. In addition, annual
amounts for the purchase of fiber conduit and vaults, GF275, included in this plan is an
investment into broadband infrastructure taking a step towards 2.2 a Identify
Commercial/Industrial Infrastructure needs.
169
3) A Safe, Welcoming Community. There are several projects on the horizon that will contribute
to the City’s efforts in fostering a safe, welcoming community:
• By planning for the relocation of Fire Station 2 and strategizing for Fire Station 4, we
are addressing 3.1 c Implement the Fire Station Location Plan.
• 3.4 Active Recreation is included throughout the General Fund plan and the Parks &
Trails District Fund with many projects that encourage and promote active recreation.
4) A Well‐Planned City. We have developed a Comprehensive Parks Maintenance and Facilities
Funding Program which we are continuing to implement in the District. Many of the funds
work together towards the well-planned City vision:
• All the road projects funded by the Street Impact Fee Fund will include bike lanes and
aid in our efforts towards the Strategic Plan 4.5 a Enhance Non-motorized
Transportation. City staff calculated that 20-30% of recent street corridor projects
included improvements in bike and pedestrian facilities, indicating a significant
investment in non-motorized facilities. In addition, the Street Maintenance fund has
annual allocations dedicated to bike path improvements. These annual appropriations
are increasing throughout the plan.
• The Wastewater Fund and Wastewater Impact Fee Fund have many projects that
achieve 4.3 b Increase Capacity of Sewer Pipes to Accommodate Development Projects.
• In this plan, funding for aerial photography through GIS has been increased, aiding in
our efforts toward 4.1 c GIS Land Use & Infrastructure Development Tracking. The
expansion of this project will provide the City of Bozeman and the community with a
more accurate representation of current conditions as well as measurements and land
use determinations that would otherwise require extensive time in the field.
5) A Creative, Learning Culture. Developing an ordinance to create a program for all public
buildings built to have 1% of the construction costs to be set aside for art in that public space.
This type of program provides a guaranteed funding mechanism for the acquisition of artwork
for new public facilities and civic spaces.
6) A Sustainable Environment. The Plan has projects that align with the Commission Priority of
Climate Action and Strategic Plan 6.3 including GF362 Solar Panel Arrays aligns with the Climate
Plan 2.F.1 (Plan and Install Renewable Energy Projects for City Facilities).
7) A High Performance Organization. There are projects to further expand facilities to
accommodate new staff to have adequate work space in addition to new vehicles, tools and
equipment to aid in the basic services for the City.
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FY23 Capital impacts on Operational Costs:
$35 million in spending is planned in FY23, majority being spent on water and wastewater infrastructure projects.
The larger infrastructure projects have an impact on our operational costs, which can include increased cost for
maintenance, additional monitoring, and additional services such as more roads to plow. The major wastewater
projects discussed earlier will add maintenance time and monitoring. Expanding the vehicle fleet increases
maintenance and gas expenditures.
General Fund
3%
Street Maintenance
7%
Fire Impact Fee
4%Street Impact Fee10%
Fire Dept Equipment
5%Parks & Trails District2%
Construction Funds
27%
Water Funds
26%
Wastewater Funds11%
Solid Waste
Fund &
Landfill
2%
Parking Fund
1%
Storm Water Fund
2%
Capital Expenditures by Fund
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FY23 Capital Project Listing
Fund Division Project #Project Name FY23
10 City Attorney GF337 High Density Storage System 25,000
10 Facilities GF328 Vehicle Replacement 37,000
10 Facilities GF361 1% Art for Library Expansion 40,000
10 IT GF233 IT Vehicle Replacement 30,000
10 IT GF080 City-Wide Switches & Routers 55,000
10 IT GF265 General Fund Server Replacement 50,000
10 IT GF311 Cooling System for City Hall 11,000
10 IT GF313 Video Evidence Storage 40,000
10 Police GF053 Patrol Car & Equipment Replacement 189,000
10 Police GF316 Police Body Camera System 146,000
10 Cemetery GF116 Cemetery Vehicle Replacement 63,000
10 Recreation GF355 Westside Recreation and Library Design 200,000
10 Economic Development GF275 Fiber Optic Conduit and Vaults 40,000
10 Sustainability GF362 Solar Panel Arrays 100,000
1,026,000
100 Building Inspection CC001 Code Compliance Vehicle 40,000
40,000
111 Street Maintenance STR22 Streets Operations Grader Lease 127,840
111 Street Maintenance STR34 Sweepers 100,000
111 Street Maintenance STR40 Dump Truck with Plow Sander 230,000
111 Street Maintenance STR49 Sanders 27,000
111 Street Maintenance STR71 Street Improvements Mill Overlay 648,582
111 Street Maintenance STR75 Annual Pedestrian Ramp Replacement 105,000
111 Street Maintenance STR90 Street Chip Seal 287,568
111 Street Maintenance STR91 Oak Street Median Landscaping 60,000
111 Street Maintenance STR104 Bridger Creek Stabilization 50,000
111 Street Maintenance STR115 Cottonwood Median Landscape 100,000
111 Street Maintenance STR118 Safety Truck 100,000
111 Street Maintenance STR119 Tractor Truck for Trailer 160,000
111 Street Maintenance STR120 Side Dump Trailer 80,000
111 Street Maintenance STR121 Grader Skid Steer Attachment 45,000
111 Street Maintenance STR122 Right of Way Mowing Equipment 110,000
111 Street Maintenance STR123 Light Duty Fleet Addition 60,000
111 Street Maintenance STR124 Signal Traffic Center 180,000
2,470,990 Street Maintenance Fund Total
FY23 Capital Listing
General Fund
Street Maintenance Fund
Planning Fund
Building Inspection Fund Total
General Fund Total
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Fund Division Project #Project Name FY23
112 Tree Maintenance FOR17 Forestry Brush Chipper 75,000
75,000
113 Fire Impact Fee FIF06 Fire Station 4 Land Acquisition & Design 1,500,000
1,500,000
114 Street Impact Fee SIF001 Right of Way Acquisition 1,400,000
114 Street Impact Fee SIF114 Fowler Connection Oak to Babcock 2,000,000
114 Street Impact Fee SIF188 Oak Street Intersections 50,000
3,450,000
115 Building Inspection BI03 Building Inspection Staff Vehicle 40,000
40,000
141 Arterial & Collector A&C009 Oak Street/Flanders Mill Intersection 50,000
50,000
187 Fire Capital & Equip FE06 Radio Replacement Program 50,000
187 Fire Capital & Equip FE12 Personal Protective Equipment 41,750
187 Fire Capital & Equip FE18 Light Duty Vehicles 150,000
187 Fire Capital & Equip FE20 Fire Engine Replacement 1,400,000
1,641,750
195 Parks & Trails District GF031 Park Improvement Grant 150,000
195 Parks & Trails District GF092 Playground Equipment 130,000
195 Parks & Trails District GF115 Park Vehicle Replacements 47,000
195 Parks & Trails District PTD01 Large Deck Mower 70,000
195 Parks & Trails District PTD02 Parks Restroom Upgrades 80,000
195 Parks & Trails District PTD03 Payground Equipment 210,000
195 Parks & Trails District PTD04 Park Vehicles 106,000
195 Parks & Trails District PTD05 Toolcat Multi-Purpose Vehicle 80,000
873,000 Parks & Trails District Total
Fire Impact Fee Fund Total
Tree Maintenance Fund Total
Street Impact Fee Fund
Building Inspection Fund
Arterial & Collector Fund
Parks & Trails District
Fire Capital & Equipment Fund
Fire Capital & Equipment Fund Total
Tree Maintenance Fund
Fire Impact Fee Fund
FY23 Capital Listing
Arrterial & Collector Fund Total
Building Inspection Fund Total
Street Impact Fee Fund Total
173
Fund Division Project #Project Name FY23
561 Library Deprec Fund LIB29 Expansion of Auto Material Handler 50,000
561 Library Deprec Fund LIB30 Library Lighting Upgrade 175,000
572 Fire GF305 Fire Station #2 Relocation 6,730,000
573 Recreation GF137 Swim Center Renovation 1,265,400
573 Recreation GF238 Bogert Pool Renovation 585,800
573 Recreation GF140 Lindley Parking Lot Resurfacing 82,320
573 Recreation GF209 Lindley Center Renovation 335,000
9,323,520
600 Water W03 Annual Water Pipe Replacement 25,000
600 Water W04-23 Water Pipe Replacement Program 1,200,000
600 Water W84 Sourdough Tank Inspection 600,000
600 Water W90 Total Organic Carbon Analyzer 40,000
600 Water W102 Replace Backhoe 156,259
600 Water W103 Replace Dump Truck 145,423
600 Water W107 Sourdough Intake Improvements 5,100,000
600 Water W120 Replace Solenoid Valves 110,000
600 Water W134 Groundwater Permitting 500,000
600 Water WIF40 Sourdough Transmission Main Phase 2 900,000
600 Water N/A Small Works Projects 47,000
610 Water Impact Fee WIF55 Billings Clinic Water Main 200,000
610 Water Impact Fee WIF64 Buffal Run Water Main Oversizing 30,000
9,053,682
620 Wastewater WW07 Annual Wastewater Pipe Replacement 25,000
620 Wastewater WW08 Wastewater Pipe Replacement 1,000,000
620 Wastewater WW69 Small Works Projects 120,000
620 Wastewater WW70 WRF Facility Engineering & Optimization 60,000
620 Wastewater WW83 UFAT Gravity Thickener 400,000
620 Wastewater WW100 Replace Backhoe 137,500
620 Wastewater WW101 Replace Sewer Jetter 360,600
620 Wastewater WW102 Sewer Bypass Pump 55,000
620 Wastewater WW112 East Gallatin Rivier Data Collection 60,000
620 Wastewater WW121 SCADA Motor Control Center #1 90,000
620 Wastewater WW125 North Tracy Sewer Main Oversizing 120,000
630 Wastewater Impact Fee WWIF22 Davis-Fowler Interceptor 1,250,000
630 Wastewater Impact Fee WWIF56 Buffalo Run Sewer Main Oversizing 35,000
3,713,100
Construction Funds Total
Wastewater Funds Total
Water Funds Total
Water Funds
Wastewater Funds
Construction Funds
FY23 Capital Listing
174
Fund Division Project #Project Name FY23
640 Solid Waste SW56 Collections Front Load Truck 300,000
641 Landfill SW69 Landfill Gas Wells 126,000
641 Landfill SW70 Landfill Leachate Piping 178,000
604,000
650 Parking P025 Parking Vehicle Replacement 50,000
650 Parking P2201 Pay Stations 250,000
650 Parking P2202 Maintenance Manual 50,000
650 Parking P2203 Lot Occupancy Technology 60,000
650 Parking N/A Annual Maintenance Projects 25,000
435,000
670 Stormwater STDM04 Historic Pipe Replacement Program 310,000
670 Stormwater STDM05 Annual Unplanned Pipe Rehabilitation 47,250
670 Stormwater STDM17 Stormwater Facility Plan Phase 2 175,000
670 Stormwater STOP09 Stormwater Sidewalk Machine 140,000
672,250
710 Vehicle Maintenance VM04 Forklift Replacement 45,000
Vehicle Maintenance Fund Total 45,000
750 Public Works Admin GIS04 Aerial Photography 50,000
50,000
35,063,292
Stormwater Fund Total
Parking Fund Total
Solid Waste Funds Total
FY23 Capital Listing
Total Capital Projects for All Funds
Solid Waste Funds
Parking Fund
Stormwater Fund
Public Works Administration Fund Total
Vehicle Maintenance Fund
Public Works Administration Fund
175
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Appendix A: Statistical Information
AT A GLANCE
POPULATION IN THE CITY OF BOZEMAN
POPULATION IN GALLATIN COUNTY
118,960
53,293
2022-23
COMMUNITY PROFILE
With a diverse economy, an educated labor force, and a high
quality of life, Bozeman continues to be one of the most
desirable and fastest growing small cities in the United
States. Bozeman has a 2021 population of approximately
53,000 residents. Between 2010 and 2020, the City added
nearly 17,000 residents, which translates to a growth rate of
nearly 1,700 new residents per year or an annual growth rate
of 3.9 percent.
The City of Bozeman has a diverse economy driven by key
segments that distinguish it from other similarly sized cities.
While retail trade and hotels and restaurants are large
sectors, Bozeman and Gallatin County also have significant
numbers of jobs in health care, manufacturing, professional
and technical services, finance and insurance, and business
services (admin./waste mgt. services). About half of the jobs
in the County are within the City of Bozeman. Between 2015
and 2020, Gallatin County added 7,012 private wage and
salary jobs (2.8 percent per year), with Bozeman capturing
approximately 40 percent of the growth. Employment growth
was driven by Construction, Professional and Technical
Services, and Health Care.
The regional workforce is highly skilled and well educated.
Approximately 59.8 percent of Bozeman’s workforce has a
bachelor’s degree or higher. The presence of MSU and the
high concentration of professional and high skill jobs—such
as technology, photonics, quantum computing and health
care—are drivers of the highly educated local workforce.
Places with a high quality of life are also able to attract skilled
labor.
Bozeman sits in the center of Gallatin County, flanked by the Bridger
Mountains and Custer Gallatin National Forest, just south of the
Missouri River Headwaters. This diverse Rocky Mountain landscape
creates easy access to year-round outdoor activities for Bozeman
residents including hiking, mountain biking, climbing, camping,
fishing, and downhill and cross-country skiing. Bozeman’s excellent
access to public lands and year round outdoor recreation activities
and uncrowded spaces are attractive to the educated work force,
which is important, as highly educated skilled workers have more
choices and flexibility in where they choose to work and live.
Sources: ProsperaBusiness Network, PolicomMicropolitan Rankings, US Census, FDIC, LODES, Big Sky County MLS
179
KEY HOUSEHOLD CHARACTERISTICS
SOURCE: U.S. CENSUS BUREAU, AMERICAN COMMUNITY SURVEY 2010
and 2019 – 1 YEAR and 5 YEAR
Data Note: Disposable Income is after-tax household
income. Disposable income forecasts are based on the
Current Population Survey, U.S. Census Bureau. Detail
may not sum to totals due to rounding.
YEAR
POPULATION
MEDIAN
AGE
MEDIAN
HOUSEHOLD
INCOME
AVERAGE
HOUSEHOLD SIZE
(Owner Occupied)
HOUSING UNITS
2019 46,746 27.8 $55,569 2.3 21,093
2010 36,440 29.0 $42,218 2.3 16,761
CHANGE 10,306 0.6 $29,360 0.0 4,332
% CHANGE 28% 2% 49% 0% 26%
COMMUNITY R E P O R T - 2 0 2 2 - 23
BOZEMAN
POPULATION
SOURCE: 2020 CENSUS PROJECTED GROWTH RATE (eREMI)-
For Gallatin County
2021-2025: 12.8%
POPULATION BOZEMAN CITY BY RACE:
Single Race or in Combination with Other Race(s):
Source 2020 Census
Caucasian - 94.5%
Black or African American - 1.3%
American Indian & Native Alaskan - 2 .9% Asian
- 3.2%
Native Hawaiian & Pacific Islander - 0 .3%
Other Race - 4.6%
BOZEMAN, MT HAS A TOTAL AREA OF 20.4 SQ. MILES
2020 POPULATION BY AGE: Source 2020 Census
15.4% 84.6%
UNDER 18 18 and OLDER Years Old
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COMMUNITY R E P O R T - 2 0 2 2 - 23
BOZEMAN CITY - WORKFORCE
CIVILIAN WORKFORCE OVER THE AGE OF 16
BY INDUSTRY BY OCCUPATION
SOURCE: 2019 AMERICAN COMMUNITY SURVEY 1-YEAR ESTIMATES
KEY EMPLOYERS
SOURCE: BOZEMAN AREA CHAMBER OF COMMERCE TRENDS REPORT & STATE OF MONTANA DEPT. OF LABOR AND INDUSTRY LABOR MARKET LOCAL PROFILE
Montana State
University
Bozeman Health
Oracle Corp.
Simms Fishing
Products
Mystery Ranch
onX
Schedulicity
TOTAL EMPLOYMENT 98.0%
(Source: Gallatin County employment, August 2021: BLS LAUS)
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COMMUNITY R E P O R T - 2 0 2 2 - 23
BOZEMAN CITY - INCOME
HOUSEHOLD INCOME
SOURCE: U.S. CENSUS BUREAU, 2010 through 2019 AMERICAN COMMUNITY SURVEYS ONE YEAR ESTIMATES
BOZEMAN CITY INFRASTRUCTURE
TRANSPORTATION
Airport Passenger services provided by Delta, American, Alaska, Southwest,
Frontier and United. Air freight carriers include FedEx, UPS
Interstate Highway U.S. 90
Interstate Rail MT Rail Link
UTILITIES
Water Production: Peak 22 MGD per day
Wastewater 128 gallons per capita of wastewater per day
Gas Providers: Northwestern Energy, Amerigas, Gasworks, Petrolane Gas,
Madison River
Area Electrical Providers: Northwestern Energy, Park Electric Co-Op
Broadband 96.35% DSL Coverage, 84.44% Cable
$42,218 $44,412 $44,818 $44,615 $46,422 $45,729 $48,612 $49,217 $51,896 $55,569$59,296 $60,815 $63,300 $62,088 $62,333 $62,513 $67,350 $67,791 $71,652 $77,381
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
City of Bozeman
Median and Mean Income by Year
Source: American Community Survey 1‐year Estiamtes
Median household income (dollars)Mean household income (dollars)
182
COMMUNITY R E P O R T - 2 0 2 2 - 23
BOZEMAN CITY - HOUSING
SOURCES: Zillow Research for Current Value (9/30/21)
U.S. Census Bureau American Community Survey 2019–1 YEAR for Ownership and Median
TYPICAL VALUE (Zillow): $ 637,164
MEDIAN HOME VALUE: $369,300
MONTHLY MEDIAN HOUSING COST: $1,375
(Owner occupied with mortgage)
OWNED: 43.1%; RENTED: 56.9% OCCUPIED UNITS
HOUSING UNIT CHARACTERISTICS: SOURCE: U.S. CENSUS BUREAU, AMERICAN COMMUNITY SURVEY 2014 & 2019 –5 YEAR
183
COMMUNITY R E P O R T - 2 0 2 2 - 23
BOZEMAN CITY - EDUCATION
AGE 25 AND OLDER
SOURCE: 2019 AMERICAN COMMUNITY SURVEY ONE YEAR ESTIMATES
97.9%
POP HIGH SCHOOL GRADUATE OR HIGHER
41.9%
POP HAS ASSOCIATE OR BACHELOR’S DEGREE AS HIGHEST DEGREE OBTAINED
23.0%
POP. HAS GRADUATE OR PROFESSIONAL DEGREE AS HIGHEST DEGREE Obtained
K-12 Education: (Public) Two High Schools, Two Middle Schools, Eight Elementary
Schools (Private) Four Schools.
Colleges: Montana State University, Gallatin College
COMMUNITY R E P O R T - 2 0 2 2 - 23
BOZEMAN CITY - HEALTH CARE
Hospitals: Bozeman Health Deaconess, BDH Cancer Center
Clinics and Treatment Centers: Community Health Partners, East Main Medical Clinic,
Bozeman Health Family, Nova Health Urgent Care, Ideal Option, Eating Disorder Center of
Montana, Western Montana Mental Health Center
Retirement and Assisted Living: Bozeman Lodge, The Springs, Edgewood Memory
Care, Knolls at Hillcrest, Highgate Senior Living, Altum Senior Living, Hamilton House, Spring
Creek Inn, Senior Wyze, Mountain View Care Center
184
Appendix B: Budget and Financial Policies The overall goal of the City's financial policies is to establish and maintain effective management of the City's
financial resources. Formal policy statements and major objectives provide the foundation for achieving this goal.
Accordingly, this section outlines the policies used in guiding the preparation and management of the City's overall
budget and the major objectives to be accomplished. In addition, the rationale, which led to the establishment of
the fiscal policy statements, is also identified.
Budget Development & Administration
1. A comprehensive annual budget will be prepared for all funds expended by the City.
State law provides that “Local government officials may not make a disbursement or an expenditure or incur an
obligation in excess of the total appropriations for a fund.” (MCA 7-6-4005(1)) Inclusion of all funds in the budget
enables the commission, the administration, and the public to consider all financial aspects of city government
when preparing, modifying, and monitoring the budget, rather than deal with the City's finances on a "piece meal"
basis.
2. The budget will be prepared in such a manner as to facilitate its understanding by citizens and elected officials.
The budget presents a picture of the City government operations and intentions for the year to the citizens of
Bozeman. Presenting a budget document that is understandable to the citizens furthers the goal of effectively
communicating local government finance issues to both elected officials and the public.
3. Budgetary emphasis will focus on providing those basic municipal services which provide the maximum level
of services, to the most citizens, in the most cost effective manner, with due consideration being given to all
costs‐‐economic, fiscal, and social.
Beyond adherence to this basic philosophy, Montana’s Constitution states that taxes shall be levied for public
purposes. The citizens of Bozeman should be assured that its government and elected officials are responsive to
the basic needs of the citizens and that its government is operated in an economical and efficient manner for public
purposes.
4. The budget will provide for adequate maintenance of capital, plant, and equipment and for their orderly
replacement.
All governments experience prosperous times as well as periods of economic decline. In periods of economic
decline, proper maintenance and replacement of capital, plant, and equipment is generally postponed or eliminated
as a first means of balancing the budget. Recognition of the need for adequate maintenance and replacement of
capital, plant, and equipment, regardless of the economic conditions, will assist in maintaining the government's
equipment and infrastructure in good operating condition.
5. The City will avoid budgetary practices that balance current expenditures at the expense of meeting future
years' expenses.
Budgetary practices such as postponing capital expenditures, accruing future years' revenues, or rolling over short-
term debt are budgetary practices which can solve short-term financial problems; however, they can create much
larger financial problems for future administrations and commissions. Avoidance of these budgetary practices will
assure citizens that current problems are not simply being delayed to a future year.
185
6. The City will give highest priority in the use of one‐time revenues to the funding of capital assets or other
non‐recurring expenditures.
Utilizing one-time revenues to fund on-going expenditures results in incurring annual expenditure obligations which
may be unfunded in future years. Using one-time revenues to fund capital assets or other non-recurring
expenditures better enables future administrations and commissions to cope with the financial problems when
these revenue sources are discontinued, since these types of expenditures can more easily be eliminated.
7. The City will maintain a budgetary control system to help it adhere to the established budget.
The budget passed by the Commission establishes the legal spending limits for the City in alignment with City Code
section 2.06.150. A budgetary control system is essential in order to insure legal compliance with the City's budget.
8. The City will exercise budgetary control (maximum spending authority) through City Commission approval of
appropriation authority for each appropriated budget unit.
Exercising budgetary control for each appropriated budget unit satisfies requirements of State law and assures
compliance with the City’s Cody, Division 2, established for the budget. It also assists the commission in monitoring
current year operations and acts as an early warning mechanism when departments deviate in any substantive way
from the original budget.
9. Reports comparing actual revenues and expenditures to budgeted amounts will be prepared monthly.
The City's budget is ineffective without a system to regularly monitor actual spending and revenue collections with
those anticipated at the beginning of the year. Monthly reports comparing actual revenues and expenditures to
budget amounts provide the mechanism for the Commission and the administration to regularly monitor
compliance with the adopted budget and are a requirement of City Code section 2.06.170.
Revenue Collection
1. The City will seek to maintain a diversified and stable revenue base.
A city dependent upon a few volatile revenue sources is frequently forced to suddenly adjust tax rates or alter
expenditure levels to coincide with revenue collections. Establishment of a diversified and stable revenue base,
however, serves to protect the City from short-term fluctuations in any one major revenue source.
2. The City will estimate revenues in a realistic and conservative manner.
Aggressive revenue estimates significantly increase the chances of budgetary shortfalls occurring during the year--
resulting in either deficit spending or required spending reductions. Realistic and conservative revenue estimates,
on the other hand, will serve to minimize the adverse impact of revenue shortfalls and will also reduce the need for
mid-year spending reductions.
3. The City will pursue an aggressive policy of collecting revenues.
An aggressive policy of collecting revenues will help to ensure the City's revenue estimates are met, all taxpayers
are treated fairly and consistently, and delinquencies are kept to a minimum.
4. The City will aggressively pursue opportunities for Federal or State grant funding.
An aggressive policy of pursuing opportunities for federal or state grant funding provides citizens assurance that
the City is striving to obtain all state and federal funds to which it is entitled, thereby reducing dependence on local
taxpayers for the support of local public services.
186
5. User fees and charges will be used, as opposed to general taxes, when distinct beneficiary populations or
interest groups can be identified.
User fees and charges are preferable to general taxes because user charges can provide clear demand signals which
assist in determining what services to offer, their quantity, and their quality. User charges are also more equitable,
since only those who use the service must pay--thereby eliminating the subsidy provided by nonusers to users,
which is inherent in general tax financing.
6. User fees will be collected only if it is cost‐effective and administratively feasible to do so.
User fees are often times costly to administer. Prior to establishing user fees, the costs to establish and administer
the fees will be considered in order to provide assurance that the city's collection mechanisms are being operated
in an efficient manner.
Expenditures and Payments
1. On‐going expenditures will be limited to levels which can be supported by current revenues.
Utilization of reserves to fund on-going expenditures will produce a balanced budget; however, this practice will
eventually cause severe financial problems. Once reserve levels are depleted, the City would face elimination of
on-going costs in order to balance the budget. Therefore, the funding of on-going expenditures will be limited to
current revenues.
2. Minor capital projects or recurring capital projects, which primarily benefit current residents, will be financed
from current revenues.
Minor capital projects or recurring capital projects represent relatively small costs of an on-going nature, and
therefore, should be financed with current revenues rather than utilizing debt financing. This policy also reflects
the view that those who benefit from a capital project should pay for the project.
3. Major capital projects, which benefit future as well as current residents, will be financed with current
revenues as well as other financing sources (e.g. debt financing).
This policy reflects the view that those who benefit from a capital project should pay for the project.
4. Major capital projects, which benefit future residents, will be financed with other financing sources (e.g. debt
financing).
Major capital projects represent large expenditures of a non-recurring nature which primarily benefit future
residents. Debt financing provides a means of generating sufficient funds to pay for the costs of major projects.
Debt financing also enables the costs of the project to be supported by those who benefit from the project, since
debt service payments will be funded through charges to future residents.
5. Construction projects and capital purchases of $10,000 or more will be included in the Capital Improvement
Plan (CIP); minor capital outlays of less than $10,000 will be included in the regular operating budget.
The Capital Improvement Plan (CIP) differentiates the financing of high cost long-lived physical improvements from
low cost "consumable" equipment items contained in the operating budget. CIP items may be funded through debt
financing or current revenues while operating budget items are annual or routine in nature and should only be
financed from current revenues.
187
6. Minor and major capital replacement and construction projects must be adopted in compliance with City Code
section 5.07 where the City’s capital program is established.
7. Spending Policy:
The City will spend its resources in the following order. Resources will be categorized according to Generally
Accepted Accounting Principles (GAAP) for state and local governments, with the following general definitions:
• Restricted ‐ Amounts constrained to specific purposes by their providers (such as grantors, bondholders, and
higher levels of government) through constitutional provisions or by enabling legislation.
• Committed ‐ Amounts constrained to specific purposes by the City Commission; to be reported as committed,
amounts cannot be used for any other purpose unless the City Commission takes action to remove or change
the constraint.
• Assigned ‐ Amounts the City intends to use for a specific purpose; intent can be expressed by the Commission
or by an official or body to which the Commission delegates the authority. The City Commission delegates this
authority to the City Manager.
• Unassigned ‐ Amounts that are available for any purpose; these amounts are reported only in the General Fund.
When both restricted and unrestricted resources are available, spending will occur in the following order, for the
identified fund types:
Fund Type Order of Spending
General Fund 1. Restricted
2. Committed
3. Assigned
4. Unassigned
The City Commission and the City Manager, individually, have the authority to
express assignments in the General Fund.
Special Revenue
Funds
1. Restricted
2. Committed
3. Assigned
The City Commission and the City Manager, individually, have the authority to
express assignments in Special Revenue Funds.
Debt Service Funds 1. Assigned
2. Committed
3. Restricted
The City Commission and the City Manager, individually, have the authority to
express assignments in Debt Service Funds.
Capital Projects
Funds
1. Restricted
2. Committed
3. Assigned
The City Commission and the City Manager, individually, have the authority to
express assignments in Capital Project Funds.
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Debt Administration
1. The City will limit long‐term debt to capital improvements, which cannot be financed from current revenues.
Incurring long-term debt serves to obligate future taxpayers. Excess reliance on long-term debt can cause debt
levels to reach or exceed the government's ability to pay. Therefore, conscientious use of long-term debt will
provide assurance that future residents will be able service the debt obligations left by former residents.
2. The City will repay borrowed funds, used for capital projects, within a period not to exceed the expected useful
life of the project.
This policy reflects the view that those residents who benefit from a project should pay for the project. Adherence
to this policy will also help prevent the government from over-extending itself with regard to the incurrence of
future debt.
3. The City will not use long‐term debt for financing current operations.
This policy reflects the view that those residents who benefit from a service should pay for the service. Utilization of
long-term debt to support current operations would result in future residents supporting services provided to current
residents.
4. The City of Bozeman will adhere to a policy of full public disclosure with regard to the issuance of debt.
Full public disclosure with regard to the issuance of debt provides assurance that the incurrence of debt, for which
the public is responsible, is based upon a genuine need and is consistent with underwriters’ guidelines.
5. The City of Bozeman will adhere to state of Montana General Fund limitations for municipalities.
For the General Fund, Montana Code Annotated section 7-7-4101 allows the City to issue an obligation so long as
10% of the General Fund budget in each of the two immediately preceding fiscal years is not exceeded, debt services
in the current or any future fiscal year do not exceed 2% of revenue deposited in each of the two immediately
preceding fiscal years in the Fund, and the term of an obligation cannot exceed 20 years.
Reserves and Fund Balances
1. Reserves and Fund Balances will be properly designated into the following categories:
• Nonspendable fund balance ‐‐ Amounts that are not in a spendable form (such as inventory) or are
required to be maintained intact (such as the corpus of an endowment fund).
• Restricted fund balance ‐‐ Amounts constrained to specific purposes by their providers (such as
grantors, bondholders, and higher levels of government) through constitutional provisions or by
enabling legislation.
• Committed fund balance ‐‐ Amounts constrained to specific purposes by the City Commission; to be
reported as committed, amounts cannot be used for any other purpose unless the City Commission
takes action to remove or change the constraint.
• Assigned fund balance ‐‐ Amounts the City intends to use for a specific purpose; intent can be expressed
by the Commission or by an official or body to which the Commission delegates the authority.
• Unassigned fund balance ‐‐ Amounts that are available for any purpose; these amounts are reported
only in the General Fund.
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2. A minimum level of General Fund undesignated reserve equal to 16.67% of annual revenues will be maintained
by the City. This reserve is committed to be used for: cash flow purposes, accrued employee payroll benefits
which are not shown as a liability, unanticipated equipment acquisition and replacement, and to enable the city
to meet unexpected expenditure demands or revenue shortfalls. (See the FY23 Changes in Fund Balance/Working
Capital table in the Budget Summary section, page 22)
Property taxes represent the City's primary source of general fund revenue. Property taxes are collected in
November and May of each fiscal year. Since the City's fiscal year begins on July 1st, the City must maintain an
adequate cash balance in order to meet its expenditure obligations between July 1st and the commencement of
the collection of property taxes in November.
a. The City’s Municipal Code section 2.06.108 requires the City Manager to recommend a budget that
results in a year-end General Fund unreserved fund balance of no less than 16.67% if estimated General
Fund revenues. Bozeman’s adopted budget does not restrict the General Fund reserve and each year, the
City’s budget process begins with zero-based budgeting. The intention of reserve as adopted by the City
Commission is to ensure availability of funds and at the same time compliance with the City’s Code. At no
time may a budget be adopted or amended in a manner that results in a year-end General Fund unreserved
balance of less than five percent of estimated General Fund reserves. This limit does not apply in case of an
emergency, pursuant to state law. Accrued employee payroll benefits represent a bona fide obligation of
the City. The City will maintain sufficient reserves to meet its annual expenditure obligations.
b. The City’s Municipal Code section 5.04 requires a minimum level of budgeted General Fund reserved
fund balance by ordinance and in accordance with the GFOA (Government Finance Officers Association)
recommended practice on appropriate levels of unreserved fund balance in the General Fund. This
provision does not limit appropriations in case of emergency pursuant to state law. Currently, GFOA offers
a general guideline of between 16% and 17%, but only after the GFOA best practice is met. This guidance is
based on an analysis of types of risks the City is trying to manage. Accrued employee payroll benefits
represent a bona fide obligation of the City, and therefore, the City will maintain sufficient General Fund
undesignated reserves to meet its annual expenditure obligations.
The City recognizes the need to maintain adequate equipment in order to carry out required public services.
Equipment acquisition and replacement represent on-going costs of a relatively minor nature, as compared to major
capital purchases. We plan for equipment replacement within our Capital Improvement Program. However,
unforeseen equipment problems will arise. The reserve will provide resources for the immediate, unanticipated
replacement of critical equipment.
The City is subject to revenue shortfalls and unexpected expenditure demands during the fiscal year. An
undesignated General Fund reserve will be maintained to be able to offset these revenue shortfalls or meet
unexpected demands occurring during the year, without suddenly adjusting tax rates or reducing expenditures.
Financial Reporting & Accounting
1. The City will manage and account for its financial activity in accordance with Generally Accepted Accounting
Principles (GAAP), as set forth by the Governmental Accounting Standards Board (GASB).
GASB is recognized as the authority with respect to governmental accounting. Managing the City's finances in
accordance with GAAP and in accordance with the rules set forth by GASB provides Bozeman citizens assurance
that their public funds are being accounted for in a proper manner.
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2. The City will maintain its accounting records for general governmental operations on a modified accrual basis,
with revenues recorded when available and measurable, and expenditures recorded when services or goods are
received and liabilities incurred. Accounting records for proprietary fund types and similar trust funds will be
maintained on an accrual basis, with all revenues recorded when earned and expenses recorded at the time
liabilities are incurred, without regard to receipt or payment of cash.
Adherence to this policy will enable the City to prepare its financial statements in accordance with GAAP as set forth
by the GASB.
3. The City of Bozeman will prepare an Annual Comprehensive Financial Report (ACFR) in conformance with
Generally Accepted Accounting Principles (GAAP). The report will be made available to the general public. The
ACFR shall be prepared in accordance with the standards established by the GFOA for the Certificate of
Achievement for Excellence in Financial Reporting Program
The Certificate of Achievement represents a significant accomplishment for a government and its financial
management. The program encourages governments to prepare and publish an easily readable and understandable
comprehensive annual financial report covering all funds and financial transactions of the government during the
year. The ACFR provides users with a wide variety of information useful in evaluating the financial condition of a
government. The program also encourages continued improvement in the City's financial reporting practices.
4. The City will ensure the conduct of timely, effective, and annual audit coverage of all financial records in
compliance the local, state, and federal law.
Audits of the City's financial records provide the public assurance that its funds are being expended in accordance
with Local, State, and Federal law and in accordance with GAAP. Audits also provide management and the
Commission with suggestions for improvement in its financial operations from independent experts in the
accounting field.
5. The City of Bozeman will maintain a policy of full and open public disclosure of all financial activity.
Full and open public disclosure of all financial activity provides the public with assurance that its elected officials
and administrators communicate fully all financial matters affecting the public.
6. The modified accrual basis of accounting and budgeting is used for the governmental funds. Under the
modified accrual basis of accounting, revenues are recorded when susceptible to accrual, i.e., both measurable
and available. Available means collectible within the current period or soon enough thereafter to be used to pay
liabilities of the current period. Expenditures are recorded when the related liability is incurred. Employee
compensated absences and principal and interest on long‐term debt expenditures are recorded when due in the
current period. The accrual basis of accounting is used for proprietary funds. Under this method, revenues are
recorded when earned and expenses are recorded when the related liability is incurred. For budget preparation
and presentation, the proprietary funds’ expenses are converted to expenditures and follow the same budget
format as the government fund types. Capital outlays in the enterprise funds are presented as expenses for
budget basis, but are recorded as assets along with associated depreciation expense on the GAAP basis. Debt
service principal payments in the enterprise funds are accounted for as expenses for budget purposes, but are
reported as reduction of long‐term debt liability on the GAAP basis.
Recording capital outlays as expenditures and principal payments on long-term debt for budget purposes, presents
a clearer picture of the City’s financial operations, is easier to administer for cash flow purposes, and is easier for
the lay person to understand.
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Appendix C: Long Range Financial Planning
5-year Financial Plans: Each year, the City also prepares and maintains financial plans for the current year and the
ensuing 5 years for the following funds:
Special Revenue Funds
• Street Maintenance Fund
• Arterial & Collector Fund
• Tree Maintenance Fund
• Parks & Trails District Fund
Enterprise Funds
• Water Fund
• Wastewater Fund
• Stormwater Fund
These plans are developed as a part of the annual budget process and are based on current and future estimates of
staffing levels, estimated increases in operating costs such as supplies, fuel, and chemicals, and capital plans. The
plans project revenue requirements, expenditure levels, and estimated reserve levels for each of the five years.
Special Revenue Funds
STREET MAINTENANCE:
The Street Maintenance long-term plan continues to show increases in assessment to meet the needs of the capital
plan and growth. We are showing stabilization in rates but are having to dip below our desired reserve level unless
we raise rates, lower the level of services or reduce capital costs.
(2,000,000)
‐
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
2021 Actual 2022
Approved
2023
Approved
2024
Projections
2025
Projections
2026
Projections
2027
Projections
Street Maintenance Fund Projection
Revenue Expenditures Fund Balance
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ARTERIAL AND COLLECTOR
The assessment is increasing in FY23 rate and need slight increases in the future to fund the capital program. This
fund also relies on the gas tax remaining at current levels as well.
PARKS & TRAILS DISTRICT FUND
Parks & Trails District Fund plan as approved by the Commission is a five-year ramp up to Silver level of service. A
major capital item was delayed to decrease the initial assessment. This year’s increase is higher to include the
needed capital item. Going forward minor increase are needed to keep up with costs.
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
FY21 Actual FY22Approved FY23Approved ProjectedFY24 ProjectedFY25 ProjectedFY26 ProjectedFY27
Arterial & Collector Projection
Total Estimated Revenues:Total Proposed Expenditures:Ending Fund Balance ‐ Projected
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
FY21 Actual FY22
Approved
FY23
Approved
Projected
FY24
Projected
FY25
Projected
FY26
Projected
FY27
Parks & Trails District Projection
Total Estimated Revenues Total Proposed Expenditures Ending Fund Balance
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TREE MAINTENANCE FUND
The Tree maintenance fund needs to continue to build a fund balance to be able to address capital needs and
emergency funds.
Enterprise Funds
WATER FUND
Recently, the City had a rate study completed for the Water fund. Rates and reserve levels were designed to ensure
proper revenue coverage and reserve amounts, including a drought reserve.
‐
200,000
400,000
600,000
800,000
1,000,000
1,200,000
FY21 Actual FY22
Approved
FY23
Approved
Projected
FY24
Projected
FY25
Projected
FY26
Projected
FY27
Tree Maintenance Fund Projections
Total Estimated Revenues:Total Proposed Expenditures:Ending Fund Balance ‐ Projected
‐
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
FY21 Actual FY22
Approved
FY23
Approved
2024
Projected
2025
Projected
2026
Projected
2027
Projected
Water Fund Financial Trends
Revenue Expenditures Fund Balance
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WASTEWATER FUND
Recently, the City had a rate study completed for the Wastewater fund. Rates and reserve levels were designed to
ensure proper revenue coverage and reserve amounts.
STORMWATER FUND
Projected with 2% growth assumption and increases in rates are needed to further compensate in growth and
higher construction costs to continue to maintain and replace infrastructure.
‐
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
FY21 Actual FY22
Approved
FY23
Approved
2024
Projections
2025
Projections
2026
Projections
2027
Projections
Wastewater Financial Trends
Revenue Expenditures Fund Balance
‐
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
FY21 Actual FY22
Approved
FY23
Approved
Projected
FY24
Projected
FY25
Projected
FY26
Projected
FY27
Stormwater Fund Projections
Revenue Expenditures Ending Fund Balance ‐ Projected
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Appendix D: Glossary of Key Terms
ACCRUAL BASIS - A basis of accounting in which transactions are recognized at the time they are incurred, as
opposed to when cash is received or spent.
APPROPRIATION- Legal authorization granted by City Commission to make expenditures and incur obligations.
ASSESSED VALUATION - A value that is established for real and personal property for use as a basis for levying
property taxes. (For the City of Bozeman, the Montana Department of Revenue establishes Property values.)
ASSET ‐ Resources owned or held by a government having monetary value.
BALANCED BUDGET ‐ Refers to a government budget with revenues equal to expenditures.
BOND - A written promise to pay a sum of money on a specific date at a specified interest rate. The most
common types of bonds are general obligation, revenue, and special assessment district bonds. These are most
frequently used for construction of large capital projects such as buildings, streets, and water and waste water
lines.
BOND RATING ‐ An evaluation of a bond issuer’s credit quality and perceived ability to pay the principal and
interest on time and in full.
BOND REFINANCING ‐ The payoff and re-issuance of bonds, to obtain better interest rates and/or bond
conditions.
BUDGET - Plan of financial operation, embodying an estimate of proposed expenditures for a given period (City of
Bozeman’s budget is for a fiscal year July 1—June 30) and the proposed means of financing them. Upon approval
by Commission, the appropriation ordinance is the legal basis for incurring expenditures.
BUDGET AMENDMENT- A procedure to revise the appropriation ordinance through action by the City
Commission.
BUDGET CALENDAR - The schedule of key dates or milestones which the City follows in the preparation, adoption,
and administration of the budget.
BUDGET MESSAGE - The opening section of the budget which provides the City Commission and the public with a
general summary of the most important aspects of the budget, changes from the current and previous fiscal
years, and recommendations regarding the financial policy for the upcoming period.
BUDGETARY BASIS ‐ This refers to the form of accounting utilized throughout the budget process. These
generally take one of three forms: GAAP, Cash, and Modified Accrual.
BUDGETARY CONTROL - The control or management of a government or enterprise in accordance with an
approved budget for the purpose of keeping expenditures within the limitations of available appropriations and
available revenues.
CAPITAL BUDGET - The Capital Budget comprises the capital improvements that are funded in the current budget
year.
CAPITAL EXPENDITURE ‐ The item has a unit cost over $5,000, benefits future periods, has a normal useful life of
1 year or more, has an identity that does not change with use (i.e. retains its identity throughout its useful life),
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and is identifiable and can be accounted for separately. Improvements to existing assets must add life and value
to be included as a capital item.
CAPITAL IMPROVEMENTS ‐ Expenditures related to the acquisition, expansion, or rehabilitation of an element of
the government’s physical plant; sometimes referred to as infrastructure.
CAPITAL IMPROVEMENTS PROGRAM (CIP) ‐ A plan for capital expenditures needed to maintain, replace, and
expand the City’s heavy equipment and public infrastructure (for example streets, parks, buildings, etc.) The CIP
projects these capital equipment and infrastructure needs for a set number of years (5 years for City of Bozeman’s
Program) and is updated annually to reflect the latest priorities, cost estimates and changing financial estimates
or strategies. The first year of the adopted CIP becomes the basis of the City’s capital budget.
CAPITAL IMPROVEMENTS PROGRAM PLAN (CIPP) – This plan differentiates the financing of high-cost, long-lived
physical improvements from low cost “consumable” equipment items contained in the operating budget. CIP
items may be funded through debt financing or current revenues while operating budget items are annual or
routine in nature and should only be financed from current revenues. Minor and major capital replacement and
construction projects must be adopted in compliance with City Code section 5.07 where the City’s Capital
Program is established. Construction projects and capital purchases of $10,000 or more will be included in the
Capital Improvement Program Plan.
CAPITAL OUTLAY - Items that cost more than $5,000 and have a useful life of one year or more. For budgeting
purposes, capital outlays of less than $10,000 will be included in the regular operating budget.
CAPITAL PROJECT - New facility, technology system, land or equipment acquisition, or improvements to existing
facilities beyond routine maintenance. Capital projects are included in the CIPP and become fixed assets. Projects
are categorized as either minor or major:
MINOR CAPITAL PROJECTS or reoccurring capital projects primarily benefit current residents.
MAJOR CAPITAL PROJECTS benefit future, as well as current residents and can represent large
expenditures of a non-recurring nature which primarily benefit future residents.
CASH BASIS ‐ A basis of accounting in which transactions are recognized only when cash is increased or
decreased.
CDBG ‐ Community Development Block Grant, a federally funded grant program for specific national objectives
related to housing, infrastructure, and economic development.
CONTINGENCY - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise
budgeted.
CONTRACTED SERVICES - Expenditures for services performed by firms, individuals, not other city departments.
DEBT LIMIT - The maximum amount of gross or net debt which is legally permitted.
DEBT RATIO - Ratios which provide a method of assessing debt load and the ability to repay debt which plays a
part in the determination of credit ratings. They are also used to evaluate the City’s debt position over time and
against its own standards and policies.
DEBT SERVICE - Payment of principal and interest related to long term loans or bonds.
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DEBT SERVICE FUND - A fund established to account for the accumulation of resources for, and the payment of,
general long-term debt principal and interest.
DEBT SERVICE FUND REQUIREMENT ‐ The amounts of revenue which must be provided for a Debt Service Fund so
that all principal and interest payments can be made in full and on schedule.
DEFICIT - The excess of an entity’s liabilities over its assets or the excess of expenditures over revenues during a
single accounting period.
DEPARTMENT- A major administrative division of the City which indicates overall management responsibility for
an operation or a group of related operations within a functional area.
DEPRECIATION - Expiration in the service life of fixed assets, attributable to wear and tear, deterioration, action of
physical elements, inadequacy, and obsolescence.
DESTINGUISHED BUDGET PRESENTATION AWARD ‐ A voluntary awards program administered by the
Government Finance Officers Association to encourage governments to prepare effective budget documents.
DIVISION ‐ A group of homogenous cost centers within a department.
ENTERPRISE FUND ‐ A fund established to account for operations that are financed and operated in a manner
similar to private business enterprises - where the intent of the governing body is that the costs (expenses,
including depreciation) of providing goods or services to the general public on a continuing basis be financed or
recovered primarily through user charges.
ESTIMATE ‐ The most recent prediction of current year revenue and expenditures. Estimates are based upon
many months of actual expenditure and revenue information and are prepared to consider the impact of
unanticipated costs or other economic changes.
ESTIMATED REVENUE - The amount of projected revenue to be collected during the fiscal year.
EXPENDITURES - Decreases in net financial resources.
FIDUCIARY FUND – A Fiduciary Fund is used in governmental accounting to report on assets held in trust for
others.
FISCAL YEAR - The time period signifying the beginning and ending period for recording financial transactions.
The City's fiscal year begins on July 1 and ends on June 30 of each year.
FIXED ASSETS - Assets of long-term character which are intended to continue to be held or used, such as land,
buildings, machinery, furniture and other equipment.
FTE ‐ See Full Time Equivalent.
FULL FAITH AND CREDIT‐ A pledge of a government’s taxing power to repay debt obligations.
FULL TIME EQUIVALENT Also referred to as FTE. The yearly personnel hours worked by a position divided by the
total available work hours for a full year (2080).
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FUND - An accounting entity with a self-balancing set of accounts which are segregated
for the purpose of carrying on specific activities or attaining certain objectives in
accordance with special regulations, restrictions or limitations.
FUND BALANCE - The excess of assets over liabilities. The beginning fund balance is the residual funds brought
forward from the previous fiscal year. Beginning in the FY23 Budget, unassigned Fund Balance and undesignated
reserves are specifically called out.
NON‐SPENDABLE FUND BALANCE - Amounts that are not in a spendable form (such as inventory) or are
required to be maintained intact (such as the corpus of an endowment fund).
RESTRICTED FUND BALANCE - Amounts constrained to specific purposes by their providers (such as
grantors, bondholders, and higher levels of government) through constitutional provisions or by enabling
legislation.
COMMITTED FUND BALANCE - Amounts constrained to specific purposes by a government itself using its
highest level of decision-making authority; to be reported as committed, amounts cannot be used for any
other purpose unless the government takes the same highest-level action to remove or change the
constraint.
ASSIGNED FUND BALANCE - Amounts a government intends to use for a specific purpose; intent can be
expressed by the governing body or by an official or body to which the governing body delegates the
authority.
UNASSIGNED FUND BALANCE - Amounts that are available for any purpose; these amounts are reported
only in the General Fund.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) – A collection of commonly followed accounting rules
and standards for financial reporting.
GENERAL FUND - The fund used to account for all of the City’s financial resources except those required to be
accounted for in another fund.
GENERAL OBLIGATION BONDS (G.O. Bonds) ‐ Bonds for the payment of which the full faith and credit of the
issuing government are pledged. These bonds usually require voter approval and finance a variety of public
projects such as roads, buildings, parks and improvements.
GOAL ‐ A statement of broad direction, purpose or intent based on the needs of the community.
GOVERNMENTAL FUNDS ‐ Funds generally used to account for tax-supported activities. Governmental funds
include: general, special revenue, debt service, capital projects, and permanent funds.
GOVERNEMENT FINANCE OFFICERS ASSOCIATION (GFOA) – Represents public finance officials through the
United States and Canada who publish best practices in local government finance.
GRANT - A contribution by one government unit or funding source to another. The contribution is usually made
to aid in the support of a specified function (e.g. public safety or drug enforcement,) but is sometimes for general
purposes.
IMPROVEMENT DISTRICT ‐ Special assessment districts formed by property owners who desire and are willing to
pay for mutually enjoyed improvements such as lighting or street maintenance.
INFRASTRUCTURE ‐ Facilities that support the daily life and growth of the city, for example, streets, public
buildings, wastewater treatment, parks.
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INTERGOVERNMENT REVENUE ‐ Funds received from federal, state, and other local government sources in the
form of grants, shared revenues, and payments in lieu of taxes.
INTERNAL SERVICE FUND ‐ A fund used to account for the financing of goods or services provided by one
department or agency to other departments on a cost-reimbursement basis.
LEASE‐PURCHASE AGREEMENT ‐ Contractual agreements, which are termed “leases”, but which in substance,
amount to purchase contracts for equipment and machinery.
LEVY - (Verb) To impose taxes, special assessments, or service charges for the support of governmental activities.
(Noun) The total amount of taxes, special assessments, or service charges imposed by a government.
LINE‐ITEM BUDGET - A budget that lists each expenditure category (salary, materials, telephone service, travel,
etc.) separately, along with the dollar amount budgeted for each specific category.
LONG‐TERM DEBT - Debt with a maturity of more than one year after the date of issuance.
MANDATE ‐ Legislation passed by the state or federal government requiring action or provision of services and/or
programs by the City. Examples include the Americans with Disabilities Act, which requires such actions as
physical facility improvements and provision of specialized equipment for public recreation and transportation.
MILL LEVY - Rate applied to Assessed Valuation to determine property taxes. A mill is 1/10th of a penny or $1.00
of tax for each $1,000 of assessed valuation. In Montana, there are three categories of Mills:
NON‐VOTED (FLOATING) MILL – Annual mills capped by statewide law based in certified taxable values
and inflation.
PERMISSIVE MILL – Annual mills allowed by Montana state law to be levied for specific purposes to raise
needed funds (Permissive medical levy and some school levies, for example)
VOTED DOLLAR AMOUNT OR MILL – Taxpayer approved specific mills or mills calculated to meet voter
approved specific dollars for activities
OBJECT - As used in expenditure classification, this term applies to the article purchased or the service obtained
(as distinguished from the results obtained from expenditures). Examples are personnel services, contracted
services, and supplies and materials.
OBJECTIVE ‐ Desired outcome-oriented accomplishments that can be measured and achieved within a given time
frame, and advances the activity or organization toward a corresponding goal.
OPERATING BUDGET - The portion of the budget pertaining to daily operations that provides basic governmental
services. The operating budget contains appropriations for such expenditures as personnel, supplies, utilities,
materials, and services.
ORDINANCE ‐ A formal legislative enactment by the City Commission. If it is not in conflict with any higher form
of law, such as state statute or constitutional provision, it has the full force and effect of law within the
boundaries of the City.
OUTSTANDING BONDS ‐ Bonds not yet retired through principal payment.
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OVERLAPPING DEBT - The City’s proportionate share of the debt of other local governmental units, which either
overlap it or underlie it. The debt is generally apportioned based on relative assessed value
PAYMENT IN LIEU OF TAXES ‐ Also referred to as PILT. Payments made in lieu of taxes from another government
or entity.
PERFORMANCE BUDGET ‐ A budget that focuses on departmental goals and objectives rather than line items,
programs, or funds. Workload and unit cost data are collected in order to assess effectiveness and efficiency of
services.
PERSONNEL SERVICES - Items of expenditures in the operating budget for salaries and wages paid for services
performed by City employees, as well as the fringe benefit costs.
PROPERTY TAX - A levy upon each $100 of assessed valuation of real and personal property within the City of
Bozeman.
PROPRIETARY FUND- Funds that focus on the determination of operating income, changes in net position (or cost
recovery) financial position, and cash flows. Proprietary funds include enterprise and internal service funds.
RESOLUTION‐ A special or temporary order of a legislative body (City Commission) requiring less legal formality
than an ordinance or statute.
RESERVE (UNDESIGNATED) – Funds to be used for undesignated, unexpected expenses. Beginning in the FY23
budget, unassigned fund balance and undesignated reserves are specifically called out.
RESOURCES ‐ Total amounts available for appropriation including estimated revenues, fund transfers, and
beginning fund balances.
REVENUE ‐ Funds that the government receives as income. It includes items such as tax payments, fees for
specific services, receipts from other governments, fines, forfeitures, grants, shared revenues and interest
income.
REVENUE BONDS - Bonds sold for constructing a project that will produce revenue for the government. That
revenue is pledged to pay the principal and interest of the bond.
RISK MANAGEMENT - An organized attempt to protect a government’s assets against accidental loss in the most
economical method.
SPECIAL IMPROVEMENT DISTRICT (SID) ‐ An area defined and designated for improvements, often financed with
bond proceeds that specifically benefit the property owners within the area of the district. Debt is repaid through
annual assessments to property owners.
SPECIAL REVENUE FUND ‐ A fund used to account for the proceeds of specific revenue sources (other than special
assessments, expendable trusts, or of major capital projects) that are legally restricted to expenditure for
specified purposes.
STATE SHARED REVENUE ‐ Revenues levied and collected by the state but shared with local governments as
determined by state government. Entitlement funds received by the City form the state of Montana is the largest
State Shared Revenue.
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TAXES - Compulsory charges levied by a government for the purpose of financing services performed for the
common benefit. This term does not refer to specific charges made against particular property for current or
permanent benefits, such as special assessments.
TIF‐ Tax Increment Financing. A method of using incremental increases in property tax values to fund the
improvements or efforts of a designated area.
TRANSFERS IN/OUT- Amounts transferred from one fund to another to assist in financing the services from the
recipient fund.
UNDESIGNATED RESERVE – The portion of a fund’s balance that is set aside for non-specific purposes to address
unforeseen expenses within the budget year and is available for general appropriation.
UNRESERVED FUND BALANCE ‐ The portion of a fund’s balance that is not restricted for a specific purpose and is
available for general appropriation.
USER CHARGES OR FEES ‐ The payment of a fee for direct receipt of a public service by the party benefiting from
the service.
WORKING CAPITAL ‐ The different between current assets and current liabilities.
WORKLOAD INDICATOR ‐ A unit of work to be done (e.g. number of permit applications received for the number
of burglaries to be investigated.)
WRF ‐ Water Reclamation Facility; commonly referred to in the past as a Wastewater Treatment Plant.
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APPENDIX E: CITATIONS
Statistics, U. B. (2022). Economic New Release - Consumer Price Index Summary April 2022. Washington, D.C.:
U.S. Bureau of Labor and Statistics .
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