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HomeMy WebLinkAbout04-01-25 City Commission Agenda and Packet MaterialsA. Call to Order - 6:00 PM - Commission Room, City Hall, 121 North Rouse B. Pledge of Allegiance and a Moment of Silence or Mindfulness C. Changes to the Agenda D. FYI E. Commission Disclosures F. Consent F.1 Accounts Payable Claims Review and Approval (Edwards) F.2 Authorize the City Manager to Sign a Grant Match Agreement with Greater Gallatin United Way for a Waitlist Prioritization Program(DiTommaso) THE CITY COMMISSION OF BOZEMAN, MONTANA REGULAR MEETING AGENDA Tuesday, April 1, 2025 How to Participate: If you are interested in commenting in writing on items on the agenda please send an email to comments@bozeman.net or visit the Public Comment Page prior to 12:00 p.m. on the day of the meeting. At the direction of the City Commission, anonymous public comments are not distributed to the City Commission or staff. Public comments will also be accepted in-person and through video conference during the appropriate agenda items but you may only comment once per item. As always, the meeting will be recorded and streamed through the Commission's video page and available in the City on cable channel 190. For more information please contact the City Clerks' Office at 406.582.2320. This meeting will be held both in-person and also using an online video conferencing system. You can join this meeting: Via Video Conference: Click the Register link, enter the required information, and click submit. Click Join Now to enter the meeting. Via Phone: This is for listening only if you cannot watch the stream, channel 190, or attend in- person United States Toll +1 669 900 9128 Access code: 933 7244 1920 1 F.3 Authorize the City Manager to Sign the Notice of Award and Contract Documents for the 2025 Curb and Sidewalk Improvements Project to Montana Excavation and Utilities LLC, for the Purpose of Replacing Curb, Gutter and Sidewalk on Various Streets within the City(Gamradt) F.4 Authorize the City Manager to Sign a Professional Services Agreement with Montana State University for Open Channel Mapping(Oliver) F.5 Authorize City Manager to Sign an Amendment 1 with Morrison Maierle for the North 27th Avenue (Baxter to Cattail) Improvements Project(Murray) F.6 Authorize the City Manager to Sign an Amendment 1 to the Professional Services Agreement for 2025 Digital Orthoimagery and Lidar Acquisition for the Purpose of Replacing Pricing Information For the Contract(Jorgenson) F.7 Authorize the City Manager to Sign an Amendment 3 to the Professional Services Agreement with Bozeman Site Services, LLC. for Landscape Maintenance Services in the Parks and Trails District(Canter) F.8 Authorize the City Manager to Sign an Amendment 4 to the Professional Services Agreement with Hydro Logistics Irrigation LLC. for Irrigation Maintenance Services in the Parks and Trails District(Canter) F.9 A Resolution Adopting the Use of an Alternative Project Delivery Contract for a General Contractor Construction Manager for Preconstruction and Construction Services for the Lindley Center Renovation Project(Miller) G. Public Comment on Non-agenda Items Falling Within the Purview and Jurisdiction of the Commission H. Action Items H.1 Consideration of Appeal 25033 Regarding Conditional Approval of The Guthrie, 5th and Villard Site Plan, Certificate of Appropriateness, and Demolition Application Number 24493(George) I. FYI / Discussion J. Adjournment This is the time to comment on any matter falling within the scope of the Bozeman City Commission. There will also be time in conjunction with each agenda item for public comment relating to that item but you may only speak once per topic. Please note, the City Commission cannot take action on any item which does not appear on the agenda. All persons addressing the City Commission shall speak in a civil and courteous manner and members of the audience shall be respectful of others. Please state your name, and state whether you are a resident of the city or a property owner within the city in an audible tone of voice for the record and limit your comments to three minutes. Written comments can be located in the Public Comment Repository. City Commission meetings are open to all members of the public. If you have a disability that 2 requires assistance, please contact our ADA Coordinator, David Arnado, at 406.582.3232. Commission meetings are televised live on cable channel 190 and streamed live on our Meeting Videos Page. 3 Memorandum REPORT TO:City Commission FROM:Nicole Armstrong, Accounts Payable Clerk Rhonda Edwards, Accounts Payable Clerk Aaron Funk, City Controller Melissa Hodnett, Finance Director SUBJECT:Accounts Payable Claims Review and Approval MEETING DATE:April 1, 2025 AGENDA ITEM TYPE:Finance RECOMMENDATION:The City Commission is recommended to make a motion and approve payment of claims as presented. STRATEGIC PLAN: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. BACKGROUND:Montana Code Annotated, Section 7-6-4301 requires claims to be presented to the City Commission within one year of the date the claims accrued. Claims presented to the City Commission under this item have been reviewed and validated by the Finance Department. The Department has ensured that all goods and services have been received along with necessary authorizations and supporting documentation. Please provide approval for checks dated April 2, 2025. UNRESOLVED ISSUES:None ALTERNATIVES:The City Commission could decide not to approve these claims or a portion of the claims presented. This alternative is not recommended as it may result in unbudgeted late fees assessed against the City. FISCAL EFFECTS:The total amount of the claims to be paid is presented at the bottom of the Expenditure Approval List posted on the City’s website at https://www.bozeman.net/departments/finance/purchasing. Report compiled on: August 21, 2024 4 Memorandum REPORT TO:City Commission FROM:Jesse DiTommaso, Economic Development Coordinator Brit Fontenot, Economic Development Director SUBJECT:Authorize the City Manager to Sign a Grant Match Agreement with Greater Gallatin United Way for a Waitlist Prioritization Program MEETING DATE:April 1, 2025 AGENDA ITEM TYPE:Grant RECOMMENDATION:Authorize the City Manager to sign a grant match agreement with Greater Gallatin United Way for a waitlist prioritization program. STRATEGIC PLAN:2.3 Workforce Development: Support education and workforce development initiatives to improve the skills of our citizens. BACKGROUND:The City of Bozeman’s adopted Economic Vitality Strategy highlights the importance of child care as critical infrastructure for a healthy local economy. A shortage of accessible child care can negatively impact the economy by creating workforce instability, as parents are forced to reduce hours or leave jobs due to lack of care options. In Gallatin County, 44% of parents report missing work due to child care challenges. Since 2021, we have seen an 11% decrease in women with a child under the age of 6 entering the workforce in Bozeman, see attached CHILD Task Force Strategy. Businesses are directly impacted by instability in the child care sector. The US Chamber of Commerce estimates businesses lose $57 billion annually nationwide due to child care related absenteeism. Accessible child care can reduce stress on families, businesses, and the local economy. To address some of the economic impacts of inaccessible child care, the City of Bozeman supported the CHILD task force strategic plan. Goal 2 of the CHILD Task Force Strategic Plan is to support, complement, and expand upon what currently exists. A key strategy to accomplishing Goal 2, is establishing and implementing a Gallatin County Waitlist Program for use by care providers, families, and businesses. A county-wide waitlist program will provide families with real-time slot availability while also helping child care providers maximize their enrollment capacity. The program manager, housed at Greater Gallatin United Way, will assist child care providers, businesses, and parents with a child care business management software that will allow providers to upload details about their facility as well as availability. Parents can then use the software to find a 5 child care that best fits their needs. When a family finds a child care, they will be automatically removed from the list. This streamlines the process of finding child care, removes inefficiencies, increase transparency, and ensures that available lots do not go unused. Building off the Missoula Child Care Advantage model, the program will allow business to join the platform to provide a benefit for their employees. The tiered business membership model allows businesses to do everything from holding future slots for employees to subsidizing the cost of care for their employees as a retention and recruitment tool. Additionally, the program will subsidize costs for low-income families to access child care listings on the platform. The CHILD Task Force is in the process of applying for multiple grants to start the program. The $25,000 contemplated in the grant match agreement would provide a 50% match to a recently awarded sub-grant by Zero to Five. After startup, the program is designed to be financially sustainable using a tiered business membership model and foundation partnerships to maintain the system. The Economic Development Department’s budget request for FY2025 included start-up costs for a child care portal and has the $25,000 match available. UNRESOLVED ISSUES:None. ALTERNATIVES:As recommended by the Commission. FISCAL EFFECTS:$25,000, available in the Economic Development fund. Attachments: 25 - Grant Agreement - Great Gallatin United Way - Child Care Waitlist and Priotization Program FULL.pdf Child Task Force Strategic Plan 2024.pdf Report compiled on: March 19, 2025 6 FY 2025 Grant Agreement – Community-wide Child Care Waitlist and Prioritization Program Page 1 CITY OF BOZEMAN GRANT AGREEMENT Greater Gallatin United Way THIS AGREEMENT is made and entered into this ____ day of April, 2025 by and between the City of Bozeman, Montana, a self-governing municipal corporation operating pursuant to its Charter and the laws of the State of Montana, located at 121 N. Rouse Ave., Bozeman MT 59771 (“City”) as GRANTOR and Greater Gallatin United Way, a nonprofit 501c3, located at 945 Technology Blvd #101f, Bozeman, MT 59718, GRANTEE. WHEREAS, on June 6, 2023 the City Commission adopted Resolution 5443, Adopting Bozeman’s 2023 Economic Vitality Strategy; and WHEREAS, the Economic Vitality Strategy recognizes increasing the supply of child care is critical for the economy to maximize the full potential of the available workforce; and WHEREAS, Economic Vitality Strategy Objective 1.2: Provide comprehensive and coordinated skills development starting with child care through middle school and higher-ed includes a priority outcome of more affordable child care opportunities becoming available; and WHEREAS, the City Manager’s recommended budget outlines Economic Development Department major objectives to include providing for Gallatin Valley residents through workforce and sector development and business support initiatives; and WHEREAS, on June 25, 2024, the City Commission adopted Resolution 5600, Adopting the Annual Operating Budget and the 2025 Biennial Budget; and WHEREAS, the Economic Development Department identified child care support as a budget item in order to increase affordable, available child care for the workforce; and WHEREAS, on April 1, 2025 the Commission appropriated up to a $25,000 match in grant funds in order to support a community-wide Waitlist Prioritization Program for childcare providers, parents, and local businesses. THE PARTIES AGREE: 1. The Grant. The City will grant and release to GRANTEE a sum of up to twenty-five thousand dollars ($25,000) of its Economic Development Fund (the “Grant”) pursuant to the payment terms in Section 4. 2. Term of Grant. This Agreement becomes effective on the date of signing and shall terminate on June 30, 2025. 3. Use of Grant Funds. Grant funds in the amount of up to twenty-five thousand dollars ($25,000) will be used by GRANTEE for the sole purpose of matching grant monies 7 FY 2025 Grant Agreement – Community-wide Child Care Waitlist and Prioritization Program Page 2 awarded to Grantee by Zero to Five Montana in order to assist in the creation of a community-wide child care waitlist and prioritization program (year one) as described in the proposal and award letter, attached hereto as Exhibit A and by this reference incorporated herein. Eligible expenses must be incurred during the term of this Agreement [and must be requested for reimbursement no later than July 20th following the expiration of this Agreement]. Eligible expenses must serve City of Bozeman residents. 4. Payment of Grant Funds a. The City will remit the Grant funds to the GRANTEE following the execution of this Agreement. b. Unless otherwise approved by the Director of Economic Development any funds from the Grant not awarded during the fiscal year ending June 30, 2025 will remain in the City’s Economic Development Fund and will be available for other appropriation. c. Modifications to the scope of work or term of this Agreement must be submitted as a written request by the GRANTEE. The City’s Director of Economic Development must review and approve all requests prior to the expiration of this Agreement. d. The City will have no obligation to pay any Grant funds unless at the time of the request for payment (i) all of GRANTEE’s representations as set forth in Section 4 are true and correct, and (ii) GRANTEE is not in breach of any term of this Agreement. If any of the above conditions are not satisfied in sole the determination of the City, the City shall have no obligation to make payment and the City’s determination to refrain from paying, or its inability to pay, any of the Grant funds shall not be or result in a default of this Agreement. 5. Grantee Representations a. GRANTEE has familiarized itself with the nature and extent of this Agreement and with all local conditions and federal, state and local laws, ordinances, rules, and regulations that in any manner may affect GRANTEE’s performance under this Agreement. b. GRANTEE represents and warrants to City that it has the experience and ability to perform its obligations under this Agreement; that it will perform said obligations in a professional, competent and timely manner and with diligence and skill; that it has the power to enter into and perform this Agreement and grant the rights granted in it; and that its performance of this Agreement shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark, privacy, publicity, libel, slander or any other rights of any nature 8 FY 2025 Grant Agreement – Community-wide Child Care Waitlist and Prioritization Program Page 3 whatsoever, or violate any federal, state and municipal laws. The City will not determine or exercise control as to general procedures or formats necessary for GRANTEE to meet this warranty. c. GRANTEE represents and warrants to City that the grant funds are necessary to accomplish the financial requirements of the community-wide child care waitlist and prioritization program and that the program will benefit City of Bozeman citizens. 6. Reports/Accountability/Public Information. If Grant funds are paid to GRANTEE, GRANTEE will provide to the City a formal written report that includes, at a minimum, the proof of expenses paid. GRANTEE will also provide, if desired, to the City Commission a formal presentation that includes detail regarding use of Grant funds. GRANTEE agrees to develop and/or provide such other documentation as requested by the City demonstrating GRANTEE’s compliance with the requirements of this Agreement. GRANTEE must allow the City, its auditors, and other persons authorized by the City to inspect and copy its books and records for the purpose of verifying that monies provided to GRANTEE pursuant to this Agreement were used in compliance with this Agreement and all applicable provisions of federal, state, and local law. GRANTEE will retain such records for seven years after receipt of final payment under this Agreement unless permission to destroy them is granted by the City. GRANTEE shall not issue any statements, releases or information for public dissemination without prior approval of the City. 7. Permits and Compliance With Laws. GRANTEE will obtain, in a timely manner, all required permits, licenses and approvals, and will meet all requirements of all local, state and federal laws, rules and regulations which must be obtained or met in connection with the Project. 8. Independent Contractor Status. The parties agree that GRANTEE, its agents, employees, contractors, or subcontractors, are independent contractors for purposes of this Agreement and are not to be considered employees or agents of the City for any purpose. GRANTEE and its agents, employees, contractors, or subcontractors, are not subject to the terms and provisions of the City’s personnel policies handbook and may not be considered a City employee for workers’ compensation or any other purpose. GRANTEE, its agents, employees, contractors, or subcontractors, are not authorized to represent the City or otherwise bind the City in any way. 9. Default and Termination. If GRANTEE fails to comply with any condition of this Agreement at the time or in the manner provided for, the City may terminate this Agreement if the default is not cured within fifteen (15) days after written notice is provided to GRANTEE. The notice will set forth the items to be cured. If this 9 FY 2025 Grant Agreement – Community-wide Child Care Waitlist and Prioritization Program Page 4 Agreement is terminated pursuant to this Section, GRANTEE will repay to the City any Grant funds already delivered to GRANTEE for the community-wide child care waitlist and prioritization program. 10. Limitation on GRANTEE’s Damages; Time for Asserting Claim a. In the event of a claim for damages by GRANTEE under this Agreement, GRANTEE’s damages shall be limited to contract damages and GRANTEE hereby expressly waives any right to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature or kind. b. In the event GRANTEE wants to assert a claim for damages of any kind or nature, GRANTEE must first provide City with written notice of its claim, the facts and circumstances surrounding and giving rise to the claim, and the total amount of damages sought by the claim, within ninety (90) days of the facts and circumstances giving rise to the claim. In the event GRANTEE fails to provide such notice, GRANTEE shall waive all rights to assert such claim. 11. Representatives a. City’s Representative. The City’s Representative for the purpose of this Agreement shall be Jesse DiTommaso, Economic Development Coordinator, or such other individual as City may designate in writing. Whenever approval or authorization from or communication or submission to City is required by this Agreement, such communication or submission must be directed to the City’s Representative and approvals or authorizations will be issued only by such Representative; provided, however, that in exigent circumstances when City’s Representative is not available, GRANTEE may direct its communication or submission to other designated City personnel or agents and may receive approvals or authorization from such persons. b. GRANTEE’s Representative. GRANTEE’s Representative for the purpose of this Agreement shall be Tori Sproles, Director of Early Learning, or such other individual as GRANTEE designates in writing. Whenever direction to or communication with GRANTEE is required by this Agreement, such direction or communication must be directed to GRANTEE’s Representative; provided, however, that in exigent circumstances when GRANTEE’s Representative is not available, City may direct its direction or communication to other designated GRANTEE personnel or agents. 12. Indemnity/Waiver of Claims/Insurance. To the fullest extent permitted by law, GRANTEE agrees to defend, indemnify and hold the City and its agents, representatives, employees, and officers (collectively referred to for purposes of this Section as the City) 10 FY 2025 Grant Agreement – Community-wide Child Care Waitlist and Prioritization Program Page 5 harmless against all third party claims, demands, suits, damages, losses, and expenses, including reasonable defense attorney fees, which arise out of, relate to or result from GRANTEE’s (i) negligence, or (ii) willful or reckless misconduct. Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations of indemnity that would otherwise exist. The indemnification obligations of this Section must not be construed to negate, abridge, or reduce any common-law or statutory rights of the indemnitee(s) which would otherwise exist as to such indemnitee(s). GRANTEE’s indemnification obligations under this Section shall be without regard to and without any right to contribution from any insurance maintained by City. Should any indemnitee described herein be required to bring an action against GRANTEE to assert its right to defense or indemnification under this Agreement or under GRANTEE’s applicable insurance policies required below the indemnitee shall be entitled to recover reasonable costs and attorney fees incurred in asserting its right to indemnification or defense but only if a court of competent jurisdiction determines GRANTEE was obligated to defend the claim(s) or was obligated to indemnify the indemnitee for a claim(s) or any portion(s) thereof. In the event of an action filed against City resulting from the City’s performance under this Agreement, the City may elect to represent itself and incur all costs and expenses of suit. GRANTEE also waives any and all claims and recourse against the City or its officers, agents or employees, including the right of contribution for loss or damage to person or property arising from, growing out of, or in any way connected with or incident to the performance of this Agreement except “responsibility for his own fraud, for willful injury to the person or property of another, or for violation of law, whether willful or negligent” as per 28-2-702, MCA. These obligations shall survive termination of this Agreement. In addition to and independent from the above, GRANTEE shall at GRANTEE’s expense secure insurance coverage through an insurance company or companies duly licensed and authorized to conduct insurance business in Montana which insures the liabilities and obligations specifically assumed by GRANTEE in this Section. The insurance coverage shall not contain any exclusion for liabilities specifically assumed by GRANTEE in this Section unless and to the extent coverage for such liability is not reasonably available. The insurance shall cover and apply to all claims, demands, suits, damages, losses, and expenses that may be asserted or claimed against, recovered from, or suffered by the City without limit and without regard to the cause therefore and which is acceptable to the 11 FY 2025 Grant Agreement – Community-wide Child Care Waitlist and Prioritization Program Page 6 City and GRANTEE shall furnish to the City an accompanying certificate of insurance and accompanying endorsements in amounts not less than as follows: • Workers’ Compensation – statutory; • Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; • Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate The City of Bozeman, its officers, agents, and employees, shall be endorsed as an additional insured on a primary non-contributory basis on the Commercial General Liability policy. The insurance and required endorsements must be in a form suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal. The City must approve all insurance coverage and endorsements prior to delivery of Grant funds to GRANTEE. GRANTEE shall notify City within two (2) business days of GRANTEE’s receipt of notice that any required insurance coverage will be terminated or GRANTEE’s decision to terminate any required insurance coverage for any reason. 13. Nondiscrimination, Equal Pay, and Living Wage. GRANTEE agrees that all hiring by GRANTEE of persons performing this Grant Agreement shall be on the basis of merit and qualifications. GRANTEE will have a policy to provide equal employment opportunity in accordance with all applicable state and federal anti-discrimination laws, regulations, and contracts. GRANTEE will not refuse employment to a person, bar a person from employment, or discriminate against a person in compensation or in a term, condition, or privilege of employment because of race, color, religion, creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation, gender identity, physical or mental disability, except when the reasonable demands of the position require an age, physical or mental disability, marital status or sex distinction. In addition, GRANTEE represents it is, and for the term of this Agreement will be, in compliance with the requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act). GRANTEE must report to the City any violations of the Montana Equal Pay Act that GRANTEE has been found liable for or guilty of within 30 days of such finding for violations occurring during the term of this Agreement. GRANTEE shall require these nondiscrimination terms of its subcontractors providing services under this Grant Agreement. 14. Public Meetings and Access to Public Records a. In accordance with 7-1-4144, MCA and subject to any applicable legal obligation to protect and preserve individual confidential or private information, upon reasonable request and at reasonable times during normal business hours, GRANTEE shall make 12 FY 2025 Grant Agreement – Community-wide Child Care Waitlist and Prioritization Program Page 7 such records available for inspection and copying by members of the public. GRANTEE may charge for such copying in accordance with the policies of the City, which GRANTEE hereby adopts for such purposes. b. To determine whether a meeting or part of a meeting may be closed to the public and to determine whether information contained in GRANTEE documents is protected by law from disclosure, GRANTEE may seek a determination of the City Attorney at no cost to GRANTEE. Such request and determination shall not create an attorney- client relationship between GRANTEE and the City. 15. Attorney’s Fees and Costs. In the event it becomes necessary for a party to this Agreement to retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice required herein, then the prevailing party shall be entitled to reasonable attorney’s fees and costs, including fees, salary, and costs of in- house counsel to include City Attorney. 16. Integration and Modification. This document contains the entire agreement between the parties and no statements, promises or inducements made by either party or agents of either party not contained in this written Agreement may be considered valid or binding. This Agreement may not be modified except by written agreement signed by both parties. 17. Dispute Resolution a. Any claim, controversy, or dispute between the parties, their agents, employees, or representatives shall be resolved first by negotiation between senior-level personnel from each party duly authorized to execute settlement agreements. Upon mutual agreement of the parties, the parties may invite an independent, disinterested mediator to assist in the negotiated settlement discussions. b. If the parties are unable to resolve the dispute within thirty (30) days from the date the dispute was first raised, then such dispute may only be resolved in a court of competent jurisdiction in compliance with the Applicable Law provisions of this Agreement. 18. No Assignment. GRANTEE may not subcontract or assign GRANTEE’s rights, including the right to Grant payments, or any other rights or duties arising hereunder, without the prior written consent of City. 19. No Third-Party Beneficiary. The terms and provisions of this Agreement are intended solely for the benefit of each party and their respective successors and assigns. It is not the parties’ intent to confer third party beneficiary rights upon any other person or entity. 20. Choice of Law. This Agreement shall be governed and construed in accordance with the laws of the State of Montana without regard to conflict of law provisions. The Parties 13 FY 2025 Grant Agreement – Community-wide Child Care Waitlist and Prioritization Program Page 8 agree to submit to the personal and exclusive jurisdiction of the courts located within Gallatin County, Montana. 21. Non-Waiver. A waiver by either party of any default or breach by the other party of any terms or conditions of this Agreement does not limit the other party’s right to enforce such term or conditions or to pursue any available legal or equitable rights in the event of any subsequent default or breach. 22. Severability. If any portion of this Agreement is held to be void or unenforceable, the balance of the Agreement shall continue in effect. 23. Counterparts. This Agreement may be executed in counterparts, which together constitute one instrument. 24. Consent to Electronic Signatures: The Parties have consented to execute this Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act, Title 30, Chapter 18, Part 1, MCA. IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and year indicated below. _______________________ Date: __________ Chuck Winn, City Manager City of Bozeman _______________________ Date: __________ Print name and Title:___________________________ GRANTEE Approved as to form: _______________________ Date: __________ Greg Sullivan, City Attorney City of Bozeman 14 FY 2025 Grant Agreement – Community-wide Child Care Waitlist and Prioritization Program Exhibit A Exhibit A Year One: Program Development and Launch • Build relationships with child care providers, businesses, and key community stakeholders • Develop/Test the platform for real-time child care slot availability • Official program launch with initial business memberships and participating providers Evaluation: -Provider and business participation rates -Platform functionality testing and user feedback -Employee and employer satisfaction surveys Year Two: Growth to Rural Communities • Expand outreach to rural communities and underserved areas • Increase usability by refining platform features based on participant feedback • Strengthen business membership model and launch targeted marketing campaigns Evaluation: - Increase in platform engagement by families and providers - Business membership growth and financial sustainability assessment - User experience surveys and rural provider participation rates Year Three: Sustainability & Expansion • Develop and publish an Impact Report with data on workforce retention, provider stability, and child care accessibility • Expand to additional communities within the service region- Months 30-36: Introduce additional services (e.g., employer-sponsored child care benefits, workforce grants for child care assistance) through the platform Evaluation: - Business and provider retention rates - Platform financial sustainability metrics - Long-term workforce impact (absenteeism, retention, economic growth) 15 ZERO TO FIVE MONTANA 7 WEST 6TH AVENUE, SUITE 504, HELENA, MT 59601 WWW.ZEROTOFIVE.ORG March 13, 2025 Tori Sproles Greater Gallatin United Way 945 Technology Blvd. 101F Bozeman, MT 59718 Subject: Notification of Sub-Award Grant Dear Tori, We are pleased to inform you that your organization has been selected to receive a sub-award grant in the amount of $50,000.00 to support the implementation of your employer-sponsored child care strategy plan. We commend your commitment to addressing child care accessibility and look forward to working collaboratively to ensure the success of this initiative. As a grant recipient, Greater Gallatin United Way must ensure that all activities funded by this award are fully completed by December 30, 2025. To fulfill the terms of the grant, your organization is responsible for meeting the following requirements: 1. Implementation of the Awarded Strategy Plan • Your organization must finalize its selected Employer-Sponsored Child Care Strategy Plan by April 15, 2025. • The plan must include clearly defined activities that implement the selected child care strategy and demonstrate a direct benefit to your employees who are working families. • All activities outlined in the plan must be fully implemented and completed by December 30, 2025. • An example of a template has been provided as a resource. 2. Compliance with Monitoring and Reporting Requirements To ensure accountability and success, your organization must comply with all monitoring and reporting obligations, including: • Quarterly and annual reports: Submit data and evaluation reports using the templates provided. • Site visits: Participate in a site visit conducted by Zero to Five MT in coordination with the DPHHS Birth to Five team. 16 • Cohort meeting attendance: At least one representative from your organization must attend the required in-person meeting for all sub-award recipients in September 2025. • Additional data requests: Complete surveys and submit any other requested information as needed. 3. Sustainability Planning Your organization must develop and submit a comprehensive Sustainability Plan by July 31, 2025, which must include: • Identification of potential funding sources to support the program beyond the grant period. • An outline of technical support needs to ensure long-term program viability. • A shared funding plan between the employer and employees, with implementation beginning January 1, 2026. We appreciate your dedication to improving child care solutions for your workforce and look forward to supporting you throughout this process. Our team is available to provide technical assistance and guidance as needed. Beth Branam, Zero to Five MT’s Workforce Business Consultant, will be responsible for administering the grant sub-award, including monitoring and reporting. She will be your main point of contact and will reach out in the coming weeks to schedule a kick-off meeting to review the process. She can be reached at bethb@zerotofive.org. The sub-award agreement will be sent via DocuSign by March 17, 2025 to confirm your acceptance of the grant terms. If you have any questions, please do not hesitate to reach out. Sincerely, Norilina Harvel Director of Operations (406) 513-1115 ext. 107 norilinah@zerotofive.org cc: Beth Branam 17 CHILD Task Force Strategic Plan for Child Care in Gallatin County 18 02 Table of Contents CURRENT STATE OF CHILD CARE IN GALLATIN COUNTY07 VISION-GOALS-OBJECTIVES43 STRATEGIC DIRECTION and ACTION PLAN44 EVALUATION FRAMEWORK49 EXECUTIVE SUMMARY04 22 CASE STUDIES: ALTERNATIVE CHILD CARE MODELS 19 03 A CLOSER LOOK AT BELGRADE A CLOSER LOOK AT BIG SKY A CLOSER LOOK AT BOZEMAN A CLOSER LOOK AT FOUR CORNERS A CLOSER LOOK AT GALLATIN GATEWAY A CLOSER LOOK AT MANHATTAN - AMSTERDAM - CHURCHILL A CLOSER LOOK AT THREE FORKS - WILLOW CREEK A CLOSER LOOK AT WEST YELLOWSTONE CHILD CARE WORKFORCE DATA FOR GALLATIN COUNTY CHILD TASK FORCE MEMBERS CHILD TASK FORCE VISIONING SESSION: SURVEY FEEDBACK CHILD TASK FORCE VISIONING SESSION: PREP WORK + AGENDA CHILD TASK FORCE VISIONING SESSION: SUMMARY COMMUNITY INPUT: AGENDAS FOR SESSIONS COMMUNITY INPUT: SURVEY ANALYSIS INCLUSIONS OF CHILD CARE IN AREA PLANS LARGEST EMPLOYERS IN GALLATIN COUNTY LICENSED CHILD CARE PROVIDER DATA FOR GALLATIN COUNTY LIST OF CHILD CARE ORGANIZATIONS + PROGRAMS METHODOLOGY + COMMUNITY INPUT PROCESS TYPES OF CHILD CARE IN MONTANA OTHER RESOURCES165 BIG SKY CHILD CARE REPORT - 10.03.23 CCAMPISabstract CHILD TASK FORCE: EMPLOYER SUPPORTED CHILD CARE TOOLKIT DPHHS: MONTANA CHILD CARE DATA - 11.03.23 NAEYC: REPORT FOR MONTANA - 02.24 APPENDIXES 59 20 Executive Summary In 2021, organizations and entities across Gallatin County and beyond came together to form the CHILD Task Force: Cooperative, Holistic, Innovative, Local, Design. Since then, the informal group has been working together to support child care and address its challenges, with the overall vision of having accessible, affordable and thriving child care in Gallatin County. Starting in August 2023, the CHILD Task Force led and facilitated the development of a strategic plan for child care in the greater area. This plan includes an in-depth look at the child care landscape, using the readily available data, gathering extensive input from the community, and working with the community and economic development entities, most of whom are active members of the CHILD Task Force. Through the CHILD Task Force visioning session, community input sessions and online survey, four challenges have been identified: Workforce Retention Affordable and Available Child Care Employer Participation Policies and Subsidies Finding creative ways to address child care challenges has been a nationwide struggle, and Gallatin County is no different. These aren’t easy problems to solve, and there are numerous organizations across the state and the county that are working to address them. The strategic plan outlines four priorities as the CHILD Task Force looks to the future: Solutions for Child Care Businesses Child Care Solutions for Families Child Care Solutions for Businesses Policy and Subsidy Solutions 04 21 As we focus on these priorities, it’s important to first highlight three key learnings that were solidified through the development of the strategic plan. Key Learning #1: Need for Better Data The strategic plan was developed based on community input and community-wide data that’s currently available. However, after thoroughly reviewing all of the existing data, it’s evident that additional data and analysis is still needed to thoroughly identify community needs, including understanding the existing and projected demands for child care throughout each community in Gallatin County. With these additional data-driven insights, the CHILD Task Force will be able to fine tune its strategic plan and prioritize its efforts, building upon the work that’s already been done to develop the strategic plan and prioritizing its actions based on what is known vs. what is assumed. Although data is available at the county-level, Gallatin County has several distinct and isolated smaller communities. It takes 2+ hours to drive from the south end of the county to the more populated areas, and many of the small towns are 40+ miles from Bozeman, the largest town and county seat. Each of these communities has unique challenges and idiosyncrasies, and the existing data of what the demand for child care in each is not truly understood. Anecdotally, during the 8+ community input sessions that were held during the strategic planning process, many families shared that they are “figuring out” child care as the existing options don’t meet their needs. Key Learning #2: Need for Increased Capacity The CHILD Task Force needs ongoing, long-term support to expand its current capacity and ensure the success of its work. Child Care Connections has been leading the charge with this partnership, but it does not have the capacity to continue to make this partnership actionable without expanding its team. Ideally, there would be one person 100% responsible for its success and dedicated to implementing the action items outlined in the strategic plan, facilitating the partnership and collaborating with all of the entities who are working towards understanding and solving the current child care challenges. 05 22 Key Learning #3: Need for Evolving Action Plans Going hand in hand with the first two key learnings is the need to have this strategic plan be continually updated with new data, insights and actions as more information becomes available and as the demand and supply for child care in Gallatin County evolves. With so much happening, it’s critical for the CHILD Task Force to keep an ongoing eye on what others across the county, state and region are being able to accomplish, plus what are the latest data and trends within Gallatin County. These evolving insights will enable the CHILD Task Force to effectively and efficiently support and collaborate with child care businesses, families, employers as well as community leaders. Addressing these key learnings will help the CHILD Task Force achieve the three goals outlined in the strategic plan: Address the most pressing child care challenges in Gallatin County Enhance collaboration among all those involved and impacted by child care Support, complement and expand upon what currently exists The CHILD Task Force’s best strategy is to continue to learn what others are doing, determine whether those successes are applicable to its constituency and then take decisive actions. 06 23 What’s the current state of child care in Gallatin County? What resources do we have? What child care assets currently exist in Gallatin County? What are the existing challenges? What information currently exists about the estimated demands for child care? What’s happening in each of the Gallatin County communities? CURRENT STATE OF CHILD CARE IN GALLATIN COUNTY 07 OVERVIEW: CHALLENGES + OPPORTUNITIES Child care is being hit with the same challenges being experienced throughout Gallatin County: high cost of living; lack of affordable housing; and lack of workers. The CHILD Task Force’s community input sessions and online survey highlighted these themes throughout this project. It’s also important to point out that child care could also be helping to address some of the county’s most pressing challenges by allowing more parents to enter the workforce and help build a stronger economy, if it can be accessible, affordable and thriving. 24 08 AN EVOLVING COMMUNITY OF RESOURCES + ASSETS Although it isn’t currently possible to capture a complete picture of all of the child care providers in Gallatin County, below are maps of the licensed child care providers in each community as of February 2024. One of the newest licensed providers is in Gallatin Gateway, a location that did not have a licensed child care provider at the start of this project. MAPS OF LICENSED CHILD CARE PROVIDERS IN GALLATIN COUNTY 25 09 The CHILD Task Force has already developed multiple, important tools to support accessible, affordable and thriving child care in Gallatin County, including: CHILD CARE WORKFORCE Salary study Professionalizing the field Supports for people entering the workforce FINANCIAL Financial model for child care businesses Innovative financial solutions for child care COMMUNITY INITIATIVES Access to training for child care providers Breaking down child care barriers Shared services for providers BUSINESS SUPPORTS Surveying employers/ employees about child care needs Employer supported tiered implementation FOUR MAJOR CHALLENGES During the CHILD Task Force visioning session, four major challenges were identified. WORKFORCE RETENTION AFFORDABLE AND AVAILABLE CHILD CARE EMPLOYER PARTICIPATION POLICIES AND SUBSIDIES 26 WORKFORCE RETENTION Workforce retention has been an ongoing challenge for the child care industry throughout the nation, and Montana is no exception. Child care workers face multiple challenges, as illustrated below. The hourly wage for an early childhood assistant teacher in Gallatin County, as compiled by the Montana Early Childhood Project, is $16.90. 10 CHILD CARE WORKERS + THEIR CHALLENGES Data provided by the Montana Department of Labor and Industry (MTDLI) shows that early childhood educators are one of the most in-demand occupations in Montana. As noted by DPHHS in its November 2023 Child Care Workforce Narrative, “The Child Care Licensing Program received a total of 2,971 new staff hire applications, an average of 229 per month in 2022. As of January 2023, there were 5,305 active staff members in licensed child care facilities. The 2022 new staff hire applications represent 56% of that total. As shown in the MTDLI 2022-2032 Occupational Employment Projections, child care workers experience higher rates of turnover and labor force exits than the average occupation in Montana.” 27 11 Statewide efforts are underway to address these workforce retention challenges. As outlined by DPHHS in its November 2023 report, work being done by the Montana Early Childhood Project, Higher Education Consortium, DPHHS and Head Start includes: Recognizing a larger array of existing education, training, experience and licensure among child care workers Creating pathways and providing incentives to allow motivated child care workers to quickly move up the levels in the state workforce registry Building a workforce pipeline by recruiting current and former parents As of October 2022, over one-third of Head Start and Early Head Start staff in the state of Montana were parents who currently or previously had children attend a Head Start or Early Head Start program. Additionally, Head Start/Early Head Start programs have been using state and federal resources to increase staff compensation through Federal Office of Head Start initiatives. Head Start’s efforts may be already having an impact at the local level. As shared by the Gallatin County Head Start program, their program had only two out of 30 education and child development staff leave during the 2022-2023 year, both of which were replaced. As of February 2024, the Montana Early Childhood Project is planning to include incentives for professional development in the Montana Bright Futures Birth to Five (BF B-5) funding but nothing has been set in stone yet. The state is looking to create badges for professional development for child care providers, and the incentives will most likely be attached to this. The plan is expected to be confirmed by June 2024. LACK OF AFFORDABLE CARE According to the Child Care Workforce Narrative, distributed in November 2023 by DPHHS, “Montana households averaged $18,940 in child care expenses for children under age five in 2023.” Taking a closer look at Gallatin County, using Gallatin County median household income and the state’s average for child care expenses, it’s estimated that Gallatin County families are spending 23% of their household income on child care. Yet, the U.S. Department of Health and Human Services states that child care is considered affordable when it takes up 7% or less of a household income. The average cost for child care expenses is more than double a year’s tuition at Montana State University and equals more than the median housing costs for renters in Gallatin County. 28 12 LACK OF AVAILABLE CARE The DPHHS’s November 2023 narrative reports: “Licensed child care capacity meets only 50% of the estimated demand for children up to age 6 and 42% of the estimated demand for children under age 2. These calculations are based on 2017-2021 ACS 5-Year Estimates and average licensed child care capacity in July 2022.” According to the November 2023 report, this information is based on: “MTDLI analysis of DPHHS Child Care Under the Big Sky (CCUBS) licensed child care capacity and licensed infant care capacity in 2022; 2017-2021 ACS 5-Year estimates; and National Vital Statistics System (NVSS) county population estimates. Children with working parents are defined as children living in a home where all available parents are participating in the labor market.” The 2023 Montana Child Care Market Rate Survey report, conducted by DPHHS and Montana State University Extension, shares: “The number of children on full-time waiting lists in both home- and center-based programs suggests that the demand exceeds the supply, especially for infant and toddler care. Fifty percent of home-based providers and 65% of center-based providers have waiting lists for full-time children. One limitation to this assessment is that a child may be on a waiting list for one program while enrolled in another program and a child may be on several waiting lists in a community.” COSTS IN MONTANA AND GALLATIN COUNTY Gallatin County Median Household Income (2022)$83,434 Tuition at Montana State University (2023-2024)$8,082 Gallatin County Median Housing Costs (2022)HomeownersRenters $24,768 $16,860 Montana Average Child Care Expenses: Under Age of 5 (2023)$18,940 (23% of HHI) Sources: U.S. Census, ACS 5-Year Estimates, S2503, DP04 http://catalog.montana.edu/expenses/ https://www.govinfo.gov/content/pkg/FR-2016-09-30/pdf/2016-22986.pdf Annual child care expenditures estimated based on weekly child care costs reported by the U.S. Census Household Pulse Survey from January to May 2023. 29 It also should be noted that it’s hard to assess the true demand for child care as some families shared in the community input sessions that they are “figuring it out” and “making things work”, relying on family, friends and non-traditional arrangements to get child care coverage. This type of child care is typically not licensed; thus the true numbers of families in need and the exact number of providers offering care is unknown. EMPLOYER PARTICIPATION The CHILD Task Force has conducted initial outreach to increase interest and participation by additional Gallatin County area employers to help address child care challenges. However, overall feedback is that employers want to see a financial model of how offering onsite and/or slot care impacts their business. The CHILD Task Force conducted an online survey in late 2023 as part of the strategic planning process. The majority of employed parents were interested in accessing employer supported child care. Although it wasn’t the right fit for everyone, there were also employers who were interested in offering employer supported child care. POLICIES AND SUBSIDIES Multiple organizations are working on streamlining and updating policies and subsidies that impact child care. Efforts include the Child Care Licensing Project to streamline licensing regulations and processes. In addition, addressing child care is a part of the City of Bozeman’s Economic Vitality Strategy and its new Belonging in Bozeman Equity and Inclusion plan as well as the Big Sky Resort Area District’s Big Sky Community Capital Improvement Plan. There is also new legislation that was passed, House Bill 352 (HB352) - Targeted Early Literacy Intervention, that will help expand opportunities for offering Pre-K within the public schools. As of February 2024, the Bozeman School Board has voted to expand its existing programming, starting in the summer of 2024. This is an important and exciting next step for offering more structure for three-year-olds and four-year-olds. In addition, House Bill 648 (HB 648) was passed to support the Best Beginnings child care subsidy program which provides scholarships to low-income families who receive child care. Primarily sponsored by Alice Buckley, a Montana House representative from Bozeman, this bill set the new income eligibility level for Best Beginnings scholarships at no less than 185% of the federal poverty level. It also set a copayment requirement not to exceed 9% of the household income for eligible families. In addition, this bill provided reimbursement to child care providers based on enrollment versus attendance.13 30 DPHHS and Montana State University Extension published their 2023 Montana Child Care Market Rate Study in January 2024, offering new insights into child care rates from across the state. Although not a surprise, the study confirmed that tuition rates have increased since 2020. Based on the increase in tuition rates, the reimbursement rates paid by the state to child care providers who care for children receiving Best Beginnings Child Care Scholarships are expected to go up, plus there will be a premium payment for those child care providers who offer care in high growth counties, including Gallatin County. Those new reimbursement rates are expected to go into effect in March 2024. WHAT’S HAPPENING IN GALLATIN COUNTY In the last five years, Gallatin County has continued to see an increase in its population (up 14%) and its median household income (up 23%). The current median age is 33.5, and there are 15% more women who are in their child-bearing years (ages 20-44) living in Gallatin County than there were five years ago. However, total births, based on available data, are only up 3%, and the percentage of the population of children under 5 has decreased from 5.9% in 2018 to 4.92% in 2012. GALLATIN COUNTY (2022 vs. 2018) Population Size 119,685 (up 14%) Median Household Income $83,434 (up 23%) Median Age 33.5 Women in Child-Bearing Years (20-44)23,220 (up 15%) *Women who may also have older children less than 18 years old. Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 14 31 BIRTHS BY YEAR IN GALLATIN COUNTY Year Total Births 2013 1,133 2014 1,168 2015 1,200 2016 1,254 2017 1,234 2018 1,111 2019 1,134 2020 1,145 2021 1,254 2022 1,143 Source: Kids Count Total full-time kindergarten enrollment in the last 10 years has been relatively steady in Gallatin County, with two exceptions: an increase in the 2016-2017 school year and then a decrease in the 2020-2021 school year. KINDERGARTEN ENROLLMENT IN THE LAST 10 YEARS Total births in Gallatin County had been climbing from 2013-2016, but then took a dip in 2017 and 2018, climbed back to 2016 birth levels by 2021, and then took another dip in 2022. TOTAL BIRTHS IN THE LAST 10 YEARS FULL-TIME KINDERGARTEN ENROLLMENT IN GALLATIN COUNTY School Year Full-Time Kindergarten 2013-2014 1,071 2014-2015 1,056 2015-2016 1,053 2016-2017 1,217 2017-2018 1,053 2018-2019 1,110 2019-2020 1,149 2020-2021 995 2021-2022 1,141 2022-2023 1,130 Source: Montana Office of Public Instruction, GEMS 15 32 The communities within Gallatin County all have one thing in common: a predominantly youthful population. The overall median age of Gallatin County residents is 33.5, with Three Forks having the highest median age of 43.6, and Bozeman having the lowest at 28.2 median age. With many residents in their prime working and child-rearing years, it becomes crucial to address the needs of Gallatin County families as their participation in the workforce is a vital component of the community's economic growth and development. As the community has grown, so has the labor force. However, focusing on women with children, some interesting patterns emerge. In Big Sky and Bozeman, there has been a significant drop in the participation rates of women in the labor force, particularly in the year 2022. This decline is especially noticeable among mothers with more than one child, including at least one child under the age of six as shown in the table and graph below. Although it may look like a typo, Bozeman has seen a decrease from 73.1% of women participating in the labor force to 32.1%. A CLOSER LOOK AT WOMEN IN THE WORKFORCE WOMEN IN THE LABOR FORCE WITH MORE THAN ONE CHILD (2013-2022) Montana Gallatin County Belgrade Big Sky Bozeman 2013 68.5%71.2%68.6%75.9%39.3% 2014 68.2%68.3%56.4%76.2%36.7% 2015 66.8%63.7%42.2%69.5%36.9% 2016 67.5%63.3%43.1%69.2%35.3% 2017 67.1%64.1%46.1%85.1%63.7% 2018 68.2%64.7%51.5%86.4%35.6% 2019 68.7%66.7%52.5%95.3%68.2% 2020 69.4%65.0%49.8%96.6%67.2% 2021 69.2%66.4%55.6%96.8%73.1% 2022 70.4%65.1%59.7%85.8%32.1% Sources: Kids Count, U.S. Census, ACS 5-Year Estimates, B23003 16 33 Sources: Kids Count, U.S. Census, ACS 5-Year Estimates, B23003 For working mothers with only one child, and that child is under six years old, there was also a decrease in labor force participation rates in 2022, although the decline is not as noticeable, as shown in the table below. WOMEN IN THE LABOR FORCE WITH ONLY ONE CHILD UNDER 6+ (2013-2022) Gallatin County Belgrade Big Sky Bozeman 2013 73.0%64.8%74.3%58.3% 2014 72.1%66.7%84.0%59.4% 2015 70.9%51.2%75.9%62.1% 2016 71.8%53.3%86.4%68.6% 2017 71.5%52.4%95.3%68.3% 2018 71.6%70.1%95.1%65.3% 2019 73.2%66.2%93.1%69.2% 2020 74.9%73.0%95.3%70.5% 2021 76.7%79.5%95.6%75.9% 2022 73.9%85.3%80.8%71.3% Sources: Kids Count, U.S. Census, ACS 5-Year Estimates, B23003 17 34 The decline in women's labor force participation rates in Gallatin County as a whole, including Big Sky and Bozeman, especially among mothers with more than one child, prompts further exploration. When examining the data of mothers with only one child under the age of six in the labor force, the decrease in participation rates is less pronounced. This raises the question of whether this variation could be attributed to a shift in the balance between the benefits of working and the costs associated with staying at home to care for children. A possible economic explanation could be that the opportunity cost of pursuing employment has dropped below the threshold where it becomes more economically viable or personally preferable for mothers to remain at home with their children, especially when there's more than one child, and at least one is under the age of six. Interestingly, Belgrade is an interesting deviation from the broader trend happening in Gallatin County. Unlike Big Sky and Bozeman, Belgrade seems to be bucking the trend. What factors in Belgrade might be contributing to this situation? Although this question wasn’t explored in this project, it’s interesting to consider. Also, other communities in Gallatin County were not analyzed as their population size does not provide reliable data. In the analysis of the Big Sky Childcare Study recently conducted by the Northern Rocky Mountain Economic Development District, there was a suggestion that the previous high rates of female labor force participation could be linked to both the local high cost of living and the necessity for dual-parent incomes. Without accessible, affordable, and thriving child care options, mothers may be deciding to leave the workforce, resulting in fewer workers available. Ensuring affordable and accessible child care services looks to be beneficial for families and vital for retaining a solid and productive female workforce in the community. COMMUNITY-BY-COMMUNITY OVERVIEW Below is a community-by-community overview with links to closer looks of each community. BELGRADE Belgrade has similar child care-related challenges like many of the other communities throughout Gallatin County including the high cost of living, the need for better pay and better benefits for the child care workforce as well as a lack of places and land to locate child care programs. The Belgrade School District has explored offering onsite child care but multiple concerns were raised, and employee-reported demand is low at this time. 18 35 BIG SKY The Big Sky Childcare Task Force (BSCTF) recently completed a comprehensive report to assess child care in Big Sky. The Big Sky Childcare Report has been used as a source for insights into what is happening in Big Sky and is included in this strategic plan as an appendix. The Big Sky community benefits several larger employers and from the use of resort tax dollars collected and redistributed to organizations to address gaps and needs, including child care. Big Sky Resort Area District (BSRAD) continually invests in the Big Sky Discovery Academy and Morningstar Learning Center to help close the child care funding gap. However, Morningstar Learning Center, the only licensed child care option available in Big Sky, is challenged by attracting and retaining a child care workforce due to the cost of living and lack of affordable housing. Also, the majority of the workforce commutes to Big Sky, often driving 45-60 minutes. One of the larger employers, the Yellowstone Club, is exploring child care in Gallatin Gateway for Big Sky employees who live in the Gallatin Gateway area. One community input session participant noted that although employer-supported child care may be of interest, there is also concern about being tied to one employer and not being able to switch jobs and that child care solutions outside of employment would be beneficial. BOZEMAN Despite its larger population base, Bozeman is not immune to the child care-related challenges being experienced throughout Gallatin County including the cost of living, affordable housing and continued growth. Bozeman is home to some of the largest employers in the county, two of which are offering child care for their employees (and their student parents): the Bozeman School District through the ABCDino Academy program at the high school; and Montana State University and its two programs, the Child Development Center (CDC) and the Associated Students of Montana State Child Care Center (ASMSU). XY Planning Network, another Bozeman-based employer, offers care at its XY Learning Center. Since 2015, the Bozeman School District has operated two Running Start kindergarten programs targeting the early learning needs of four-year-old students. With the passage of HB352 - Targeted Early Literacy Intervention, the Bozeman School Board has voted to implement expanded programming, starting in the summer of 2024. That expansion is expected to include a Bozeman Reads Summer Jump Start Program running 4 days a week, 5 hours per day for 6 weeks with a capacity of 160 students. In addition, there will be a Bozeman Reads Classroom-Based Program starting in August 2024, running 4 days a week, with half day and full day options, for three-year- old and four-year-old students, with a capacity of 72 students.19 36 FOUR CORNERS The Four Corners area has continued to grow and develop, offering places for both businesses and residential homes within a short drive to Belgrade and Bozeman. Zoot Adventure Learning Academy, an onsite daycare at Zoot Enterprises, is located in the area, as well as other licensed daycare offerings. Monforton School offers K-8th grades and hosts the Wildcat Workshops Afterschool Program. Given its geographical location, one community input participant noted the transportation challenges of living in the Four Corners area, including: travel time to/from other communities; left hand turns into traffic; and transportation of kids to other locations for after-school activities. GALLATIN GATEWAY Gallatin Gateway doesn’t currently have any operating licensed child care programs for infants, toddlers and Pre-K, requiring parents and families to explore other options including family, friends and neighbor care, babysitters, and driving into Bozeman to find care. However, the Yellowstone Club is exploring establishing a child care program in the area, and a new license has recently been secured by a provider, as shown in the map. In addition, the Gallatin Valley YMCA is now offering a Later Gators After School Program five days a week for elementary-age kids at the Gallatin Gateway School. The Bridge Church, located in Gallatin Gateway, has explored having child care at its building, but renovations would need to be made first. MANHATTAN - AMSTERDAM - CHURCHILL One of the biggest challenges that the Manhattan - Amsterdam - Churchill area is facing is a lack of a child care workforce. For example, Manhattan Christian Early Learning Center was operating with 6 children in Fall 2023, yet its capacity is 47, and it has since closed. There also may be a lack of awareness of what child care is available and/or a lack of alignment of what is being offered and what families need. For example, during the community input session, the Gallatin Conservation District mentioned offering summer programs and Friday programs, but yet they didn’t reach a maximum number of participants. THREE FORKS + WILLOW CREEK Three Forks and Willow Creek have limited child care options which often require them to bring their children to other larger communities for care. The Three Forks school district offers a four- day school week, and both Three Forks and Willow Creek offer pre-Kindergarten at their schools. In addition, the Three Forks school district provides child care. 20 37 One community input session participant noted that the area may be experiencing a lack of volunteerism among community members, yet volunteers are critical to making small towns run. Another trend may be an increase in homeschooling with families accessing the Three Forks Community Library for story time, lessons, and other activities. WEST YELLOWSTONE The West Yellowstone tourism economy and its 24/7 employment require non-traditional child care offerings. Other challenges include low wages, lack of housing and a geographically-isolated community. In addition, there is a need to recruit young professionals to West Yellowstone to fill critical jobs (teachers, first responders, etc.) and offer affordable and available child care, plus housing options. Little Rangers Learning Center is the only licensed child care provider in West Yellowstone, and it’s been actively fundraising and working with the community to address its budget shortfalls. 21 38 CASE STUDIES: ALTERNATIVE CHILD CARE MODELS ALTERNATIVE CHILD CARE MODELS 22 TAX CREDITS BY STATE For each state, it is noted whether or not the state has tax credits, based on information found at bipartisanpolicy.org. Source: https://bipartisanpolicy.org/report/state-tax-policies-working-parents/ Child and Dependent Care Tax Credit (CDCTC) Credit to offset the cost of child care based on the amount of eligible expenses a parent incurs Employer-Provided Child Care Tax Credit (45F) Credit for employers to offset the cost of providing or subsidizing child care for their employees Child Tax Credit (CTC) Credit for parents with young children, typically based on income and number of children Earned Income Tax Credit (EITC) Credit for low-income workers, with an enhanced credit for workers with young children Below are case studies from other communities and states that have been actively addressing child care challenges, as well as a look at tax credits available for these states. The following communities and states were reviewed. Local: Missoula, Kalispell, Great Falls Regional: Idaho, Colorado, North Dakota, Washington National: New Mexico, Minnesota, Kentucky, Alabama, Louisiana, Michigan 39 Montana Idaho Colorado North Dakota Washington State CDCTC Tax deduction for qualified employment related child care expenses. Expenses may not exceed $2,400 for one dependent, $3,600 for two, and $4,800 for three or more. 100% of the federal CDCTC Taxpayers with incomes under $60,000 who claimed the federal credit, may receive a credit equal to 50% of the federal credit. Not available Not available State 45F Not available Not available Tax credit for 20% of an employer's annual investment in the provision of child care services or the payment to a provider for costs associated with child care services for children of employees receiving public assistance. Not available Not available MONTANA + OTHER NEARBY STATES 23 40 Montana Idaho Colorado North Dakota Washington State CTC Not available $205 per qualifying child under age 17 Families with children under six are eligible for 60% of federal credit. It phases out with income between $25,000- 75,000 of AGI for single filers and $35,000-85,000 for joint filers. Not available Not available State EITC Percent of Federal Credit: 3% Not available Percent of Federal Credit: 20%Not available Percent of Federal Credit: Flat rate based on HH size Other No No Child Care Contribution Tax Credit (CCTC): Taxpayers that make a qualifying monetary contribution to promote child care may be eligible for a nonrefundable credit equal to 50% of the contribution. The maximum credit is $100,000EC Educator Tax Credit: Eligible early childhood educators who hold an active PDIS Early Childhood Credential may be awarded a refundable tax credit of $740-1,500, depending on highest level of credential. Eligible educators have an income less than or equal to $75,000 (individual) or $150,000 (joint).Child Care Center Property Tax Exemption: Eligible child care centers may qualify for property tax exemption for property used as an integral part of a child care center. Property that is used by a tenant or subtenant to operate a child care center may be eligible for the exemption. Property Tax Exemption: The governing body of the city may grant property tax exemption for the portion of fixtures, buildings, and improvements used primarily to provide early childhood services by a corporation, limited liability company, or organization licensed under ND statute. Qualified child care providers do not need to own the property, but the exemption is not available for properties used as a residence. No Source: https://bipartisanpolicy.org/report/state-tax-policies-working-parents/ 24 41 New Mexico Minnesota Kentucky Alabama Louisiana State CDCTC Credit for 40% of compensation paid to a caregiver, not to exceed $8.00 per day. The maximum credit is $480 for one child and $1,200 for two or more. 100% of the federal CDCTC 20% of federal CDCTC Not available Between 50-200% of federal CDCTC depending on quality rating of child care facility the dependent attends. Child care expenses for one star or nonparticipating facilities are not eligible. State 45F Tax credit for 30% of qualified expenses related to operating a child care facility used primarily by a taxpayer's employees. The credit can be prorated across multiple employers jointly taking on qualified expenses. The maximum credit is $30,000 per year and may be carried forward for three years. Not available Not available Not available Refundable tax credit for eligible expenses related to constructing a child care facility or contracting with a provider to reserve slots for a taxpayer's employees for up to $50,000 per tax year. Eligible expenses also include payments made to a child care facility for services to support employees up to $5,000 per child per year. The credit rate for eligible expenses depends on child care facility program rating. OTHER STATES ACROSS THE NATION 25 42 New Mexico Minnesota Kentucky Alabama Louisiana State CTC Families with children under 17 receive $75-175 per child depending on income. This takes effect TY2023-2031. Credit of $3,000 for each child ages 0-5 and $1,000 for each child ages 6-17. The credit phases out by 10% of adjusted gross income greater than $150,000 (married) or $75,000 (single). Taxpayers may elect to receive the payment in six periodic advance payments. Not available Not available Not available State EITC Percent of Federal Credit: 20% for TY2021-22, TY25% for 2023 Percent of Federal Credit: ~44%, but structured as a percentage of income rather than federal credit Not available Not available Percent of Federal Credit: 5% 26 43 New Mexico Minnesota Kentucky Alabama Louisiana Other No No No No Child Care Provider Tax Credit: Child care providers with 2+ stars in the LDE Quality Rating System who serve children in the foster care system or recipients in the Child Care Assistance Program may be eligible for a refundable tax credit of $750-1,500 per eligible child, depending on quality rating. The credit may be taken against individual income tax, corporation income tax, or corporation franchise tax.School Readiness Directors and Staff Tax Credit: Child care directors and eligible staff who have worked for 6+ months in a licensed child care center that participates in the quality rating system and are enrolled in the Louisiana Pathways Child Care Career Development System are eligible for a refundable tax credit of $1,894- 3,787, depending on position. The credit amount is adjusted annually by the percentage increase in the Consumer Price Index.Tax Credit for Donations to Resource and Referral Agencies: Businesses may receive a refundable tax credit for donations made to Child Care Resource and Referral Agencies. The credit rate is 100% and the maximum credit is $5,000. The credit may be taken against individual income tax, corporation income tax, or corporation franchise tax. 27 44 CASE STUDIES The following communities and states offer insights as to how to innovatively address child care challenges. Local: Missoula, Kalispell, Great Falls Regional: Idaho, Colorado, North Dakota, Washington National: New Mexico, Minnesota, Kentucky, Alabama, Louisiana, Michigan LOCAL Source: Missoula Child Care Advantage (MCAA), https://www.missoulachild careadvantage.com/ Background/Situation Increase child care slots in the community Engage sectors not typically involved in child care solutions Stabilize child care sector long term Initiatives include: Shared Services: MCCA is a network of independent child care businesses (Participating Providers) that utilize shared services to streamline operations and improve their bottom line. Wait List and Enrollment Portal: One of these shared services is an Enrollment & Wait List Portal. Business Membership: Companies can pay a fee to MCCA and become Business Members in the network. Their employees then have preferred access to the Enrollment and Wait List Portal, which helps them find child care more quickly. Business membership fees mean shared services are free for participating providers. Public/Private Funding: The City of Missoula, Missoula County, and United Way of Missoula County, co-fund the position of MCCA coordinator through a public/private partnership. Expansion: The network will expand beyond the pilot location in the future. MISSOULA Source: Missoula Child Care Advantage (MCAA), https://www.missoulachild careadvantage.com/ Background/Situation Increase child care slots in the community Engage sectors not typically involved in child care solutions Stabilize child care sector long term Initiatives include: Shared Services: MCCA is a network of independent child care businesses (Participating Providers) that utilize shared services to streamline operations and improve their bottom line. Wait List and Enrollment Portal: One of these shared services is an Enrollment & Wait List Portal. KALISPELL 28 45 Business Membership: Companies can pay a fee to MCCA and become Business Members in the network. Their employees then have preferred access to the Enrollment and Wait List Portal, which helps them find child care more quickly. Business membership fees mean shared services are free for participating providers. Public/Private Funding: The City of Missoula, Missoula County, and United Way of Missoula County, co-fund the position of MCCA coordinator through a public/private partnership. Expansion: The network will expand beyond the pilot location in the future. Background/Situation Great Falls wanted to develop a hybrid method for child care that is open both standard and non-standard hours in a new recreational facility. Goal is to offer greatly reduced and almost free child care. Need to encourage business owners and industry partners to help employees offset child care costs. Implement child care boot camp for providers to get licenses and certifications in a short amount of time. Diversification of revenue for business partners. 15,000 square feet of usable space. Community coop: other providers helping with child care needs because waiting lists are so long, goal to add 200-250 slots. Some discussion over sharing staff but want to grow staff first Initiatives include: Formed a steering committee to take on the project and received a donation of $40K+ In the stages of putting together an investment cooperative for the program. Challenges include: The biggest is getting business owners to the table, making it clear for businesses to help invest in a child care facility not run it just to get people back into their workforce. The state of Montana has a lot of families where one parent stays at home because they can’t find affordable care or there isn’t a facility in their community. What works in Great Falls might not work in other communities because there are a variety of economic drivers. GREAT FALLS 29 46 REGIONAL Background/Situation The state of Idaho created an Early Childhood Care and Education Strategic Plan with the Idaho Association for the Education of Young Children (IDAEYC) to prepare Idaho children ages 0 to 5 for school and life. The strategic plan was developed after an extensive needs assessment that identified the following key takeaways: Many Idaho families face several critical challenges, including poverty, hunger, and housing insecurity, lack of health care, and inconsistent access to the internet or a computer. 1 in 8 children in Idaho were food insecure, especially those in rural areas. Child care is unaffordable for many families. A typical family in Idaho will spend 25% of its annual income on child care for an infant and a 4-year-old. There is a lack of care. Nearly 50% of Idahoans live in communities that either completely lack licensed child care providers or the providers are so scarce that there are more than three children for every child care space. Idaho does not have systems in place to understand which types of early childhood care and education (ECCE) settings are most effective in increasing school readiness and early literacy The mission of the plan: Energize communities to form collaborative and high quality early childhood care and education environments for all Idaho children. Three broad guiding principles guide ECCE in Idaho: Equitable access: Recruitment and outreach strategies are implemented and barriers to access are removed, ensuring those most in need of services connect to and obtain support. Successful implementation: High quality service delivery implemented with fidelity, meeting the needs of those accessing programs, services, and other supports. Improved outcomes: Programs, services, and other supports delivered with the appropriate quality and intensity, achieving desired outcomes. The goals and objectives of the strategic plan include: Communities Engaged and Family-Focused Expand and strengthen local collaboratives. Serve vulnerable, underserved, and rural. Children and Families Prepared, Empowered, and Thriving Support collaborative transition and alignment from birth to the early grades. Empower family choices. Resources for Early Childhood Care and Education (ECCE) Educators Expanded Elevate the ECCE profession. Expand professional development opportunities for ECCE educators. Develop aligned credentials and certifications for ECCE educators. IDAHO 30 47 Increase the number of degreed ECCE educators in Idaho. Support ECCE educators through statewide and local networks. Expand opportunities to improve ECCE quality. Offer financial assistance to ECCE providers to open, expand, and sustain ECCE programs. Timely, Actionable, and Accessible Data Available Strengthen data-driven community planning. Create and use an ECCE dashboard to support Idaho’s young children and their families. The Idaho Association for the Education of Young Children (IDAEYC) has developed guidebooks to help local Early Learning Collaboratives (ELCs) conduct needs assessments and develop community-specific strategic plans to improve access to and affordability of quality care and early education to ensure children are school ready. 25+ communities across Idaho have created bottom-up approaches to addressing their community’s child care needs. American Falls now offers universal preschool, using the campaign “Read. Talk. Play.” to improve kindergarten readiness. The United Way offers scholarships to the five preschool programs in the community — a mix of private and public. All of the preschools use the same vetted curriculum. The school district’s kindergarten readiness scores, measuring early literacy skills, increased from 19.7% proficiency in fall 2019 to 40% in fall 2023. Sources/Links for More Information: Idaho Idaho's Statewide Early Learning Strategic Plan Idaho Association for the Education of Young Children (IDAEYC) Early Learning Collaborative across Idaho IdahoSTARS How A Small Town in A Red State Rallied Around Universal Preschool Background/Situation The state is using federal and state tax deductions and credits, like the Colorado Child Care Contribution Tax Credit (CCCTC), to make child care more accessible and affordable. The CCCTC provides an income tax credit for taxpayers making monetary contributions to support child care, including, but not limited to, licensed child care facilities, unlicensed child care, organizations that provide educator training, referral services for child care, or financial support for parents to access child care. The credit is equivalent to 50 percent of the contribution amount, with a maximum credit of $100,000 per taxpayer, per tax year. COLORADO 31 48 The downside of the tax credit is that records show most taxpayers are contributing to the same child care organization continually and not to providers that may be in need of financial assistance. The Colorado Child Care Assistance Program (CCCAP) helps to provide financial assistance to families with similar systems of income-eligibility to determine financial needs. The Grants for Child Care Sector helps in writing and passing bills in legislative sessions to obtain funds for child care families and providers. According to the 2019 Colorado Shines Brighter report—a birth-through-age-5 needs assessment from the Colorado Health Institute and the Office of Early Childhood—about 40 percent of licensed child care facilities accept CCCAP, and about 8 percent of the income- eligible population is enrolled. CCCAP recipients are also eligible for the Child Care Credit and Low-Income Credit; however, CCCAP recipients can only claim credits based on their out-of- pocket child care expenses not covered by CCCAP. Recent legislation includes: During the 2020 and 2021 Legislative Sessions, the General Assembly passed multiple bills to support the child care sector and to help it recover from the impacts of the COVID-19 pandemic. During the 2020 Special Legislative Session, the General Assembly passed House Bill 20B-1002, Emergency Relief Programs for Child Care Sector. This bill created two emergency relief grant programs to provide financial support to licensed providers in order to maintain operations and capacity, or to open new facilities or expand existing capacity. During the 2021 Legislative Session, the General Assembly passed Senate Bill 21-236 to increase the capacity of quality early childhood education facilities. This bill created four additional grant programs, using state and federal funds, for: The construction, renovation, or remodeling of employer-based child care facilities. Child care centers to cover tuition, fees, materials, credentialing, licensing, and wage increases for early childhood staff for recruitment and retention. Wage increases for early childhood educators working at centers that serve families that are subsidized with CCCAP. Community-based programs that cover tuition subsidies or scholarships, employer-based cost sharing, ensure equitable access for all children, and strengthen child care business practices that improve early childhood outcomes. Sources/Links for More Information: Colorado Child Care Contribution Tax Credit Colorado EPIC: FAQS Early Milestones Colorado Colorado Department of Early Childhood EPIC: Executives Partnering to Invest in Children: Toolkit 32 49 Background/Situation In 2023, new legislation was passed and signed by the North Dakota governor to provide $66 million to support child care services and access, including: $22 million to expand the Child Care Assistance Program (CCAP), increasing the number of families with children ages 0 to 3 who receive help paying for child care from 4,660 to 6,460 by the end of the 2023-2025 biennium. $5 million for an additional 500 families to participate in a pilot project where private employers contribute money to help cover their employees’ child care expenses. Support for child care providers and the child care workforce includes: $15 million to incentivize more providers to deliver child care for infants and toddlers by increasing the CCAP rates for child care centers and group/family child care settings. $3 million to increase support to providers who want to become quality-rated or increase their current quality rating. $2 million in stipends for child care workers pursuing additional training. Support for families includes: Families with low income who meet certain eligibility requirements including participating in an allowable activity: working (paid employment or self-employed); education or training programs; in situations of homelessness, looking for employment, education or training activities, and housing is considered allowable; age limits: once children are determined eligible, they may receive services until the eligibility period in which they turn 13 years old expires; a child with special needs may qualify up to age 19; asset limits: a family’s assets cannot exceed $1,000,000; monthly income from wages, child support, pensions, veteran’s benefits or other sources must be less than the CCAP income limits; copayment: in most cases, families pay a copayment, which is a portion of the child care cost; determined on a sliding fee scale based on a family's income and household size. Challenges include: Limited number of programs that are open on weekends and before and after work hours, making it harder for families with abnormal working hours to find child care. The amount of providers doesn’t match up with the estimated number of children needing child care in the county. Sources/Links for More Information: North Dakota Office of the Governor: North Dakota North Dakota House Bill 1540: Early Childhood Services and Child Care Assistance North Dakota Child Care Assistance Program Child Care Aware of North Dakota NORTH DAKOTA 33 50 Background/Situation Washington’s Fair Start for Kids Act is a $1.1 billion investment to make child care and early learning more affordable for the state’s families by expanding access, capping copays, and providing resources to support child care and early learning providers. The changes made under the Fair Start for Kids Act will help create an integrated system of child care and early learning in Washington State that is accessible, affordable, and in which providers and child care workers can have the support they need to provide quality care. The Fair Start for Kids Act covers many issues that other states are having when it comes to child care. The act reduces copay amounts for families who have lower incomes and creates bonuses for providers who are staying open during non-standard working hours. Support for families includes: Copays through Working Connections Child Care (WCCC) are capped so that: A family of four will pay no more than $115 a month in child care copays if they have a combined income of $64,248 a year or less. That same family will pay no more than $90 a month if their combined income is less than $53,544 a year. Provides a bonus for child care providers to provide care during non-standard hours. More pre-k slots and converting slots for Washington ECEAP. Expanded Washington home-based services offered to expectant parents and families with babies and young children. Adds additional pre-k slots through ECEAP. Funds the expansion of therapeutic care and specialized treatment for children and families furthest from opportunity. Implements the dual language rate enhancement and trauma-informed care supports. Support for child care providers includes: Puts a big emphasis on quality of child care especially when it comes to equal access to all communities including more support towards Spanish and Somali speaking providers as well as establishing new consultants that will focus on mental health for children. Distributes new grants to early learning providers, including: $360 million in child care Stabilization Grants to help providers remain open and able to care for children. $5.1 million in Early Childhood Equity Grants to promote inclusive, culturally responsive learning and enhanced language access, with a focus on Black, Indigenous, and People of Color (BIPOC) communities and providers. $9.6 million in Complex Needs Funds to further support care for children with developmental delays, disabilities, behavioral needs, or other unique needs. Sources/Links for More Information: Washington Fair Start for Kids Act WASHINGTON 34 51 NATIONAL Background/Situation The process for New Mexico families to receive free child care happened through different legislations and actions taken by policymakers and the public over a four-year period. In 2018, OLÉ and the legal group New Mexico Center on Law and Poverty filed suit against the state’s Children Youth and Families Department, alleging that the state arbitrarily and illegally denied families access to child-care assistance. In 2020, the state drew on taxes from oil and gas production of $300 million to create an Early Childhood Education and Care Fund. The endowment, which draws on taxes from oil and natural gas production, is projected to be worth $4.3 billion by 2025. New Mexico became the first state to offer free child care to such a broad swath of its population. In 2022, the governor allowed child care subsidy copays to be waived. This legislation also expanded eligibility so child care was free for one year for an estimated 30,000 residents, including families earning up to 400 percent of the federal poverty level, or $111,000 a year for a family of four. It became the first state to do this. The state waived copays for low-income families and increased eligibility for subsidies to 350% of the federal poverty line. The state also revised the copayment schedule so that families weren’t having to pay most of their income on child care all at once and brought costs down for parents so that they were not spending more than 7 percent of their incomes on child care. New Mexico voters also successfully changed the state constitution to guarantee a constitutional right for children ages zero to five to receive early childhood education. Awareness building initiatives included: Volunteers sent text messages, made calls, knocked on people’s doors, and used social media to get the word out. Parents spoke out about how it would help to make child care affordable, while providers advocated for it as a way to get paid adequately for the critical services that they provide. Support for child care providers includes: With the state taking over the payment of copays, providers are assured of getting money. The state used an additional $10 million in federal funding from the American Rescue Plan to offer grants to people who want to expand or create child care centers as a way to increase the supply of slots, with the goal of creating at least 800 new ones. Reimbursed providers based on how much it actually costs to provide child care, not just on the going market rate. Working with lawmakers to ensure a minimum wage of $18 an hour, with a ladder that allows them to continue to move up in pay and achieve parity with K-12 teachers based on their educational credentials and years of experience. It must be a registered provider or a licensed provider that is rated at 2 stars or above (out of 5). NEW MEXICO 35 52 Challenges for child care providers include: Getting enough staff, especially in rural parts of the state. The Early Childhood Education and Care Department announced it will raise the rates it provides centers for child care assistance, which should allow them to continue to fund a minimum wage of $15 per hour for employees. Support for families includes: Families earning up to 400% of the federal poverty line who have circumstances — such as work or school — that require them to need child care. For a family of four, this means households making less than $120,000. The child care assistance program applies to infants through 3-year-olds, as well as those who need care before or after school from kindergarten through fifth grade. Parents are reporting that many child care providers have long waitlists and many parts of the state are "child care deserts" where there are more than three children who need care for every available slot. The state is working on increasing providers. Sources/Links for More Information: New Mexico New Mexico Center for Law and Poverty Early Learning Nation Early Childhood Education and Care Fund Washington Post Albuquerque Journal National Conference on State Legislatures Office of the Governor: New Mexico Background/Situation The state government has invested $1.3 billion over four years to increase access to affordability of mixed-delivery child care that will result in 3,600 additional children accessing Child Care Assistance Program (CCAP), between 8,000 and 11,000 additional children accessing Early Learning Scholarships, and 12,360 voluntary Pre-K seats funded. Minnesota created one of the first-in-the-nation state-funded programs to increase child care worker compensation and expand child care access including: better access to licensing, child care workforce development scholarships, increases in income to childhood educators, more hours of care given to children whose caregivers suffer from mental health issues, and breakfast and English Language learners provided to preschoolers. Established the Department of Children, Youth, and Families, a new cabinet-level agency that reimagines state government structures to elevate child, youth, and family priorities and funding need. Recent legislation includes: See charts below from Minnesota’s Children’s Cabinet for a list of recent legislation passed that supports both child care providers and families MINNESOTA 36 53 Sources/Links for More Information: Minnesota 2023 Legislative Wins for Children and Families Minnesota House Bill HF 13: Increasing Child Care Assistance Rates Minnesota House Bill HF 150: Child Care Stabilization Grants and Early Learning Scholarships Administration for Children & Families KARE-11 TV News 37 54 38 55 Background/Situation On August 1, 2019, Alabama House Bill 76 — The Child Care Safety Act — went into effect. It made changes to the child care licensing laws to improve the health and safety of children in licensed facilities, provide guidelines to improve conditions in all facilities and programs, and provide incentives for unlicensed programs to become licensed. In September of 2021 the Child Care Stability Grant was passed. Grants were issued to the child care community during COVID to help stabilize costs. The 2023 grant was issued to continue supporting the community after the COVID grants expired. Facilities were encouraged to apply for these grants which is based on the maximum child capacity by type of facility. Eligible programs for this grant are any child care program/classroom that is issued a Child Care Services Division license with the exception of Head Start exclusive programs and non-DHR Early Head Start-Child Care Partnerships. The capacities of excluded programs and/or classrooms shall be deducted from the total licensed daytime capacity to determine the award amount for the facility. Parents are able to apply for financial aid based on income eligibility through the Office of Child Care Subsidy, especially those families who are low-income families and have little access to affordable child care. Sources/Links for More Information: Alabama Alabama Child Care Licensing Overview 2019 Child Care Safety Act Alabama Child Care Service Division Alabama Subsidy Overview CCDF State Plan Income Eligibility Fee Criteria ALABAMA: Background/Situation In Kentucky child care is paid for by the state due to people recognizing how many low-income parents couldn’t afford child People needed child care, but there weren’t any spots as daycares couldn't find anyone to work. Kentucky made day care free for child care workers through a change in licensing regulations. A year later, the number of children receiving state subsidies for child care has jumped up to 40,000. The state pays more than $200 a week in many counties for an infant spot, and less for older children. KENTUCKY: 39 56 Support for child care workforce and families includes: All child care workers are eligible for subsidies regardless of household income. Right now over 3,600 children are being served because they have a parent who's a child care provider. Depending on the county, the state might pay a couple hundred dollars a week for infant care - and less as the kids get older. Child care centers are finally able to fully staff up, which means far more day care slots available, allowing far more parents to go to work. Support for child care providers includes: All child care programs that choose to accept families with the Child Care Assistance Program (CCAP) must complete Billing Basics for Providers training. This online course provides an overview of the billing process for CCAP including information on completing the DCC 94E, Daily Attendance Sheet. Training stresses the importance of completing the provider billing form and reviewing the necessary requirements of the billing process. Sources/Links for More Information: Kentucky Kentucky found a solution to its day care worker shortage NPR Child care worker shortage Kentucky Division of Child care Child Care Assistance program for Families Child Care Assistance Program Providers Kentucky Child Care Laws Background/Situation Gov. Gretchen Whitmer signed into law a package of changes to Michigan’s child care system to reduce red tape and help make child care more widely available. The laws enacted in June of 2022 contain a wide range of measures, from minor procedural fixes to major changes in the state’s method of supporting small, home-based providers. The state recently used federal dollars to invest $1.4 billion in increased payments for child care centers and bonuses for early educators, and to expand the supply of child care in urban and rural communities. The new laws focus on changes to child care regulations, including: Allowing experienced home-based providers to serve as many as seven children, instead of six; group home providers will be eligible to serve up to 14 children instead of 12. Requiring the state to make more information public about special investigations into child care programs. Giving child care providers at least 90 days to comply with new health and safety rules, a formal grace period that doesn’t currently exist. Giving child care providers a path to operate in multi-use buildings, such as a strip mall with multiple storefronts, something that was difficult under previous regulations. MICHIGAN 40 57 The package will also create networks for home-based providers that will offer coaching and technical support to the smallest players in the early education market. The state will pay between $2 million and $5 million to support the networks, depending on how many providers participate. Temporary child care subsidy rate increases ended in Sept 2023 and shifted to rates that are 40% higher than they were pre-pandemic. In addition, federally required Family Contribution (FC) will be reinstated, and child care subsidy billing based on enrollment will continue. Support for child care providers includes: In Fall 2023 Governor Whitmer signed a budget that includes over $700 million in grant funding to support child care providers. Rather than payments based on attendance, provider networks will be given contracts to care for children ages 0-3, ensuring a steady income source even when children are absent. The goal is to incentivize providers to care for younger children, who are most expensive to care for because they require more adult attention. Sources/ Links for More Information: Michigan Child Care Stabilization Grant Looming Child Care Disaster State of Michigan Child Development and Care Handbook Governor Signs Child Care Bills 2022 Child Care Stabilization Grant Presentation Michigan Child Development and Care Website Background/Situation In 2019, the bipartisan commission unanimously approved a bold plan to address the lack of high-quality, affordable child care for vulnerable families. The commission's plan, Investing in Our Future: LA B to 3, calls for the state to invest substantially in high-quality Early Childhood Education (ECE) over the next decade. In 2022, state lawmakers made a historic down payment by allocating new funding for ECE. However, Louisiana is running out of a significant amount of one-time federal dollars, and over 16,000 children are at risk of losing access to high-quality ECE programs. Further complicating the situation, Louisiana also has a record-low unemployment rate of less than 4%, meaning even more families need care for their young children while working. During the June 2023 legislative session, Louisiana lawmakers approved $44 million in new funding to early care and education. The money will go towards the Child Care Assistance Program (CCAP), a state funded program that provides financial assistance to low-income families while they are working or attending school. With child care often representing the largest portion of a family’s budget, and child care breakdowns costing Louisiana businesses over $760 million every year, leaders believe this will help thousands of people across the state. The state was relying on the last bit of COVID relief money to fund the project, but this new investment will save over 3,500 seats in the program. LOUISIANA 41 58 In 2022, the Louisiana State Legislature signaled its commitment to early care and education by allocating $25 million for the Child Care Assistance Program (CCAP) and $18 million to increase four-year-old program rates. Child Care Provider Tax Credit: Child care providers with 2+ stars in the LDE Quality Rating System who serve children in the foster care system or recipients in the CCAP may be eligible for a refundable tax credit of $750-$1,500 per eligible child, depending on quality rating. The credit may be taken against individual income tax, corporation income tax, or corporation franchise tax. School Readiness Directors and Staff Tax Credit: Child care directors and eligible staff who have worked for 6+ months in a licensed child care center that participates in the quality rating system and are enrolled in the Louisiana Pathways Child Care Career Development System are eligible for a refundable tax credit of $1,894-$3,787, depending on position. The credit amount is adjusted annually by the percentage increase in the Consumer Price Index. Tax Credit for Donations to Resource and Referral Agencies: Businesses may receive a refundable tax credit for donations made to Child Care Resource and Referral Agencies. The credit rate is 100% and the maximum credit is $5,000. The credit may be taken against individual income tax, corporation income tax, or corporation franchise tax. Sources/Links for More Information: Louisiana Lawmakers approve millions in funding for low-income families to afford child care Child Care Assistance Program for Families CCAP Eligibility Criteria Child Care Association of Louisiana Funding our Future with LA B to 3 42 59 VISION-GOALS-OBJECTIVES What’s our vision? What are our goals, priorities and objectives? 43 VISION Accessible, affordable and thriving child care in Gallatin County OVERALL GOALS Address the most pressing child care challenges in Gallatin County Enhance collaboration among all those involved and impacted by child care Support, complement and expand upon what currently exists PRIORITIES Solutions for Child Care Businesses1. Child Care Solutions for Businesses2. Child Care Solutions for Families 3. Policy and Subsidy Solutions 4. OBJECTIVES Increase the capacity within the CHILD Task Force Better understand the specific child care needs of the community Continue to support child care providers Focus on child care workforce attraction and retention Engage employers in developing solutions Continue to collaborate with community leaders “We need subsidies for child care providers & low- income families; employers providing child care; affordable insurance for child care providers; relaxed development code and zoning code for child care; prohibit HOA covenants restricting child care; flexible financing options for child care; increased wages for child care providers; more after-school programs for school age children and higher wages for teachers offering after school programs or volunteer opportunities or tax incentives for the schools; child care cooperatives; grant funding; and city/county/state initiatives or support.” Belgrade, Community Leader, Cares about Child Care Options 60 STRATEGIC DIRECTION and ACTION PLAN 44 Increase the capacity within the CHILD Task Force Better understand the specific child care needs of the community Continue to support child care providers Focus on child care workforce attraction and retention Engage employers in developing solutions Continue to collaborate with community leaders OBJECTIVES Solutions for Child Care Businesses1. Child Care Solutions for Businesses2. Child Care Solutions for Families 3. Policy and Subsidy Solutions 4. PRIORITIES Enhance collaboration among all those involved and impacted by child care1. Support, complement and expand upon what currently exists2. Address the most pressing child care challenges in Gallatin County3. OVERALL GOALS Need for increased capacity within the CHILD Task Force Need for better data Need for evolving action plans KEY LEARNINGS What are our strategies to support our vision for the next 5-10 years? Which action items need to be accomplished? 61 GOAL 1: ENHANCE COLLABORATION AMONG ALL THOSE INVOLVED AND IMPACTED BY CHILD CARE OBJECTIVE 1: Increase the capacity within the CHILD Task ForceSTRATEGY 1.1: Explore the feasibility of dedicating a person full-time ACTION PLAN Formalize the established partnership Secure additional public-private funding Create a sustainable full-time position; responsibilities could include: Collaboration Communication Data gathering and analyzing Execution of the strategic plan Ongoing evolution of the strategic plan and its action items GOAL 2: SUPPORT, COMPLEMENT AND EXPAND UPON WHAT CURRENTLY EXISTS OBJECTIVE 2: Better understand the child care needs of thecommunitySTRATEGY 2.1: Build on what’s currently known to assess demand ACTION PLAN Obtain funds through ChildCare Aware of America grant Analyze the population of children under 5: past and projected Analyze school enrollment: Pre-K-5th grade: past and projected Secure birth rate data from Bozeman Health and others Collect and analyze estimated demands for child care: past and projected Present findings to community leaders and evaluate opportunities STRATEGY 2.2: Establish the Gallatin County waitlist program for use by care providers, families and businesses ACTION PLAN Build off what’s already been learned by the Missoula Child Care Advantage Initiative Look to complement and/or understand how the waitlist program fits with what the state is considering Put in place the ability to measure the actual demand for child care 45 62 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 3A: Continue to support child care providers STRATEGY 3.1: Help increase awareness of availability of non- traditional hours and weekend care and assess understanding of the need ACTION PLAN Work with providers to promote availability and better understand what families want and why people are hesitating to use the care that’s offered Conduct an online survey among families who work non-traditional hours Work with employers to share with employees who may be interested Share findings with providers and employers and discuss potential solutions based on findings STRATEGY 3.2: Look for opportunities to simplify steps for child careproviders ACTION PLAN Create a comprehensive view of what each child care organization does and where a provider can go for what types of questions, issues, etc. Distribute the comprehensive view to all of the providers and post to the CCC website Continue to update and distribute the comprehensive view each year OBJECTIVE 3B: Focus on child care workforce attraction and retentionSTRATEGY 3.3: Recognize and provide incentives to the child careworkforce through funding opportunities and community donations ACTION PLAN Create a CHILD Task Force committee focused on workforce attraction and retention and define committee members’ roles and responsibilities Determine opportunities to secure funding to establish program (i.e., nonprofits, companies, grants, community foundations, etc.) Look to promote and provide incentives, grants, housing subsidies, etc. Spearhead campaign to acknowledge and offer child care workforce benefits: community-wide appreciation, freebies, discounts, support 46 63 OBJECTIVE 4: Engage employers in developing solutions STRATEGY 4.1: Provide needed information to employers ACTION PLAN Work with Zero to Five to finalize the financial model and business case for employer- supported child care (cost of care calculator) Reconvene the panel of employers who currently offer employer-supported child care Develop mini case studies to share with prospective employers; update the Employer- Supported Child Care Toolkit; and create FAQs Develop and field a universal survey to ask employers/employees questions - i.e., how many employees have you lost due to child care, etc. STRATEGY 4.2: Conduct outreach initiatives to increase the dialogue ACTION PLAN Create a CHILD Task Force committee focused on outreach to employers and define committee members’ roles and responsibilities Approach large employers in Gallatin County (i.e., Bozeman Health), share financial models and business cases, and brainstorm with them about child care solutions that meet their needs Approach multiple businesses that are located in the same area (i.e., Target, Costco, Town Pump, etc.) and discuss opportunities to collaborate in establishing nearby child care solutions for their employees Meet with Gallatin County to determine steps for offering care in new facility OBJECTIVE 5: Continue to collaborate with community leaders STRATEGY 5.1: Further engage community leaders and decision makers on the importance of child care solutions ACTION PLAN Create a CHILD Task Force committee focused on policies and subsidies Work to ensure that addressing child care needs are part of strategic plans, growth policies, etc. throughout Gallatin County and its communities Take actions outlined during the CHILD Task Force visioning session including: Incentivize employer supported child care (i.e. tax credits) Improve the understanding about the connections between child care and economic vitality Look at the low hanging fruit when it comes to subsidies Address the insurance barriers Collect data to make a case for incentives 47 64 STRATEGY 5.2: Keep child care top of mind for the media and thegeneral public ACTION PLAN Increase the number of people focused on the issue, offering new perspective and addressing lack of knowledge Reach out to media to secure additional coverage about child care challenges Continue to increase awareness through social media posts Develop a database of those interested in child care and share strategic plan updates via email newsletters, etc. 48 65 EVALUATION FRAMEWORK 49 How do we measure and evaluate our strategies and action items? GOAL 1: ENHANCE COLLABORATION AMONG ALL THOSE INVOLVED AND IMPACTED BY CHILD CARE OBJECTIVE 1: Increase the capacity within the CHILD Task Force STRATEGY 1.1: Explore the feasibility of dedicating a person full-time ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Formalize the established partnership CCC Q4 2024 Secure additional public-private funding CCC Q4 2024 Create a sustainable full- time position; define responsibilities CCC Q1 2025 66 GOAL 2: SUPPORT, COMPLEMENT AND EXPAND UPON WHAT CURRENTLY EXISTS OBJECTIVE 2: Better understand the child care needs of the community STRATEGY 2.1: Build on what’s currently known to assess demand ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Obtain funds through ChildCare Aware of America grant CCC Q1 2024 IN PROGRESS Analyze the population of children under 5: past and projected  NRMEDD Q3 2024 Analyze school enrollment: Pre-K-5th grade: past and projected  NRMEDD Q3 2024 Secure birth rate data from Bozeman Health and others NRMEDD Q3 2024 Collect and analyze estimated demands for child care: past and projected NRMEDD Q3 2024 50 67 GOAL 2: SUPPORT, COMPLEMENT AND EXPAND UPON WHAT CURRENTLY EXISTS OBJECTIVE 2: Better understand the child care needs of the community STRATEGY 2.2: Establish the Gallatin County waitlist program for use by care providers, families and businesses ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Build off what’s already been learned by the Missoula Child Care Advantage Initiative CCC 2024 IN PROGRESS Look to complement and/or understand how the waitlist program fits with what the state is considering CCC 2024 IN PROGRESS Put in place the ability to measure the actual demand for child care CCC Q1 2025 51 68 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 3A: Continue to support child care providers STRATEGY 3.1: Help increase awareness of availability of non-traditional hours and weekend care and assess understanding of the need ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Work with providers to promote availability and better understand what families want and why people are hesitating to use the care that’s offered CCC Q2-Q3 2024 Conduct an online survey among families who work non- traditional hours CCC + CTF Q2-Q3 2024 Work with employers to share with employees who may be interested CCC + CTF Q2-Q3 2024 Share findings with providers and employers and discuss potential solutions based on findings CCC Q3 2024 52 69 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 3A: Continue to support child care providers STRATEGY 3.2: Look for opportunities to simplify steps for child care providers ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Create a comprehensive view of what each child care organization does and where a provider can go for what types of questions, issues, etc.  CCC + STATE Q2-Q3 2024 IN PROGRESS Distribute the comprehensive view to all of the providers and post to the CCC website CCC Q2-Q3 2024 IN PROGRESS Continue to update and distribute the comprehensive view each year CCC Q4 2024 53 70 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 3B: Focus on child care workforce attraction and retention STRATEGY 3.3: Recognize and provide incentives to the child care workforce through funding opportunities and community donations ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Create a CHILD Task Force committee focused on workforce attraction and retention and define committee members’ roles and responsibilities CTF Q2 2024 Determine opportunities to secure funding to establish program (i.e., nonprofits, companies, grants, community foundations, etc.) CTF Q2 2024 Look to promote and provide incentives, grants, housing subsidies, etc. CTF Q2 2024 Spearhead campaign to acknowledge and offer child care workforce benefits: community-wide appreciation, freebies, discounts, support CTF Q3-Q4 2024 54 71 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 4: Engage employers in developing solutions STRATEGY 4.1: Provide needed information to employers ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Work with Zero to Five to finalize the financial model and business case for employer- supported child care (cost of care calculator) Zero to Five Q1-Q2 2024 IN PROGRESS Reconvene the panel of employers who currently offer employer-supported child care  CCC + CTF Q4 2024 (OCT) Develop mini case studies to share with prospective employers; update the Employer-Supported Child Care Toolkit; and create FAQs CCC + CTF Q4 2024 (NOV) Develop and field a universal survey to ask employers/employees questions - i.e., how many employees have you lost due to child care, etc. CCC + CTF Q1 2025 (JAN) 55 72 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 4: Engage employers in developing solutions STRATEGY 4.2: Conduct outreach initiatives to increase the dialogue ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Create a CHILD Task Force committee focused on outreach to employers and define committee members’ roles and responsibilities CTF Q4 2024 Approach large employers in Gallatin County (i.e., Bozeman Health), share financial models and business cases, and brainstorm with them about child care solutions that meet their needs CTF Q1 2025 (JAN) Approach multiple businesses that are located in the same area (i.e., Target, Costco, Town Pump, etc.) and discuss opportunities to collaborate in establishing nearby child care solutions for their employees CTF Q1 2025 (JAN) Meet with Gallatin County to determine steps for offering care in new facility CCC Q2 2024 56 73 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 5: Continue to collaborate with community leaders STRATEGY 5.1: Further engage community leaders and decision makers on the importance of child care solutions ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Create a CHILD Task Force committee focused on policies and subsidies  CTF Q2 2024 Work to ensure that addressing child care needs are part of strategic plans, growth policies, etc. throughout Gallatin County and its communities CTF Q2 2024 Take actions outlined during the CHILD Task Force visioning session  Incentivize employer supported child care (i.e. tax credits) Improve the understanding about the connections between child care and economic vitality Look at the low hanging fruit when it comes to subsidies Address the insurance barriers Collect data to make a case for incentives CTF Starting in Q2 2024 57 74 GOAL 3: ADDRESS THE MOST PRESSING CHILD CARE CHALLENGES IN GALLATIN COUNTY OBJECTIVE 5: Continue to collaborate with community leaders STRATEGY 5.2: Keep child care top of mind for the media and the general public  ACTION ITEM LEAD + SUPPORTING ORGANIZATIONS TIMING PROGRESS Increase the number of people focused on the issue, offering new perspective and addressing lack of knowledge CCC + CTF ONGOING Reach out to media to secure additional coverage about child care challenges CCC + CTF ONGOING Continue to increase awareness through social media posts CCC + CTF ONGOING Develop a database of those interested in child care and share strategic plan updates via email newsletters, etc. CCC Q1-Q2 2024 IN PROGRESS 58 75 Appendix 59 76 APPENDIX: A CLOSER LOOK AT BELGRADE 60 Desire to create a more positive work environment Interest in free child care for providers Interest in work credits / tuition reimbursement for high school and early childhood development students if they work in licensed child care facilities CHILD CARE WORKFORCE Pre-K is offered at three schools: Ridge View, Saddle Peak, Story Creek Additional summer care options are wanted Lack of flexible options Moving closer to other family members to help raise kids CHILD CARE CURRENT SITUATION Concern about the Belgrade School District working with a private provider Concern about the Belgrade School District competing with private programs Fewer staff at the Belgrade School District are saying they need child care EMPLOYER PARTICIPATION Address HOA restrictions Reduce litigation and over regulation of child care businesses Interest in state-supported child care Need for a higher income threshold to qualify for Best Beginnings Scholarships POLICIES AND SUBSIDIES Belgrade has similar child care-related challenges like many of the other communities throughout Gallatin County including the high cost of living, the need for better pay and better benefits for the child care workforce as well as a lack of places and land to locate child care programs. The Belgrade School District has explored offering onsite child care but multiple concerns were raised, and employee-reported demand is low at this time. OVERVIEW 77 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Cost of living Cost of operating child cares Lack of providers Lack of affordable child care Lack of available child care Attraction and retention of child care workforce Need for flexible hours and summer care “We need: subsidies for childcare providers & low-income families, employers providing child care, affordable insurance for child care providers, relaxed development code and zoning code for child care, prohibit HOA covenants restricting child care, flexible financing options for child care, increased wages for child care providers, more after-school programs for school age children and higher wages for teachers offering after school programs or volunteer opportunities or tax incentives for the schools, child care cooperatives, grant funding, city/county/state initiatives or support.” Belgrade community leader 6178 CHILD CARE + SCHOOL DATA Number of Licensed Providers 28 Licensed Infant Capacity 120 Licensed Preschool Capacity 382 Number of Students: Pre-K (2022-2023) Belgrade Public Schools Ridge View (7) Saddle Peak (2) Story Creek (13) 22 Number of Students: Kindergarten (2022-2023) - Belgrade Public 262 DEMOGRAPHIC CHARACTERISTICS DEMOGRAPHICS (2022) Population Size 10,941 Median Household Income $82,769 Median Age 33.4 Women in Child-Bearing Years (20-44)2,454 Population of Children Under 5 927 (8.5%) Women with Children Under the Age of 6 in the Labor Force* 59.7% Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data *Women who may also have older children less than 18 years old. Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 6279 APPENDIX: A CLOSER LOOK AT BIG SKY 63 Lack of affordable housing Low wages and overall challenges with affordability Opportunity for more training Need for better pay / better benefits Need for more staff CHILD CARE WORKFORCE Morningstar Learning Center is the only licensed child care that serves the community and has been struggling with staff attraction and retention The center is not open on Fridays due to lack of staff Pre-K (known as 4K) is offered at Ophir Elementary School Pre-K is also available at Big Sky Discovery Academy, a private Montessori school BASE Camp offers an after school program but no transportation is available from Ophir Availability of year-round care, plus extended care, 7 days a week is critical for Big Sky’s service industry CHILD CARE CURRENT SITUATION The Big Sky Childcare Task Force (BSCTF) recently completed a comprehensive report to assess child care in Big Sky. That report has been used as a source for insights into what is happening in Big Sky and is included in this strategic plan as an appendix. The Big Sky community benefits several larger employers and from the use of resort tax dollars collected and redistributed to organizations to address gaps and needs, including child care. Big Sky Resort Area District (BSRAD) continually invests in the Big Sky Discovery Academy and Morningstar Learning Center to help close the child care funding gap. However, Morningstar Learning Center, the only licensed child care option available in Big Sky, is challenged by attracting and retaining a child care workforce due to the cost of living and lack of affordable housing. Also, the majority of the workforce commutes to Big Sky, often driving 45-60 minutes. One of the larger employers, the Yellowstone Club, is exploring child care in Gallatin Gateway for Big Sky employees who live in the Gallatin Gateway area. One community input session participant noted that although employer-supported child care may be of interest, there is also concern about being tied to one employer and not being able to switch jobs and that child care solutions outside of employment would be beneficial. OVERVIEW 80 Big Sky Resort Area District (BSRAD) uses collected resort taxes to invest in the Big Sky Discovery Academy and Morningstar Learning Center to help close the funding gap FY2022 = $320,000; FY2023 = $549,000; FY2024 = $725,000 Tuition assistance programming is available at Morningstar Learning Center and BASE Moonlight Community Foundation offers two free weeks of summer camp Wellness in Action (WIA) offers camp scholarships POLICIES AND SUBSIDIES Some employers offer flexibility including the Big Sky Chamber of Commerce Big Sky Resort could be possible participant as its parent company, Boyne Resorts, offers options in other areas, plus Big Sky Resort already provides some help Yellowstone Club is exploring options EMPLOYER PARTICIPATION Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Key themes: Lack of qualified child care workforce Long waitlists Cost of living Lack of affordable housing Lack of affordable child care Lack of available child care Need for flexible hours and summer care Attraction and retention of child care workforce Transportation for kids from school to activities “We need more staff and a larger building! There are more than 30 people on the waitlist who need care!.” Big Sky child care provider “Our challenges include the local cost of living, housing availability, wages, cost of tuition as it relates to ability to pay living wages to staff/teachers. Child care is the cornerstone to a sustainable, thriving community. We must make big changes in order to support this critical cause.” Big Sky resident who cares about child care offerings 6481 DEMOGRAPHIC CHARACTERISTICS CHILD CARE + SCHOOL DATA Number of Licensed Providers 1 Licensed Infant Capacity 12 Licensed Preschool Capacity 32 Number of Students: Pre-K (2023-2024) Ophir 17 Number of Students: Kindergarten (2022-2023) - Ophir 50 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data DEMOGRAPHICS (2022) Population Size 2,825 Median Household Income $94,176 Median Age 37.2 Women in Child-Bearing Years (20-44)1,493 Population of Children Under 5 90 (3.2%) Women with Children Under the Age of 6 in the Labor Force* 85.8% *Women who may also have older children less than 18 years old. Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 6582 APPENDIX: A CLOSER LOOK AT BOZEMAN 66 Lack of affordable housing Low wages and overall challenges with affordability Opportunity for more training Need for better pay / better benefits CHILD CARE WORKFORCE Pre-K is offered at four schools: Emily Dickinson, Hyalite, Longfellow, Whittier After school care is offered at schools through the United Way KidsLINK program Additional summer care options are wanted CHILD CARE CURRENT SITUATION Despite its larger population base, Bozeman is not immune to the child care-related challenges being experienced throughout Gallatin County including the cost of living, affordable housing and continued growth. Bozeman is home to some of the largest employers in the county, two of which are offering child care for their employees (and their student parents): the Bozeman School District through the ABCDino Academy program at the high school; and Montana State University and its two programs, the Child Development Center (CDC) and the Associated Students of Montana State Child Care Center (ASMSU). XY Planning Network, another Bozeman-based employer, offers care at its XY Learning Center. OVERVIEW Some employers are offering flexibility to parents - and more is wanted XY Planning Network created XY Learning Center for its parents and community members Gallatin County may be building a child care for its employees Possible participants include Bozeman Health EMPLOYER PARTICIPATION Need for a higher income threshold to qualify for Best Beginnings Scholarships Interest in state-supported child care Interest in subsidies to cover operations and increase child care workforce benefits Need help in navigating licensing, etc. POLICIES AND SUBSIDIES 83 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Cost of operating child cares Licensing challenges Lack of affordable housing Cost of living Families not being qualified for Best Beginnings Scholarships but not able to afford care Lack of affordable child care Lack of available child care Attraction and retention of child care workforce Need for flexible hours and summer care Pre-K at additional schools “Early child care centers should have government support similar to the public school system. I want to be able to keep my job and afford child care without having to sacrifice my career goals and path.” Bozeman parent “I'm so sad to see we have stopped talking about the quality of care. We have standards in place to assure children in child care are provided safe, healthy and developmentally appropriate protections. We need to be protecting the experiences of a child each day, not warehousing them to make it affordable.” Bozeman community member 67 84 DEMOGRAPHIC CHARACTERISTICS CHILD CARE + SCHOOL DATA Number of Licensed Providers (59715)18 Licensed Infant Capacity 154 Licensed Preschool Capacity 469 Number of Licensed Providers (59718 + 59717)41 Licensed Infant Capacity 252 Licensed Preschool Capacity 840 Number of Students: Pre-K (2022-2023) Bozeman Public Schools Emily Dickinson (1) Hyalite (10) Longfellow (5) Whittier (9) 25 Number of Students: Pre-K (2022-2023) Anderson School 0 Number of Students: Kindergarten (2022-2023) - Bozeman Public 530 Number of Students: Kindergarten (2022-2023) - Anderson School 18 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data 68 85 DEMOGRAPHICS (2022) Population Size 53,500 Median Household Income $74,113 Median Age 28.2 Women in Child-Bearing Years (20-44)12,715 Population of Children Under 5 1,782 (3.3%) Women with Children Under the Age of 6 in the Labor Force* 32.1% *Women who may also have older children less than 18 years old. Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 69 86 APPENDIX: A CLOSER LOOK AT FOUR CORNERS 70 Interest in stability and continuity among workforce Desire for those who have a background in early childhood education CHILD CARE WORKFORCE Need for care that starts before 8 am and ends after 4:30 pm based on commute times Interest in more age appropriate options for 4-5 year olds Preschool care that extended beyond 9-12 pm Frustration with expense of child care and inability to use based on illnesses, etc. CHILD CARE CURRENT SITUATION The Four Corners area has continued to grow and develop, offering places for both businesses and residential homes within a short drive to Belgrade and Bozeman. Zoot Adventure Learning Academy, an onsite daycare at Zoot Enterprises, is located in the area, as well as other licensed daycare offerings. Monforton School offers K-8th grades and hosts the Wildcat Workshops Afterschool Program. Given its geographical location, one community input participant noted the transportation challenges of living in the Four Corners area including: travel time to/from other communities; left hand turns into traffic; and transportation of kids to other locations for after-school activities OVERVIEW Zoot Enterprises is offering onsite daycare, plus contracts with other area businesses to provide slots for their employees Often seems to be more work than it’s worth - i.e., restrictions, feasibility, etc. Interest in employer flexibility to accommodate child care needs EMPLOYER PARTICIPATION Need a one-stop shop for setting up child care Interest in child care subsidies for MSU staff and students POLICIES AND SUBSIDIES 87 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: No public transportation Lack of options after normal work hours Lack of longer hours to accommodate those working full-time Cost of living Lack of affordable child care Lack of available child care Lack of providers Distance to providers “My family cannot get child care for our two year old (it is all too expensive with long waits). Anything to help with that would be appreciated. I would LOVE to work for an employer that helped with child care; it would not only be a huge help to my family, it would reflect the values I want in a workplace.” Four Corners parent DEMOGRAPHIC CHARACTERISTICS CHILD CARE + SCHOOL DATA Number of Licensed Providers 7 (estimated) Licensed Infant Capacity Not known Licensed Preschool Capacity Not known Number of Students: Pre-K (2022-2023) Monforton School 4 Number of Students: Kindergarten (2022-2023) - Monforton School 68 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data 71 88 DEMOGRAPHICS (2022) Population Size 5,631 Median Household Income $107,448 Median Age 34.8 Women in Child-Bearing Years (20-44)** Population of Children Under 5 455 (8.1%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 72 89 APPENDIX: A CLOSER LOOK AT GALLATIN GATEWAY 73 Challenges in securing elementary school teachers CHILD CARE WORKFORCE No existing licensed child care programs Closest program is Quail Hollow Camps in Bozeman are the best summertime options Interest in Pre-K program at the school CHILD CARE CURRENT SITUATION Gallatin Gateway doesn’t currently have any operating licensed child care programs for infants, toddlers and Pre-K, requiring parents and families to explore other options including family, friends and neighbor care, babysitters, and driving into Bozeman to find care. However, the Yellowstone Club is exploring establishing a child care program in the area, and a new license has recently been secured by a provider. In addition, the Gallatin Valley YMCA is now offering a Later Gators After School Program five days a week for elementary-age kids at the Gallatin Gateway School. The Bridge Church, located in Gallatin Gateway, has explored having child care at its building, but renovations would need to be made first. OVERVIEW Yellowstone Club is exploring options EMPLOYER PARTICIPATION Interest in looking at HB352 - funding opportunities for literacy development Interest in simplifying the licensing process POLICIES AND SUBSIDIES 90 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Nothing currently exists Lack of facilities Bilingual child care More affordable options Subsidized child care Continue support of the YMCA Later Gator program “Private industry needs to start offering child care options to attract workers. Pre-K should be offered to 4 year olds throughout the state as part of public school. Assistance should be more readily available for low income families so that parents can both work and have their kid in care (and still make enough money to make working worthwhile).” Gallatin Gateway parent “I have employees in the local area, including myself, that need daycare and after school care options.” Gallatin Gateway business owner / employer and parent 74 91 CHILD CARE + SCHOOL DATA Number of Licensed Providers 1 (new!) Licensed Infant Capacity 0 Licensed Preschool Capacity 0 Number of Students: Pre-K (2022-2023) Gallatin Gateway 0 Number of Students: Pre-K (2022-2023) Cottonwood 0 Number of Students: Kindergarten (2022-2023) - Gallatin Gateway 16 Number of Students: Kindergarten (2022-2023) - Cottonwood 5 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data DEMOGRAPHIC CHARACTERISTICS 75 92 **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 DEMOGRAPHICS (2022) Population Size 886 Median Household Income $98,750 Median Age 43.4 Women in Child-Bearing Years (20-44)** Population of Children Under 5 56 (6.3%) Women with Children Under the Age of 6 in the Labor Force* ** 76 93 APPENDIX: A CLOSER LOOK AT MANHATTAN - AMSTERDAM - CHURCHILL 77 Lack of available workforce - hard to reach people to hire Manhattan Christian is offering free child care for its child care workforce Large amounts of training and requirements for providers CHILD CARE WORKFORCE Location challenges Lack of longer hours to accommodate those working full-time CHILD CARE CURRENT SITUATION The Manhattan - Amsterdam - Churchill area is facing similar challenges that others across Gallatin County are facing - including workforce challenges. For example, Manhattan Christian Early Learning Center was operating with 6 children in Fall 2023, yet its capacity is 47, and it has since closed. There also may be a lack of awareness of what child care is available and/or a lack of alignment of what is being offered and what families need. For example, during the community input session, the Gallatin Conservation District mentioned offering summer programs and Friday programs, but yet they didn’t reach a maximum number of participants. OVERVIEW Manhattan Christian is offering 50% off child care for its faculty EMPLOYER PARTICIPATION Interest in less complicated regulations Appreciation for the COVID relief funding Interest in subsidies to cover tuition expense POLICIES AND SUBSIDIES 94 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Location Cost of living Lack of affordable child care Operational costs “Many child care options are preschool hours, only open to 3:30 or 4 pm and opening at 8 am or later. Working full time requires more hours.” Manhattan parent “We need to help the child care providers with the constant demands of running a child care facility - weekly food costs and deliveries, business consulting, affordable licensing hurdles, affordable educational requirements for educators/owners, stipends for toys/activities/curriculum.” Manhattan community member 78 95 CHILD CARE + SCHOOL DATA Number of Licensed Providers 4 Licensed Infant Capacity 19 Licensed Preschool Capacity 57 Number of Students: Pre-K (2022-2023) Manhattan School 0 Number of Students: Pre-K (2022-2023) Amsterdam School 0 Number of Students: Kindergarten (2022-2023) - Manhattan School 44 Number of Students: Kindergarten (2022-2023) - Amsterdam School 24 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data DEMOGRAPHIC CHARACTERISTICS 79 96 DEMOGRAPHICS: MANHATTAN (2022) Population Size 1,986 Median Household Income $57,045 Median Age 39.6 Women in Child-Bearing Years (20-44)** Population of Children Under 5 92 (4.6%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 DEMOGRAPHICS: AMSTERDAM (2022) Population Size 160 Median Household Income $90,625 Median Age 40.5 Women in Child-Bearing Years (20-44)** Population of Children Under 5 16 (10%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 80 97 DEMOGRAPHICS: CHURCHILL (2022) Population Size 1,081 Median Household Income $90,250 Median Age 40.1 Women in Child-Bearing Years (20-44)** Population of Children Under 5 48 (4.4%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 81 98 APPENDIX: A CLOSER LOOK AT THREE FORKS - WILLOW CREEK 82 Lack of available workforce Lack of affordable housing Low wages and overall challenges with affordability Opportunity for more training CHILD CARE WORKFORCE Licensed child care options in Three Forks have recently closed or are expected to close There are no licensed child care options listed in Willow Creek The Three Forks school district’s early childhood center has limited capacity based on lack of available workforce Only open Monday-Thursday A Friday care program was offered, but only 2-3 kids attended After school programs offered through United Way are an important asset CHILD CARE CURRENT SITUATION Three Forks and Willow Creek have limited child care options which often require them to bring their children to other larger communities for care. The Three Forks school district offers a four-day school week, and both Three Forks and Willow Creek offer pre-Kindergarten at their schools. In addition, the Three Forks school district provides child care. One community input session participant noted that the area may be experiencing a lack of volunteerism among community members, yet volunteers are critical to making small towns run. Another trend may be an increase in homeschooling with families accessing the Three Forks Community Library for story time, lessons, and other activities. OVERVIEW The Three Forks school district offers free child care to its director Possible participants could include Wheat Montana, GCC Trident Plant and/or Magris Talc America EMPLOYER PARTICIPATION 99 One participant in the community input session noted that they feel regulated to the point that they can’t operate There is interest in state-subsidized salaries for the child care workforce POLICIES AND SUBSIDIES Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Better hours for working parents More local child care options vs. bringing kids to Bozeman for care Child care needs to be good, clean, safe and staffed appropriately “Many start out as in-home child care, which Three Forks requires a home occupation so they need a conditional use permit in order to legally operate, a business license too, and then provide off street parking for all the vehicles dropping off/picking up and the employees. It is difficult to attain that all on a small residential lot. Perhaps the zoning requirements could be lessened for child care providers?” Three Forks parent 83 100 84 CHILD CARE + SCHOOL DATA Number of Licensed Providers - Three Forks 2 Licensed Infant Capacity - Three Forks 14 Licensed Preschool Capacity - Three Forks 41 Number of Licensed Providers - Willow Creek 0 Number of Students: Pre-K (2022-2023) Three Forks 5 Number of Students: Pre-K (2022-2023) Willow Creek Offered/Unknown Number of Students: Kindergarten (2022-2023) - Three Forks 73 Number of Students: Kindergarten (2022-2023) - Willow Creek 7 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data DEMOGRAPHIC CHARACTERISTICS 101 DEMOGRAPHICS: THREE FORKS (2022) Population Size 1,895 Median Household Income $77,674 Median Age 43.6 Women in Child-Bearing Years (20-44)** Population of Children Under 5 72 (3.8%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 85 DEMOGRAPHICS: WILLOW CREEK (2022) Population Size 211 Median Household Income $62,188 Median Age 40.7 Women in Child-Bearing Years (20-44)** Population of Children Under 5 32 (15.17%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 102 APPENDIX: A CLOSER LOOK AT WEST YELLOWSTONE 86 Lack of affordable housing Low wages and overall challenges with affordability Opportunity for more training Need for better pay / better benefits CHILD CARE WORKFORCE Some employers are offering flexibility to parents Little Rangers offers free care to workforce Yellowstone National Park could be a possible participant based on need for employees EMPLOYER PARTICIPATION Little Rangers serves the community but has been struggling financially Community members are offering help Critical to the community as many parents work multiple jobs Pre-K transitional kindergarten is being considered Expanded, flexible hours for care is often needed Summer camps and after school programming are also critical CHILD CARE CURRENT SITUATION The West Yellowstone tourism economy and its 24/7 employment require non-traditional child care offerings. Other challenges include low wages, lack of housing and a geographically-isolated community. In addition, there is a need to recruit young professionals to West Yellowstone to fill critical jobs (teachers, first responders, etc.) and offer affordable and available child care, plus housing options. Little Rangers Learning Center is the only licensed child care provider in West Yellowstone, and it’s been actively fundraising and working with the community to address its budget shortfalls. OVERVIEW Interest in looking at the lodging tax to help fund options Would like support from the city to operate child care Idea of offering free care to teachers, first responders as way to attract larger workforce POLICIES AND SUBSIDIES 103 Online Survey Question: What specific challenges and/or nuances need to be considered when it comes to child care in your community? CHALLENGES + NUANCES Key themes: Seasonal nature of tourist town Lack of affordable housing Cost of living Lack of affordable child care Lack of available child care Need for child care for all ages Lack of a long-term plan for child care, reliability Need for flexible hours and summer care Pre-K at school First-generation speakers and bilingual needs Attraction and retention of child care workforce Lack of qualified child care workforce Leadership and organizational challenges “We are a tourist community, some parents work evenings or switch around their schedule so a parent or family member can help with child care. Many parents have had to quit their jobs because they don’t have anyone to help watch their child.” West Yellowstone parent “The business model at our current daycare does not fit the needs/economics of our current daycare clients. Parents need to be able to pay hourly, not weekly. A professional wage with benefits and housing options need to be available to offer to a qualified director to run the daycare.” West Yellowstone resident who cares about child care offerings 87 104 88 CHILD CARE + SCHOOL DATA Number of Licensed Providers 1 Licensed Infant Capacity 6 Licensed Preschool Capacity 16 Number of Students: Pre-K (2022-2023) West Yellowstone 0 Number of Students: Kindergarten (2022-2023) - West Yellowstone 27 Sources: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/providersearch https://gems.opi.mt.gov/student-data DEMOGRAPHIC CHARACTERISTICS DEMOGRAPHICS (2022) Population Size 1,147 Median Household Income $48,750 Median Age 34 Women in Child-Bearing Years (20-44)** Population of Children Under 5 76 (6.6%) Women with Children Under the Age of 6 in the Labor Force* ** **Statistically unreliable based on size of community Sources: Kids Count Montana, U.S. Census, ACS 5-Year Estimates, B23003, S0101, S2503, S1301 105 APPENDIX: CHILD CARE WORKFORCE DATA FOR GALLATIN COUNTY 89 JOB GROWTH AND JOB OPENINGS IN SOUTHWEST REGION OF MONTANA Source: Montana Department of Labor and Industry (MTDLI), 2022-2032 Occupational Employment Projections Although not available on the county-level, MTDLI offers insights on regional-level estimates of job openings. Gallatin County is in the Southwest region as shown below. The annual projected job growth in the Southwest region is estimated at 1.3%. Moreover, MTDLI estimates 178 annual child care workers job openings in the Southwest Region through 2032. The child care industry has one of the top 30 number of job openings, plus its average wages are some of the lowest. ANNUAL PROJECTED JOB GROWTH BY REGION 106 ANNUAL PROJECTED JOB OPENINGS FOR SELECT EARLY CHILDHOOD EDUCATOR OCCUPATIONS IN THE SOUTHWEST REGION Occupation Minimum Education Exits Transfers Growth Total Avg Wage Child care workers High school diploma 77 99 2 178 $26,480 Preschool teachers Associate degree 22 29 6 57 $32,750 Preschool and child care administrators Bachelor's degree 2 3 1 6 $48,950 Kindergarten teachers Bachelor's degree 6 7 1 13 $49,170 Elementary school teachers Bachelor's degree 36 42 6 84 $60,200 Source: Montana Department of Labor and Industry 2022-2032 Occupational Employment Projections in the Southwest Region. Exits refer to openings generated from labor market exits, like retirements. Transfer openings include openings due to employee turnover. Growth openings are generated due to an increase in demand for the occupation. Average wage from Occupational Employment Statistics (OEWS) 2022. https://lmi.mt.gov/Projections WAGES BY POSITION IN GALLATIN COUNTY Position Hourly Wage Director $24.66 Early Childhood Assistant Teacher $16.90 Early Childhood Teacher $21.11 Other Positions $24.02 Substitute Teacher $17.10 Source: Montana Early Childhood Project 90 107 APPENDIX: CHILD Task Force Members Child Care Connections Child care providers throughout Gallatin County City of Bozeman Family Promise Gallatin College Gallatin County Greater Gallatin United Way HRDC Montana Department of Labor & Industry Montana Early Childhood Project Montana State Legislators Montana State University Northern Rocky Mountain Economic Development District Spanish Peaks Community Foundation West Yellowstone Chamber of Commerce Yellowstone Club Big Sky Chamber of Commerce Below is a list of CHILD Task Force members who have been involved in this initiative. 91 108 APPENDIX: VISIONING SESSION: ONLINE SURVEY FEEDBACK To help guide the Child Care Visioning Session held with CHILD Task Force members, Gallatin ECCC members and others, an online survey was sent out to participants in advance. Below is a summary of the feedback received from the survey. Survey Feedback What needs to be done now to achieve accessible, affordable and thriving child care in Gallatin County? Overall Enhanced collaboration between non-profit, for-profit, and local govt. to support service delivery, resource mobilization, and financial support Policies to reduce the cost of providing child care enacted by both government and by employers Increase in Availability Additional quality facilities Additional child care spots Employer supported child care and facilities Child Care Providers Long-term financial support Supportive relationship with licensors Easier access for independent and nonprofit providers Support in developing / maintaining affordable, quality and sustainable care Higher wages Continuing education and required annual training Cap on facility rental fees Workforce incentives Positive "professional" perception of child care providers Families with Children Lower fees / costs for families Reduced barriers for those trying to access aid and support Education on what to expect: turnover, cost, etc. 92 109 Where do we prioritize? Overall Prioritizing at the policy level, perhaps tax incentives for providers or for employers Collaboration between non-profit, for profit and local government Increase in Availability Meeting with organizations who have a large number of employees with children 0-5 Child Care Providers Increasing financial stability for providers Establishing consistent funding from the state Providing infant and toddler spots Additional funding, grants, compensation, etc., for early learning staff Licensing process for new staff Training Families with Children Adjusting Best Beginnings rates Creating a subsidy to balance the gap for Gallatin County Focusing on low to moderate income families - not just low income Helping families that have limited income and struggle with parenting / parent workshops Additional funding areas/opportunities for affordable child care How do you want to be involved? Working on financials Meetings with business owners Representing the school district Strategy, funding, action Working with legislators and legislation, advocacy Funder, service provider, stakeholder, advocate Wherever talents, knowledge, and experience would be most beneficial. 93 110 APPENDIX: VISIONING SESSION: PREP WORK + AGENDA VISIONING SESSION GOALS What are we looking to achieve during this visioning session? Provide input for a shared vision for accessible, affordable and thriving child care in Gallatin County Identify a prioritized list of ways to tackle child care challenges in Gallatin County; overall objectives include: Retain and support existing providers Develop a sustainable provider model Expand affordable child care Confirm what’s not currently known but needs to be understood at the end of the community feedback sessions 94 What do we NOT want to do during this visioning session? We don’t want to focus on the problems and what’s wrong However, we do want to focus on solutions and how we’re going to implement change PREP WORK and GROUND RULES What do you need to know and do to prepare for this meeting? Take this quick survey by Sunday, Sept. 24 to provide us with your input: https://www.surveymonkey.com/r/CTF-2023 Review the agenda and the appendix before the meeting Consider your responses on the topics to be discussed Bring an innovative mindset; be ready to share your opinions and explore the unknowns There are no right or wrong answers; and it’s okay if you don’t have the answers Honest input is critical; there is no judgment, and anything shared is valued 111 AGENDA 12 pm Lunch* and Socializing *Lunch will be provided 12:25 pm Hello and Overview 12:30 pm Topic #1: Update from Zero to Five and Others What’s happening around the state in communities as it relates to child care What innovative approaches have been attempted Others: Anything else that’s new to share that’s of interest 12:50 pm Topic #2: Your Vision + Your Priorities (Survey Results + Discussion) What needs to be done now to achieve accessible, affordable and thriving child care in Gallatin County? Where do we prioritize? How do you want to be involved? 1:45 pm Topic #3: Breakout Groups into Prioritized Topics Break out into prioritized topic groups; topic groups are expected to include: How do we start up new child care businesses? How do we support the workforce? How do we make it affordable to families? How do we get more employers? How do we get more policies in place? Discuss potential solutions and action items for your prioritized topic Summarize and get ready to share your recommended next steps with the larger group 2:25 pm Break 2:30 pm Topic #4: Reports from Breakout Groups Each group to share recommendations based on prioritized topic (5-10 min per group) 3 pm Topic #5: Community Feedback/Workshop Sessions Who do you want to see included in the community feedback/workshop sessions? What topics do you want discussed? What questions do you want to have answered through community input? What do we need to know/have determined at the conclusion of these sessions? 95 112 3:30 pm Topic #6: Defining + Achieving Success What does success look like for the CHILD Task Force? How will we know if we’ve been successful? What needs to happen/be put in place for the CHILD Task Force to succeed? What does our team need to know to succeed? 3:50 pm Wrap Up + Next Steps Anything else that’s top of mind for you? Next steps 4 pm Conclude 96 113 APPENDIX: VISIONING SESSION: SUMMARY + KEY TAKEAWAYS ATTENDEES + NOTES 97 More than 20 people from across Gallatin County, including representatives from Zero to Five, participated in the CHILD Task Force’s Child Care Visioning Session on Sept. 25, 2023. Attendees joined in-person and virtually. In preparation for the visioning session, 12 of the invitees completed a short survey sharing their opinions on the following: what needs to be done now; where to prioritize; and how to be involved. After hearing what is happening around the state and discussing what needs to be done now to achieve accessible, affordable and thriving child care in Gallatin County, attendees agreed that three big areas of focus need to be: Workforce Retention; Employer Participation; and Policies and Subsidies. The attendees broke into three groups to brainstorm solutions and action items for the “three biggies” and reported back their key takeaways to the larger group. Potential solutions and action items are noted below: SUMMARY Workforce Retention Focus on professional development - training Outline the career path opportunities for employees Evaluate training / consolidate / seek state funding Connect staff to the work - emotional connection Access to affordable housing - landowner/developer tax incentives/credits if people living in their rentals/property are child care workers; rent reductions Consider new benefits including providing child care providers/employees with free child care, funded by the state Employer Participation Provide answers to commonly asked questions, FAQs for employer supported child care Insurance, space, licensing, cost, tax credits Transportation, utilization, etc. Develop a universal survey with questions for employers and employees Example: How many employees have you lost due to child care? Example: If you were offered a spot at a child care facility would you utilize it? 114 Build awareness and recognition through consumer education Family friendly businesses - seeing this as a competitive advantage Employees seeing this as a benefit Example: Family Forward Retention, recruitment Host an employer discussion/round table Employers who are interested or want to discuss further What it looks like - what are the barriers, who are the resource partners Launch a campaign with the chambers and Prospera as champions Share and promote existing resources How easy the solutions are Tough questions and issues Conduct a community needs assessment Policies and Subsidies Incentivize employer supported child care (i.e. tax credits) Improve the understanding about the connections/impact between child care and economic vitality Look at the low hanging fruit when it comes to subsidies (i.e., Best Beginnings Scholarship, child support - length of application) Address the insurance barriers Collect data to make a case for incentives Leverage existing and be voice for workforce Increase the number of people focused on the issue, offering new perspective and addressing lack of knowledge, framing up competitive landscape for employers Other Considerations Partnering with banks to invest in child care CRA banking: https://www.federalreserve.gov/consumerscommunities/cra_about.htm In addition, the attendees discussed the upcoming Community Feedback/Workshop Sessions and brainstormed ideas on participants, topics, questions to be answered and desired outcomes. The larger group also defined what success will look like for the CHILD Task Force and what needs to be in place for success to happen. 98 115 Other communities and businesses across Montana and the United States are working on finding solutions to child care challenges. Looking at what others are doing will be an important component of the Child Care Strategic Plan for Gallatin County. The three priority topics identified by the group are Workforce Retention, Employer Participation, and Policies and Subsidies. Initial ideas shared during the visioning session will be used to develop the strategic plan along with ideas from the Community Feedback/Workshop Sessions. As the group looks ahead to the Community Feedback/Workshop Sessions, they want to obtain solutions-focused, preventive-focused and future-focused ideas from the communities around Workforce Retention; Employer Participation; and Policies and Subsidies. A wide range of participants are desired, essentially those who could play a part in finding child care solutions - whether they know it or not. The group also noted that they want to make sure that LEP families and their needs are included. Success was defined in multiple ways by the group including: community-wide engagement; success and sustainability for current child care providers including increased worker retention rates; policy recommendations for local, state, federal, based on data; an established resource; and clear asks of the funders. In order to achieve that success, the visioning session attendees agreed that there will need to be clearly defined roles, expectations, and action items, including establishing committees for the “three biggies”. Next steps include organizing, scheduling and obtaining input from the group on specific people to invite to the upcoming Community Feedback/Workshop Sessions. KEY TAKEAWAYS 99 ATTENDEES Tori Sproles, Child Care Connections Jesse DiTommaso, City of BozemanDean Williamson, HRDC Jackie Haines, NRMEDDRhonda Schwenke, Zero to Five Lacey Bertram, ThriveDawn Zimdars, MTECP Leighann Miner, YCShelby Whelan, Zero to Five, MCCBC Kara Meier, BHMarilyn (Mars) King, BSD7 Mike Van Vuren, BSD7Taylor Boylan, ECP Alice Buckley, MT Legislature Tanya Andreasen, YCCF Sara Savage, HRDCNicole Berg, Gallatin College Jessica Dehn, Explore/DinoKim Hall, Greater Gallatin United Way Jane Gillette, Montana LegislatureBrit Fontenot, City of Bozeman 116 Zero to Five Shelby Whelan Community level support for child care innovation Work one on one with communities that received innovation fund through ARPA (30 grantees) Paced by the communities and FREE to collaborate Community cohort Help them facilitate a community conversation and collect data, gap analysis, facilitation, etc. Help with business planning and action planning to implementation First cohort - 6 communities Red Lodge, Blackfeet Nation, Flathead, Ravalli, Shelby, Toole, Choteau Second cohort - 8 communities Big Horn, Broadwater(2), Cascade, Jefferson, Sanders, Lincoln, Yellowstone Alex: Business Engagement Policies, advocacy and businesses Awareness Community coalition work- community policy building 30 innovation grantees 100 Zero to Five Rhonda Schwenke Grant received through ARPA to state MT Child Care Business Connect Focused on the business end5 arms of the grant Individual business advising and consultationProfessional development Web resource hubFocused on owning and operating a child care business Business accelerator mentorship programOutside industry - startups or expansions 8 mentors paired with 8 protégés Focused on start up 3 open, 3 almost openCommunity Work Family Forward MT initiative - multiple aspectsSupporting employers with family friendly practices NOTES FROM VISIONING SESSION Topic #1: Update from Zero to Five and Others What’s happening around the state in communities as it relates to child care? What innovative approaches have been attempted? Others: Anything else that’s new to share that’s of interest? 117 Topic #2: Your Vision + Your Priorities (Survey Results + Discussion) What needs to be done now to achieve accessible, affordable and thriving child care in Gallatin County? Where do we prioritize? How do you want to be involved? What Needs to Be Done Now: Overall Enhanced collaboration between non-profit, for-profit, and local govt. to support servicedelivery, resource mobilization, and financial support Policies to reduce the cost of providing child care enacted by both government and byemployers Changing the perception that child care is an everyone issue/community issueMore employer participation and engagement in child care Some employers are worried about inequity about providing benefits Need legal counsel for employers Cost barriers Incentivize staff Family Forward is looking at some of these issues as well It would be good to see an employer led coop FSAInvestment coop - child care will hold waitlist spots What Needs to Be Done Now: Increase in Availability Additional quality facilities Additional child care spots Employer supported child care and facilities Sustainability for child care providers What Needs to Be Done Now: Child Care Providers Long-term financial support Supportive relationship with licensors Easier access for independent and nonprofit providers Support in developing / maintaining affordable, quality and sustainable care Higher wages Continuing education and required annual training Cap on facility rental fees Workforce incentives - incentivize the staff Positive "professional" perception of child care providers Additional workforce 101 What Else is Happening at the State Level? Child Care Worker Best Beginnings Scholarship Program 250% FPL, capped copay at $100Best Beginnings Scholarship increased eligibility 185% FPL, 9% copay cap, full enrollment paid vs attendanceChild care licensing packet will be released soon - open for public comment 5 STAR System - Best Beginnings STARS to Quality (State Quality Rating ImprovementSystem) is being revamped currently. Working with nationwide experts. 118 Where Do We Prioritize? Overall Prioritizing at the policy level, perhaps tax incentives for providers or for employers Collaboration between non-profit, for profit and local government Employer participation Increase in Availability Meeting with organizations who have a large number of employees with children 0-5 Employer participation Keeping and creating spots Child Care Providers Increasing financial stability for providersEstablishing consistent funding from the state Providing infant and toddler spots Additional funding, grants, compensation, etc., for early learning staff Licensing process for new staffTraining Workforce retentionAccess to capital Families with Children Adjusting Best Beginnings rates Creating a subsidy to balance the gap for Gallatin CountyFocusing on low to moderate income families - not just low income Helping families that have limited income and struggle with parenting / parent workshopsAdditional funding areas/opportunities for affordable child care How To Be Involved? Working on financials Meetings with business ownersRepresenting school district Strategy, funding, actionWork with legislators, advocacy Funder, service provider, stakeholderWherever talents, knowledge, etc. would be most beneficial What Needs to Be Done Now: Families with Kids Lower fees / costs for families Reduced barriers for those trying to access aid and support Education on what to expect: turnover, cost, etc. Reducing barriers for qualification of subsidies Non-traditional hours Creative solutions on hours Leadership /bBusiness retention activities Culture building Management 102 119 Topic #3: Breakout Groups into Prioritized Topics Break out into prioritized topic groups. Discuss potential solutions and action items for your prioritized topic. Summarize and get ready to share your recommended next steps with the largergroup. Topics Chosen for Breakout Discussions Workforce RetentionEmployer Participation Policies and Subsidies Topic #4: Reports from Breakout Groups Each group to share recommendations based on prioritized topic (5-10 min per group). Workforce Retention Barriers Training - 16 hours - orientation and ongoing Younger employees = parents + spouse Wages, benefits, stability, retirement, health insurance Stability around employers Solutions Professional development - training Support - degrees - who, career - higher education Evaluate training / consolidate State funding to pay for training Connecting staff to the work - mission - training - emotional connection Making it a career path Affordable housing - tax incentives to landowners if they have people living in their rentals/property that are child care workers [HOAs - Texas] - rent reductions Tax credits for developers Child care providers/employees would get free child care funded by the state Workforce Retention Benefits of employer supported child care OnsiteFamily friendly policies Disconnect is translating all the benefits to employersProfit and productivity need to be at the forefront, cost Speak the language of the employersBusiness case for child care What does it cost to “retrain” vs. paying for child care?Challenges Need for year-round care - summer care neededSolutions Commonly asked questions, FAQs for employer supported child careInsurance, space, licensing, cost, tax credits Transportation, utilization, Big Sky - Ophir 103 120 Universal survey that had very detailed questionsExample: If you were offered a spot at a child care would you utilize it? Detailed reasons why How many employees have you lost due to child care? Consumer educationFamily friendly businesses - seeing this as a competitive advantage Employees seeing this as a benefitExample: Family Forward Retention, recruitment Employer discussion/round table Employers who are interested or want to discuss further What it looks like - what are the barriers, who are resource partners Campaign - Chambers, Prospera - championsShare and promote existing resources How easy the solutions are Tough questions and issues Community needs assessment Policies and Subsidies HOAs in Texas Challenge There is not a large appetite/interest to expand subsidies Solutions Employer supported child care More incentives for employers to participate (i.e. tax credits) Improving the understanding about the connections between child care and economic vitality - impact - voices in conversation Low hanging fruit when it comes to subsidy Best Beginnings Scholarship Child support - length of application Looking at addressing insurance barriers Action items Collecting data to make a case for incentives Clear understanding of the economic snapshot/impacts What does it cost a woman when she leaves the workforce/cost of turnover If someone leaves the workforce does it cost more for state subsidies than it would for cost for child care Leverage existing - voice for workforce Tax credits went away because employers weren’t utilizing them We think that the environment has changed and that more employers are looking to support child care and families that work for them More focus from more people - new perspective - lack of knowledge - competitive landscape for employers Things to think about: Partnering with banks to invest in child care CRA banking https://www.federalreserve.gov/consumerscommunities/cra_about.htm 104 121 Topic #5: Community Feedback/Workshop Sessions Who do you want to see included in the community feedback/workshop sessions? What topics do you want discussed? What questions do you want to have answered through community input? What dowe need to know/have determined at the conclusion of these sessions? Who needs to be there? County developersCurrent child care providers Businesses/business ownersBankers Parents: including prenatal and those who are actively family planning Low income families LEP families (limited English proficiency) High schoolers/college students (those who are thinking about family and career) Policy makers - staff and elected officialsEquity and Inclusion: Belonging in Bozeman group Real estate agents / land developers - residential and commercial School districts Montana State - teacher certification oppsForecasters - demographic trends Rental companies - property managers Insurance companies and agents - legal and risk LawyersFaith-based organizations Non-profitsCommunity foundations Related community groupsEarly Childhood Coalitions Diversity in geography What topics do you want discussed? Solutions-focused - vision/future-focused - preventive-focused - looking ahead Start with the three priorities from this groupWorkforce Retention Employer ParticipationPolicies and Subsidies *Note** LEP families + needs are addressed What questions do you want to have answered? What have you already tried? Offer solutions, resources, capital, ideas, etc. Opportunity for connection What’s most important to you? What’s the highest value? What has prevented you from moving forward? Barriers? Who wants to be part of the solution?What part can you play? What resources do you have?What connections do you have? What data do you have to share?What data are you wanting to see? 105 122 What would your community look like? What specific community specific challenges/nuances? Tell the stories - what does the future look like in your industry? Community? What do you want the future to look like? Set up the participants with the “why”, some prep work What’s happening = background information Prevention focused, solution focused, future focused Paint a picture of what “ideal” looks like and how can we get there? Collecting data during the day and share compilation afterward - qualitative Are financial challenges impacting? What do we need to know/have determined at the conclusion of these sessions? How to fix the child care issue? How are we going to fix it?Who is going to help us fix this? Action items: How is this time different?Professional pressure - peer pressure - solve / cause - reason - why Example: City investing in housing Example: Jim at First Security Bank - housing fund Group of influencers - involved - why/individualsWhat would it take to require child care space? Brand new market rate Zoning regulations - limited impact Topic #6: Defining + Achieving Success What does success look like for the CHILD Task Force? How will we know if we’ve been successful?What needs to happen/be put in place for the CHILD Task Force to succeed? What does our team need to know to succeed? What does success look like for the CHILD Task Force? How will we know if we’ve beensuccessful? Helping current providers succeed Retention and sustainability in current child care programming Max out existing child care - workforce Policy recommendations for local, state, federalIncreased worker retention rates New data that will support policy recommendations - employees/familiesResources available for employee Community engagement - collaboration Employer engagement - upfront info Supportive conversations Resource - research Clear asks of fundersCommon language What do we want to fund? 106 123 What needs to happen/be put in place for the CHILD Task Force to succeed? Roles, expectations, action items, qualityThree groups = three topics Establish committees for the “three biggies”Have representation from diverse groups All stakeholdersRotating people/leaders Leadership in each group and clearly defined roles What needs to be known? PrioritizeWhat can be replicated? Why do some things don’t work/ do work? Existing resources 107 124 APPENDIX: AGENDA FOR COMMUNITY INPUT/FEEDBACK SESSIONS Community input and feedback sessions were held across Gallatin County in the following locations: Big Sky Belgrade Bozeman Four Corners Gallatin Gateway Manhattan / Amsterdam / Churchill Three Forks West Yellowstone The agenda that was used to guide the community sessions was based on the outcomes from the visioning session and is included below. Welcome + Overview (3 minutes) What Currently Exists in Your Community (10 minutes) What positive things are already happening in this community that support accessible, affordable and thriving child care? Topic #1: Child Care Workforce Retention (10 minutes) What are the opportunities to better support and retain those who work in child care? What do you see as the future vision for a successful child care workforce? Topic #2: Employer Supported Child Care (15 minutes) Are you aware of any employer supported child care options in this area? Are you interested in offering/accessing employer supported child care? Why/why not? What questions do you have about employer supported child care? What does employer supported child care look like to you? What is needed to make employer supported child care a reality? Topic #3: Policies + Subsidies (10 minutes) Are you aware of any policies and/or subsidies that support accessible, affordable and thriving child care in this area? Are you aware of any policies and/or subsidies that do NOT support accessible, affordable and thriving child care in this area? What policies and/or subsidies do you want to see in place?108 125 Community Specific Challenges (5 minutes) What specific challenges and/or nuances need to be considered for this community? Big Picture (5 minutes) What will your community look like when there are accessible, affordable and thriving child care options? Wrap Up + Conclude (2 minutes) OVERVIEW Who should attend these community feedback/workshop sessions? Anyone who impacts, influences, cares and/or wants child care options: community leaders, policy makers, business owners, employers, child care providers, parents, future parents, schools, bankers, lawyers, insurance agents, non-profits, faith-based organizations, community groups, developers, real estate agents, property managers, etc. Who is hosting these community feedback/workshop sessions? These sessions are being hosted by the CHILD (Cooperative, Holistic, Innovative, Local, Design) Task Force. The task force is made up of members from Child Care Connections, HRDC, Northern Rocky Mountain Economic Development District, MT Early Childhood Project, Big Sky Chamber of Commerce, Spanish Peaks Community Foundation, Gallatin College, Gallatin United Way, Montana state legislators, West Yellowstone Chamber of Commerce, local financial institutions, MT Department of Labor & Industry and more. Why are these community feedback/workshop sessions being held? The CHILD Task Force is seeking community input on how to achieve a shared vision for accessible, affordable and thriving child care throughout Gallatin County. The purpose of these 60-minute sessions is to focus on solutions – now and in the future. The input gathered during these sessions will be used to inform and guide the Gallatin County Child Care Strategic Plan. What do you need to do and know? Bring an innovative mindset; be ready to share your opinions and offer suggestions There are no right or wrong answers; and it’s okay if you don’t have the answers Honest input is critical; there is no judgment, and anything shared is valued What do we NOT want to do during these 60-minute sessions? We don’t want to focus on the problems and what’s wrong However, we do want to hear ideas and solutions on how to implement change 109 126 APPENDIX: COMMUNITY INPUT: SURVEY ANALYSIS More than 420 people from across Gallatin County responded to an online survey and shared their thoughts about child care in Gallatin County. Below is a summary of what was shared. COMMUNITY SURVEY INPUT BY COMMUNITY Q. Select your community. Belgrade 80 Big Sky 40 Bozeman 187 Four Corners 13 Gallatin Gateway 21 Manhattan / Amsterdam / Churchill 14 Three Forks / Willow Creek 7 West Yellowstone 77 COMMUNITY SURVEY INPUT BY CHILD CARE INVOLVEMENT Q. Which of the following best describes you? Care about Child Care Options 179 Want Child Care Options 176 Provide Child Care Options 39 Work Impacts Child Care Offerings 28 110 127 COMMUNITY SURVEY INPUT BY COMMUNITY ROLE Q: Which of the following best describes your role in the community? Parent / future parent 302 Engaged community member 188 School / teacher / administrator / volunteer 64 Business owner / employer 61 Child care provider 46 Non-profit, faith-based organization, community group 41 Community leader 32 Policy maker / local government 11 Banker, lawyer, insurance agent 8 Developer, real estate agent, property manager 8 Healthcare provider 6 Counselor / therapist 4 Other 4 111 128 STEPS TO ACHIEVE ACCESSIBLE, AFFORDABLE AND THRIVING CHILD CARE Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes (from those who provide/impact child care offerings): More funding for child care providers Incentives for child care workers Increased income Decreased cost of living Offer pre-K at the school Public early childhood education Discounts for families with 2 or more kids Key themes (from those who want child care options): More affordable housing options More child care options (database) More affordable options Better funding Continued regulations Better hours for working parents (including summer care) Incentives for employers who provide child care or paid parental leave Scholarships for child care Incentives for child care providers who meet quality criteria and who provide livable rates More flexible options from employers (i.e., four-day work weeks) Offer work credit to those in early childhood development majors if provide child care Conduct audit to determine where spaces are available for child cares (i.e., churches) Child care tax credit/stipend to help pay livable wages to child care workers BELGRADE “Whole community, region, state and national support. We must all chip in or contribute in some way to support providers so we can grow the number of high quality spots available. This is especially true for those with large amounts of money, resources and influence like big businesses, the wealthy, county and state governments. They must contribute funds, resources, spaces, strategic planning support, and their influence to address this incredibly complex challenge we all face.” Belgrade, Parent / Future Parent, Wants Child Care Options 112 129 Key themes (from those who care about child care options): Decrease costs of child care (more affordable options) Increase options Education on what it takes to license a child care Subsidize child care Increase threshold for Best Beginnings Scholarships Provide more tax benefits and reimbursement options Offset staffing and regulation costs Support and educate those who want to start child care options (sponsor/partners) Employer provided child care More background checks Reinstatement of child tax credit Livable wages for all Professional development Less expensive locations Zoning considerations “Subsidy for child care providers & low-income families, employers providing child care, affordable insurance for child care providers, relaxed development code and zoning code for child care, prohibit HOA covenants restricting child care, flexible financing options for child care, increased wages for child care providers, more after-school programs for school age children and higher wages for teachers offering after school programs or volunteer opportunities or tax incentives for the schools, child care cooperatives, grant funding, city/county/state initiatives or support.” Belgrade, Community Leader, Cares about Child Care Options Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes (from those who provide/impact child care offerings): Retain staff Better pay / better benefits Housing Larger facility Funding Decrease cost of living expenses (food, housing) Co-operative child care by parents in the community Pre-K available at the school BIG SKY 113 130 Key themes (from those who want child care options): Better pay / better benefits More options for infants and toddlers More options for days, times, part-time, etc. Subsidized child care Housing for child care providers Key themes (from those who care about child care options): Funding Subsidized care by employers More options for days, times, etc. Better pay / better benefits Housing for child care providers New facility HOAs to allow home-based options Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes (from those who provide child care offerings): Better pay / better benefits More workforce Higher income threshold to qualify for subsidies Easier to get licensed Child care options (database) Funding; state-supported child care Perks for long-term employees Cost of renting spaces, employees, insurance BOZEMAN 114 131 “To achieve accessible, affordable, and thriving child care in our community, several crucial changes are imperative, considering the challenges faced as a daycare owner. First and foremost, there's a looming concern about the future difficulty in addressing this issue. Drastic and swift measures are essential. One major hurdle I encounter is the exorbitant cost of renting properties in this area. As a preschool operating in a group child care home, the licensing limits the number of children to 15, contributing to higher tuition rates due to the restricted capacity. To alleviate this, there should be a reconsideration of licensing regulations, allowing for a higher number of children based on available space in residential locations. The affordability struggle is compounded by the impracticality of regulations set by the Department of Public Health and Human Services (DPHHS). The process of hiring qualified staff is hindered by a lengthy approval period, which can take up to 1.5 months. This delay poses a significant challenge, especially in emergencies when immediate staffing is crucial. There's a pressing need for a more efficient and flexible system, perhaps incorporating a grace period between document submission and approval to enable timely workforce adjustments. Furthermore, the issue of teacher compensation is paramount. Competing with jobs offering higher wages, such as cleaning services with rates of $25 per hour, is challenging. While I don't have a definitive solution, it's evident that increased financial support, possibly from government initiatives, is necessary to ensure fair compensation for the vital role teachers play in child care. This is a systemic issue that cannot be solely addressed by private child care businesses but requires government intervention to establish sustainable solutions. In essence, for accessible, affordable, and thriving child care, a comprehensive review of licensing regulations, efficient staffing procedures, and financial support for educators is essential to create a more robust and equitable child care system in our community.” Bozeman, Child Care Provider / Business Owner Key themes (from those who do work that impact child care offerings): More child care options More affordable options Better pay / better benefits Provide transportation for rural students Offer before and after school options on campuses Education / professional development Sliding fee scale More training Key themes (from those who want child care options): Address cost of living, cost of housing More child care options More affordable options More infant care options Free preschool for all families with children ages 4 and up Incentives for providers who are licensed, continuing education, etc. 115 132 Better pay / better benefits Subsidies to cover operations, water, electricity, property taxes, etc. Subsidies for retrofitting locations for centers Subsidies to supplement staff pay, tax credits for child care expenses, housing subsidies Flexibility from employers, employer supported options Address HOA restrictions for in-home care After school care Summer care Increased state funding for licensed child care providers to retain staff and provide safe care with appropriate staff to child ratios Better hours for working parents, non-traditional hours Lower the threshold for Best Beginning Scholarships “Please set up infant to 5 year old child care at each elementary, middle and high school. There would be advantages to parents, child care staff, community members who are not wanting child care centers in their backyards and most importantly, for the children. This would aid parents with more than one child in the school system, aid specialists who need to work with these children and their caregivers, and provide the community with a centralized, easily supervised location. There are many more reasons but it’s late, and I’m too tired to list them here now. Contact me! Laurie at 707 599-6622 Thanks!” Bozeman, Parent / Future Parent, Wants Child Care Options “Early child care centers should have government support similar to the public school system. I want to be able to keep my job and afford child care without having to sacrifice my career goals and path.” Bozeman, Parent / Future Parent, Wants Child Care Options Key themes (from those who care about child care options): More child care options More infant care options More affordable options More high quality options Year-round schools Streamline licensing and background checks; reduce barriers to opening and operating a child care business; lower the barrier to entry for providers, both regulatory and financial by leveraging local, state and fed govt programs to fund/subsidize child care for the workforce More state funding Assistance in paying tuition Subsidize child care (tourism tax) 116 133 Better pay / better wages (without impacting families) Better hours for working parents, non-traditional hours Partnerships among organizations, schools, providing access, grants, and City, funding to support quality child care Offer pre-K at the school Affordable housing Employer support “I'm so sad to see we have stopped talking about the quality of care. We have standards in place to assure children in child care are provided safe, healthy and developmentally appropriate protections. We need to be protecting the experiences of a child each day, not warehousing them to make it affordable.” Bozeman, Engaged Community Member, Cares about Child Care Options Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes: More child care options More affordable options Subsidized child care Tax breaks for developers providing land for child care More support and training for child care providers Public transportation to access offerings Better hours for working parents, non-traditional hours FOUR CORNERS Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes: Nothing currently exists More child care options More affordable options Subsidized child care Continue supporting the YMCA Later Gator program GALLATIN GATEWAY “1. Private industry needs to start offering child care options to attract workers 2. Pre-K should be offered to 4 year olds throughout the state as part of public school 3. Assistance should be more readily available for low income families so that parents can both work and have their kid in care (and still make enough money to make working worthwhile).” Gallatin Gateway, Parent / Future Parent, Want Child Care Options 117 134 Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes: Subsidies for daycares Lower rent for providers Better pay for providers More child care options Incentivize new child care businesses Support child care businesses Offer pre-K at the school More affordable: provide scholarships for those who can’t afford to pay for pre-K Lack of child care workforce MANHATTAN / AMSTERDAM / CHURCHILL “We need to help those business owners with the constant demands of running a child care facility -- weekly food costs and deliveries, business consulting, affordable licensing hurdles, affordable educational requirements for educators/owners, stipends for toys/activities/curriculum.” Manhattan / Amsterdam / Churchill, Community Member, Who Wants Child Care Options Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes: More child care options Better hours for working parents More affordable THREE FORKS Q. What needs to be done now to achieve accessible, affordable and thriving child care in your community? Key themes (from those who provide/impact child care offerings): Affordable housing Better pay / better benefits Training Funding Incentives WEST YELLOWSTONE 118 135 Key themes (from those who want child care options): More options Support from the city to operate Subsidize the child care, support current caregivers Website/group/resource that links parents to caregivers Lack of consistent care Availability Affordability Affordable housing Accredited administrators and teachers Better pay / better benefits Pre-K at the school Free child care for teachers Offer more scholarships Attract and retain providers Expanded hours Funding options Key themes (from those who care about child care options): Affordable Reliable Housing Better pay / better benefits Staffing Attract and retain quality professionals Cost of child care Positive work environment Funding More options Community support After school program 119 136 SUPPORT FOR THOSE WHO WORK IN CHILD CARE Q. What are the opportunities to better support and retain those who work in child care? Q. What are the opportunities to better support and retain those who work in child care? Key themes (those who provide/impact child care offerings): Better pay / better benefits Funding Less trainings / more efficient trainings / trainings based on experience Incentivize training and education Community support BELGRADE Key themes (those who want child care options): Better pay / better benefits Free child care for providers Work credits for high school and early childhood development students if they work in licensed child care facilities Tuition reimbursement Professional development Affordable housing Key themes (those who care about child care options): Better pay / better benefits Free child care for providers Positive work environment Flexible hours Educational and school repayment opportunities Reduce litigation and over regulation of child care businesses Professional development, continuing education Q. What are the opportunities to better support and retain those who work in child care? Key themes (those who provide/impact child care offerings): Better pay / better benefits Housing Training More child care options Training More staff to reduce stress BIG SKY 120 137 Key themes (those who want child care options): Better pay / better benefits Child to teacher ratios Flexibility Cost-of-living stipends Housing Assistance with child care Key themes (those who care about child care options): Housing New child care center Better pay / better benefits (balanced by higher costs) Offer discounts and perks to child care providers Mental health support Flexible schedules Q. What are the opportunities to better support and retain those who work in child care? Key themes (from those who provide child care offerings): Better pay / better benefits Grant opportunities Free child care for employees Training Incentives College tuition repayment for service BOZEMAN “Help streamline the process for getting approved on a facility list through the licensing office. Take into consideration other degrees and job fields that work with Early Childhood to count towards levels in ecp. Make it an easier process for somebody to become lead qualified. Reimbursement for completing certain classes.” Bozeman, Provide Child Care “Child care is HARD. I work 50 hour weeks (not counting curriculum prep, cleaning, shopping, and setup). I have no sick leave. My vacation days have to be scheduled far in advance. I’m alone with 6-8 kids aged 4 and under, and it’s lonely and isolated. Covid dramatically changed how kids relate to each other, and they now have to be taught how to play with other kids. Parents don’t appreciate child care workers and often arrive early to drop off their children and are late to pick up their children. I'm raising other people’s children and looked down on for not doing something with more social capital. I don’t know how to retain people in this line of work, because I plan to get out when both of my kids enter elementary school.” Bozeman, Provide Child Care 121 138 Key themes (from those who do work that impact child care offerings): Better pay / better benefits Training (stipends) Resources Lower rent Key themes (from those who want child care options): Affordable housing Subsidized housing - https://www.nytimes.com/2023/09/30/nyregion/child-care-teachers- housing-connecticut.html) Better pay / better benefits Training Time off Perks from the community Paid continuing ed Grants in exchange for accepting low income families Offer incentives for continued work Larger workforce - support sick/personal days - substitute pool Mental health support Student loan forgiveness programs Tax credit for all teachers with certain accreditations/ trainings Tax incentives for commercial landlords to reduce rent costs Government support Work-study grants through MSU Free child care Key themes (from those who care about child care options): Better pay / better benefits Enhanced training Educating parents State funding support Subsidies Cost of living, of operations Affordable housing Support Free child care More facilities Enough staff to cover sick leave Professional development opportunities Hire MSU students w child development majors for child care in exchange for independent study class credits 122 139 Q. What are the opportunities to better support and retain those who work in child care? Key themes: Days off / mental health support Subsidies for those who meet certain standards of care Better pay / better benefits Free child care for the employees Flexible schedules FOUR CORNERS Q. What are the opportunities to better support and retain those who work in child care? Key themes: Living wages / better pay / better benefits (balanced with high child care prices) Affordable housing Government support Scholarships for higher education Free child care for the employees Benefits from other businesses Days off / mental health support Training GALLATIN GATEWAY Q. What are the opportunities to better support and retain those who work in child care? Key themes: Better pay / better benefits (balanced with high child care prices) More efficient and supportive state certification process for independent providers Training Grants to help with supplies / equipment / better facilities Subsidies MANHATTAN / AMSTERDAM / CHURCHILL Q. What are the opportunities to better support and retain those who work in child care? Key themes: Better pay / better benefits Training Support More staff for increased flexibility THREE FORKS 123 140 Q. What are the opportunities to better support and retain those who work in child care? Key themes (from those who provide/impact child care offerings): Better pay / better benefits Affordable housing Free / discounted child care for providers Free training Mentors for providers / teachers Translators Key themes (from those who want child care options): Better pay / better benefits Supportive funding Training Affordable housing Resort tax, nightly rental tax Better support Key themes (from those who care about child care options): Better pay / better benefits Training More staffing Housing Funding Better legislative financial support More resources Help navigate state laws to retain child care workers Welcoming environment for staff will also help retention Community support WEST YELLOWSTONE “Maybe all of the child care facilities in Gallatin Co and become a co-op type of entity and have better healthcare options for staff.” West Yellowstone, Cares about Child Care Options 124 141 Q. Please take a moment to explain your response. YES, INTERESTED IN ACCESSING “MSU, where I work, should offer more child care options to campus employees, and do so at a reduced rate to incentivize jobs here and attract and retain employees. People turn down positions here because they cannot find child care here.” Gallatin Gateway, Parent / Future Parent, Wants Child Care Options “My family cannot get child care for our two year old (it is all too expensive with long waits). Anything to help with that would be appreciated. I would LOVE to work for an employer that helped with child care; it would not only be a huge help to my family, it would reflect the values I want in a workplace.” Four Corners, Engaged Community Member, Parent / Future Parent, Wants Child Care Options Accessing: Yes, I’m interested in accessing employer supported child care.127 Accessing: No, I’m NOT interested in accessing employer supported child care.11 Offering: Yes, I’m interested in offering employer supported child care.16 Offering: No, I’m NOT interested in offering employer supported child care.10 125 ACCESSING EMPLOYER SUPPORTED CHILD CARE Q. Are you interested in accessing employer supported child care? OFFERING EMPLOYER SUPPORTED CHILD CARE Q. Are you interested in offering employer supported child care? 142 Q. Please take a moment to explain your response. YES, INTERESTED IN OFFERING “I have employees in the local area, including myself, that need daycare and after school care options.” Gallatin Gateway, Business Owner / Employer, Parent / Future Parent, Engaged Community Member, Wants Child Care Options NO, NOT INTERESTED IN OFFERING “We don’t have enough employees to make this feasible.” Four Corners, Business Owner / Employer, Parent / Future Parent, Engaged Community Member, Cares About Child Care Options Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes (those who provide/impact child care offerings): Cost (of child care) More funding for child care providers Higher pay for providers Early intervention for speech, occupation and physical therapy Lack of affordable options Lack of high enough wages for child care providers Key themes (those who want child care options): Cost (of housing, of child care, of living) Lack of infant care Lack of quality care Lack of access Lack of knowledge about quality providers Lack of options for full-time care / limited hours and days Offer pre-K at the school BELGRADE 126 CHALLENGES + NUANCES TO BE CONSIDERED Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? 143 “As with everything in Gallatin County, costs are going up, and child care is no exception. Many families want their providers and teachers to be compensated not only fairly, but in a way where they can stay in their roles as a career. I feel that the burden can no longer be solely on parents and providers to figure this out. I personally love the idea of public day care and preschool. As a parent I pay about $13,000 a year in child care (the lower end for Gallatin County) and I would love for the government and taxpayers to invest in our future and current workforce. A government system may offer some protection and consistency for providers and parents alike. That’s not to say current private centers couldn’t exist, but costs are becoming untenable for many families and providers alike.” Belgrade, Parent / Future Parent, Engaged Community Member, Wants Child Care Options “A lot of the challenges of child care could be lessened or mitigated with better paid parental leave policies.” Belgrade, Parent / Future Parent, Engaged Community Member, School / Teacher / Administrator, Wants Child Care Options “I personally think that employers are the ones that can have the biggest impact. For many jobs, there is no need to enforce a 9-5 policy. While there is a lot of focus on employer-provided maternity leave and child care, I think what most parents want is more time with their children and rightfully so. Us as employers need to rethink how we do business and assess if our standard ways of doing things, like employee schedules, are really necessary.” Belgrade, Parent / Future Parent, Engaged Community Member, Business Owner / Employer, Wants Child Care Options Key themes (those who care about child care): Lack of providers Cost (of child care, of living, for workforce, for operations) Distance to providers Lack of options after normal work hours Quality options Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes (those who provide/impact child care offerings): Cost of living Lack of providers / staff Lack of housing Low wages Cost of care BIG SKY 127 144 Key themes (those who want child care options): Only one option Not open 5 days a week due to staffing challenges Lack of training among some providers Lack of summertime care Retaining employees Affordability Lack of options after normal work hours Key themes (those who care about child care options): Lack of housing Consistency in child care offerings Lack of options for full-time working parents Seasonal challenges Better access to pediatric care Transportation for kids to and from school to activities Lack of options Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes (from those who provide child care offerings): The time it takes to process fully and onboard staff under state licensing The high cost of living in this area Affordable housing Quality care - teacher-child ratio Cost of training Cost of operations Cost of child care is greater than rent/mortgage Pay competition for easier jobs Key themes (from those who do work that impact child care offerings): Cost (of living) Availability Inclusion of students with disabilities Finding and retaining quality teachers BOZEMAN 128 145 Key themes (from those who want child care options): Lack of longer hours to accommodate those working full-time Cost (of living, of child care) Staff shortages and staff turnover Affordability Availability Long wait lists Traffic - child care options within 20 minutes of home or work After school care Transportation Unlicensed day care centers Summer care Housing Key themes (from those who care about child care options): Traffic and distance Availability Accessibility Affordability Affordable housing Lack of retention Lack of training Quality Hours Cost (of child care) Waitlists Lack of generational support Flexible scheduling Caregiver to child ratio Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes: No public transportation Lack of options after normal work hours Lack of longer hours to accommodate those working full-time Cost (of living, of child care) Lack of providers Distance to providers FOUR CORNERS 129 146 Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes: Lack of providers Lack of facilities Transportation after school to after school care Bilingual child care Cost (of living, of child care) GALLATIN GATEWAY Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes: Location Cost (for families, for leases, for workforce, for operations) Lack of longer hours to accommodate those working full-time Lack of providers MANHATTAN / AMSTERDAM / CHURCHILL Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes: Child care workers are not paid enough to live here Child care needs to good, clean, safe and staffed appropriately Local child care options vs. bringing kids to Bozeman for care THREE FORKS “Many start out as in-home child care, which Three Forks requires a home occupation so needs a conditional use permit in order to legally operate, a business license too, and then provide off street parking for all the vehicles dropping off/picking up and the employees. It is difficult to attain that all on a small residential lot. Perhaps the zoning requirements could be lessened for child cares?” Three Forks, Engaged Community Member, Parent / Future Parent, Cares about Child Care Options Q. What specific challenges and/or nuances need to be considered when it comes to child care in your community? Key themes (from those who provide/impact child care offerings): Cost of living Lack of affordable living First-generation speakers Workforce WEST YELLOWSTONE 130 147 Key themes (from those who want child care options): Lack of a long-term plan Flexible hours All ages Retention Affordable housing Bilingual needs Leadership Availability Staff Reliability Key themes (from those who care about child care options): Flexible hours Summer care Housing Workforce Resources Organizational challenges Seasonal nature of tourist town Cost of living, cost of care Pre-K at school Lack of qualifications “The business model at our current daycare does not fit the needs/economics of our current daycare clients. Parents need to be able to pay hourly, not weekly. A professional wage with benefits and housing option need to be available to offer to a qualified director to run the daycare.” West Yellowstone, Care about Child Care Offerings Any other thoughts you want to share? “Child care costs as much as a mortgage payment and living in this community costs a fortune. If you make any more than minimum wage then you do not qualify for any of the government grants.” Three Forks, Parent / Future Parent, Wants Child Care Options “Thank you for organizing this survey. I have lost 11 staff members in the past three years due to affordable child care and affordable housing. The two are intricately linked for those working class families with children.” Bozeman, Parent / Future Parent, Engaged Community Member, School / Teacher / Administrator, Wants Child Care Options 131 148 “I would like a better directory of child care options that includes hours, pricing, current openings, care philosophy, daycare size, ages allowed…” Bozeman, Parent / Future Parent, Wants Child Care Options “Is it feasible to establish a union or cooperative of child care providers to collectively tackle the numerous challenges affecting various aspects of our business? If so, how should we commence this collaborative approach?” Bozeman, Child Care Provider 132 149 CITY OF BOZEMAN, ECONOMIC VITALITY STRATEGY (EVS) Source: City of Bozeman, Economic Vitality Strategy (EVS), April 2023 NATIONAL TRENDS: EARLY LEARNING/CHILD CARE (Page 21) Child care is critical infrastructure for working parents, but it also enables children to be in a setting that promotes their healthy development and school readiness (while their parents work). In this way, child care not only has a direct impact on the economy today, but also impacts the economy of tomorrow. Rigorous evidence from studies of random assignment to high-quality preschool suggests that early childhood policy interventions have wide-ranging long-term impacts. Nobel Prize winning University of Chicago Economics Professor James Heckman’s work outlines the great gains to be had by investing in the early and equal development of human potential. He finds that investing in comprehensive birth-to-five early childhood education is a powerful and cost-effective way to mitigate negative consequences on child development and increase adult opportunity. “The gains are significant because quality programs pay for themselves many times over. The cost of inaction is a tragic loss of human and economic potential that we cannot afford.” Unfortunately, while wages are stagnating as indicated in Figure 9, the cost of organized child care is increasing and presents a substantial financial hurdle for many working parents with children, especially those working for low wages. APPENDIX: INCLUSIONS OF CHILD CARE IN AREA PLANS Child care has been an important topic in plans throughout the area. Below are direct excerpts from three of those plans: City of Bozeman’s Economic Vitality Strategy (EVS), April 2023, Big Sky Resort Area District’s Big Sky Community Capital Improvement Plan, Sept. 2023 and City of Bozeman’s Belonging in Bozeman Equity and Inclusion Plan, Dec. 2023. 133 13 14 Diane Whitmore Schanzenbach Ryan Nunn Lauren Bauer Megan Mumford Audrey Breitwieser, Seven Facts on Noncognitive Skills from Education to the Labor Market, October 2016 García, Jorge Luis, James J. Heckman, Duncan Ermini Leaf, and María José Prados. “The Life-cycle Benefits of an Influential Early Childhood Program.” 2016 13 14 150 134 The cost of care in the Gallatin Valley remains a barrier for many parents seeking to enter or stay in the labor force. The average annual cost of child care in Montana for an infant is $9,096 in a child care center and $7,440 in a family child care home. Subsidized child care can encourage parents working in lower-paid occupations to maintain their connection to the labor force or to upgrade their skills through education, thereby contributing to economic growth and productivity over the longer term. Since 2010, the number of family child care homes in Montana has declined from 2,323 to 1,633 in 2016 – a decline of 29.7 percent. For working families, the decline in home-based care reduces the availability of the least expensive care option for families. In addition to the growing demand for child care and an increasing scarcity of affordable facilities, is a need for more workers. According to the U.S. Bureau of Labor Statistics, there are approximately 330 child care workers in Southwest Montana, which includes Gallatin Valley. With a ratio of 2.41 workers/1,000 people, the talent pool is similar to the national average (LQ: 1.0). Recruiting qualified workers for this sector is also more difficult due to low wages; the average annual salary is $38,890 – the average national median wage is $49,150. 16 17 15 18 151 Increasing the supply of child care is critical for the economy to maximize the full potential of the available workforce. More importantly, providing early learning is an important investment in communities that help ensure they can realize their human and economic potential. GOALS AND OBJECTIVES (Page 29) Based on the key findings, values and guiding principles, the City of Bozeman and stakeholders identified the following goals and objectives to guide economic vitality actions implemented by regional stakeholders, which are outlined in a separate Action Matrix document, over the next three to five years. Goal 1) Provide Opportunity for Gallatin Valley Residents Objective 2) Provide comprehensive and coordinated skills development starting with child care through middle school and higher-ed (Page 30) Improving the skills of individuals not only improves the employment base, but also develops future civic and business leaders needed to guide the region. Providing early learning child care is an important community investment, helping to develop the necessary skills that allow a community to realize its human and economic potential. This is especially true for underrepresented children. Engaging students in middle school to prepare the future workforce is necessary. Higher-education leaders can build off this engagement and provide necessary skills development through trades training, one-year certifications, and 2- and 4-year college programs. ATTACHMENT B: EVS Action Matrix (Page 1-2) 135 Montana Fact Sheet 1312019.pdf (ced.org) Ibid U.S. Bureau of Labor Statistics https://www.bls.gov/oes/current/oes211021.htm Ibid18 17 16 15 152 BIG SKY SCHOOL DISTRICT: BSSD CAPITAL IMPROVEMENT PLAN (Page 21) Based on the enrollment projections and available capacity, there are no immediate facility expansions to add general education seats. However, a large expansion could be anticipated after the 2029-2030 school year when enrollment nearly reaches the ideal capacity limit. With that said, there are other capital expansion projects in the BSSD CIP. A modernized gym is needed to support the community at the same level of other comparable school districts. Also, the first year of pre-k was a success and there is a demand to expand the grade level. The expansion would allow BSSD to serve 50 students. Other private education facilities in Big Sky have indicated that demand for their early childhood programs has far surpassed their capacity as well. BSSD expanded pre-k would alleviate pressure on these other agencies as well. The nature of Big Sky residential development and possible transition to more full-time households in the area make it difficult to attribute the CIP costs to Madison and Gallatin County. However, there will be direct and indirect demand on the school district from growth. Housing development will generate students to BSSD, albeit at a lower rate than state average. Indirect demand will come from the economic activity generated by additional development which will necessitate more employment and households moving to Big Sky bringing students into the district. BIG SKY RESORT AREA DISTRICT BIG SKY COMMUNITY CAPITAL IMPROVEMENT PLAN Source: Big Sky Resort Area District, Big Sky Community Capital Improvement Plan, Sept 2023 DISCOVERY ACADEMY (PAGE 22) Big Sky Discovery Academy is a non-profit, private school providing education from ages 3 – grade 12. The majority of students are between the age of 3 to 8 years old. The following section details their current demand and related facility expansion needs. Current Level of Service The current enrollment at Discovery Academy is 80 students. The current facility is at capacity. There is additional demand that is not able to be served because of the capacity limitations at the facility. Furthermore, the capacity issues are requiring staff to reorganize the facility every school year. 136 153 Projected Growth-Related Needs It is anticipated that the demand for schooling will continue to grow as the Big Sky area attracts full-time families. Additionally, as employment grows in the area, those new employees in Big Sky will be seeking schooling as well. Conservatively, based on enrollment projections for Big Sky School District, a 20 percent increase in demand is anticipated, furthering the waitlist. An additional early childhood classroom is anticipated in the next school year addressing community needs. Discovery Academy Capital Improvement Plan Based on Discovery Academy analysis there is a need for another 15,000 square feet to serve current and future demand. The new facility would include expanded early childhood classrooms. This expansion may require the organization to move, bringing a partnership opportunity with the Big Sky Town Center development. Drop-off/pick-up benefits and synergy with other tenants at Town Center allows for this opportunity to have a wider public benefit. The overall expansion is estimated to cost $10 million. In the future, BSRAD will be focusing on funding early childhood facilities. Based on current enrollment (18 early childhood students of the 80 total enrollment), 22.5 percent of the $10 million is included in the CIP. Similar to BSSD, there will be direct and indirect demand on the schooling from growth. Housing development will generate students and indirect demand will come from the economic activity generated by additional development which will necessitate more employment and households moving to Big Sky bringing students into the area. MORNINGSTAR LEARNING CENTER (Page 23) Morningstar Learning Center is a private full-time daycare, the only such organization in Big Sky. Morningstar provides early child care services to students up to five years old. The following section details their current demand and related facility expansion needs. 137 154 Projected Growth-Related Needs It is anticipated that the demand for child care will continue to grow as the Big Sky area attracts full-time families. Additionally, as employment grows in the area, those new employees in Big Sky will be seeking child care as well. Conservatively, based on enrollment projections for Big Sky School District, a 20 percent increase in demand is anticipated for the Morningstar Learning Center through 2030, furthering the deep waitlist. Morningstar Learning Center Capital Improvement Plan The organization is exploring facility expansion options. The expansion would address the current and future demand on their waitlist, but also provide expanded aftercare service. The Center is currently open until 5:30pm and expanded aftercare service could include more and different operating hours such as nights, weekends, and drop-in care that would be operated by an operator renting the facility from Morningstar. This service has the potential for multiple partnerships including Big Sky School District and the BASE Community Center. Importantly, to expand enrollment would require additional staffing. The facility expansion may include some housing for staff, but there will be a need for further housing options to attract the full staffing needs. Similar to BSSD, there will be direct and indirect demand on early child care from growth. Housing development will generate students and indirect demand will come from the economic activity generated by additional development which will necessitate more employment and households moving to Big Sky bringing students into the area. Current Level of Service Presently, Morningstar has an enrollment of 50 students with a waitlist that includes 30 additional students. The current facility has a 50-student capacity. Thus, the organization is at 100 percent utilization and Big Sky demand is 160 percent of capacity. Morningstar staff indicated that the demand may be even higher and the length of the waitlist deters others from joining. 138 155 CITY OF BOZEMAN, BELONGING IN BOZEMAN EQUITY AND INCLUSION PLAN Source: https://www.bozeman.net/home/showpublisheddocument/13760/638398654280100000 In Bozeman’s 2021 Equity Indicators Report, early childhood care and education was identified as a large or moderate need across all demographic subgroups. An April 2023 article published by Bozeman radio station The Moose ran with the headline, “How on earth do Bozeman families afford preschool or daycare?” In addition to affordability, availability is limited. The current number of licensed child care providers and the number of available preschool and infant spots only meet about half of the demand for child care in Gallatin County (Child Care Connections). This plan envisions a City of Bozeman in which programming for children and youth is affordable, of excellent quality, inclusive of young people of varied backgrounds, and accessible to all. To this end, the plan’s co-authors have identified the following goals: reducing barriers for underserved children, increasing program capacity, increasing program and provider subsidies, and recruiting and retaining quality staff. CHILDCARE + YOUTH PROGRAMMING GOALS AND RECOMMENDATIONS Goal 1. Reduce barriers to out-of-school opportunities and programs for underserved children. 1. Evaluate and address barriers around participation in out-of-school programs, including transportation and cost. 2. Support participation in city programs and activities for families of children with disabilities. 3. Explore opportunities to integrate indigenous food systems, languages, and culture into summer and after school programs. Goal 2. Increase capacity of after-school and summer programs. 1. Perform an equity impact analysis of the city’s enrollment processes, level of subsidy, and scholarships for recreation programs and youth camps. 2. Establish and continue partnerships with governmental and non-profit organizations for free use of space access, subsidies, and other mechanisms to support youth programming within Gallatin Valley. 3. Develop a quick response plan for providing child care in the case of emergency school closure or other community emergencies. Goal 3. Increase subsidy for child care programs and providers. 1. Lobby for additional local, state, and federal funding/subsidy of quality child care. 139 156 IMPLEMENTATION WORKBOOK (Page 59) 140 Goal 4. Recruit, develop, and retain quality staff. 1. Support efforts to recruit multilingual and multicultural staff for recreational programming. 2. Implement a mentorship and training program for youth who want to work as future recreation/camp leaders. 3. Spotlight the value and contributions of child care and youth programming employees through a communications campaign. 157 APPENDIX: LARGEST EMPLOYERS IN GALLATIN COUNTY Source: Montana Department of Labor and Industry https://lmi.mt.gov/Employment/qcewTop 1,000+ Employees* Bozeman Health 250-499 Employees Kenyon Noble Lumber and Hardware Oracle Town Pump Wal-Mart *Presumably Montana State University is also one of the largest employers in Gallatin County but is not listed in the data obtained from the Montana Department of Labor and Industry. 141 158 APPENDIX: LICENSED CHILD CARE PROVIDER DATA FOR GALLATIN COUNTY Number of Licensed Child Care Providers in Gallatin County + Capacity by Age Group Source: Child Care Connections, February 2024 Licensed Providers Licensed Infant Capacity License Preschool Capacity  Big Sky 1 12 32 Belgrade 25 120 382 Bozeman (59715)18 154 469  Bozeman (59718 + 59717)41 252 840 Gallatin Gateway (59730)1 (new!)0 0 Manhattan 4 19 57 Three Forks 2 14 41 West Yellowstone 1 6 16 TOTAL 92 577 1837 142 Total Programs Family Group Center 92 16 34 42 Total Number of Licensed Child Care Programs in Gallatin County by Provider Type Source: Child Care Connections, February 2024 159 APPENDIX: LIST OF CHILD CARE ORGANIZATIONS + PROGRAMS Multiple organizations and programs are involved in various aspects of child care in Montana and in Gallatin County. Below is an overview of these entities including excerpts taken directly from their websites. 143 DPHHS MONTANA DEPARTMENT OF PUBLIC HEALTH & HUMAN SERVICES (DPHHS) DPHHS Annual Strategy 2023 Objective: “Increase access to quality child care for working families” Key Measure: “5% increase in the number of licensed child care providers participating in the Best Beginnings Scholarship program.” Early Childhood and Family Support Division (ECFSD) Source: https://dphhs.mt.gov/ecfsd/ ECFSD provides coordinated services and resources to promote the well-being, health, and development of children, individuals, families, and communities encompassing over many activities, spanning prenatal to adult services. ECFSD's programs target early care and education, food security and nutrition education, violence and neglect prevention, family support, and preventative health care. The division is committed to supporting consistency, efficiency, and better-coordinated services for children and families across the state of Montana. Vision: Children, youth, and families are healthy and thriving. Mission: The Early Childhood and Family Support Division provides coordinated services and resources to promote well-being and support the health and development of children, individuals, families, and communities. Guiding Principles: Families are honored as the expert of their child and recognized as their child’s first and most influential teacher. We recognize that children, individuals, families, and communities have diverse backgrounds, experiences and needs. We value collaborative partnerships and our work with community agencies. We recognize and address equity and inclusion in our service delivery and program structure. 160 We promote prevention programs striving to ensure the health and safety of children and families while working to build individual resiliency and family strength. We strive to use data to inform our decisions and program design. We are committed to staff and workforce development to support professional growth and ensure our programs are administered innovatively and effectively. We commit to administer programs intentionally and sustainably, with integrity and accountability. Early Childhood Services Bureau Source: https://dphhs.mt.gov/ecfsd/childcare/Index The Mission of the Early Childhood Services Bureau is to improve the quality, affordability and accessibility of early care and education in Montana, with focused efforts on coordinated systems to best meet the needs of young children, their families, and the professionals who work on behalf of young children and families. Child Care Under the Big Sky (CCUBS) CCUBS is the database that the state uses for licensing, including ECSB and ECFSD. Child Care Licensing Source: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensing/index The role of the Child Care Licensing (CCL) program is to monitor, inspect, and support licensed and registered child care facilities, as well as those working to become licensed or registered. Additionally, CCL establishes regulations for the health, safety, and well-being of the children in these facilities. All licensed or registered programs receive a pre-inspection prior to providing care, ongoing monitoring and an annual inspection, and complaints are followed up on. Child Care Licensing Project Source: https://dphhs.mt.gov/ecfsd/childcare/childcarelicensingproject Project Purpose Examine and improve child care licensing requirements and processes to understand how we can better support the child care system to provide quality care Increase capacity of Montana’s child care system so we have high quality care available for all of Montana’s children 144 161 Project Scope Assess child care licensing strengths and gaps Analyze and recommend and implement opportunities to clarify, streamline, align, or otherwise improve statutes, regulations, and policies Conduct value stream and business process mapping and develop re-engineering recommendations Look at data systems and how they could better support business process improvements Develop policies and procedures Support organizational change management work Assessment The 2022 Montana Child Care Licensing Assessment analyzes stakeholder input about strengths and gaps in the state’s child care licensing program. The assessment is a foundational component of a broader project to improve child care licensing for the state, which includes improvements to child care licensing regulations, policies, procedures, and data systems. Regulations Updates in progress. Staying Informed Updates in progress. Best Beginnings Child Care Scholarships (BBCCS) Source: https://dphhs.mt.gov/ecfsd/childcare/BestBeginningsScholarships The Early Childhood Services Bureau (ECSB) offers Best Beginnings child care scholarships (BBCCS) to qualified low-income families whose child receives care from a licensed child care center, licensed group or family child care home, or Family, Friend, and Neighbor (FFN) child care provider. Each family participates in the cost of that care by making a copayment based on a sliding fee scale. Scholarships are available to working families whose income is at or below 185% of the Federal Poverty Guidelines and families who get cash assistance through the Temporary Assistance for Needy Families (TANF) program. The program helps to pay for care when parents are not available to care for their children: During working hours; During school or training hours, if meeting work requirements; If they are a teen parent attending high school; or If they are a parent receiving TANF who is participating in family investment agreement activities. Child care scholarships are available if the applicant is a working caretaker relative with children receiving TANF child-only grants. 145 162 Montana Child and Adult Care Food Program Source: https://dphhs.mt.gov/ecfsd/childcare/cacfp/index The Child and Adult Care Food Program (CACFP) is a federally funded program of the Food and Nutrition Services (FNS) of the United States Department of Agriculture (USDA). The Department of Public Health and Human Services (DPHHS) is the State agency which administers the CACFP in Montana and ensures that program requirements are followed. CACFP plays a vital role in assuring the nutritional quality of meals and snacks served to eligible children and adults attending non-residential child or adult care programs, and making care more affordable for many low-income families. A variety of different eligible programs qualify to participate in the CACFP. A variety of programs that are licensed or approved receive reimbursement at free, reduced, or paid rates for eligible meals and snacks served to enrolled children. These programs can include: Child Care Centers, Head Start programs, Adult Day Care Centers, outside school hours programs, and at-risk afterschool programs. The reimbursements help providers supplement the cost of providing nutritious meals and snacks to infants, children, and adults. Best Beginnings STARS to Quality Source: https://dphhs.mt.gov/ecfsd/childcare/stars/index Best Beginnings STARS to Quality Program is a continuous quality improvement program for early childhood education in Montana. STARS to Quality is currently in a Redesign phase and is not currently accepting new applications. The rebuilt Quality Recognition System (QRS) has a projected launch date of October 1, 2025. Quality resources can still be accessed through this website. STARS Trainings continue to be free and accessible. Mission: To support high quality early care and education programs for child care and education through a quality rating and improvement system that strengthens programs and practitioners with continuous improvement strategies and assists families to make informed decisions. Vision: A quality rating improvement system to support early childhood education programs in continuous quality improvement. Montana Bright Futures Birth to Five (BF B-5) Source: https://dphhs.mt.gov/ecfsd/childcare/montanaearlychildhoodsystem DPHHS launched Montana Bright Futures Birth to Five (BF B-5), a continuation of the previous Strengthening Montana’s Early Childhood System Project which began in 2019. The 2023-2025 BF B-5 project will continue its focus on developing the state’s comprehensive early childhood system. 146 163 Grant Activities Update needs assessment Revise strategic planning Maximize parent and family engagement Support the early childhood workforce and disseminate best practices Support overall quality improvement systems Enhance quality and expand access to existing and new programs Monitor, evaluate, and use data for continuous improvement Desired Outcomes Montana’s families with young children have increased access to, and participation in high quality early care and education across a mixed delivery system Montana’s early childhood workforce is confident and effective, due to enhanced ECE professional development The early childhood system is coordinated to support effective family assessment, system navigation, care coordination, and use of data Montana’s families are engaged and valued as partners in the early childhood system Montana’s communities make early childhood a priority, and act to support children’s health, learning, and well-being Montana’s early childhood system is structured to support policy alignment, strategic financing, continuous improvement, and accountability Partners Montana believes strong collaboration is essential to success. In writing the Bright Futures B-5 Grant, the state renewed its commitment to hear from and work with a variety of stakeholders, including families, and private and governmental partners. Below is a list of stakeholders engaged in the grant writing process and who signed a letter of commitment. We are excited to galvanize current and new stakeholders in the work needed to accomplish grant objectives. Child and Family Services Division (CFSD) Department of Labor and Industry (DLI) Healthy Mothers, Healthy Babies (HMHB) Montana Child Care Resource and Referral (CCRR) agencies Montana Early Childhood Advisory Council (MECAC) Montana Early Childhood Project (ECP) Montana Head Start Association (HSA) Montana Infant and Early Childhood Home Visiting (MIECHV) program The Office of Public Instruction (OPI) Raise Montana Zero to Five Montana 147 164 Child Care Resource and Referral Agencies and Regions (CCR&R) Source: https://dphhs.mt.gov/ecfsd/ChildCare/ChildCareResourceandReferral The Early Childhood Services Bureau contracts with regional CCR&R agencies to offer the following services: Help low-income families find and pay for child care Offers referrals to licensed and registered child care facilities for families of all income levels Offer training, technical assistance, and support for child care providers Initiate projects to build quality child care Inform policy makers, businesses, and the public on child care related issues Advocate for child care providers and for families with children Services to Families Child Care Resource and Referral agencies provide referral services to families seeking child care. This includes providing parents with information regarding: Child Care openings, Location of care, Type and quality of care, Special circumstance information, such as does the provider offer extended hour service, has he/she completed accreditation process, or does he/she serve infants and toddlers. Eligibility for the Best Beginnings Scholarship Program. Services to Providers Child Care Resource and Referral agencies: Work with the local licensing specialists to present quarterly orientation sessions for new providers and provide technical assistance to providers who have been referred by licensing specialists for corrective action. Develop and present regular training to child care providers in the areas of: Child Development Health and Safety Infant and toddler care Sound business practices Referral Services The goal of referral services is to provide a high quality, seamless referral program to families and the community regarding child care options, types of care available, fees, and the common child care business practices. Referral services are provided by the CCR&R in each of the 7 regions. For more information, contact your local CCR&R. 148 165 Distance Learning Child Care Resources provides distance learning to child care providers through ChildCareTraining.org. CCR&Rs in each region are available to provide support to providers completing online coursework through ChildCareTraining.org. Technical problems related to specific website concerns should be directed to ChildCareTraining.org. CCR&Rs have computers available to take an online course if needed. Montana Child Care Resource & Referral Network Montana Child Care Resource & Referral Network is a statewide network of 6 regional Child Care Resource & Referral Agencies who work to improve the quality, accessibility, and affordability of child care for all Montana's families. Child Care Connections Source: https://cccmontana.org/ Child Care Connections is a 501(c)(3) nonprofit serving Gallatin, Park, Meagher, Lewis & Clark, Jefferson, and Broadwater counties. We offer critical support to families and early childhood professionals in our community to improve the quality of and access to child care. Child Care Connections supports families and the local economy by encouraging quality child care and safety. Mission Statement: Child Care Connections advocates for the well-being and quality care of children by supporting early childhood professionals, families, and the communities we serve. Child Care Connections is one of seven Child Care Resource and Referral Agencies (CCR&R) in Montana. Together we form the Montana Child Care Resource and Referral Network delivering support to early childhood professionals and families across Montana. Child Care Connections is here to help families find and afford child care. We also offer one-on- one family support helping families access other resources to make their child’s first years the best they can be. Child Care Connections offers Providers professional development, technical assistance, guidance through the STARS to Quality Program, and assistance opening or expanding care facilities. Early Childhood Community Council Source: https://www.greatergallatinunitedway.org/eccc Gallatin Early Childhood Community Council (ECCC) is a collaborative effort of 130 individuals and over 60 community organizations — parents, child care workers, policy makers, civic leaders, and experts—under the roof of Greater Gallatin United Way to promote thriving, healthy children. 149 166 Greater Gallatin United Way is committed to support the infrastructure of collective impact across Gallatin County. In an effort to create long-term systemic change, we have remained the backbone organization for ECCC for over 26 years, providing: vision + strategy platform to aligned activities establish shared measurement practices build public will advance policy mobilize funding The council meets 1-2 times a month to host community events, coordinate training and support for early child educators, provide education and advocacy for parents, and educate the community on the importance of healthy development of children. ECCC members take the data we’ve collected as a group to inform their individual organizations-- leveraging each other’s work to feed common goals. We believe that to ensure every child has access to a supportive community; every adult is responsible to make that happen. Council Partners ASMSU Child Care Center, A.W.A.R.E. Inc., Belgrade Community Library, Belgrade Public Schools, Big Brothers Big Sisters of Gallatin County, Bozeman Public Library, Bozeman Public Schools, Child Care Connections, Child Development Center, Children’s Museum of Bozeman, City of Bozeman Recreation Department, Community Health Partners (Gallatin & Park Counties), Family Promise, Family Outreach, Gallatin City-County Health Department, Gallatin Mental Health Center, Gallatin Valley Food Bank, Gallatin Valley YMCA, Greater Gallatin United Way, HRDC Head Start, Livingston Public Schools, Montana Team Nutrition, Montana State University Child Development Center, Montana State University College of Education, Health & Human Development, Montana State University Early Childhood Project, Museum of the Rockies, Park County Community Foundation, Thrive and Youth Dynamics. Montana Early Childhood Education Knowledge Base Source: https://dphhs.mt.gov/assets/ecfsd/childcare/documentsandresources/MTEarlyChildhoodKnowle dgeBase.pdf The Montana Early Childhood Education Knowledge Base (2022) represents a core body of knowledge, skills, values and dispositions all early childhood educators must demonstrate to effectively support the development, learning and well-being of all young children and their families. The Knowledge Base is a workbook to guide self-reflection and professional growth by 150 167 describing what early childhood educators need to know, understand, and be able to do at all levels of professional practice. The Knowledge Base is also used to guide program planning in early childhood teacher education at Montana’s tribal, community, and four-year institutions of higher education. Montana Early Childhood Advisory Council Source: https://dphhs.mt.gov/ecfsd/MontanaEarlyChildhoodAdvisoryCouncil The strategic goal of the Montana Early Childhood Advisory Council is to ensure Montana has a comprehensive, coordinated, early childhood system that provides a governance structure and leads to strong collaboration in order to best meet the needs of Montana’s youngest citizens. It has previously been known as the Best Beginnings Advisory Council. The Montana Early Childhood Advisory Council is coordinated through the Early Childhood Family Support Division (ECFSD) of DPHHS with a council chair nominated from council membership. Committees: Expansion/Business Development: This committee focuses on challenges and opportunities in bridging the needs of the business community and early childhood services. Retention and Quality: This committee focuses on retention and quality improvement recommendations for the early childhood and family support system, with specific focus on accessibility, affordability, and quality of services. Workforce Development: The committee focuses on workforce development strategies for the early childhood and home visiting workforce. Family Support: This committee focuses on how to engage and support families through a universal family engagement framework that can be implemented at a local and state level. Raise Montana Source: https://www.raisemt.org/ We support member organizations, advance the early childhood profession, and improve the quality, affordability, and accessibility of child care. We provide resources and coordination support to regional Child Care Resource and Referral agencies. We initiate projects to build child care supply and quality in urban and rural areas such as Montana Shared Services (MTSS) and the Substitute Service. We educate policy makers, businesses, and the public on child care issues. We advocate for child care professionals and families.151 168 Offers: CCR&R Locator Professional Development Emergency Preparedness Shared Services (MTSS): Free Resource Library ECE Friendly Business Directory Discounts & Grants Our ECE Community ECE Job Board Shared Services (MTSS): With Fees Telehealth through Ally Health Substitute Service Home Child Care Provider Business Toolkit Resources for Families Paying for Child Care - info on Best Beginnings Child Care Scholarships Finding Child Care - info on CCR and R Locator Quality Child Care - info on STARS to Quality program Concerns about Child Care - access to DPHHS Child Care Complaint Form Other Resources Trauma Informed Resources MONTANA EARLY CHILDHOOD PROJECT Montana Early Childhood Project Source: https://www.mtecp.org/ Since 1985, the Montana Early Childhood Project (ECP) has been dedicated to improving the quality of programs and services for Montana's young children and their families. We are an outreach program within Montana State University's Department of Health and Human Development. Since 1995 the ECP has facilitated the creation and implementation of a state plan for early care and education career development. We are funded through the Montana Department of Public Health and Human Services Early Childhood Services Bureau from the federal Child Care and Development Fund. We work closely with partner organizations across the state to promote early childhood professional development. On a national level, we are actively involved in The National Workforce Registry Alliance and other organizations to promote a knowledgeable and skilled early childhood workforce. Our office is located in Bozeman, MT and we have seven dedicated individuals committed to our ECP mission and goals. We frequently employ MSU students and supervise student internships. 152 169 Quarterly Report Source: https://www.mtecp.org/media/qyepnmfx/ecp-quarterly-report-q1-fy23.pdf Goal 1: Promote professional development options for early childhood practitioners at all levels on the Career Path and in all settings and programs through the Professional Development Approval System Goal 2: Promote and incentivize workforce development, professional recognition, and program quality improvement through The Practitioner Registry Goal 3: Enhance data collection and reporting capabilities to more effectively inform policy and practice around professional development and the workforce Goal 4: Collaborate with partners to promote an early childhood comprehensive system in Montana Goal 5: Maintain MSU relationships and operate within MSU policies and procedures Maintains the Practitioner Registry Offers professional development Offers apprenticeship program: Montana Early Childhood Apprenticeship Program Childcare Development Specialist The Montana Early Childhood Apprenticeship Program (MECAP) aims to support and increase retention of early childhood education (ECE) providers through on-the-job training, mentorship, and college coursework. Upon completing the program, apprentices are awarded the Child Care Development Specialist Certificate from Montana’s Department of Labor and Industry and reach Level 4 on the Montana Practitioner Registry. MECAP is a Registered Apprenticeship Program (RAP). A RAP is a government-run, on-the-job, paid training program model that is validated through the U.S. Department of Labor or a state agency. Traditionally, RAPs have been developed to support a range of industries and occupations across the country, including skilled trade- related occupations (e.g., electricians or carpenters). Offers incentives and accreditation scholarships Organization Accreditation Scholarships National Association for Family Child Care (NAFCC) Accreditation The intent of this scholarship program is to promote NAFCC accreditation for state registered family and group child care homes. 153 170 National Association for the Education of Young Children (NAEYC) Accreditation The NAEYC accreditation process is designed for child care centers, preschools, school-age programs, and kindergartens. The Family and Group Child Care Business Series is a 10-week series offered to new and existing home-based child care businesses designed to support business practices of home-based child care. Participation is free and those who complete the entire series receive 30 hours of continuing education credit through the MT Early Childhood Project. Topics include: Contracts, Policy Handbook Development, Recording-Keeping, Time/Space Percentage, and Deductions. Improvements in understanding of business practices demonstrated through pre- and post-test assessments. Career Development Advisory Board Meeting twice a year, the board guides the direction and operations of the Early Childhood Project. The Advisory Board grew out of the initial task force convened to envision and plan for an Early Care and Education Career Development program. Representation includes: Montana Child Care Resource and Referral Network Early Childhood Higher Education Consortium Montana Association for the Education of Young Children Head Start State Collaboration Project Head Start Association Child Care plus+ Center on Inclusion in Early Childhood (UM) Child and Adult Care Food Program Montana Department of Labor and Industry Apprenticeship Program and Training Montana Department of Public Health and Human Services Early Childhood Services Bureau Quality Assurance Division Office of Public Instruction ZERO TO FIVE Zero to Five Source: https://zerotofive.org/ Zero to Five Montana is a statewide early childhood organization focused on increasing access to early care and education, supporting and strengthening families, uplifting voices, and empowering small businesses and communities. We are nonpartisan and focused on solutions that work toward a Montana dedicated to every child. 154 171 Our promise is to stabilize, innovate, and build the early childhood system in Montana so all families and communities can thrive. Zero to Five Montana (ZtFMT) was founded in 2018 with seed funding through the Headwaters Foundation. ZtFMT is a fiscally sponsored 501(c)3 organization through Intermountain Children’s Home. In 2022, ZtFMT launched Montana Child Care Business Connect (MCCBC) with funds from the American Rescue Plan Act (ARPA), granted through Montana Department of Health and Human Services in accordance to the MT ARPA Health Advisory Commission. Montana Child Care Business Connect Source: https://childcarebusinessconnect.com/ Montana deserves a successful child care system. That’s why Montana Child Care Business Connect exists. We are contributing to successful futures in Montana by providing small business support which will create a big community impact. We know better child care systems mean thriving communities. And that matters for everyone. As Montana’s statewide hub for child care business development and innovation, we are working to support the success of existing child care providers, and inspire other entrepreneurs, employers, and leaders to invest in and support child care systems in their communities. Zero to Five Montana’s Child Care Business Connect (MCCBC) supports starting, growing, and expanding providers and community initiatives thanks to funding from the American Rescue Plan Act (ARPA), granted through a Montana Department of Health and Human Services (DPHHS) competitive process awarded in May 2022. As part of the vision to stabilize, innovate, and build early childhood systems, Zero to Five Montana has developed the Montana Child Care Business Connect (“Connect”) program – Montana’s statewide hub for child care business development and innovation. Connect is dedicated to working with community partners, employers, child care business entrepreneurs, and business owners to build and stabilize programs to help meet the demand for child care across the state. Uniting robust tools and resources, a team of experts, and partners from across the nation, Connect is the child care business development champion for Montana. Connect aspires to make a lasting change in our state by supporting the success of existing child care providers, inspiring entrepreneurs, employers, and communities to take action, and creating respect for the vital importance of the child care provider industry. Mission: Montana Child Care Business Connect (MCCBC) supports the start, viability, and expansion of high-quality, early child care businesses in Montana and helps cultivate child care 155 172 business stability and sustainability. Connect is contributing to successful futures in Montana by providing small business support which will create a big community impact. Core Competencies MCCBC will work with individuals and communities to bolster businesses by providing: Interactive Workshops Individual Consultation Community Capacity Building Peer Business Mentoring Web-based Resource Center Differentiators MCCBC provides free, comprehensive resources to Montana child care businesses and partners. Business and industry experience Helping communities and providers reduce risk and uncertainty Knowledge to assist in identifying market-facing opportunities Problem solving of complex business issues in the child care industry Proven history of creating pathways to goal achievement Strengthen branding as family-friendly and workforce friendly living destinations Network of contacts to identify financial savings and business viability 156 173 MONTANA HEAD START Source: https://www.mtheadstart.org/ Our Mission. The Montana Head Start Association brings together families, staff, directors and friends of all Head Start and Early Head Start programs in Montana, to provide leadership, education, information and advocacy on behalf of young children, pregnant women, and families throughout Montana. The Montana Head Start Association is a statewide membership organization with membership including Early Head Start and Head Start programs, staff, and families. Montana Head Start programs serve children from zero to five, expectant parents and work with families to support children who thrive and are ready for school. Programs currently are offered in 37 counties, including 5 Tribal programs and serve thousands of Montana children and families. Comprehensive services include: Quality Education that is Developmentally Appropriate Health & Nutrition Services Family Support Services/Connection to Community Resources Parent Engagement Activities Services for children with special needs/disabilities Head Start is a comprehensive nationwide child development program that has served children and families since 1965. These needed-based, child-focused programs serve children 3 to 5 years of age. Head Start provides a range of individualized services in the areas of education and early childhood development; medical, dental, and mental health; nutrition; and parent involvement which are responsive and appropriate to the development, cultural and linguistic heritage and abilities of each enrolled child and family. There are 19 Head Start programs in Montana. What is Early Head Start? The Early Head Start serves infants and toddlers under the age of 3 and pregnant women nationwide. Early Head Start provides early, continuous, intensive, and comprehensive child development and family support services to infants and toddlers and their families, and pregnant women. There are 11 Early Head Start programs in Montana. School Readiness: Children have better physical health, improved social skills, and increased math, language, and literacy skills that prepares them for school. 157 174 Social-Emotional Development: Head Start children show fewer behavioral problems, are less hyperactive, and are less aggressive. In the long-term, Head Start children are less likely to engage in criminal activities as young adults. Child Welfare: Head Start are children less likely to be involved in the child welfare system and experience lower rates of abuse and neglect. For children already involved in the child welfare system, Head Start participation decreases subsequent encounters and enhances school-readiness and social- emotional outcomes. Parent Advancement: Head Start enhances parents’ education level, employment status, and income. It also improves parents’ skills, reduces parental stress, and improves overall family stability and self sufficiency. Success in Early Head Start: Early Head Start children perform better on a wide range of cognitive measures, have better social skills, and exhibit significantly fewer behavioral problems and incidents of aggression. These children have better access to health care and parental engagement. HRDC Early Childhood Education Source: https://thehrdc.org/early-childhood-education/ HRDC’s Early Childhood Education is a high-quality education program for preschool aged children three to five years old. Our program is funded through a Head Start grant to serve 152 children in Gallatin and Park Counties. Our focus provides for the healthy development of children and the strengthening of families including early learning services in education, health, nutrition, mental health, and disabilities, and support services for families such as housing and food assistance, education opportunities and financial coaching. We encourage parents to be actively engaged in their child’s preschool experience, becoming strong advocates for their child’s continued education, healthy development, and later success in school and in life. Our classrooms are located in Belgrade and Bozeman, and in Livingston through our recently announced partnership with the Livingston School District. Offering classes Monday-Thursday with five & seven hour classes. Healthy, nutritious, dietician approved meals (breakfast, lunch, and snack). 158 175 Developmental assessment and screenings including growth, development, vision, hearing, and speech. Parent education opportunities and family events. Inclusive learning environment for all children including children with disabilities. Play based learning with natural environments. Individualized curriculum for every student. Child Care Licensed centers & a STARS to Quality program. Qualified teachers with bachelor degrees in early childhood education. Gain an understanding of essential educational milestones and ways to support your child in this development. Family Services to assist in identifying family strengths, interests, needs, and goals. Information on other community resources and agencies. Parenting information, education opportunities, resources, and support groups based on requests. A.W.A.R.E., Inc. Source: https://www.aware-inc.org/ecs AWARE offers early childhood services to families and children zero to eight. These services are available to families of all social and economic statuses. Our programs include Child & Family Counseling and Early Head Start. Children with disabilities are welcome. Early Head Start Programs Center-Based Services AWARE Early Head Start is a grant-funded child development program for eligible children and their families. AWARE Early Head Start provides children with services that encourage and promote social, emotional, physical growth and development, and cognitive skills. Learning is designed to respond to the individual strengths and needs of each child. Children of all abilities are welcome. By focusing on evidence-based best practices, Early Head Start improves children’s lives by providing family-focused child development and school readiness services. These include health, behavioral health, education, and nutrition services. Early Head Start receives the Child and Adult Care Food Program reimbursement to provide nutritious meals when the child attends the center- based option. Parent involvement is a cornerstone of Early Head Start and is key to the quality services we provide. Parents have many opportunities to participate in their child’s education and development. Families are further supported by social, behavioral health, and disabilities services. 159 176 We serve pregnant women, children ages birth to three, and their families. There is no cost to qualified families enrolled in Early Head Start. Early Head Start center-based services are offered in Butte, Helena, Belgrade, and Billings. Child Care Partnerships AWARE’s Early Head Start Child Care Partnership program works with local child care agencies in Billings, Belgrade, Bozeman, Butte, East Helena, and Helena to provide Early Head Start services. AWARE contracts with these local child care facilities to reserve Early Head Start slots in their centers. AWARE serves 80 children and families through the Child Care Partnership program grant. Families must be eligible for state child care subsidies and meet the same income guidelines for all Early Head Start families. The purpose of Early Head Start Child Care Partnership is to: Increase the quality and capacity of child care through partnerships with community child care providers Provide continuity of care for children birth to age three Offer comprehensive family services, recognizing the parent as the child’s first teacher Increase child and family school readiness Services and benefits to families: Consistency in child care regardless of change in finances Diaper and formula supplies while child is in care Opportunity to participate in Early Head Start Policy Council Yearly, two education home visits and two annual parent teacher conferences Regular home visits with Early Head Start support staff to assist with developing family goals and activities and to connect with other community professionals Learning opportunities pertaining to child development, health, nutrition, behavioral health and family Leadership opportunities Behavioral health consultation with a licensed therapist to support children in their social and emotional growth Services and benefits to child care providers: Once a child is enrolled, they are guaranteed an Early Head Start slot until the child’s third birthday Child care slots are paid for according to a joint agreement Training and coaching for teachers on the Creative Curriculum Training and coaching for teachers on social emotional development of children, based on the Pyramid model Assistance helping teaching staff grow professionally 160 177 Early Head Start support staff available to provide family support, intervention, and assistance with health issues, challenging behaviors, attendance, and nutrition Transition planning for individual children MONTANA KIDS COUNT Source: https://montanakidscount.org/ Montana KIDS COUNT is a leading resource for data on child and family well-being in the state. We make this information available to child advocates, policymakers, and Montana citizens to encourage informed and responsible decision-making to improve the lives of children. We are a member of the national KIDS COUNT Network through the Annie E. Casey Foundation. Montana KIDS COUNT is a project of the Montana Budget & Policy Center. The Montana Budget & Policy Center (MBPC) is a nonprofit, nonpartisan organization providing in-depth research and analysis on budget, tax, and economic issues. More information about MBPC can be found at www.montanabudget.org. What We Do: Compile and share current, comprehensive data on child and family well-being in each of our state’s 56 counties. Our data addresses six domains: demographics, health, education, family and community, economic well-being, and safety. Make available high-quality data from public sources and publish it on the KIDS COUNT Data Center. Work with partners to advance public policies that improve the lives of children. Provide presentations and trainings on trends in child well-being. 161 178 APPENDIX: METHODOLOGY + COMMUNITY INPUT PROCESS The Gallatin County Child Care Strategic Plan was developed during a six-month process that involved extensive community input as well as review of other child care models. The following approach and actions were taken in developing the plan. Case Study of Alternative Child Care Models Researched and summarized how others have structured relevant child care opportunities including other successful child care models across the nation including those with non- traditional hours, business models, etc. Provided a summary of findings Half-Day Visioning Session with CHILD Task Force Members, Gallatin ECCC Members and Others Distributed an online survey in advance of the visioning session to understand what was top of mind for participants Summarized online survey findings and shared with session participants Facilitated a half-day visioning session to articulate a shared vision for: retaining and supporting existing providers; developing a sustainable provider model; and expanding affordable child care in Gallatin County Also used the time to confirm what’s not currently known but needs to be understood at the end of the community feedback sessions Captured thoughts and summarized key takeaways Provider Feedback Hosted a feedback/workshop session with Gallatin County area providers Asked providers for their feedback and perspectives on key questions Community Feedback/Workshop Sessions Conducted community feedback/workshop sessions with community-focused audiences Worked with the task force to identify participants and secure individual participation Worked with the task force to promote the feedback/workshop sessions Asked workshop participants for their input and feedback on key questions Communities included: Belgrade (in person - included media coverage) Big Sky (in person - included media coverage) 162 179 Bozeman (in person) Four Corners (via Zoom) Gallatin Gateway (in person) Manhattan / Amsterdam / Churchill (via Zoom) Three Forks (in person) West Yellowstone (via Zoom) Community Survey Created an online survey based on key questions from the workshops Promoted the survey through email distribution, media outreach and social posts Secured 439 respondents to the survey 163 180 APPENDIX: TYPES OF CHILD CARE IN MONTANA FOUR TYPES OF CHILD CARE IN MONTANA Source: https://www.raisemt.org/home-based-child-care Montana's child care system recognizes four types of child care, and requires that anyone caring for more than four (4) unrelated children on a regular basis become registered by the state. A Family Child Care Home has one child care provider with a total of eight (8) children, three (3) of whom can be under the age of two years old. A Group Child Care has two (2) child care providers with a total of twelve (12) children, six (6) of whom can be under the age of two years old. A Child Care Center has 13 or more children depending on facility size, with child-to-adult ratios varying on age of children. A Family, Friend, and Neighbor or Relative Caregiver is a family member or friend who cares for up to four (4) unrelated children, OR any size sibling group, for state payment purposes. Care may be provided in the child's home in certain circumstances. 164 181 Other Resources 165 182 I GSKY 183 Introduction Summary Overview Data Collection Methods Data Limitations Existing Providers in Big Sky State of The Industry Demand - Consumers/Families Accessiblity Affordability Supply - Providers Financial Assistance Programs Financial Model Laws and Regulations Funding Federal State Private and Local Community Collaborations Employers Conclusion Page 02 Page 03 Page 04 Page 04 Page 04 Page 05 Page 06 Page 08 Page 10 Page 15 Page 16 Page 16 Page 18 Page 21 Page 22 Page 23 Page 23 Page 24 Page 24 Page 25 Page 26 TABLE OF CONTENTS 184 1Economic Policy Institute (n.d.). Child Care Costs in the United States. https://www.epi.org/child-care-costs-in-the-united-states/#/MT 2 Childcare Community Needs Survey 2 | Big Sky Childcare Report Across the United States, childcare is a pressing issue affecting millions of families. Access to affordable and high-quality childcare remains limited, leaving many parents struggling to findsuitable options for their children. Rural communities are particularly affected, exacerbating theimbalances already present in our country. The average annual cost of infant care in Montana is $9,518, 40.3% more per year than in-state tuition for a four-year public college1. In Big Sky, the average annual cost of childcare is $20,795, over double the state average2. This costdemonstrates the necessity for childcare solutions that address affordability and accessibility.The dual emphasis on affordability and accessibility serves the immediate needs of families and plays a pivotal role in sustaining a thriving and productive local workforce. This study focuses on assessing the childcare industry in Big Sky by addressing the challenges of affordability and accessibility surrounding childcare in Big Sky and neighboring communities. To address these challenges, the Big Sky Childcare Task Force (BSCTF) was established, consisting of members from the Yellowstone Club Community Foundation, Northern RockyMountain Economic Development District, Spanish Peaks Community Foundation, Big SkyChamber of Commerce, childcare providers, and local employers, and other stakeholders. With a data-driven approach, the BSCTF aims to develop solutions that not only cater to the needs of working families but also contribute to the long-term viability and prosperity of localbusinesses. Employing an economic framework, this analysis deconstructs the study into two integral facets: Demand and Supply sides. This approach facilitates a comprehensive exploration of the childcare landscape, providing insights into the preferences and requirements of families(Demand) as well as the operational challenges and capacities faced by childcare providers (Supply). The first step in addressing the challenges of affordability and accessibility lies in acquiring a comprehensive understanding of the current state of childcare in Big Sky. This endeavor involved the collection of data through community and workforce surveys, and the utilization of publicly available information. Furthermore, data from existing childcare businesses wasutilized to underscore the financial needs of childcare enterprises and the available resourcesfor fostering the childcare industry’s growth. INTRODUCTION 185 Big Sky Childcare Report | 3 SUMMARY 244 - Total Survey Respondents 56% of survey respondents living in Big Sky prefer a childcare facility near their home, whereas 67% of respondents living in the Gallatin Valley (but working in Big Sky) prefer childcare near their residence. 20% of Big Sky families utilize childcare offered by family members, friends, or in-home care. 16% of the Big Sky community does not currently utilize formal childcare services. 75% of Big Sky’s population is of working age, with a median age of 36 years old. 84% of Big Sky’s population is part of the labor force, compared to Gallatin’s 71% and Madison’s 53%. 176% population increase occurred in Big Sky from 2010 to 2020. 79% of two-parent families have both parents in the labor force, compared to Gallatin’s 65% and Madison’s 57%. 96% of women with children that are living in Big Sky participate in the labor force compared to Gallatin’s 66% and Madison’s 51% Primary barriers: Cost, Hours of Operations, Wait Lists, Location, Quality Financial and workforce constraints of childcare providers in Big Sky prevent Friday availability of care, and survey respondents express the need for childcare beyond “standard” business hours. Childcare providers recognize the need for continuous support and resources to improve the quality of care. Financial constraints impede providers’ capacity to attract and retain a qualified professional workforce, subsequently impacting the overall quality and availability of care. $1,733 is the average monthly childcare cost for Big Sky families, representing 16.2% of their median income. $700 or 47% is the average childcare cost reduction considered significant by Big Sky respondents from its current price. 73% of respondents reported that their ability to work has been affected due to the limited childcare options in the area. Over 25% of the respondents indicated that they are either pregnant or planning to have children soon. Parental fees alone are insufficient to cover basic operational costs, necessitating the presence of subsidies or offsetting programs. 94% of survey respondents living in Big Sky prefer a new childcare location in Big Sky. Whereas, of the survey respondents living in the Gallatin Valley (but working in Big Sky), 36% prefer a new location in Big Sky and 32% prefer a new location in Gallatin Gateway. 186 4 | Big Sky Childcare Report Data Collection Methods In addition to the survey data, publicly available data from various reputable sources wereincorporated into the research. This included data from government agencies, educational institutions, and non-profit organizations that provided relevant information on demographictrends, socioeconomic indicators, and existing childcare infrastructure in the community. This study presents publicly available data and data collected from community surveys. The Big Sky community is unincorporated, so publicly available data is limited. To account for this,this study employed a collaborative approach involving the active participation of the Big SkyChildcare Task Force and several key community partners to deploy a community survey tocollect additional information. By leveraging collective expertise and resources, BSCTF aimed to comprehensively address the childcare needs within Big Sky and surrounding communities. The primary data collection method utilized was the Community Childcare Needs Survey togather comprehensive insights into the childcare requirements and challenges faced by thecommunity. This survey was thoughtfully designed to elicit valuable feedback from parents, guardians, childcare providers, and other relevant stakeholders. The survey covered various topics, including childcare availability, affordability, quality, and preferences. The data obtainedfrom this survey helped form the foundation of the study’s analysis and recommendations. This survey was sent throughout the community, by large employers, the Big Sky Chamber of Commerce, and other non-profits. A total of 244 responses were collected. While this study makes a good faith effort to evaluate the best available data, there arelimitations to the data that we must consider. Due to Big Sky being a small, unincorporatedcommunity, publicly available data is more limited compared to larger cities and counties. Since Big Sky is unincorporated and has a population of under 5,000, the U.S. Census Bureau draws a designated boundary around the community called a “census-designated place” or CDP. Due tothe small population size, this means the publicly available data for Big Sky is subject to higherlevels of variability. Using surveys for economic analysis comes with several limitations that warrant consideration.Respondent bias and the possibility of misreporting may introduce subjectivity, potentiallyimpacting the accuracy and reliability of the data. Response bias comes in multiple forms; examples include respondents knowingly reporting false information because they are uncomfortable with reporting the honest answers, or the phrasing of the question getsmisconstrued. Surveys often involve subjective questions, such as preferences or opinions, soaccurately quantifying and analyzing these responses for economic insights can be challenging. Furthermore, non-response bias may emerge, potentially skewing the representation of specific Community Survey Publicly Available Data Community Survey Data Limitations Data Limitations OVERVIEW 187 Big Sky Childcare Report | 5 Many publicly available data sets that are typically relied on,such as the Bureau of Labor and Statistics, are not available at the community level and only provide county-level data. This study uses the Census Bureau’s American CommunitySurvey (ACS) to get localized data. The ACS is an annual,nationwide survey that varies from the decennial census by surveying smaller sample sizes than all housing units and people in the nation. Due to the smaller sample size, there is a degree of sampling error known as the margin of error. Toanalyze details for smaller unincorporated geographic areas, the Census Bureau creates an informal boundary known as the “census-designated place,” or CDP. ACS 5-year estimatesare the only option available for the Big Sky CDP and are thus used in this study. ACS 5-year estimates have a smaller margin of error when compared to the ACS 1-year estimates but are less current than the 1-year estimates used for largerpopulation areas. Big Sky has one main childcare provider, Morningstar Learning Center, that operates during regular working hours,along with two afterschool early childcare providers, BASE Camp and United Way. BASE Camp offers afterschool care as well as summer care, while United Way offers only summer care.Additionally, there are two preschools available: one publiclyfunded and the other a private Montessori school. Morningstar Learning Center (MLC) is Big Sky’s only licensedchildcare provider. They operate year-round and specialize in providing care for infants and toddlers. Morningstar operates Monday through Thursday, from 8:30 am to 5:30pm. Previously, they also offered care on Fridays butdiscontinued this service due to staffing limitations. One alternative considered was providing shorter hours from Monday to Friday, but families expressed a preference for maintainingfull- day care from Monday to Thursday. MLC provides childcare for children aged six months to five years old. demographics or viewpoints if certain groups are more or less likely to participate in the survey. A standard critique ofusing surveys for economic analysis is that certain groups ofpeople are more likely to respond to surveys and vice versa. For example, adults with children who have dropped out of the labor force due to lack of childcare options are challengingto collect data on through traditional channels. However,understanding this population is important when analyzing the childcare industry. Big Sky Discovery Academy (BSDA) is a private Montesorrischool that service pre-K through 12th grade. BSDA operatesfrom Monday to Friday, 8:30 am to 3:30 pm. Currently, they are not open during summer hours. They offer a pre-K classroom that served 18 children in school year 2022-2023. Formerly, BSDA operated its own after-school program, butdue to staffing limitations discontinued operations. Currently BSDA utilizes BASE Camp’s after-school program by allowingstaff to escort students who utilize these services to the BASEfacility two blocks away. It is important to note that not allstudents who attend BSDA use BASE for after-school care. The Big Sky community has one public elementary school. They serve children aged three through fifth grade. In 2023-2024, there were 188 students enrolled. Ophir began operating a pre-K classroom (known as 4K) in 2021, which has the capacity to serve 20 three and four year old children.Children aged three must have an individualized education program (IEP) to enroll, but children aged four can enroll with or without an IEP. For school year 2023-2024, Ophir only enrolled 17 children, leaving three slots unfilled. Forschool-aged children, transportation to access after-school programming is an on-going issue. All classrooms at Ophir operate from 8:30 am to 3:30 pm, and the facility is not experiencing any space constraints. Currently, Ophir operates two bus lines, down from 4-5 bus routes in previous years. This is due to the lack of workers and applicants for the bus driving position. Students must beregistered as an eligible bus rider to be able to utilize this form of transportation to and from school. Big Sky Community Organization (BSCO) is a community based non-profit that fills several roles within area. BSCOoperates BASE; a community facility that provides a range ofservices, which include a fitness center, a rock climbing wall,and other programs, classes and leagues. The facility operates seven days a week. It’s hours are Monday throughFriday, 6:00 am to 8:00 pm, and weekends, 9:00 am through 6:00 pm. Children aged 12 and older can be in the facility without a parent or guardian present, although a BASE pass isrequired for access. For winter 2023, BASE is looking toextend it’s operating hours into the evening to support thosein need of late-night programming. BASE Camp is an after-school program operated at the BASEfacility by BSCO staff. It follows the Ophir Elementary Schoolcalendar, and is open to the public and does not require a BASE facility pass to access. BASE Camp provides astructured environment for children Monday through Friday,from 4:00 pm to 6:00 pm. While BSDA staff walk students over Morningstar Learning Center Publicly Available Data Limitations Ophir Elementary School Big Sky Discovery Academy BASE / BASE Camp / Camp Big Sky Existing Providers in Big Sky 188 PERCENT OF NEED PERCENT OF NEED 3The “Big Sky” area includes West Yellowstone and Ennis respondents 4The “Gallatin Valley” area includes respondents from Bozeman, Belgrade, Four Corners, and Gallatin Gateway. 6 | Big Sky Childcare Report State of the Industry The Greater Gallatin United Way offers a summer programthat operates within Ophir Elementary School. Services are offered from 8:30 am to 5:30 pm, Monday through Friday. It caters to children aged four and five, providing pre-K focusedprogramming. after school, there is not specific transportation from Ophir Elementary to BASE Camp. If students are assigned a seat onthe bus and are part of the after-school program, BASE Campstaff will greet students at the nearby bus stop. There are many families who want to join BASE Camp but do not have any form of transportation to get their children from school toBASE. Camp Big Sky, operated by BSCO, is a summer program at the Community Park that accommodates children of different agegroups. The Pioneers program caters to children in grades oneto three and operates from Monday to Friday. The Explorers program serves children in grades four to six and runs from Monday to Thursday. Hours of care are from 8:30 a.m. to 3:30pm, with an aftercare option that extends until 5:30 p.m. It is crucial to fully understand the current condition of the childcare industry in Big Sky before analyzing the facets of supply and demand. This section relies heavily on results from the Community Childcare Needs survey. Results weresegregated based on Big Sky3 and Gallatin Valley4 respondents to identify potential preference variations. Respondents were questioned about their children’s ages and whether they required care, aiming to comprehend the cohort requiring childcare. Figures 1 and 2 present visual representations of this demographic distribution. Initially, thisstudy did not intend to capture narrative from communitymembers who are family planning or currently pregnant, but these figures highlight the significance of this group. Implications of the large representation of family planning willbe discussed in Identification of Barriers: Wait Lists section. Planning/Pregnant Planning/Pregnant Infant/Toddler (0-2) Preschool(3-5) Schoolage (6+) Infant/Toddler (0-2) Preschool(3-5) Schoolage (6+) 0 0 5 10 10 20 15 30 20 40 25 50 30 60 35 United Way Figure 1: Childcare Need by Age - Big Sky Respondents Figure 2: Childcare Need by Age - Gallatin Valley Respondents 189 LEVEL OF SATISFACTION LEVEL OF SATISFACTION Big Sky Childcare Report | 7 None Childcare Center Family/Friend/In home Nanny/au pair 29% 6% 49% 16% Figure 3: Childcare Use by Families with Children Aged 0 to 5 - All Respondents Figure 5: Satisfaction with Current ChildcareOption - Gallatin Valley Respondents Figure 4: Satisfaction with Current Childcare Option - Big Sky Respondents Figure 3 demonstrates the trends of childcare utilization for all community survey respondents with children ages 0 to 5. Among the various care types available, childcare centersemerge as the most commonly chosen option, with 49% of families relying on their services. The survey also spotlights the influence of familial and socialnetworks, as 29% of families select care offered by family members, friends, or in-home care. Nanny and au pair services represent an alternative choice for 6% of families.Strikingly, 16% of the community does not currently utilizeformal childcare services. Respondents were asked to rate their satisfaction with theircurrent childcare, using a likert scale from one to five, with one being the least satisfied. Satisfaction levels varied, with no significant trend. Figure 4 shows responses from respondents living in Big Sky, and Figure 5 shows resultsfrom respondents living in the Gallatin Valley but working inBig Sky. 40 30 20 10 0 40 30 20 10 0 1 1 2 2 3 3 4 4 5 5 NUMBER OF RESPONDENTSNUMBER OF RESPONDENTS190 Year US (2020) 2015 2016 2017 2018 2019 2020 2021 Population 16 and older 261,649,873 2,238 2,326 2,373 2,572 2,610 2,641 2,616 In Labor Force 165,902,838 1,776 1,965 1,999 2,120 2,171 2,220 2,200 Civilian Labor Force 164,759,496 1,776 1,965 1,999 2,120 2,171 2,220 2,200 Employed 155,888,980 1,623 1,851 1,916 2,051 2,120 2,167 2,147 5 U.S. Census Bureau, American Community Survey 5-year Estimates, Table B23008 8 | Big Sky Childcare Report Unemployed 8,870,516 153 114 83 69 51 53 53 Not in Labor Force 95,747,035 462 361 374 452 439 421 416 Labor Force Par- ticipation Rate 63.0% 79.4% 84.5% 84.2% 82.4% 83.2% 84.1% 84.1% Unemployment Rate 5.4% 8.6% 5.8% 4.2% 3.3% 2.3% 2.4% 2.4% This section discusses the multifaceted dimensions of childcare demand, specifically focusing on accessibility and affordability. To provide a comprehensive understanding, the discussionbegins by examining general community demographics, offering insight into the contextualfactors that influence childcare dynamics within Big Sky. Following this, the investigation explores the challenges and opportunities surrounding childcare accessibility, concentrating onbarriers identified by the community and ideal childcare center locations. The analysis extendsto affordability, illustrating the financial assistance programs accessible to families and childcareproviders. The predominance of the tourism industry in Big Sky over the last decade has brought increased business demand, along with a growing workforce. In 2020, Big Sky’s year-roundpopulation was 3,854 people. Approximately 75% of the population is of working age, and the median age is a youthful 36 years old. Big Sky’s labor force participation rate is 84%,significantly higher than Gallatin (71%) and Madison County (53%). Over the last ten years, Big Sky has experienced rapid growth – from 2010 to 2020, the community’s population hasincreased by 176% (from 1,398 to 3,854). Table 1 shows a detailed break down of the Big Sky labor force over time. DEMAND –FAMILIES/CONSUMERS Table 1: Big Sky Labor Force Source: ACS DP03 5-Year Estimates 191 YEAR Big Sky Childcare Report | 9 A median age of 36 means the community has a young With many residents in their prime working and child- population focused on working, building a family, raising rearing years, it becomes crucial to address the needs of thechildren, and not near retirement. Due to population growth labor force, particularly the mothers of Big Sky. Women’s and the youthful median age, managing the working class’s participation in the workforce is a vital component of the rapid growth requires childcare investment. High living costs community’s economic growth and development. Figure 6 and the necessity for dual-income households in the area mean demonstrates that in Big Sky, the labor force participation that many families rely on both parents’ incomes to maintain rate for women with children is 96%, demonstrating a a livable wage. With 79% of two-parent families having both significant presence of mothers actively contributing to the parents in the labor force and single parents also showing local economy. We can safely assume that the high labor force a 100% labor force participation rate5, access to quality participation rate of mothers translates to high demand forchildcare is paramount. Parent labor force participation is childcare services and available hours. We suspect the highsignificantly higher in Big Sky than in neighboring communities. female labor force participation rates are attributed to the Gallatin County’s labor force participation rate for both high local cost of living, and thus the need for dual-income parents in the labor force is 65%, and Madison County’s is households. Without sufficient childcare options, working57%. If the demand for childcare continually goes unmet, mothers may face challenges maintaining their careers young families wishing to start a family will likely relocate, and achieving work-life balance. Ensuring affordable and hindering and shrinking the community’s labor force.accessible childcare services is benefitical to families and vital for retaining the current workforce in the community. Figure 6: Labor Force Participation of Women With Children in Household 100 90 80 70 60 50 40 30 20 10 0 2010 2011 2012 Big Sky 2013 2014 Montana 2015 2016 2017 Gallatin County 2018 2019 Madison County 2020 2021 96.8% 69.2% 66.4% 51.4% U.S Census Bureau ACS 5-Year Estimates Table B23003 PERCENT OF PARTICIPATION192 10 | Big Sky Childcare Report PERCENT OF RESPONSES Accessibility Cost Operating Hours/Days Identification of Barriers Figure 7: Barriers Faced When Accessing Childcare - All Respondents The Big Sky Community Childcare Needs survey analysis identified the six barriers that parents face when seekingchildcare services. Cost, days and hours of operation, and waitlists ranked as the top three issues. Figure 7 details surveyresponses regarding barriers to accessing childcare. The survey results underscored the significance of financialconstraints as a primary barrier for families seeking childcareservices. The implications and struggles of high childcare costs faced by Big Sky residents will be expanded on further in the Affordability section. In short, many respondents expressedtheir concerns about the high costs of childcare, stating howdifficult it is becoming to afford childcare on top of an inflated housing market. Another major challenge reported by community memberswas the limited operating hours and days of childcare facilities.A specific issue brought to light by the survey is the main careprovider in the community does not operate on Fridays. While traditional 9-5 schedules may be common, it’s crucial to recognize that many individuals work non-standard hours, including nights, weekends, and irregular shifts. To ensure that childcare services cater to the needs of all communitymembers, regardless of their work schedules, flexibility in hours becomes essential. In Big Sky, the service and hospitality sector plays asignificant role in the local economy, employing a substantialportion of the workforce. However, these industries often operatebeyond standard business hours, with employees workingduring evenings, weekends, and holidays. Overlooking thechildcare needs of the workforce in this essential industry can have significant consequences. It impacts the well-being of working parents within these sectors and presentschallenges for employers as they struggle to retain a stableand productive workforce. The construction industry is another significant sector in Big Sky’s economy. For parents in construction, the need forreliable and flexible childcare solutions cannot be understated. Their work often starts early in the morning andmay extend into the late afternoon or early evening, making itchallenging to align their schedules with traditional childcarecenter hours. Hours/Days of Operation Location Quality Wait List Cost Before/ After School Transportation 0 10 20 30 40 50 60 70 80 90 100 Source: Community Childcare Needs Survey 193 FLEXIBLE/VARYING EXTENDED STANDARD BUSINESS HOURS WEEKEND MON-FRI 9AM-5PM ANY REQUEST MENTIONING WEEKEND HOURS DROP-IN/PART TIME BEFORE/AFTER STANDARD HOURS Big Sky Childcare Report | 11 60% Weekend Flexible/Varying 11% 17% 12% Extended Standard Business Hours The Big Sky Community Childcare Needs survey included anoption for respondents to select “quality” of childcare. This did not emerge spontaneously as a theme, and there is notsubstantial evidence indicating inadequate quality of childcarein Big Sky. The survey illustrated the prevalent issue of long wait lists for childcare services in Big Sky. The insights from interviewswith various childcare providers echoed this sentiment, with providers unanimously acknowledging the extensive wait times experienced by families. Sometimes, families wait multiple years to secure a spot for their children in a childcareprogram. A detailed discussion on wait lists can be found in theAvailability section of this report. Figure 8 shows that although 59% of Big Sky’s residentsexpressed that childcare during standard work hours (Monday through Friday, 9-5) would be sufficient, asignificant population expressed the need for additional carehours outside of that timeframe. When considering hours of operation, it is also important to account for commute time. For example, the Big Sky workforce that lives in GallatinValley expressed a need to drop their children off atchildcare by 7:00 am to arrive to work in Big Sky on-time by8:00 am. Definition Of Variables Survey respondents indicated that parents and caregiversdesire childcare services that offer a safe and nurturing environment and facilitate their children’s holistic development. Interviews with childcare providers highlightedthe commitment of many providers in striving to meet thestandards of excellence. However, they also acknowledged the need for ongoing support and resources to enhance thequality of care they can offer. Conversations with childcare providers shed light on the challenge posed by candidates rejecting job offers within thechildcare sector. This issue is often attributed to the prevailingconditions of low wages and the burden of high housing costs.While providers are devoted to their roles, these financial limitations hinder their ability to attract and retain qualifiedprofessionals, ultimately affecting the overall quality of care. When evaluating factors that play a role in determining quality childcare, Big Sky residents and surrounding communitymembers shared insights into the elements shaping theirdecisions. According to the Childcare Survey, employeebackground checks emerged as the top priority, closely followed by providers being licensed and employee education/training. Figure 9 shows the various factors that surveyrespondents take into account when selecting a childcareprovider. In the community’s discussions about providing qualitychildcare, it’s important to recognize the role of state laws.These laws require childcare employees and providers to undergo proper training and background checks, all toensure the safety and well-being of the children they care for.Following these laws helps childcare centers maintain higherstandards of professionalism and competence, building trust and confidence among parents and caregivers. These laws willbe discussed further in the Laws and Regulations section. Quality Wait List Figure 8: Requested Care Hours - All Respondents Source: Community Childcare Needs Survey 194 12 | Big Sky Childcare Report PERCENT Employee Education/Licensing Provider Requires Vaccinations Curriculum Taught Provider is Licensed Employee Background Checks 0 10 20 30 40 50 60 70 80 90 100 Childcare Center Location Figure 9: Dimensions of Quality Considered When Choosing Childcare - All Respondents The Big Sky Community Childcare Needs survey askedquestions regarding parents’ desired location of childcareservices. The results provide valuable guidance inunderstanding the community’s preferences and priorities regarding the respondent’s desired childcare location. Resultswere segregated based on Big Sky and Gallatin Valley4respondents to identify potential preference variations.First, the survey explored the preferences of the Big Sky workforce regarding childcare proximity to their residence.Specifically, the survey inquired about workers’ preference forchildcare services to be located near their place of residenceor their workplace. Figures 10, 11, and 12 detail responses by group. Responses were segregated into two groups: those living and working in Big Sky, and those working in Big Sky and living in the Gallatin Valley. Interestingly, both groups of respondentspreferred childcare services near their residence. It wasanticipated that the geographic barrier of the Gallatin Canyon might lead to considerable disparities in parental decisions regarding childcare location. However, the survey resultsrevealed that no matter where the worker lives, parents preferchildcare near their home. Second, the survey gathered respondents’ perspectives on the most suitable location for a new childcare facility. AmongBig Sky respondents, there was a distinct preference (94%) for another childcare facility within the Big Sky area. However, among the respondents living in Gallatin Valley, only 36%prefer a new facility in Big Sky, while 32% prefer GallatinGateway, followed by another 16% preferring a Four Corners location. Figures 13, 14, and 15 illustrate these responses. Source: Community Childcare Needs Survey 195 Source: Big Sky Community Childcare Needs Survey Source: Big Sky Community Childcare Needs Survey Source: Big Sky Community Childcare Needs Survey Source: Big Sky Community Childcare Needs Survey Source: Big Sky Community Childcare Needs Survey Big Sky Gallatin Gateway Bozeman Four Corners Source: Big Sky Community Childcare Needs SurveyBig Sky Childcare Report | 13 Figure 12: Proximity to Workplace - Gallatin Valley Respondents Figure 10: Proximity to Workplace - All Respondents Figure 11: Proximity to Workplace - Big Sky Respondents Figure 13: Ideal Childcare Location - All Respondents Figure 14: Ideal Childcare Location - Big Sky Respondents Figure 15: Ideal Childcare Location - Gallatin Valley Respondents Workplace Residential 56%44% Workplace Residential 67% 33% Big Sky Gallatin Gateway 6% 94% Workplace Residential 60% 40%13% 4%4% 80% Big Sky Gallatin Gateway Four Corners Bozeman 16% 16% 32% 36% 196 14 | Big Sky Childcare Report Source: Big Sky Community Childcare Needs Survey COMMUTE TIME BY COST SAVINGS Drive Time Figure 16: Adjusted Commute Time Based on Childcare Cost Savings - All Respondents Figure 16 provides insights into how the Big Sky workforce is willing to adjust their commute time in response to varying childcare cost reductions. These statistics, specifically related to childcare cost reductions for Big Skyresidents, will be discussed later in the Affordability section. As expected,when childcare costs decrease or are offset by supportiveprograms, Big Sky workers become more willing to extend their commute times. 100 90 80 70 60 50 40 30 20 10 0 0-9 Minutes Market Price 10-19 Minutes Partial Subsidy 20-29 Minutes Full Subsidy 30+ MinutesPERCENT OF SUBSIDY197 6U.S. Census Bureau, American Community Survey 5-year Estimates, Table S1901 59716 Zip Code 59716 59718 59715 59730 59714 59729 59741 59758 59752 59740 59720 59741 59718 #of Employees 912 465 272 134 123 64 17 16 14 6 2 Big Sky Childcare Report | 15 Geographical Distribution of Workforce Figure 17: Big Sky Employee Residence by Zip Code According to the U.S. Department of Health and HumanServices, childcare is affordable if it costs no more than 7% ofa family’s income1. Survey respondents reported an average of $1,733 per month in childcare costs, making up 16.2% of a family’s median income in Big Sky2,6. This highlights aconcerning disparity between the recommended affordabilitythreshold for childcare costs, and those faced by families in the local and surrounding regions of Big Sky. The averagechildcare cost reduction that Big Sky survey respondentsdeemed significant is $700, or 47% of its current price2. Areduction of this amount would lower costs to 7% of median family income, in alignment with the U.S. Department ofHealth and Human Services affordability factor. Figure 17 is a heat map of the location of Big Sky employees,generated using zip code data from several large employerswithin Big Sky. This information was derived from thepermanent addresses of employees, offering insights into the origins of Big Sky’s workforce across Montana. When used in conjunction with the survey results regarding childcareplacement, this visualization aids in identifying the moststrategic locations for childcare services that would effectively cater to the needs of Big Sky workers. As revealed through open-ended survey responses, severalrespondents articulated that the high costs have influencedtheir decision to start a family, stating that they cannot affordto have children if they want to continue living in Big Sky. This insight holds particular significance when consideringstrategies for retaining and expanding the local workforce.This is expanded on in further detail at the end of this reportunder the “Other Solutions for Considerations” section. Affordability 5 9 937 5 9 831 5 9 840 5 9 761 5 9 901 5 9 911 5 9 860 5 9 8025 9 823 5 9 858 5 9 711 5 9 843 5 9 417 5 9 725 5 9 759 5 9 754 5 9 749 5 9 755 5 9 632 5 9 602 5 9 425 5 9 474 5 9 720 5 9 752 5 9 644 5 9 730 5 9 758 5 9 714 5 9 715 5 9 442 5 9 047 5 9 030 5 9 446 5 9 011 5 9 068 5 9 019 5 9 230 5 9 301 5 9 330 Powered by Bing© GeoNames, Microsoft, TomTom Big Sky Employee Residence Map 5 32 5 9 720 5 9 752 5 9 730 5 9 758 5 9 714 5 9 715 5 9 047 5 9 030 198 16 | Big Sky Childcare Report 7https://dphhs.mt.gov 8Federal Poverty Guidlines can be found here: https://www.projusticemn.org/fedpovertyguidelines/ SUPPLY -PROVIDERS Transitioning from the examination of the community’s demand for childcare services, the focus now shifts to the supply side of the equation. The conversation surroundingdimensions of childcare supply begins by exploring childcarecosts and financial assistance programs. Then, the discussion shifts to examine availability, specifically the operational aspects of childcare services in Big Sky, including their capacityto accommodate children. Following that, we depict thefinancial challenges that childcare providers struggle with done by evaluating the financial models of existing providers. Additionally, a thorough exploration of laws and regulationsspecific to health and safety will provide insight into regulatoryenvironment in which providers operate. Moving beyond this, we discuss the intricate web of funding sources available to the childcare industry. This encompasses funding fromfederal, state, private, and local entities, with allocations aimedeither directly at families or benefiting childcare providers. This analysis is concluded with suggestions for non-monetary support and community solutions for consideration. The Early Childhood Services Bureau (ECSB) is a state program that provides Best Beginnings childcare scholarships (BBCCS) to eligible low-income families. The program wasestablished to provide scholarships to qualified low-incomefamilies whose children receive care from a licensed childcare provider or daycare facility. These scholarships use a sliding fee scale7, ensuring that each family contributes to the cost ofcare based on their financial capacity. Qualified families withincomes at or below 200% of the Federal Poverty Guidelines8 are eligible for the Best Beginnings Scholarship. Recipient families are required to make a copayment towards the cost of childcare. The copayment amounts are established based on the family’s income level as follows: (1) Families with qualifying incomes less than 100% of the federal poverty level must pay $10 monthly, (2) Families with qualifying incomesbetween 100% and 200% of the federal poverty level will havetheir copayment calculated using a sliding fee scale, with the maximum limit set at 7% of their monthly income. The state pays the scholarship directly to the childcare provider, with thecopayment coming from families to the provider. The Best Beginnings Scholarship, while suitable for some communities in Montana, falls short of meeting the needs of Wellness In Action (WIA) is a non-profit organization within the Big Sky community that facilitates access to a scholarship resource network. With 18 years of dedicated service, WIA strives to empower children with transformative experiencesthrough its scholarship offerings. During the Summer of 2023, WIA granted 31 camp scholarships totaling $31,617. Similarly, in Winter 2022/2023, WIA awarded 31 scholarships for winter camp programs, including ski and hockey lessons,totaling $16,930. WIA operates on a sliding scale based onfederal poverty levels to address families’ financial challenges. They have designed a sliding scale calibrated at 500% of poverty levels, which accommodates a family of three,comprising two parents and one child, with an income of up to$124,3008. This approach makes the assistance program much more applicable to the specific needs of Big Sky. However, despite its relevance, the program faces limitations due toresource constraints. While WIA exceeded its budgetedscholarship awards this year, the program typically operates with a limited grant budget of $25,000. Considering the average cost of childcare in Big Sky, this amount is not enoughto cover even four children on half scholarship. Big Sky Discovery Academy (BSDA) is a Montessori school and early childhood care provider. Discovery Academy doesnot receive state funding, relying instead on communitysupport. In the coming year, the academy plans to allocate scholarships to enhance accessibility for students. BSDAraises funds from various sources, including resort tax contributions andcommunity foundations. BSDA conducts three significant fundraisers yearly to support its scholarship initiatives. Through these fundraising efforts, Big Sky DiscoveryAcademy aims to foster an inclusive educational environmentby providing essential scholarship support to its students and educators. Big Sky residents. The income eligibility criteria, limited to 200% or below the federal poverty guidelines, exclude manyBig Sky residents facing childcare cost challenges. Due to highcosts of living translating to higher wages, Big Sky’s median annual family income is $128,506, equivalent to approximately $10,708 monthly5. This is well above the federal poverty level– for a family of three, 200% of the Federal Poverty Guidelinescalculates to an annual income of $46,060 or a monthly income of $3,8388. The Best Beginnings Scholarship’s eligibility criteria do notallow for families to access this resource to help offset the childcare cost challenges many Big Sky residents face. A notable gap exists in meeting the needs of working familiesseeking affordable childcare options. Financial Assistance Programs Best Beginnings Childcare Scholarships Wellness In Action Big Sky Discovery Academy 199 Big Sky Childcare Report | 17 General childcare availability is pivotal in supporting parents’ ability to maintain employment while fostering a nurturingenvironment for children to learn and grow. Without worrying about childcare, parents can confidently focus on their professional responsibilities, leading to increased job satisfaction and productivity. Beyond the workforceadvantages, the availability of nurturing and stimulatingchildcare environments positively impacts children’s early development. Early childhood is a crucial period for cognitive, social, and emotional growth, and qualitychildcare programs can provide a supportive setting forchildren to explore, learn, and build essential skills. According to the findings from the Community NeedsSurvey, it becomes evident that childcare availabilityconstraints have a notable impact on employees in Big Sky. A significant 73% of respondents reported that their ability to work has beenaffected due to the limited childcare options in the area.The survey also unveiled future implications, as over a quarter of the respondents disclosed that they are either pregnant or planning to have children soon. The data highlights thenecessity for comprehensive and accessible childcare solutions in Big Sky, supporting the working population and anticipating the needs of families in the coming years. Despite these impressive fundraising efforts, it’s important to note that the scholarship funds raised apply only to enrolledor prospective students and staff of Discovery Academy,making the effectiveness of these scholarships very localized. Morningstar Learning Center (MLC) is a year-round earlychildhood education program. MLC is not state-funded and relies on community support, including Resort Tax, community foundations, and individual fundraisers. Even withthe substantial backing from these entities, MLC’s tuitionrates are too high for most families to consider affordable. To keep high-quality early education accessible, MLC raisesfunds annually for its need-based Tuition AssistanceProgram. All MLC families can apply annually through a third- party platform, ensuring that decisions are based solely on objective financial information. Upon introducing thisprogram, MLC observed a 25% increase in days enrolledamong recipients, demonstrating the impact of need-based financial aid in Big Sky. Throughout the 2022-2023 school year, MLCdiscounted tuition for 67% of enrolled families and awardedover $300,000 in tuition assistance. Two years ago, Ophir Elementary School began to offer apre-K classroom, also called 4K. In school year 2022-2023,Ophir had full enrollment of 20 children. However, for the 2023-2024 school year, Ophir only had 17 children enroll in the program, leaving 3 available slots for children aged 3-4years old. This waitlist also operates using a priority-based procedure.Parents can submit an intent to return in January of each year, and any open spots are filled from the current waitlist. The priority order for enrollment is as follows:1) Siblings of current students 2) Legacy (if the first child in a family has enrolled and finished, the next child receives priority) 3) Year-Round Big Sky Resident 4) Big Sky Business Owner 5) Big Sky / Town Center Employee 6) Referral Parents turned down in one year and placed on the waitlistretain their priority status for the following year, alongside siblings. Staff reports indicate that typically, by the time they reach the priority listing for Big Sky residents, all spots arealready filled. When families inquire, they can pay a $75 application fee tobe entered into the care center’s system and added to thewaitlist. The waitlist operates using a priority-basedprocedure. The priority order for enrollment is as follows: 1) Morningstar Learning Center Staffs Children2) Siblings of Currently Enrolled Children3) Children of Locally Employed Families4) Children of Full-Time Residents Who Are Not Locally Employed5) Not-Full-Time Residents Who Are Not Locally Employed Morning Star Learning Center has 54 available slots when fully staffed and currently operates on a waitlist. Morning Star Learning Center Ophir Elementary School Big Sky Discovery Academy Summary of Available Slots Morning Star Learning Center Availability Available Slots and Waitlists Child Age 0-2 Year Olds 3-4 Year Olds 5+ Year Olds Provider MLC MLC, Ophir, Discovery MLC (5 y.o. only) Ophir, Discovery Slots 24 68 58 200 9A center model serves 13+ children and the number of staff are dependent upon the ratios of children, the group model serves 2-15 children, typicallyin a home-based setting and staff are dependent upon the ratios of children, and the family model serves up to 8 children with one caregiver, typically in a home. 18 | Big Sky Childcare Report Financial Model With a fully staffed team, United Way can serve up to 30 children. On average, across eight weeks, 17 families areparticipating each week. However, it is essential to note thatthe total number of families involved in the program is 25, assome families may not utilize it for its entire duration. On a weekly basis, the program has an average of 13 students inattendance. The school has allocated 36 slots for children aged 3 to 5, 17 for students in grades 1 to 3, 15 for those in grades 4 to 6, and30 for grades 7-12. However, these slots’ availability dependson having a fully staffed facility. The BASE Community Center is accessible to the public,although a BASE pass is necessary for entry. Children who are 12 years and older can use the Community Center without supervision. It is important to clarify that while a pass isnecessary to access BASE’s fitness center and participate in itsvarious programs, classes, and leagues, BASE Camp and Camp Big Sky are exceptions. Their afterschool service is open to the entire community without a pass requirement. Enrollment forBASE Camp is limited to 20 children, a restriction attributed to spatial constraints. For Camp Big Sky, 50 positions are open for students in grades 1-3, and an additional 30 spots are available for those in grades 4-6. In order to illustrate the intricate financial challenges thatchildcare providers grapple with, this study examined the financial statements of 14 providers, located throughout the region, for the year 2022. The goal is to offer a concise analysisof their income and expenditures, aiming to simplify the intricate financial structures that childcare providers navigate. It is important to note that this financial modeling is not meant to be complex or account for details that providers considerwhen making financial decisions. This analysis is intentionallyoverly simplistic in order to understand the challenges of the business model that childcare providers face, and present a starting place for deeper discussion to begin. This analysis is crucial given that childcare providers frequently operate with minimal or no profit margins. It aims to emphasize the importance of public support andinvestment for these providers. Lacking such backing couldmake it challenging to cover operational expenses and offer competitive wages—essential for attracting a skilled workforce—without resorting to significant fee increases for parents. Across all the examined businesses, it becomesevident that parental fees alone are inadequate to cover basic operational expenditures without the presence of subsidies or Revenue Per Child Average Parent Pay Average Subsidy Cost Per Child Margin Average Wage Family $977.33 $748.00 $229.33 $993.00 $(15.67) $16.79 Group Center $891.75 $1,217.00 $492.00 $1,189.00 $399.75 $28.00 $890.25 $1,252.50 $1.50 $(35.50) $16.57 $20.45 Center-Based Childcare Infant $13,087 $10,004 Toddler $11,451 $8,753 Preschool $11,451 $8,753 School-Age $11,451 $8,753 Average Center $11,860 $9,066 Based Cost Home-Based Childcare Infant $10,081 $7,503 Toddler $9,409 $7,003 Preschool $9,409 $7,003 School-Age $9,409 $7,003 Average Home Based Costs $9,577 $7,128 This section examines 14 childcare providers’ financial reportsacross three different types of service provider models. The three service provider models examined are a center model, a group model, and a family model.9 The financial statementsfrom providers in each service delivery model are averagedtogether. This allows for average revenue per child and programs to offset expenses. The following section will analyze childcare providers’ costs averaged over those using the sameoperating model, followed by a cost comparison of surveyrespondents and publicly available data. United Way BASE / BASE Camp / Camp Big Sky Regional Financial Comparison Table 3: Average Annual Cost by Age Table 2: Average Financial ModelBy Service Delivery Type Source: Cost of Care Financial Models Source: Department of Labor, Women’s Bureau, National Database of Childcare Prices Gallatin County Madison County 201 10STAR incentives are the voluntary quality program described in the funding section of this report. 11CACFP payments are the Child and Adult Care Food Program, a reimbursement program described in the funding section of this report. Big Sky Childcare Report | 19 Cost Comparison Big Sky Community Survey Average Cost Avg. Center Based Cost (DOL) - Gallatin Avg. Center Based Cost (DOL) - Madison Avg. Center Based Cost (Local) Avg. Home Based Cost (DOL) - Gallatin Avg. Home Based Cost (DOL) - Madison Avg. Family/Home Based Cost (Local) Annual Cost $20,796 $11,860 $9,066 $15,030 $9,577 $7,128 $11,916 average cost per child to be compared. We also calculate the average hourly employee wage within each service deliverymodel, shown by Table 2. It is important to note that theChildcare Center service delivery model has more staff, and typically a center director will have a higher wage than an assistant teacher or other less experienced staff. Table 2 demonstrates the results of the averaged financial reports within each service delivery model. In this calculation, revenues include tuition, fees, and costs that parents pay for their child, along with any subsidies, incentives, or grantsthat the provider receives. Costs include all operating costs the provider pays, such as rent, utilities, transportation, supplies, food, wages and fringe, insurance, and training costs. The margin per child shows the difference betweenaverage revenue per child minus the average cost per child. As illustrated, the family and center childcare models have negative profit margins, while the group service delivery model has a narrow positive margin of $1.50 per child. Tovisualize revenues and expenses, Figure 18 demonstrates the composition of revenues or expenses for each childcare model. In each of the models, personnel expenses representa large majority of the expenses providers face. We can seefrom Table 2 that despite personnel being the bulk of expenses, employees are not being paid high wages in comparison with other industries. In both the family andgroup models, the average hourly wage of employees hoversaround $16.00 per hour, with the center model having a slightly higher average hourly wage at $20.45 per hour. These wages are modest and as mentioned several times inthis report, are not high enough to competitively recruit newstaff to fill labor shortages faced by providers. When examining average revenues per service delivery type, parent pay (including tuition, fees, etc.)constitute the bulk of revenues. Additional revenues for eachmodel include STAR incentives10, CACFP payments11, and other subsidies. These additional revenue sources, while small, are crucial to closing the gap between revenues andcosts that providers face. Without these programs, thenegative profit To perform the cost comparison analysis, several sources of data were used to compare the estimated annual costs of childcare. First, the U.S. Department of Labor Women’s Bureau provides costs estimates by childcare type for 2023.Table 3 shows these estimates for Gallatin and MadisonCounties. These numbers are broken out by a center model versus a home-based model. Home-based providers tend to have lower costs because of the need for less staffing, andspace costs are significantly less than centers. To simplify for comparison, the averages across the county were also provided. This data shows that infant care is more expensive than older children, however it does not convey the subtletiesof price changes as children get older. It is clear from this datathat annual costs of childcare are higher in Gallatin County than in Madison County in both home-based and center care models. margin increases, further forcing providers to either increase the cost to parents or cease operations. For each model, we calculate the average parent pay per month and the average subsidies received by providers per month. Please note that this is the average across all agegroups, but typically rates for infants and toddlers are higherdue to a lower staff to child ratio required by the providers, and rates tend to decrease as the child gets older because staff to child ratios increase, thus making it a bit moreeconomical to provide care for older children. For the family model, the average parent pay per month is $748 and the average subsidies received are $229 permonth. If family providers did not receive subsidy programs,parent pay would have to cover this gap, increasing to $977.33 per month. For the group model, the average parent pay is $492 per month, with average subsidies received equating to $399.75 per month. As in the family model, if the average subsidies went away, parents would have to bear the increase of monthly costs up to $891.75. The Center modelreceives the highest average of parent pay, equating to $1,189 per month, and the lowest of the available subsidies, totaling to an average of only $28 per month. Without subsidies, parentpay would increase to $1,217 per month. This modeling demonstrates: 1.) most childcare providers do not face large profit margins, if any profit margin at all, andoperate on minimal net profits. 2.) while a majority ofexpenses are comprised of personnel costs, hourly staff wages are not at the top end of competitive wages. 3.) Despite the highcosts that parents face, without additional support in theform of grants, subsidies, or other public programs, parent pay would increase or childcare operators would be forced to close their doors. Table 4: Regional Childcare Annual Cost Comparison Regional Cost Comparison 202 20 | Big Sky Childcare Report Figure 18: Snapshot of Average Monthly Financial Model by Service Delivery Type $1,500 $1,400 $1,300 $1,200 $1,100 $1,000 $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 Center Parent Pay Subsidy STAR CACFP Group Other Food Personnel Other Operations Family Rent Utilities When comparing costs, it is important to remember that these cost estimates are averaged across the entire county –where personnel and space costs are radically different in atown such as Three Forks, MT when compared to Big Sky, MT. It is also important to keep in mind that publicly available datafor rural areas such as Montana can have large margins oferror. These numbers should only serve as a baseline in establishing a cost comparison. Table 4 shows the annual cost comparisons across the region and to Big Sky. First, the average cost of childcare that survey respondents gave is provided. This cost averaged tobe $1,733 monthly or $20,796 annually. Then, data from thecenter and family providers in Table 2 were annualized and provided in Table 4 as “Average Center Based Cost (Local)” and “AverageFamily/Home Based Cost (Local).” From this comparison, we can see that annual childcare costs in Big Sky are significantly more than across the region.This is likely due to higher wages and personnel costs thatproviders in Big Sky face, along with higher facility costs. This cost comparison demonstrates a need for additional technical financial analysis that examines costs versus revenues forproviders that investigates how the financial model variesbased on the age of the child, and their attendance. 203 12https://leg.mt.gov/bills/2023/billhtml/HB0422.htm 13 https://leg.mt.gov/bills/2023/billhtml/HB0187.htm 14 MCA: 37.95.108 15 MCA: 52-2-721, Amended https://leg.mt.gov/bills/2023/billhtml/HB0556.htm 16 MCA: 37.95.622 Big Sky Childcare Report | 21 Childcare facilities in Montana are subject to specific licensing and registration requirements. Family or group childcare facilities must be registered, while childcare centers must be licensed14. These regular certificates and licenses, issued by the department, are valid for up tothree years. However, under House Bill 55615, facilities with fewer than six children are exemptfrom licensing. Montana’s Childcare facilities must adhere to specific personnel and training standards16. Acomprehensive background check by the Montana Department of Justice and the FederalBureau of Investigation is mandatory for all individuals seeking employment in a childcare facility. This check must be conducted before employment commencement and repeated every five years thereafter. Childcare facilities must also ensure their staff meets stringent The Montana state legislative session of 2023 made multiple significant changes in childcare law. House Bill 42212 aims to revise childcare ratios within childcare centers for enhancedoperational efficiency. The modifications entail larger ratios for younger children, specificallythree to five years olds. This bill balances childcare quality and capacity, reflecting age-appropriate supervision ratios and group sizes in childcare settings. Another essential change is introduced by House Bill 18713, designating home-based child careas a residential property use. This is significant for communities like Big Sky, grappling withspatial constraints and high building costs. This designation might encourage innovative land use practices and solutions to optimize available spaces. However, effective implementationhinges on proactive communication with local Homeowners’ Association (HOA) boards to alignin-home child care with existing regulations. Previously, this report mentioned different quality factors families consider when choosing a childcare program. The top responses to the question regarding quality dimensions said employee background checks and education, facility/center licensing, curriculum taught, and vaccination requirements. Montana has established a comprehensive framework of laws and regulations governing various childcare operations. Encompassing a broad spectrum, from in-home facilities to childcare centers, these regulations are pivotal in ensuring the safety, well-being, and quality of childcare services. This section is dedicated to shedding light on the latest amendments to childcare laws resulting from the most recent state legislative session. Moreover, it will provide a concise overview of significant elements within the existing legal framework, focusing specifically on health and safety regulations. Recent Law Changes Important Regulation - Health & Safety LAWS AND REGULATIONS 204 22 | Big Sky Childcare Report 17MCA: 37.95.60218 https://www.oecd.org/els/family/database.htm educational and training benchmarks. Directors, early childhood teachers, and assistant teachers must completeannual training to maintain a current status on the EarlyChildhood Practitioner (ECP) registry. By law, childcare facilities must meticulously craft andimplement a program that aligns with each child’s distinctivejourney of growth and well-being. This program must encompass a balanced mix of active and passive learning experiences, all executed under the direct supervision ofqualified adult staff17. Despite research overwhelmingly demonstrating that investment in childcare has multiple and layered positive economic impacts, the United States invests fewer public dollars in earlychildhood education (relative to gross domestic product) than other developed countries. The U.S. ranks 35th out of 37th in countries tracked by the Organization for Economic Co-Operation and Development (OECD)18. The average country in the EU spends $4,700 per infant aged 0 to 5, and the U.S. only invests $2,400. Discussing available funding forprogramming is complex and layered. Below, we attempt to provide a structured approach to outline available funding to support childcare, from both a family perspective and a childcare provider perspective. Access to funding occurs through three channels: at the federal level,state level (which may vary by state), and within the local private community. To wrap up thissection, we present non-monetary recommendations for employers to support their workforce in managing childcare responsibilities. It’s important to acknowledge the complexity surrounding childcare licensing. Many childcare providers may not have afull grasp of the entirety of licensing rules and regulations. Thiscomplexity could inadvertently result in gaps in compliance or a lack of awareness about specific requirements. The role of organizations like Community ChildcareConnections (CCC) within our community is significant. Through its guidance, CCC plays a crucial role in assisting providers in meeting the required legal standards, therebyenhancing the quality and safety of childcare services forchildren in our community. FUNDING 205 https://dphhs.mt.gov/ecfsd/childcare/Index https://www.irs.gov/publications/p503 https://dphhs.mt.gov/ecfsd/ChildCare/stars/index Big Sky Childcare Report | 23 Federal State Families Providers Providers There is only one federal program that provides direct support to families seeking relief from the high costs of childcare. TheInternal Revenue Services offers a Child and Dependent CareCredit that parents can claim on their annual federal tax filing.Individuals with children are eligible to claim the tax credit if Programs provide direct and indirect support. Federally, thereare four main sources of funding that support childcare - TheChild Care and Development Fund (CCDF), Headstart, theSocial Services Block Grant (SSBG), and Temporary Assistance for Needy Families (TANF). The CCDF is distributed directly to states, territories and tribes. In Montana, CCDF funds go to the Montana Department of Public Health and HumanServices (DPHHS)19. Direct programs offered by the federal government to support childcare providers are few and far between. Oneprogram is the Child and Adult Care Food Program (CACFP), which provides reimbursements for nutritious meals and snacks to eligible children enrolled at participating childcarecenters and daycare homes. To receive this funding, for-profitchildcare centers must have at least 25% of their enrollment or licensed capacity, whichever is less, at the free or reducedreimbursement rate, and parents must fill out income eligibilityforms. Nonprofit child care centers can pursue an onlineapplication through the Montana CACFP website. The U.S. Department of Health and Human Services alsoprovides grants to local public and private nonprofit andfor-profit agencies through the Head Start and Early Head Start programs that provide early learning services to children in low-income families. Locally, the Human ResourceDevelopment Council of District IX (HRDC) provides HeadStart and Early Head Start programming to Gallatin and Park Counties. They are funded to provide services to 152 children,and they served 113 during the 2021–2022 school year.Eligibility is based on family income at or below the FederalPoverty Guidelines (FPL). Children in foster care, homeless children, and children from families receiving public assistance(TANF or SSI) are eligible regardless of income. They may enroll up to 35% of families who are between 100% – 130% ofFPL. Unfortunately, as discussed earlier, most Big Sky families do not qualify for this programming. However, there might beopportunities to collaborate with HRDC’s Head Start programto offer the quality programming that has been provensuccessful in raising children’s school readiness outcomes. they have earned income and paid for expenses for the care of a qualifying child, which is a child under the age of 13 or a dependent of any age who is incapable of self-care. It is anonrefundable tax credit on qualifying expenses up to $3,000 for one child or up to $6,000 for two or more qualifying children. The maximum credit is 35% of related costs if anindividual’s adjusted gross income is below $43,000. Above$43,000, the maximum credit is 20% of related expenses. For more information, please see IRS Publication 50320. Resources at the state level to support childcare are largelyprovided through Montana DPHHS. The child and family services that DPHHS oversees are child support, childcare,early childhood, adult protective services, and child protectiveservices. The Office of Public Instruction oversees schoolingand education for children in Montana, with some resources allocated to afterschool programs. The Early Childhood Services Division (ECSD) of DPHHS oversees various programs, giving services to providers and families. These programs include the Best BeginningsChildcare Scholarship, the STARS to Quality program, childcare licensing, childcare referral agencies, Headstart, and the Montana Milestones program. These programs primarilyoffer financial support and resources to childcare providers.The first option is the Best Beginnings Scholarship, which has been detailed earlier in this study. The second resource available to childcare providers is the STARS to Quality Program. It is a voluntary quality rating program and improvement system that aligns quality indicators with support and incentives for early childhoodprograms and professionals. Five levels (STARS) evaluate and promote education, qualifications, training, leadership, program management, quality supportive environments, and family and community partnerships. Participating childcareproviders receive a financial incentive that increases at eachlevel and is larger depending on the size of the provider. STARS incentives can be used for continuous quality improvement, staff support, salaries, professional development, equipment,etc. STARS incentives may not be used for construction. Formore information, please visit the ECSB website 21. Another resource available to certain childcare providers is the 21st Century Community Learning Center grant throughthe Montana Office of Public Instruction (OPI). This grant provides funds to local education agencies and community-based organizations. Grants amount to a minimum 19 20 21 206 22 https://opi.mt.gov/Leadership/Academic-Success/After-School-Programs#10699812176-resources23 https://cccmontana.org/24 https://mcdc.coop/ 24 | Big Sky Childcare Report Private and local resources largely bear the brunt of helping offset the high childcare costs. Especially in the BigSky community, where residents rarely qualify for publicfunding support, local nonprofits, community foundations, and other resources shoulder the burden of supporting familiesand providers. There are very few state programs offered directly to familiesto support the reduction of childcare costs. Many states around the U.S. provide specific state-wide childcare tax credits, similar to the federal credit. Interested parents couldtalk to their state representatives to advocate for the creationof a tax credit accessible to Montana families. Locally, Child Care Connections (CCC)23 is one of seven Child Care Resource and Referral Agencies (CCR&R) in Montana. Together, they provide support to early childhood professionals and families across Montana. CCC is a nonprofitthat serves Gallatin, Park, Meagher, Lewis & Clark, Jefferson,and Broadwater counties by providing critical support to families and childcare professions to improve the quality of and access to childcare. The Big Sky Resort Tax District (BSRAD) has significantly invested in local childcare providers over the past several years. BSRAD was established as a resort tax district in 1992,and since then, approximately $80 million has been reinvestedback into the community. The collections are 4% of sales on eligible “luxury” industries, primarily focused on tourism. Of the 4% tax collected, 1% must be invested in infrastructure.The remaining 3% of tax collections are reinvested back intothe community. The BSRAD collects and manages these funds. In fiscal year 2024, BSRAD committed over $21 million to over 30 organizations, investing in health and safety, publicworks, recreation and conservation, arts and education,economic development, and housing. BSRAD has offered consistent and increasing support in the way of funding to both Discovery Academy and Morningstar Learning Center. In fiscal year 2022, BSRAD reinvested $320,000 in these two childcare programs. This funding increased in fiscal year 2023 up to $549,000. Currently, in fiscal year 2024 BSRAD of $50,000 for five years, aimed at providing academic enrichment during out-of-school hours and fostering literacyand educational development for students and families. Thereare several levels of eligibility criteria to qualify to receive this funding. To learn more, please visit the Montana OPI website22. invested $725,000 in childcare in Big Sky. This demonstrates the ongoing community need for childcare while alsodemonstrating the important funding gap that is filled by thelocal community. Aside from nonprofit grants and donations, communitymembers seeking to support childcare can explore additional options for their workforce. These options are presented from two distinct angles: first, from a community perspective,highlighting strategies that community collaborations could address collectively, and second, from an employer perspective, focusing on ways businesses can support the parents within their workforce. One program that employers could consider offering to their employees is a dependent care flexible savings account (FSA).Employees should consider advocating for this program,further details are discussed below. Another option for communities to consider is a co-op modelof childcare. This allows for sharing costs and managementacross all members within a co-op. Employers, childcare providers, or even parents can establish a co-op childcare. In Montana, the Montana Cooperative Development Center hasexpertise and resources to help communities develop co-opsthat help to advance economic vitality24. The first option to examine is a discussion with various homeowner’s associations (HOAs) in the market. Home-basedchildcare is the most affordable option to provide childcare toa local community. However, a large majority of HOA’s restrictbusiness activity within a neighborhood. One way to solve this issue is to work with HOAs to allow for exceptions forhome-based childcare operations, as mentioned before by thepassage of House Bill 187. Currently, there are a few options that community collaborations can tackle that might help to ease the strain thatthe expense of childcare puts on the community. Providers Families HOAs Families Cooperatives Other Solutions for Consideration Private and Local Community Collaborations 207 25 https://home.treasury.gov/system/files/136/The-Economics-of-Childcare-Supply-09-14-final.pdf26 Four states were studied, Iowa, Idaho, Mississippi, and Pennsylvania. Source: U.S. Chamber of Commerce Foundation. 2020. “Untapped Potential: Economic Impact of Childcare Breakdowns on U.S. States.” https://www.uschamberfoundation.org/reports/untapped-potential-economic-impact-childcare-break-downs-us-states 27 Child and Adolescent Health measurement Initiative, Data Resource Center for Child and Adolescent Health. “2018-2019 National Survey of Children’s Health data query.” https://www.childhealthdata.org 28 From Washington Center for Equitable Growth. “Working by the Hour: The Economic Consequences of Unpredictable Scheduling Practices.” by Heather Boushey and Bridget Ansel, September 2016. And “Extensive Nonstandard Work Hours Among U.S. Low-Income Mothers Hinder Their Kids’ Enrollment in Center-Based Childcare.” by Cesar Perez, August 2019. Big Sky Childcare Report | 25 Employers Employers have many reasons to consider increasing support to employees with children. Research shows that access to childcare is a significant determinant of whether parentsremain in the labor force, especially when considering female labor force participation25. Employers also face the repercussions of childcare accessibility challenges, including increased employee turnover, staffing shortages, and theassociated expenses of training and retraining. The U.S.Chamber of Commerce Foundation estimates costs to employers ranging from $375 to $500 per working age adult due to childcare-related absences and turnover26. Nationally,from 2018 to 2019, over two million parents under the age of five had to quit a job, not take a job, or change their job because of problems with childcare27. One easy way employers can support employees in coveringchildcare costs is to establish a dependent care account foremployees and allow them to elect this option as a part of theirbenefits package. A dependent care account must be set up through an employer where employees can withhold agreedamounts from their paychecks to fund the account. Thesecontributions allow individuals to reduce their taxable incomeby up to $5,000 or $2,500 if married filing separately. Eligible expenses cover a range of childcare options, including in-homecare such as a nanny or babysitter, as well as institutional carelike childcare services, summer camps, before- and after-school care, and caregiver-provided transportation, among others. This allows families to save pre-tax dollars to cover theexpenses related to childcare. Research finds that, increasingly, many workers are subject tounpredictable scheduling practices due to the implementation of scheduling software that creates employee schedules based on projected consumer demand28. Most often, theseunpredictable schedules are found in retail and serviceindustries. The ability for workers to have regular and predictable schedule allows them to enroll children in routine care and plan adequately for care needs to be covered.Additionally, irregular schedules can indirectly impact families’ability to receive childcare subsidies. Employers could consider easing the burden of childcare on parents by providing their employees with regular, predictable scheduling so those withchildren can plan for their childcare needs ahead of time. Stable Schedules Benefits and Dependent Care Account 208 26 | Big Sky Childcare Report This study has thoroughly examined the childcare landscape in Big Sky, informed by publicly available data and insights gathered through our Childcare Needs Survey. We began byreviewing the primary hurdles faced by parents, notably the challenges related to costs,limited operating hours, and waitlists. Moving beyond these barriers, we explored the preferences of Big Sky’s employees, revealing a solid desire for childcare facilities near their residences and a notable demand for extended service hours, including weekends. Many preferred operatinghours from 7 a.m. to 6 p.m. Monday through Friday, with significant requests for weekend care. Our cost analysis finds that most families currently pay an average of $1,773 monthly inchildcare costs, equating to 16.2% of the average family’s income. Survey results find a significant reduction in costs to the average family would be $700 per month, reducing monthly expenses to about $1,000. When asked if parents would be willing to extend theircommute time to access childcare if a subsidy was available, respondents indicated they would be ready to drive up to 30 minutes extra if they could receive full assistance on their childcare costs. Next, our analysis of childcare provider financial statements highlights the critical need for subsidies and community support. These support programs help narrow the profit margin gap that providers face. Without such assistance, childcare costs for parents would significantlyincrease. Although some financial assistance programs exist, they are not accessible to mostBig Sky families. Fortunately, the extensive community support provided by nonprofits, BSRAD, and local residents enables existing providers to sustain their operations. However, it’s important to note that these operations still operate with slim profit margins and faceadditional challenges in recruiting and retaining a qualified workforce. This analysis provides a beginning step for future in-depth financial analysis to occur, with the aim being to provide further understanding into the complex business model that providers face when delivering childcareservices. In looking toward the future, several promising developments are on the horizon. The Yellowstone Club has hired a director of childcare with plans to expand childcare services in the community. The YC is also taking steps toward developing a new care center.Additionally, this study is a foundational step towards a more comprehensive childcare best practices study already in motion. This report provides valuable insights that can guide future childcareinitiatives for other resort towns. However, it’s crucial to acknowledge that predictingchildcare demand remains challenging, especially without access to fertility or birth rate data. To address this issue and more, one potential avenue for further research involves implementing an annual needs survey encompassing a broader range of community needsbeyond childcare. Such a survey could provide a holistic understanding of the evolving needs of Big Sky residents, assisting community leaders in making well-informed investment decisions to support the thriving future of this unique community. CONCLUSION 209 Montana State University CCAMPIS Background: Montana State University (MSU), founded in 1893, is the state’s land grant university committed to a teaching, research, and service mission. With over 16,000 students enrolled and an estimated 500 student parents, we are the state’s largest university. Need: Available childcare options for student parents on campus and in the surrounding area are limited and cannot meet the growing demand for childcare. Compounding the problem is a workforce shortage of qualified childcare professionals. Project activities: We propose an innovative approach to supporting student parents, their children, and early childhood professionals. Our ultimate aim is to support student parent success and increase degree attainment. Our four project activities are: 1. Offer extended hour, evening, and/or weekend childcare by partnering with existing licensed center, family and group childcare programs in and around campus (Absolute Priority 1) 2. Provide childcare tuition assistance for low-income student parents using a sliding scale fee structure (Absolute Priority 2) 3. Provide wrap-around services to student parents, including financial counseling, mental health support, nutrition resources, and assistance in finding childcare in on-campus facilities or nearby licensed childcare centers, family and group programs (Invitational Priority 3) 4. Enhance the early childhood education undergraduate academic program and improve the professional preparation of the early childhood workforce, including providing skills training and mentored practice in infant and toddler care to interested students as well as stipend support for participation in the CCAMPIS project (Invitational Priority 2) Populations to be served: MSU student parents and their children are the primary beneficiaries of the MSU CCAMPIS project. We estimate offering tuition assistance to 50 student parents and to increasing enrollment of children of student parents on campus by 100%. Undergraduate students preparing for careers in early childhood education and child development will also receive increased wages as incentive to enter the profession. Contributions related to research, policy, and practice: The evaluation plan of the proposed project includes the collection of a variety of quantitative and qualitative data. Analysis of the data will help measure the success and impact of our project activities, and also provide keen insight into the unique needs of student parents. Policy outcomes have already begun in our on campus childcare programs to better support student parents by reserving enrollment and offering reduced tuition. In practice, expanding partnerships with neighboring childcare programs will provide increased opportunities to MSU undergraduates pursuing careers in early childhood education and child development. 210 Employer Supported Child Care Toolkit 211 02 Employer Supported Child Care Toolkit Getting Started Furthering the Cause Resources and Support Step 3: Adding Child Care Slots Why Child Care Matters for your Business Step 2: Employer Assisted Childcare Step 1: Family Friendly Policies in the Office 03 04 06 07 08 09 11 This toolkit is modeled after the Family Forward Montana Innitiative. 212 1. FAMILY FRIENDLY PRACTICES 2. EMPLOYER ASSISTED CHILD CARE 3. ADDING SLOTS Getting Started Employer Supported Child Care Changes in workplace dynamics, housing costs, and the lack of available affordable child care have converged to create an overwhelming need to work collectively on creative solutions to the shortage of child care options in our region. Child Care Connections, HRDC, and NRMEDD are working with local public and private entities to create family forward workplaces that will attract and retain employees. Our efforts focus on three clearly defined steps that businesses implement based on their existing and future child care requirements. The steps build upon each other, beginning with actionable items that can be instituted with minimal cost and effort. The Three Steps 03 213 Before we dive deeper into the nuances of each step, we will work with your organization to clarify: Getting Started 04 Future child care needs Existing child care needs Timing, budget, and viability Existing family friendly practices 214 Why This Matters 65% of parents work schedules are affected by child care challenges an average of 7.5 times over a six-month period Unscheduled absenteeism costs U.S. employers $3,600 per hourly employee per year. Research estimates an annual economic cost of $57 billion in lost earnings, productivity, and revenue every year in the U.S. due to child care 45%30%60% Over a six month period, 45% of parents are absent form work at least once due to child care breakdowns, missing an average of 4.3 days. 54% of employers report that access to child care services reduced missed workdays by as much as 30% An on-site child care program can reduce employee turnover by 60% 05https://www.childcareaware.org/our-issues/research/the-us-and-the-high-price-of-child-care-2019/ https://www.americanprogress.org/issues/early-childhood/reports/2019/03/28/467488/child-care-crisis- keeping-women-workforce/215 Family Friendly Practices in the Office 01 Consider your options We recommend Working through the following action items as applicable for your organization Adding workplace policies and practices that benefit parents reduces employee stress, increases employee productivity, and allows parents to have a more meaningful relationship with their children which results in goodwill towards their employer Kids at work Family friendly events Family wellbeing leave Remote or virtual work Tuition/education supports Family Medical Leave PTO/Sick/Vacation Time Maternity/Paternity Leave Flex time/flex scheduling Health Benefits Elder Care Emergency leave 1.Review your current employee handbook and benefits package 2.Review family friendly policies (see options below) for fit and budget 3.Speak with your advisors and colleagues about their results implementing similar practices 4.Review our family friendly budget models to determine potential cost savings of enacting family friendly practices that attract and retain employees 5.Poll existing workers to identify what is important to them 6.Incorporate your new policies and practices into your employee handbook and benefits package 7.Promote your family friendly workplace that values parents, children, and your community. 06 216 Employer Assisted Childcare02 Consider your options. For organizations with existing child care needs, we recommend the following actions: Child care referrals, reserved child care placements for employees, and/or calculated child care subsidies allow new parents to return to work after giving birth, attract potential employees, and aid retention and productivity. Offer a dependent care assistance plan (DCAP) Offer family paid leave Reserve slots in existing child care programs Voucher or reimbursement system Flexible Spending Accounts (FSA)Child care subsidies to quality child care Provide families information about financial assistance in the community 1.Child care referrals- contact Child Care Connections in Bozeman at 406-587-7786 or visit their website at cccmontana.org 2.Review our family friendly budget models to determine potential cost savings of enacting family friendly practices that attract and retain employees 3.Reserving child care slots for employees at existing child care programs 4.Provide calculated child care reimbursements to employees 07 217 Consider your options Investing in child care facilities, building in-house solutions, and/or creating co-op child care with like-minded businesses gives your organization more control over your current and future child care requirements. Adding slots can come in many different forms! For organizations that want to minimize variability and increase worker satisfaction and productivity we recommend the following: Offer sick child care Provide off-site child care Coordinate back-up or emergency child care Purchase child care spaces for employees Employer assisted cooperative child care Provide on-site child care Employer child care consortium Provide backbone support to a local child care business Adding Child Care Slots03 1.Invest in existing child care facilities to increase wages, expand services, and/or space 2.Partner with other businesses to create a child care co-op 3.Establish in-house child care solutions via new construction or repurposing existing space 08218 Further the Cause What is good for your community is good for your organization. Family friendly policies and practices benefit your organization can benefit your business as well as your community. By extension, more organizations implementing similar policies and practices will expedite gains. If you are dedicated to providing a family friendly workplace, consider thinking bigger, and how you can assist other organizations in your community to follow suit. Here are some steps to consider Decide where to start- select business partners within a chosen industry, a geographic boundry, etc. Determine importance- conduct polls, surveys, questionnaires to identify issues to focus on Research- results of policies implemented elsewhere, and possible policies to add locally Calculate- potential costs and benefits to implementing new policies and practices Framing-focus on how these policies are wins for employees, employers, and communities Challenges-what possible objections will you encounter, what alternatives are available, can you assist with cooperative solutions? Communicate- share what is working with labor unions, media, chambers of commerce, professional associations, and policy makers. 09 219 Influence Policy Makers Public policy and legislation impact the accessibility and affordability of child care in Montana. Limited access to child care impacts the ways that families can participate in the workforce. Talking to your legislators in an important way to advocate for early childhood issues and support the families that work in your community. Another step you may consider is persuading business, professional, or trade associations (the Chamber of Commerce, for example) to issue policy statements supporting family friendly practices and policies. Ultimately you may find that legislative advocacy is the most powerful tool to enact positive community change. Some examples include personal contact with legislators and aides, a full- scale legislative campaign, or both. The goal could be a law-such as FMLA- that mandates family-friendly policy, or simply government support and backing for family friendly policies. 10 Further the Cause A d v o c a t e 220 Helpful Resources 11 CostofChildcare.org Provider Cost of Quality Calculator Use this Employee Child Care Needs Assessment, created by Colorado EPIC (Executives Partnering to Invest in Children) to determine your team's child care needs. Do your current practices support your employee's child care needs? Conduct a Business Self-Assessment to evaluate your organization's family friendly practices. Experts from your local Child Care Resource and Referral Agency (CCR&R) can help you navigate the child care licensing process, offer technical support, and guidance for what is needed to operate a child care program. Find your local CCR&R. Experts from your local Child Care Resource and Referral Agency (CCR&R) can help your team search for child care, access scholarships, and explore resources available for them. Find your local CCR&R. Learn more about how other organizations are supporting the childcare needs of their staff and how these practices influence productivity, retention, and the bottom line. Watch this recording of the Employer Supported Child Care Panel where local businesses share what adding child care slots influences: Workforce Demographics Finances Operations Calculate the Cost Finding Child Care Evaluate your current practices Navigating Child Care Licensing What are other businesses doing? Assess your employees' child care needs 221 Early care and education (ECE) is an essential component of our economy. Many parents need child care to be able to go to school or work. Child care businesses need to hire staff/educators to care for children. Low child care wages, particularly when combined with high costs of living and a competitive job market, create a significant staff shortage for child care businesses. DPHHS and its partners are focused on strengthening the child care workforce, which in turn strengthens the general workforce with children, who need access to child care to work. This document provides recent data related to: • Child care capacity across the state. • The child care workforce who staff child care programs, with a focus on compensation and retention. • The cost of providing care for child care programs. • The impacts of child care on the general workforce with children who need access to child care to work, including capacity shortages and high costs. The capacity of licensed child care providers is not enough to meet demand, despite growing to exceed pre-pandemic slots. Licensed child care capacity meets only 43% of the estimated demand in the state for children up to age 6.1 Demand for child care includes children living in households where all available parents are working. Child care shortages exist in every county, with 59% of counties identified as child care deserts – meaning supply meets less than a third of estimated demand.2 About 16% of all children under 6 with working parents live in a child care desert. Figure 1 shows licensed child care capacity by county as a percentage of estimated demand. CHILD CARE WORKFORCE NARRATIVE NOVEMBER 3, 2023 OVERVIEW EARLY CARE AND EDUCATION PROVIDER CAPACITY 1 Calculation based on 2017-2021 ACS 5-Year Estimates and average licensed child care capacity in July 2022 as reported by Montana Department of Health and Human Services. 2 DPHHS child care licensing data 2022 annual average capacity. 2017-2021 ACS 5-Year Estimates. 222 There is less capacity for licensed child care providers to serve children ages 0 to 2. Licensed care capacity only meets 31% of the estimated demand in Montana for children up to 24 months, qualifying the state as a child care desert for this age group. Figure 2 shows the capacity to serve children under age 2 as a percentage of estimated demand by county, where demand is the number of children under two living in working parent households. 2 Figure 1. Child care capacity as a percent of children under age 6 with working parents by county Figure 2. Child care capacity as a percent of children under age 2 with working parents by county Source: MTDLI analysis of MT DPHHS CCUBS licensed child care capacity in 2022, 2017-2021 ACS 5-Year estimates, and National Vital Statistics System (NVSS) county population estimates. Children with working parents are defined as children living in a home where all available parents are participating in the labor market. Source: MTDLI analysis of MT DPHHS CCUBS licensed infant care capacity in 2022, 2017-2021 ACS 5-Year estimates, and National Vital Statistics System (NVSS) county population estimates. Children with working parents are defined as children living in a home where all available parents are participating in the labor market. 223 Child care is expensive for many Montana families. On average, Montana households paid $350 a week in 2023 for care for children under the age of five, which translates to roughly 33% of the state’s average weekly wage.3 The US Department of Health and Human Services benchmark for affordable child care is expenses amounting to 7% of household income.4 In 2023, Montana households averaged $18,940 in child care expenses for children under age five. Annual child care expenses in 2023 were equivalent to 28% of the state’s median household income, far exceeding the US Health and Human Services benchmark for affordable care.5 Child care centers serve the largest proportion of children in Montana. In 2014 child care centers were serving 59% of children in licensed care. This increased to 69% in 2020 and 2021 and came down slightly in 2022. 2022 saw an increase in group programs6 as well as family, friend, and neighbor care. Home-based providers (group, family, and FFN) provide options for families needing care outside of typical business hours, needing infant care, seeking care for children with special needs, or needing care in rural/frontier communities. The modest increase in home-based care providers over the last few years is a positive sign of market diversification to provide needed options to more families. 3 Figure 3. Licensed capacity and percentage of total capacity by provider type, 2019 – 2022. 3 Average weekly wage as reported by the Quarterly Census of Employment and Wages in Q1 2023. Child care expenditures reported by the U.S. Census Household Pulse Survey from January to May 2023. 4 https://www.govinfo.gov/content/pkg/FR-2016-09-30/pdf/2016-22986.pdf 5 Annual child care expenditures estimated based on weekly child care costs reported by the U.S. Census Household Pulse Survey from January to May 2023. Median household income reported by 2022 1-Year Estimates American Community Survey (in 2022 dollars). 6 Some of this increase in group providers and decrease in centers may be a result of providers changing from center to group when provider definitions changed in 2021. Centers were previously defined as serving 13 or more children. This increased to programs serving 16 or more children. Group programs currently care for 9 to 15 children, increasing from 7 to 12. Date 2022 (9-30) 2022 (6-30) 2021 (6-30) 2020 (6-30) 2019 (6-30) Center 14,478 (67%) 14,175 (67%) 13,734 (69%) 14,359 (69%) 13,863 (68%) Group 5,516 (25%) 5,292 (25%) 4,634 (23%) 4,773 (23%) 4,812 (24%) Family 1,386 (6%) 1,432 (7%) 1,173 (6%) 1,258 (6%) 1,284 (6%) Family, Friend, and Neighbor 143 (1%) 70 (0%) 73 (0%) 72 (0%) 165 (1%) Relative Caregivers 214 (1%) 226 (1%) 255 (1%) 259 (1%) 300 (1%) Total 21,737 21,195 19,869 20,721 20,424 80% 70% 60% 50% 40% 30% 20% 10% 0% 68% 24% 6% 2019 (6-30) Ce nte r 69% 23% 6% 2020 (6-30) G ro up 69% 23% 6% 67% 25% 7%6% 67% 25% 2021 (6-30)2022 (6-30)2022 (9-30) Family FFN RCE 25,000 20,000 15,000 10,000 5 ,0 00 0 1,284 4,812 13,863 1,258 4,773 14,359 1,173 4,634 13,734 1,432 5,292 14,175 1,386 5,516 14,478 Capacity by Provider Type Center Group Fam i ly Capacity by Provider Type FFN RCE 2019 (6-30)2020 (6-30)2021 (6-30)2022 (6-30)2022 (9-30) 224 238 68 7 24 151 1 19 2 1 10 545 176 20 57 335 Child care workforce impacts child care capacity Early childhood educators (ECE) are one of the most in-demand occupations in Montana, according to the Montana Department of Labor and Industry (MTDLI) 2022-2032 employment projections. The MTDLI estimates 545 annual job openings for child care workers through 2032, placing the occupation in the top 30 for the number of openings. Over half (56%) of these openings are projected to occur due to employee turnover. Retirements are estimated to generate an additional 43% of the job openings for child care workers. ECFSD provided American Rescue Plan Act stabilization and innovation grants to child care businesses to increase statewide capacity. The division awarded stabilization grants to 715 licensed or registered programs in 51 counties and 31 innovation grants. Zero to Five Montana is providing specialized training and technical assistance to larger child care businesses in addition to supporting community capacity building to support innovative, collaborative approaches to increasing the supply of child care. Raise Montana provides training and technical assistance to new and existing home-based child care businesses in addition to shared services7 for these home-based programs. As of January 2023, 27 home-based child care providers completed the Family and Group Child Care Business Series8 and Raise Montana funded 50 premium child care management software licenses for providers through the Brightwheel Partnership. The Child Care Licensing project is streamlining licensing regulations and processes to increase the number of licensed child care providers. 4 EFFORTS TO INCREASE SLOT CAPACITY • • • • EARLY CARE AND EDUCATION WORKFORCE CAPACITY AND STABILITY Figure 4. Early childhood education, kindergarten, and elementary teachers annual job openings through 2032 7 Montana Shared Services (MTSS) currently offers nine services to Montana child care providers. The free services offered include the ECE Resource Library, ECE Friendly Business Directory, Discounts & Grants, Our ECE Community and the ECE Job Board. The Substitute Service, Telehealth program, and Payroll services have associated fees. 8 The Family and Group Child Care Business Series is a 10-week series offered to new and existing home-based child are businesses designed to support business practices of home-based child care. Participation is free and those who complete the entire series receive 30 hours of continuing education credit through the MT Early Childhood Project. Topics include: Contracts, Policy Handbook Development, Recording-Keeping, Time/Space Percentage, and Deductions. Improvements in understanding of business practices demonstrated through pre- and post-test assessments. Source: Montana Department of Labor and Industry 2022-2032 Occupational Employment Projections. Exits refer to openings generated from labor market exits, like retirements. Transfer openings include openings due to employee turnover. Growth openings are generated due to an increase in demand for the occupation. Occupation Child care workers Preschool teachers Preschool and child care administrators Kindergarten teachers Elementary school teachers Minimum Education High school diploma Associate degree Bachelor's degree Bachelor's degree Bachelor's degree Exit Transfer 306 89 12 32 174 Growth Total 225 Child care wages are low. The average child care worker wage is $12.73/hour or $26,480/year.11 This is 54% of the average kindergarten teacher's and 44% of the average elementary school teacher's annual salary. More ECE graduates are needed to meet the demand for preschool and kindergarten teachers as well as child care workers. Over 80% percent of ECE graduates work in Montana a year after graduation. However, their earnings fall below average for their educational attainment.9 Addressing this income discrepancy would encourage more students to pursue an ECE degree, and thus help increase child care capacity. Forty-two percent of the 627 Child Care Licensing Assessment survey respondents ranked child care worker pay as the first and second most important factor impacting child care capacity.10 5 Figure 6. Mean and median wages by educator occupation, 2021. Figure 5. Ranking of factors that limit child care capacity and access to child care in Montana 9 Amy Watson, Montana Department of Labor and Industry, Montana Post-Secondary Workforce Report: A Report on Workforce Needs and Labor Market Outcomes of Graduates, October 2022. https://lmi.mt.gov/_docs/Publications/LMI-Pubs/Special-Reports-and-Studies/MTCollegeReport2022.pdf. 10 Kristal Jones and Kirsten Smith, Bloom Consulting, Child Care Licensing Assessment: Stakeholder Perspectives to Support Regulator and Systems Improvement, April 2022. https://dphhs.mt.gov/assets/ecfsd/childcare/MTCCLProjectAssessment.pdf. 11 Montana Department of Labor and Industry, 2022 Montana Informational Wage Rates by Occupation, May 2022. https://lmi.mt.gov/_docs/Publications/LMI-Pubs/Labor-Market-Publications/OEWS-2021-Pub.pdf. 12 Montana DLI, 2022 Wages and Office of Head Start, Program Information Report, Summary Report 2022 – State Level. 12 Occupation Child care worker Head Start classroom teacher Preschool teacher (not special education) Kindergarten teacher (not special education) Elementary school teacher (not special education) Median Annual $26,720 Not listed $31,000 $46,340 $60,150 Cost (overall rank=1)7%11%12%17%29%24% Caregiver pay (overall rank=2)15%8%19%16%17%25% Ability to meet child's specific orspecial needs (overall rank=3)11%14%22%24%12%17% Convenience (overall rank=4)21%12%15%20%17%15% Child care licensing regulations (overall rank=5)14%28%17%13%13%14% Facility requirements (overall rank=6)30%25%13%10%13%9% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 6 (least important)54321 (most important) How important is each factor in increasing child care capacity and access to child care? Mean Annual $26,480 $30,318 $32,750 $49,170 $60,200 226 In 2019, the poverty rate for early educators in Montana was 24.7%, higher than for Montana workers in general (12.7%) and eight times higher than for K-8 teachers (3.1%).13 Child care workers’ wages vary slightly by geography, with Billings and western Montana having the highest average wages, and east-central Montana the lowest. Child care workers’ wages vary slightly based on their position, with assistant teachers reporting to the Early Childhood Project an average hourly rate of $12.76 and lead teachers reporting an average hourly rate of $14.19.15 Montana’s child care providers and Head Start programs used a significant proportion of their American Rescue Plan Act stabilization grant awards to pay for staff. Child care stabilization grantees report using over $53 million of funds for personnel between January and September 2022. This is approximately half of the funding paid to child care providers in that timeframe. The ECE workforce has significant turnover. New child care workers enter the field continuously as others leave. In calendar year 2022, the Child Care Licensing Program received a total of 2,971 new staff hire applications, an average of 229 per month. As of January 2023, there are 5,305 active staff members in licensed child care facilities. The 2022 new staff hire applications represent 56% of that total. Head Start staff also experienced significant turnover with 328 staff members leaving in 2022 out of a total 1,380 staff members (24% turnover); 78 reported leaving for higher compensation.16 As shown in Figure 4 above, MTDLI estimates 99% of the 545 annual job openings for child care workers are due to employee turnover and retirements. Child care workers experience higher rates of turnover and labor force exits than the average occupation in Montana.17 Low compensation hinders broad professionalization of the child care workforce. There is a tension between the need to provide high-quality early learning and development experiences to children through highly trained, educated, credentialed, and experienced staff, and the low wages paid in 6 Figure 7. Child care worker wages by area, 2022. 13 Center for the Study of Child Care Employment, UC Berkeley, State Profiles: Montana. https://cscce.berkeley.edu/workforce-index- 2020/states/montana/. 14 MTDLI, 2022 Wages. 15 Montana Early Childhood Project, Montana State University, Profile Summary Fact Sheet, Q3 2022. 16 Head Start, 2022 Program Information Report. 17 MTDLI 2022 – 2032 Occupational Employment Projections. 14 Area Montana Billings MSA West (balance of state) Southwest (balance of state) Missoula MSA Great Falls MSA East-central (balance of state) Mean Hourly $12.73 $12.97 $12.91 $12.65 $12.60 $12.77 $12.37 Median Hourly Mean Annual Median Annual $12.84 $12.60 $12.97 $12.84 $12.65 $13.11 $12.14 $26,480 $26,980 $26,860 $26,300 $26,200 $26,570 $25,720 $26,720 $26,210 $26,980 $26,720 $26,310 $27,270 $25,260 227 The ECE certificate program has created an important pipeline for ECE staff to enter the workforce. Retainment in the Montana workforce one year after certification is 96%, the highest of any certification Post-secondary ECE graduates have high retention in the Montana labor market. ECE Associate’s degree earners have higher retention rates than ECE Bachelor’s graduates. Over 85% of ECE graduates work in Montana a year after graduation, compared to 69% retention among graduates across all programs. ECE graduates with higher levels of education also report earning more income. The income premium for bachelor’s degree attainment compared to an associate degree is 20% one year after graduation and 34% after ten years.20 the sector. Overall, less than one-third of ECE staff in the statewide registry have a degree beyond a high school diploma.18 One percent (1%) of practitioner registry participants had a director’s credential.19 Among staff on the statewide ECE registry as of October 12, 2022, 40% were participating at Level 1, as shown in the figure below. Level 1 participants must have at least high school diplomas or equivalent and are working in ECE settings, but do not have additional related training or education. 7 Figure 8. Number of registry participants by Career Path level Figure 9. Early childhood education post-secondary workforce outcomes by degree type Source: DOR, OCHE, RMC, CC, UP, and apprenticeship income data match summarized by MTDLI. Real income reported in 2021dollars using the CPI-U. Percent filing resident or non-resident Montana income taxes. 18 Montana Early Childhood Project, Montana State University, Profile Summary Fact Sheet, Q3 2022. 19 Montana Early Childhood Project, Montana State University, ECP Quarterly Report, Q4 2021-2022. 20 Amy Watson, Montana Department of Labor and Industry, Montana Post-Secondary Workforce Report: A Report on Workforce Needs and Labor Market Outcomes of Graduates, October 2022. https://lmi.mt.gov/_docs/Publications/LMI-Pubs/Special-Reports-and-Studies/MTCollegeReport2022.pdf. Membership Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7 Level 8 Level 9 Level 10 Degree Certificate (CDA) Associate degree Bachelor's degree 311 (8%) 178 (5%) 164 (5%) 47 (2%) 48 (2%) 181 (5%) 67 (2%) 4 380 (8%) 1354 (27%) 1 Year After 10 Years After 1997 (40%) Annual Income Growth Rate 3% 3% 3% Number of staff by level of certification on the statewide ECE registry % Filing Median 96% 89% 87% Median Income $22,869 $24,760 $30,213 % Filing Median 73% 81% 74% Median Income $29,605 $32,026 $40,331 228 We do not have data on the true cost of providing child care in Montana. Montana uses a market rate study to understand the advertised cost of care (fees charged to parents), from which the child care subsidy reimbursement rate is calculated (75% of the market rate, with the intention that families using subsidies would have access to 3 out of 4 available child care slots or programs22). The market rate relies on centers and home-based providers reporting their full-time and part-time advertised rates for infants, toddlers, pre-school age, and school-age children throughout the state. Montana’s reimbursement rates are shown in the table below. The Early Childhood Project, Higher Education Consortium, and DPHHS are updating the career ladder to recognize a broader array of education, training, experience, and licensure. These updates are in response to consistent feedback from child care staff and directors about frustration with the current structure not reflecting the diversity of training and experience that Montana’s ECE staff bring to child care programs. Expanding the combinations education, training, or experience that allows people to be hired into and move along an ECE career path will provide a pathway for increased earnings as well as increased stability in the workforce over time. Within this career work, ECP, DPHHS, and partners are creating pathways for motivated individuals to move along the ECE career ladder quickly can encourage staff retention, increase wages, and improve quality. The low starting salaries and staff retention challenges in the ECE profession make it all the more exciting for child care directors when they find skilled, motivated staff who want to move along the career ladder. However, providers are frustrated by their inability to support staff in moving more quickly up the levels in the state workforce registry, especially when it comes to being able to promote them to lead teacher and offer an associated wage increase. Providing incentives, accelerated professional development and training programs, and other opportunities for more rapid advancement through levels would support career development for motivated individuals and increase stability in the ECE workforce. DPHHS, CCRRs, Head Start, Raise Montana, and Zero to Five Montana are coordinating their systems work around the child care workforce to maximize impact and efficiency. Head Start and Early Head Start build a workforce pipeline by recruiting current and former parents. As of October 2022, over one-third of Head Start and Early Head Start staff in the state of Montana are parents who currently or previously had children attend a Head Start or Early Head Start program. Additionally, Head Start/Early Head Start programs are braiding state and federal resources to increase staff compensation through Federal Office of Head Start initiatives. program in the state. However, wages for ECE certificate holders start lower than any other profession with a certification program and the income growth rate over 10 years is among the slowest in any profession.21 8 EFFORTS TO INCREASE ECE WORKFORCE CAPACITY AND STABILITY • • • • COST OF PROVIDING CARE 21 Amy Watson, Montana Department of Labor and Industry, Montana Post-Secondary Workforce Report: A Report on Workforce Needs and Labor Market Outcomes of Graduates, October 2022. https://lmi.mt.gov/_docs/Publications/LMI-Pubs/Special-Reports-and-Studies/MTCollegeReport2022.pdf. 22 Bipartisan Policy Center, Early Childhood Initiative, The Limitations of Using Market Rates for Setting Child Care Subsidy Rates, May 2020. https://bipartisanpolicy.org/download/?file=/wp-content/uploads/2020/06/Limitations_of_Market_Rate_Surveys_for_Child_Care_Brief_FINAL1.pdf. 229 While market rates provide important information, they do not necessarily represent the true or full cost of providing care. Programs must charge what families can pay to fill slots, which does not usually include the full costs required to meet staff, health, and safety requirements. The 2020 Bipartisan Policy Center report cites two national studies comparing the estimated cost of infant care and the price charged to families for that care as: Cost of care varies by service model, but more funding does not mean higher wages or less staff turnover. Certain models of ECE, like those that focus on family engagement, integrated health, and social-emotional development, cost more to provide. Providers that are supported by federal funds, like Head Start and Early Head Start, receive more financial support per child than is charged on average by centers or home-based providers. For example, Early Head Start in Montana receives over $17,000 per child from Head Start25, one of the highest rates in the country, and Head Start receives around $12,500 per child.26 However, despite receiving more financial support more per child, Head Start and Early Head Start staff salaries are commensurate with those of all other ECE staff in the state. A Head Start teacher in Montana is required to have a bachelor’s degree and yet makes less than $30,000 per year on average. Low wages contribute to Montana having one of the highest staff turnover rates (over 20%) for both Head Start and Early Head Start staff.27 Home-based providers face the opposite problem, with many fixed costs despite offering a different model of care and charging less on average than centers. Home-based providers are required by federal and state law to take on many of the same costs as larger centers, including insurance, adaptation of facilities to meet safety and quality standards, and training and professional development investments. However, home-based providers generally charge less than centers. Reduced requirements for home-based facilities that align with the reality of home-based providers could decrease some of these costs. 9 Figure 10. Montana Best Beginnings Child Care Scholarship reimbursement rates effective July 1, 2021 Figure 11. National estimated cost of infant care compared to market rates charged to parents in center and home-based provider settings24 23 https://dphhs.mt.gov/ecfsd/childcare/ecsbproviders. 24 Bipartisan Policy Center, Limitations of Using Market Rates. 25 Head Start and Early Head Start programs are free for families. 26 Friedman-Krauss, A. H., Barnett, W. S., & Duer, J. K. (2022). The State(s) of Head Start and Early Head Start: Looking at Equity. New Brunswick, NJ: National Institute for Early Education Research. https://nieer.org/states-of-head-start-early-head-start-looking-at-equity. 27 Ibid. 23 Center Group Family FFN RCE Base-level infant care High-quality infant care Full day $45.00 $35.00 $35.00 $29.75 $26.25 Cost of care $14,700 $27,100 Ages 3 up to 6 Center fee $11,444 ($3,256 below cost) $11,444 ($15,656 below cost) Ages 6 and older Home-based fee $8,348 ($6,352 below cost) $8,348 ($18,752 below cost) Half day $27.00 $21.00 $21.00 $17.85 $15.75 Ages 0 up to 3 Half day $24.00 $19.80 $21.00 $17.85 $15.75 Full day $40.00 $35.00 $35.00 $29.75 $26.25 Half day $22.80 $19.80 $19.80 $16.83 $14.85 Full day $40.00 $33.00 $30.00 $25.50 $22.50 230 Child care availability impacts workforce participation. The 2020 survey of Montana households with children under 6 showed that many parents are unable to fully participate in the workforce because of child care challenges (high cost of care, care availability/adequacy), specifically in the previous year:28 • 62% of respondents missed time from work. • 26% declined further education or training. • 22% turned down a job offer. • 15% changed from full-time to part-time work. • 12% quit their job. 28 Providing shared services and discounted purchasing can decrease costs, especially for home-based providers. Discounts negotiated for groups of child care providers can decrease the cost of care. Raise Montana provides shared and discounted purchasing for many common supplies and services needed by all types of child care providers. Currently, most discounts are for food, books, and educational supplies. Shared services like substitute teacher placement and software licenses can improve the efficiency of child care businesses. Raise Montana provides a substitute service that any licensed child care provider can use to find qualified substitutes. Raise also offers discounted rates on child care management and family engagement software as well as on payroll services. Pooled costs for employee benefits can improve ECE staff retention. Raise Montana provides a low-cost telehealth service that child care providers/owners can offer to their employees as an additional benefit. For home-based providers, who generally have only a few employees, the cost is $10/month (up to 9 employees). For the largest centers (those with 20-29 employees) the cost is $100/month. Both medical consultations and behavioral sessions are available through telehealth. The ARPA child care stabilization and innovation grants discussed were used to support child care programs in paying part of the cost of care to stabilize the market and provide opportunities for innovative approaches to service delivery. Zero to Five Montana is leading work to develop collaborative, public-private strategies to increase investment in child care. Various community frameworks and toolkits are being implemented including child care cooperatives and child care business hobs of resources. Nine communities participated in the Community and Employer Innovations Pilot project, which brings together community stakeholders and the business community to identify sustainable solutions to expanding child care capacity and thus stabilizing the local workforce. Montana Child Care Business Connect is a statewide resource hub for employers, community members, and child care providers. Eleven communities are participating and reporting a positive impact on child care capacity. 10 EFFORTS TO REDUCE COST OF CARE • • GENERAL WORKFORCE IMPACTS OF LIMITED CHILD CARE CAPACITY BBER, Lost Possibilities. 231 The table below shows the impacts by household type, with the most significant differences existing between households with lower and higher incomes as well as by race. Over half of the employers who responded to the 2022 Child Care Licensing survey say that child care availability (or lack thereof) limits employee recruitment (63%) and retention (55%). Employers who invest in child care consistently cite a return on that investment, with the main benefits being “loyalty” and lower turnover, which saves employers money in training and new staff.30 The chart below shows the impact of family obligations for the workforce with children under 6 on their ability to participate in the labor force over time, specifically showing the percentage of parents who left the labor force or are working part-time or reduced hours. Parent participation has improved since the height of the pandemic but remains less than pre-pandemic levels. In 2022, an average of 22,800 Montana parents were unable to participate in the labor force due to family responsibilities and a lack of child care. 31 An additional 45,000 Montana parents were underemployed or reported working reduced hours in 2022 – which translates to 8% of the state’s labor force.32 Parents make up a significant and underutilized segment of the state’s workforce, many of whom would like to be more fully engaged in the labor market but are limited by a lack of access to consistent, affordable, high-quality child care. 11 a Difference significant at the 95% confidence level. Figure 12. Child care-related work problems experienced during the past year, by household type 29 BBER, Lost Possibilities. 30 Kristal Jones and Kirsten Smith, Child Care Licensing Assessment. 31 Current Population Survey, IPUMS monthly extract December 2022. Number of Montana parents who were not in the labor force due to family responsibilities. 32 Current Population Survey, IPUMS monthly extract December 2022. Number of Montana parents who reported working reduced hours in the past week. 29 Missed time from work Declined to pursue further education ortraining Turned down job offer Changed from full-time to part-time Quit job Declined a promotion American Indian 56% 47%a 37% a 18% 27% a 7% White 64% 24% a 22% a 15% 10% a 6% Urban 62% 26% 24% 17% 12% 5% Rural 62% 27% 19% 11% 10% 7& High 1/3 income 69% 21% a 12% a 10% a 5% a 5% Total 62% 26% 22% 15% 12% 6% Low 1/3 income 57% 38% a 36% a 24% a 26% a 8% 232 In total, nearly 70,000 parents were either not in the labor force, working part-time instead of full-time, or working reduced hours because they were taking care of family/ lack of child care. The number of parents unable to fully engage in the workforce has come down slightly since its peak in late 2020 but remains elevated compared to its pre-pandemic level. The workforce landscape has changed in the last three years. COVID-19 has changed what work looks like for some Montanans, with more remote and online work options available. Individuals who can work remotely are often choosing to work from home at least some of the time, despite workplaces reopening.34 Despite these changes, parents’ child care needs are the same. 12 Figure 13. Impact of inconsistent child care on parent participation in labor force 2017-2022 33 MTDLI analysis of U.S. Bureau of Labor Statistics Current Population Survey, IPUMS monthly extract through December 2022. 34 Kim Parker, Juliana Menasce Horowitz, and Rachel Minkin, Pew Research Center, COVID-19 Pandemic Continues to Reshape Work in America, February 2022. https://www.pewresearch.org/social-trends/2022/02/16/covid-19-pandemic-continues-to-reshape-work-in-america/. 33 233 There are significant efforts underway to address child care challenges related to capacity, child care workforce, cost of care, and the general workforce. These efforts are collaborative across DPHHS, Zero to Five Montana, Raise Montana, Child Care Resource and Referral Agencies, the Early Childhood Project, Head Start/Early Head Start programs, the Montana Head Start Association, businesses and business interests, and others. These efforts outlined in the sections above to increase child care workforce compensation, increase professional capacity, and address/reduce the cost of providing care will collectively increase child care capacity. 13 SUMMARY OF EFFORTS TO ADDRESS CHILD CARE CHALLENGES 234 In January 2024, more than 10,000 early childhood educators (ECE) from all states and settings—including centers, family child care homes, faith-based programs, Head Start, and public preschool programs—responded to a new ECE field survey from NAEYC. The survey results and accompanying stories illustrate the ongoing challenges facing this field, the exhaustion of providers, the clear benefits of public funding, and the need for additional support following the loss of federal funding that helped stabilize the sector before it expired in September 2023. 1/2 The problems are clear: As federal investments that have sustained the child care and early education sector expire, the structural challenges that have always plagued the sector have remained and grown. Program costs are rising, staff burnout and turnover remains high as wages remain too low, and already stretched families are having to pay more for the care they need. The result of these challenges is a reduced supply of high-quality care that everyone in our society—from families, to businesses, to communities—relies on to be successful. The solutions remain clear: Public investments in child care and early learning remain necessary to build an early childhood education system that works. Congress should follow the example of the 11 states and District of Columbia that have invested new and significant state funding to support early childhood educators and stronger state systems by passing robust, sustained investments that ensure programs and educators have the support they need to provide high quality care for all families with young children. “We Are NOT OK” MONTANA Early Childhood Educators and Families Face RisingChallenges as Relief Funds Expire February 2024 Here are some reflections from survey respondents in MT (Montana): “We can’t keep staff because they want more than we can pay. We can’t pay them what they are worth without raising tuition beyond what families can afford. The cost of living in Missoula has more than doubled.” - Director/Administrator “The ARPA money ended, and we raised tuition again. Normally we increase 2-3% each year to keep pace with the cost of living, but in the past two years, it has gone up 10-15% and we are pricing out the lower -middle income bracket.” - Director/Administrator “The cost of food has grown so much, and parents aren’t paying their bills on time anymore.” - Director/Administrator “We have no guaranteed income. When families are faced with not being able to pay for care our income decreases rapidly even though we are still working 5 consecutive 12-hour shifts. It’s a lose-lose for everyone.” - Early Childhood Educator Check out all of NAEYC’s surveys of the early childhood education field online at NAEYC.org/ece-workforce-surveys. 235 2/2Early Childhood Educators and Families Face Rising Challenges as Relief Funds Expire Here’s a brief summary of the survey data from MT (Montana): AMONG ALL RESPONDENTS: STATE AMONG CHILD CARE CENTER DIRECTORS AND FAMILY CHILD CARE OWNER/OPERATORS: NATIONAL Over the last 6 months... Compared to this time last year... Total sample size Total employed in family child care homes Total employed in child care centers Total sample of center directors and family child care owner/operator respondents working in child care centers and family child care homes 88 19 38 33 52% 45% 29% 74% 65% 49% 36% 60% 78% 60% 12% 55% 53% 51% 30% 55% 56% 48% 36% 49% 53% 46% 16% 32% 3,815 10,128 1,450 5,084 % indicating they are more burned out now % indicating their economic situation has improved % indicating their economic situation has worsened Supply % indicating their program was under-enrolled relative to capacity in the last 6 months % indicating that they raised tuition Staffing % indicating their program is experiencing a staffing shortage % indicating that they raised wages Co st s % indicating their rent costs went up % indicating their liability insurance costs went up % indicating their property insurance costs went up Supply % reporting at least one child care program in their community OPENING over the last year % reporting at least one child care program in their community CLOSING over the last year Methodology This online survey, created and conducted by NAEYC using SurveyMonkey, represents the responses of a non-randomized sample of 11,154 individuals working in early childhood education settings who completed the survey in English or Spanish between January 8-22, 2024. To generate a more representative national sample from the pool of responses, a probability proportional to size (PPS) methodology was used to pull samples by state that are benchmarked to the share of the total early childhood workforce by state. These shares were calculated by the authors from the Bureau of Labor Statistics May 2022 Occupational Employment and Wage Statistics (Codes: 11-9031, 25-2011, 25-2051, 39-9011). The final sample size for the national-level analysis is 10,128. In contrast, for the state-level analysis, the entire sample of responses from each state were used. We are unable to supply detailed analysis in states for which there are very small sample sizes across sub-groups. The survey links were shared widely through email newsletters, listservs, social media, and via partnerships, and 10 randomly selected respondents were provided with a $100 gift card and another 10 randomly selected respondents were provided complimentary registration to NAEYC’s February 2024 Public Policy Forum for participation in a sweepstakes. Given the constantly changing and widely varying nature of the crisis, the broad analysis from this survey is intended to present the experiences of the respondents, as captured in the moment that they take the survey, with extrapolations for the experiences of the field and industry at large. Additional information available at www.naeyc.org/ece-workforce-surveys 236 Memorandum REPORT TO:City Commission FROM:Kellen Gamradt, Engineer II Nicholas Ross, Director of Transportation and Engineering SUBJECT:Authorize the City Manager to Sign the Notice of Award and Contract Documents for the 2025 Curb and Sidewalk Improvements Project to Montana Excavation and Utilities LLC, for the Purpose of Replacing Curb, Gutter and Sidewalk on Various Streets within the City MEETING DATE:April 1, 2025 AGENDA ITEM TYPE:Agreement - Vendor/Contract RECOMMENDATION:Authorize the City Manager to Sign the Notice of Award and Contract Documents for the 2025 Curb and Sidewalk Improvements Project to Montana Excavation and Utilities LLC, in the Amount of $140,000.00. STRATEGIC PLAN:2.2 Infrastructure Investments: Strategically invest in infrastructure as a mechanism to encourage economic development. BACKGROUND:Attached is a copy of the Notice of Award for the above referenced project. The project generally includes: removing and replacing curb, gutter, driveway approaches and pedestrian ramps on South 6th Avenue between Cleveland and Arthur Street and spot sidewalk replacement on West Oak Street, Oliver Street and South 6th Avenue. The contract is to be completed within 60 calendar days of the issuance of the notice to proceed. Bids for the above-referenced project were opened on March 13, 2025 with 4 bids being submitted. The low bid was submitted by Montana Excavation and Utilities LLC in the amount of $140,000.00 for the base bid schedule 1, schedule 2, schedule 3 and miscellaneous work. The Bid Tabulation for the project is attached. This bid is commensurate with the work involved. Executed contract documents will be available online and retained in the City Clerk’s office. UNRESOLVED ISSUES:None ALTERNATIVES:As suggested by the Commission FISCAL EFFECTS:Funding has been appropriated in the FY26 budget as project SCR01 (Curb Spot Repair) for $124,400 and project STR75 (Annual Pedestrian Ramp Replacement) for $15,600 and paid for from the Street Reconstruction Fund and Street Maintenance Fund. 237 Attachments: Notice of Award to MT Excavation & Utilities - 2025 Curb & Sidewalk Project.pdf Bid Tab - 2025 Curb Sidewalk Improvements.pdf Report compiled on: March 14, 2025 238 NOTICE OF AWARD Dated: __________________________ TO: Montana Excavation and Utilities, LLC ADDRESS: 7 Foxway Lane, Livingston, MT 59047 PROJECT: City of Bozeman 2025 Curb Replacement Project CONTRACT FOR: Schedule 1, Schedule 2, Schedule 3, and Miscellaneous Work You are notified that your Bid dated March 13th, 2025, for the above Contract has been considered. You are the apparent Successful Bidder and have been awarded a Contract for the City of Bozeman 2025 Curb & Sidewalk Improvements Project. The Contract Price of your Contract is: one hundred forty throusand Dollars & 00/100 ($140,000.00). Three copies of the proposed Contract Documents accompany this Notice of Award. You must comply with the following conditions precedent within fifteen (15) days of the date of this Notice of Award, that is, by ________________ . 1. You must deliver to the OWNER 3 fully executed counterparts of the Agreement including all the Contract Documents and Drawings. 2. You must deliver with the executed Agreement the Contract Security (Bonds) as specified in the Instruction to Bidders (page 7), General Conditions (paragraph 5.01) and Supplementary Conditions (paragraph SC-5.02). 3. List other conditions precedent: You must deliver with the executed Agreement the Certificates of Insurance as specified in the General Conditions (paragraph 5.03) and Supplementary Conditions (paragraph SC-5.04). Failure to comply with these conditions within the time specified will entitle OWNER to consider your Bid abandoned, to annul this Notice of Award, and to declare your Bid Security forfeited. Within ten (10) days after you comply with these conditions, OWNER will return to you one fully signed counterpart of the Agreement with the Contract Documents attached. CITY OF BOZEMAN, MONTANA ATTEST: BY: __________________________________ BY: ____________________________ (CITY MANAGER) (CITY CLERK) DATE: _______________________________ 239 Name:Contractor #:Affirmation Form:Bid Bond:Base Bid Total: K2 Ventures 272233 x x $159,935.50 Montana Excavation and Utilities, LLC 275146 x x $140,000.00 AV Construction Inc 157351 x x $147,257.00 Treasure State Inc 157069 x x $160,660.00 Mike Maas Kellen Gamradt City Clerk Engineer II Bid Check:Delivered to Finance:Accepted By:Date: Bid Tab - 2025 Curb & Sidewalk Improvements Project These bids were opened and read before the undersigned at 2:00 pm on Tuesday, March 11th, 2025 Docusign Envelope ID: 11FD68CB-7AC4-4C13-8166-DF054F60E4B6 240576 Memorandum REPORT TO:City Commission FROM:Adam Oliver, Stormwater Program Manager Shawn Kohtz, Utilities Director SUBJECT:Authorize the City Manager to Sign a Professional Services Agreement with Montana State University for Open Channel Mapping MEETING DATE:April 1, 2025 AGENDA ITEM TYPE:Agreement - Agency/Non-profit RECOMMENDATION:Consent STRATEGIC PLAN:6.1 Clean Water Supplies: Ensure adequate supplies of clean water for today and tomorrow. BACKGROUND:The Municipal Separate Storm Sewer System (MS4) Permit requires Bozeman to create and update a of map stormwater system components and conveyances. In many areas, the geospatial data is out of date or rather coarse compared to modern standards. Modernizing this data set is valuable for stormwater modeling, development review, maintenance, and can inform a variety of other projects such as tree planting or transportation planning. City staff complete portions of this work in-house; however, there has been limited available staff time to work on this project recently. This Professional Services Agreement utilizes MSU staff and students who are already set up to work on this specific task and have the expertise and equipment to complete project deliverables this fiscal year. UNRESOLVED ISSUES:None ALTERNATIVES:As suggested by the Commission. FISCAL EFFECTS:The Commission approved the 2025 Biennium Budget, which included Stormwater operating budget for contracted services. The City’s procurement policy allows us to directly negotiate with other local governments and entities, such as MSU, to procure services more efficiently than would otherwise be possible. Staff have reviewed the PSA and Scope of Work and found the costs and services to be in accord with the budget and purpose. Project budget will not exceed $22,000. 241 Attachments: PSA with MSU for Open Channel Mapping.pdf Scope_OpenChannelMapping.pdf Report compiled on: March 18, 2025 242 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT is made and entered into this _____ day of ____________, 2025 (“Effective Date”), by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and, Montana State University (“MSU”), with a business address of P.O. Box 172420, Bozeman MT 59717, hereinafter referred to as “University.” The City and University may be referred to individually as “Party” and collectively as “Parties.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree as follows: 1. Purpose: City agrees to enter this Agreement with University to perform for City services described in the Scope of Services attached hereto as Exhibit A and by this reference made a part hereof. 2. Term/Effective Date: This Agreement is effective upon the Effective Date and will be effective until June 30, 2025. 3. Scope of Services: University will perform the work and provide the services in accordance with the requirements of the Scope of Services. For conflicts between this Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement governs. 4. Payment: City agrees to pay University the amount specified in the Scope of Services. Any alteration or deviation from the described services that involves additional costs above the Agreement amount will be performed by University after written request by the City, and will become an additional charge over and above the amount listed in the Scope of Services. The City must agree in writing to any additional charges. 5. University’s Representations: To induce City to enter into this Agreement, University makes the following representations: a. University has familiarized itself with the nature and extent of this Agreement, the Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules, 243 and regulations that in any manner may affect cost, progress or performance of the Scope of Services. b. University represents and warrants to City that it has the experience and ability to perform the services required by this Agreement; that it will perform the services in a professional, competent and timely manner and with diligence and skill; that it has the power to enter into and perform this Agreement and grant the rights granted in it; and that its performance of this Agreement shall not knowingly infringe upon or violate the rights of any third party, whether rights of copyright, trademark, privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal, state and municipal laws. The City will not determine or exercise control as to general procedures or formats necessary to have these services meet this warranty. 6. Independent Contractor Status/Labor Relations: The parties agree that University is an independent contractor for purposes of this Agreement and is not to be considered an employee of the City for any purpose. University is not subject to the terms and provisions of the City’s personnel policies handbook and may not be considered a City employee for workers’ compensation or any other purpose. University is not authorized to represent the City or otherwise bind the City in any dealings between University and any third parties. University shall comply with the applicable requirements of the Workers’ Compensation Act, Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of Montana, Title 39, Chapter 71, MCA. University shall maintain workers’ compensation coverage for all members and employees of University’s business, except for those members who are exempted by law. University shall furnish the City with copies showing one of the following: (1) a binder for workers’ compensation coverage by an insurer licensed and authorized to provide workers’ compensation insurance in the State of Montana; or (2) proof of exemption from workers’ compensation granted by law for independent contractors. In the event that, during the term of this Agreement, any labor problems or disputes of any type arise or materialize which in turn cause any services to cease for any period of time, University specifically agrees to take immediate steps, at its own expense and without expectation of reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific steps University shall take shall be left to the discretion of University; provided, however, that University shall bear all costs of any related legal action. University shall provide immediate relief to the City so as to permit the services to continue at no additional cost to City. 244 7. Insurance: Montana State University, as a state agency, warrants and represents that it is self-funded for liability insurance, both public and property, with such protection being limited to the officers, employees, servants and agents of Montana State University while acting within the scope of their employment. University will maintain such liability, property, automobile, and worker's compensation insurance required for state agencies under Title 2, Ch. 9, MCA. 8. Termination for University’s Fault: a. If University refuses or fails to timely do the work, or any part thereof, or fails to perform any of its obligations under this Agreement, or otherwise breaches any terms or conditions of this Agreement, the City may, by written notice, terminate this Agreement and the University’s right to proceed with all or any part of the work (“Termination Notice Due to University’s Fault”). The City may then take over the work and complete it, either with its own resources or by re-letting the contract to any other third party. b. In the event of a termination pursuant to this Section 8, University shall be entitled to payment only for those services University actually rendered. c. Any termination provided for by this Section 8 shall be in addition to any other remedies to which the City may be entitled under the law or at equity. d. In the event of termination under this Section 8, University shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 9. Termination for City’s Convenience: a. Should conditions arise which, in the sole opinion and discretion of the City, make it advisable to the City to cease performance under this Agreement, the City may terminate this Agreement by written notice to University (“Notice of Termination for City’s Convenience”). The termination shall be effective in the manner specified in the Notice of Termination for City’s Convenience and shall be without prejudice to any claims that the City may otherwise have against University. b. Upon receipt of the Notice of Termination for City’s Convenience, unless otherwise directed in the Notice, the University shall immediately cease performance under this Agreement and make every reasonable effort to refrain from continuing work, incurring additional expenses or costs under this Agreement and shall immediately cancel all existing orders or contracts upon terms satisfactory to the City. University shall do only 245 such work as may be necessary to preserve, protect, and maintain work already completed or immediately in progress. c. In the event of a termination pursuant to this Section 9, University is entitled to payment only for those services University actually rendered on or before the receipt of the Notice of Termination for City’s Convenience. d. The compensation described in Section 9(c) is the sole compensation due to University for its performance of this Agreement. 10. Limitation on Damages; Time for Asserting Claim: a. In the event of a claim for damages by University under this Agreement, University’s damages shall be limited to contract damages. b. In the event University wants to assert a claim for damages of any kind or nature, University shall provide City with written notice of its claim, the facts and circumstances surrounding and giving rise to the claim, and the total amount of damages sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the claim. In the event University fails to provide such notice, University shall waive all rights to assert such claim. c. Neither Party shall be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature. 11. Representatives and Notices: a. City’s Representative: The City’s Representative for the purpose of this Agreement shall be Adam Oliver, Stormwater Program Manager, or such other individual as City shall designate in writing. Whenever approval or authorization from or communication or submission to City is required by this Agreement, such communication or submission shall be directed to the City’s Representative and approvals or authorizations shall be issued only by such Representative; provided, however, that in exigent circumstances when City’s Representative is not available, University may direct its communication or submission to other designated City personnel or agents as designated by the City in writing and may receive approvals or authorization from such persons. b. University’s Representative: The University’s Representative for the purpose of this Agreement shall be Jackson Rose, Assistant Director, Geospatial Core 246 Facility, or such other individual as University shall designate in writing. Whenever direction to or communication with University is required by this Agreement, such direction or communication shall be directed to University’s Representative; provided, however, that in exigent circumstances when University’s Representative is not available, City may direct its direction or communication to other designated University personnel or agents. c. Notices: All notices required by this Agreement shall be in writing and shall be provided to the Representatives named in this Section. Notices shall be deemed given when delivered, if delivered by courier to Party’s address shown above during normal business hours of the recipient; or when sent, if sent by email or fax (with a successful transmission report) to the email address or fax number provided by the Party’s Representative; or on the fifth business day following mailing, if mailed by ordinary mail to the address shown above, postage prepaid. 12. Permits: University shall provide all notices, comply with all applicable laws, ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman business license, and inspections from applicable governmental authorities, and pay all fees and charges in connection therewith. 13. Laws and Regulations: University shall comply fully with all applicable state and federal laws, regulations, and municipal ordinances including, but not limited to, all workers’ compensation laws, all environmental laws including, but not limited to, the generation and disposal of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and State building and electrical codes, the Americans with Disabilities Act, and all non- discrimination, affirmative action, and utilization of minority and small business statutes and regulations. 14. Web Accessibility and the ADA: Title II of the ADA prohibits discrimination against people with disabilities in all services, programs, and activities offered or made available by the City. This includes ensuring that the City’s communications with people with disabilities are as effective as its communications with others. If University’s Scope of Services includes the production of digital content, documents, or web applications intended to be branded for use by the City, University must use the City style guide when creating a design. As per recommendations found in Section 508 of the Rehabilitation Act, all digital content, documents, or web applications must also adhere to level A and AA Success Criteria and Conformance Requirements as defined by the current Web Content Accessibility Guidelines (WCAG). 247 The City will not accept digital content that does not comply with WCAG A and AA guidelines. If the City refuses digital content because it is non-compliant with the City style guide, Section 508 of the Rehabilitation Act, and/or WCAG, University will be required to make the digital content compliant and redelivered at no additional cost to the City. 15. Nondiscrimination and Equal Pay: The University agrees that all hiring by University of persons performing this Agreement shall be on the basis of merit and qualifications. The University will have a policy to provide equal employment opportunity in accordance with all applicable state and federal anti-discrimination laws, regulations, and contracts. The University will not refuse employment to a person, bar a person from employment, or discriminate against a person in compensation or in a term, condition, or privilege of employment because of race, color, religion, creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation, gender identity, physical or mental disability, except when the reasonable demands of the position require an age, physical or mental disability, marital status or sex distinction. The University shall be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United States Code, and all regulations promulgated thereunder. University represents it is, and for the term of this Agreement will be, in compliance with the requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act). University must report to the City any violations of the Montana Equal Pay Act that University has been found guilty of within 60 days of such finding for violations occurring during the term of this Agreement. University shall require these nondiscrimination terms of its subcontractors providing services under this Agreement. 16. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: University shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs, by any employee or agent engaged in services to the City under this Agreement while on City property or in the performance of any activities under this Agreement. University acknowledges it is aware of and shall comply with its responsibilities and obligations under the U.S. Department of Transportation (DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City shall have the right to request proof of such compliance and University shall be obligated to furnish such proof. The University shall be responsible for instructing and training the University's employees and agents in proper and specified work methods and procedures. The University shall provide continuous inspection and supervision of the work performed. The University is responsible for instructing its employees and agents in safe work practices. 248 17. Modification and Assignability: This Agreement may not be enlarged, modified or altered except by written agreement signed by both parties hereto. The University may not subcontract or assign University’s rights, including the right to compensation or duties arising hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound by all of the terms and conditions of this Agreement. 18. Reports/Accountability/Public Information: University agrees to develop and/or provide documentation as requested by the City demonstrating University’s compliance with the requirements of this Agreement. University shall allow the City, its auditors, and other persons authorized by the City to inspect and copy its books and records for the purpose of verifying that the reimbursement of monies distributed to University pursuant to this Agreement was used in compliance with this Agreement and all applicable provisions of federal, state, and local law. The University shall not issue any statements, releases or information for public dissemination without prior approval of the City. 19. Non-Waiver: A waiver by either party of any default or breach by the other party of any terms or conditions of this Agreement does not limit the other party’s right to enforce such term or conditions or to pursue any available legal or equitable rights in the event of any subsequent default or breach. 20. Attorney’s Fees and Costs: The Parties shall each be responsible for their own costs and attorneys’ fees in the event it becomes necessary for either Party to retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice required herein. 21. Taxes: University is obligated to pay all taxes of any kind or nature and make all appropriate employee withholdings. 22. Dispute Resolution: a. Any claim, controversy, or dispute between the parties, their agents, employees, or representatives shall be resolved first by negotiation between senior-level personnel from each party duly authorized to execute settlement agreements. Upon mutual agreement of the parties, the parties may invite an independent, disinterested mediator to assist in the negotiated settlement discussions. b. If the parties are unable to resolve the dispute within thirty (30) days from the date the dispute was first raised, then such dispute may only be resolved in a court of competent jurisdiction in compliance with the Applicable Law provisions of this Agreement. 249 23. Headings: The headings used in this Agreement are for convenience only and are not be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to which they refer. 24. Severability: If any portion of this Agreement is held to be void or unenforceable, the balance thereof shall continue in effect. 25. Applicable Law: The parties agree that this Agreement is governed in all respects by the laws of the State of Montana. 26. Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs, legal representatives, successors, and assigns of the parties. 27. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or enforced by a third party. 28. Counterparts: This Agreement may be executed in counterparts, which together constitute one instrument. 29. Integration: This Agreement and all Exhibits attached hereto constitute the entire agreement of the parties. Covenants or representations not contained herein or made a part thereof by reference, are not binding upon the parties. There are no understandings between the parties other than as set forth in this Agreement. All communications, either verbal or written, made prior to the date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this Agreement by reference. 30. Consent to Electronic Signatures: The Parties have consented to execute this Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act, Title 30, Chapter 18, Part 1, MCA. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** 250 IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written or as recorded in an electronic signature. CITY OF BOZEMAN, MONTANA MONTANA STATE UNIVERSITY By________________________________ By__________________________________ Chuck Winn, Interim City Manager Print Name: _____________________ Print Title:_______________________ APPROVED AS TO FORM: By_______________________________ Greg Sullivan, Bozeman City Attorney 251 Exhibit A Scope of Services Project – Bozeman Open Channel Mapping Project Team: •Project Lead – Jackson Rose, Assistant Director, Geospatial Core Facility, Montana StateUniversity •Project Partner– Adam Oliver, Stormwater Program Manager, City of Bozeman Tasks, Deliverables, and Timelines: Task 1. Remapping open channels in the City of Bozeman •DeliverablesoA flash drive with the updated BozemanHydrology layer and GPS field data points. Existing open channel features will be updated using the latest City ofBozeman LiDAR and Aerial Imagery datasets. The focus of this projectphase is on areas immediately adjacent to the City limits in the Northwestand Southwest regions (see Page 2, Figure 1). All updated features have a horizontal accuracy within the 1.0-meterthreshold requested by the City GIS Dept. In areas where existing datasets are insufficient for precise updates or edits,the GCF will undertake fieldwork to ground survey the accurate locations ofopen channels.o Detailed metadata for each updated open channel feature, including data sources,accuracy assessments, and any fieldwork notes. o A summary report upon completion, detailing the changes made, any challengesfaced, and recommendations for future updates. •Timeline – All deliverables are to be completed and delivered to the City by June 2nd, 2025. Project Estimate: Estimated Budget = $19,225.00 (see budget below) Service Service Detail Rate Units Sub Total Data Services Waterway feature updates $75 160 hrs $12,000 Standard Surveying/Mapping Field Surveys $80 40 hrs $3,200 Travel Field truck usage $205 5 days $1,025 Project Management Reporting and documentation $75 40 hrs $3,000 Total $19,225 Billing: Billing and payment will reflect actual units required for the project and the project budget may be increased on a pro rata basis as defined in the table above, not to exceed $22,000 in total. All payments shall be made payable to MONTANA STATE UNIVERSITY at the following address: MSU Office of Research Attn: GCF/Emily Elias PO Box 172460 Bozeman, MT 59717 252 Figure 1 – Previously completed remapping work and 2025 focus areas 253 Memorandum REPORT TO:City Commission FROM:Bob Murray, Project Engineer Nicholas Ross, Director of Transportation and Engineering SUBJECT:Authorize City Manager to Sign an Amendment 1 with Morrison Maierle for the North 27th Avenue (Baxter to Cattail) Improvements Project MEETING DATE:April 1, 2025 AGENDA ITEM TYPE:Agreement - Vendor/Contract RECOMMENDATION:Authorize City Manager to sign Amendment No.1 with Morrison Maierle for the North 27th Avenue (Baxter to Cattail) Improvements Project. STRATEGIC PLAN:4.3 Strategic Infrastructure Choices: Prioritize long-term investment and maintenance for existing and new infrastructure. BACKGROUND:Attached is a copy of the Amendment No. 1 with Morrison Maierle for the North 27th Avenue (Baxter to Cattail) Improvements Project. The document is in the City’s standard format. The original professional services agreement for the project only included the predesign task. That task included the surveying, geotechnical investigation, a traffic impact analysis, selection of intersection control, completion of preliminary layouts of utilities, lighting, and stormwater, typical sections, wetland delineation and provided an updated project cost estimate. This amendment is to add the preliminary and final design phase services for the project. The project includes all complete street improvements for the roadway between Baxter and Cattail, installation of a signal at the Baxter intersection, and a roundabout at the Cattail intersection. UNRESOLVED ISSUES:None ALTERNATIVES:As suggested by the City Commission FISCAL EFFECTS:$398,221.00 from the Street Impact Fee Fund (SIF118). The project is included in the FY25 approved budget at $8,611,200. Attachments: N 27th Prelim and Final Design PSA Amendment 1 V2.pdf Report compiled on: March 19, 2025 254 255 1 AMENDMENT NO. 1 TO PROFESSIONAL SERVICES AGREEMENT FOR N 27th Avenue (Baxter Lane to Cattail Street) MMI. No. 0417.096 THIS IS AN AGREEMENT made as of ____________________________, 2025, between THE CITY OF BOZEMAN, a Municipal Corporation, P.O. Box 1230, Bozeman, Montana, 59771 (OWNER) and Morrison-Maierle, Inc., 2880 Technology Blvd West, Bozeman, Montana, 59718 (ENGINEER). WHEREAS the parties previously entered into a Professional Services Agreement dated April 2, 2024, herein referred to as the Original Agreement, for professional engineering services for the N 27th Avenue (Baxter Lane to Cattail Street) Project; and WHEREAS, the scope of the Original Agreement included services for the pre-design services for the Project; and WHEREAS, the parties desire to amend the Agreement to include preliminary and final design services for the Project. NOW, THEREFORE, IN CONSIDERATION OF THE MUTUAL COVENANTS CONTAINED HEREIN, the parties agree as follows: The conditions and provisions set forth in the attached EXHIBIT C-2 – Scope of Work – Preliminary and Final Design Services and EXHIBT D-2 ENGINEERING FEE ESTIMATE are hereby incorporated in and made part of this Agreement. Article 1 - Engineering Services Section 1.3 is added to the Original Agreement as follows: 1.3 Services for preliminary design and final design engineering services for the project. Refer to Exhibit C-2. Article 4 – Basic Engineering Services Sections 4.2, and 4.3 are added to the Original Agreement as follows: 4.2 PRELIMINARY DESIGN PHASE After acceptance of the pre-design report and receipt of written authorization to proceed with the Preliminary Design Phase, ENGINEER shall: 4.2.1. In consultation with OWNER determine general scope, extent and character of the Project. 256 2 4.2.2. ENGINEER shall then prepare a Preliminary Design Report, preliminary plans and specifications and a written description for the Project. 4.2.3. Preliminary Design Report: Specific items to be addressed in the design report will include, but not be limited to: 4.2.3.1. Summary of construction requirements with appropriate drawings for each task included in the project. 4.2.3.2. Plans for providing water and sewer services for affected properties during construction. 4.2.3.3. Summary geotechnical report for specific tasks, if needed. 4.2.3.4. Special design considerations for Project tasks with conditions not covered in standard construction methods or specifications. 4.2.3.5. A traffic control plan for each project task, if necessary. 4.2.4. Design and Construction Survey: The ENGINEER shall conduct a design field survey of the project areas, as necessary, for locating existing utilities (such as gas, power, telephone, TV cables, water and sewer lines, irrigation facilities, fences, and approach driveways), existing right-of-way and easements, and making measured drawings of or investigating conditions of existing facilities. The ENGINEER shall provide suitable horizontal and vertical reference control points for the construction phase. 4.2.5. Permits and Rights-of-Way: The ENGINEER shall obtain approved permits, licenses, and/or easement agreements from private landowners and any other agencies or entities requiring similar approvals prior to bidding. These approvals will be coordinated with the OWNER and will be made on easement and permit documents approved by the OWNER. Information and easement descriptions provided in the Basic Engineering Services will be based on data available from design surveys and courthouse records. The ENGINEER’s effort associated with this item is limited to items identified in the Scope attached as Exhibit C-2. 4.2.6. Geotechnical Explorations and Analysis: As identified in Exhibit C-2, the ENGINEER shall conduct such geotechnical explorations and analysis as necessary for project design and bidding. A geotechnical report will be prepared with recommendations relating to conditions pertinent to the design and construction of the Project. Subsurface information will be obtained by reviewing any existing geotechnical data available and using additional backhoe test pits and soil borings as necessary. The ENGINEER shall furnish copies of a geotechnical report as requested to OWNER for use by OWNER and Contractors, and review the results of the report with Contractors in a pre-bid meeting. The report is to be prepared for design purposes; ENGINEER will not be responsible if it is used by others for other purposes. 4.2.7. Preliminary Plans and Specifications. Prepare preliminary construction plans and specifications with information which addresses the special features of each project task. 4.2.8. Based on the information contained in the preliminary design documents, ENGINEER will submit a revised opinion of probable Total Project Costs to the OWNER. 4.2.9. ENGINEER shall prepare and furnish complete paper and electronic copies of preliminary bidding documents and design report as requested to OWNER and at the same time furnish copies as directed by OWNER to agencies and/or parties having regulatory responsibilities or direct financial participation in any part of the Project; provide any technical criteria, written descriptions and design data necessary for securing permits or approval from authorities having jurisdiction to review and approve the design, and assist owner in securing such approvals; and review documents in person with OWNER and review authorities, and, if necessary, conduct a plan-in-hand site review. All changes agreed to between ENGINEER and OWNER will be noted in a memorandum from the ENGINEER to the OWNER and incorporated into the final plans and specifications. 257 3 The Preliminary Design Phase will be completed and submitted within 60 calendar days following written authorization from OWNER to ENGINEER to proceed with that phase of services. 4.3 FINAL DESIGN PHASE After written authorization to proceed with the Final Design Phase, ENGINEER shall: 4.3.1. On the basis of the accepted Preliminary Design documents and the revised opinion of probable Total Project Costs, prepare for incorporation in the Contract Documents final drawings and Technical Specifications of sufficient detail to show the general scope, extent and detailed character of the work to be furnished and performed by the Contractor(s) suitable for use in the project bidding and construction. 4.3.2. Advise OWNER of any adjustments to the latest opinion of probable Total Project Costs caused by changes in general scope, extent or character or design requirements of the Project or Construction Costs. Furnish to OWNER a revised opinion of probable Total Project Costs based on the Drawings and Specifications. 4.3.3. Prepare for review and approval by OWNER, its legal counsel and other advisors, contract agreement forms, general conditions and supplementary conditions, and (where appropriate) bid forms, invitations to bid and instructions to bidders, special provisions, technical specifications, and standard drawings, and other related contract documents in conformance with the latest edition of the Montana Public Works Standard Specifications (MPWSS) and City of Bozeman Modifications to MPWSS adopted by the City of Bozeman. 4.3.4. Furnish OWNER six copies and an electronic copy of the Contract Documents (including design drawings, specifications and contracts). The Final Phase will be complete and submitted within 30 calendar days following written authorization from OWNER to ENGINEER to proceed with that phase of services. Article 6 - Compensation For Engineering Service Article 6.1 and 6.2 of the agreement are amended as follows: 6.1 LUMP SUM AGREEMENT FOR BASIC SERVICES AND EXPENSES OF ENGINEER 6.1.1 Payment. The OWNER shall for design phase services performed as Basic Engineering Services under section 4.2 through 4.3 of this Agreement pay a total sum in the amount of $ 398,221.00 for such services. 6.1.2 Payment Schedule. Total cumulative payments for the design phase engineering services (section 4.1) shall not exceed the following ceilings: $ 358,399.00 (90% of design fee) until the Preliminary Plans and Specifications have been submitted to the OWNER. $ 398,221.00 (100% of design fee) until the Final Plans and Specifications are accepted by the OWNER. 6.1.3 General. Engineer shall submit monthly statements for services rendered. The statements shall be based upon Engineer's estimate of the proportion of the total services actually completed at the time of billing, subject to any limitations on Payments based on completion of tasks or specific retainage requirements pursuant to the payment provisions of this Agreement. 6.1.4 Reimbursable Expenses. Only those expenses specifically identified for payment under section 6.2 of this Agreement are reimbursable. All other design related expenses are included in the Lump Sum Payment for the Basic services (4.1 through 4.3) and are not separately reimbursable. Additional Services specifically identified under the scope of design services for payment under 6.1 are not separately reimbursable. 258 4 Except as specifically amended herein, the Original Agreement shall remain in full force and effect and the parties shall be bound by all terms and conditions therein. In witness whereof, the Parties hereto do make and execute this Agreement. CITY OF BOZEMAN, MONTANA MORRISON-MAIERLE, INC. BY:________________________ BY: Travis Eickman, PE (City Manager) (Vice-President) DATE:_____________________ DATE:________________________ ATTEST: BY:______________________ (City Clerk) N:\0417\096 - N. 27th\01 Project Management\Contracts\Prelim and Final Design\PSA Amendment 1 V2.docx 259 1 EXHIBIT C-2 North 27th Avenue (Baxter to Cattail) Scope of Work – Preliminary and Final Design Services March 12, 2025 Task 2.1 – Project Management This task includes general project management for this phase of the project. Task 2.2 – Pickup Survey and Right of Way Exhibits This task includes updating and finalizing the survey. Subtasks include the following: • Expand the topographic survey database to cover additional needs on the north and south ends of the project. • Processing field data and update the base map for design purposes. • Preparing right of way and construction permit area exhibits for 7 parcels. If additional parcels are required, the work will be additional effort. Also included is effort associated with landowner discussions for 5 of the 7 parcels. Scope includes specifically work associated with the following items: o Developing easement documents and discussions with private landowners of property identified as Film 11 Page 789, Flim 3 Page 49, Tract 1 COS 2856, and Remainder of Lot 3 Minor Subdivision No. 210. It is anticipated that these property owners desire the project and thus are wiling to grant easements, it is possible that this work item may need to expand if initial efforts do not result in success. o Coordination with the City’s right of way consultant and preparation of exhibits for easements and construction easements for Lot 12-C-1 Plat J-423-C and the West Winds Open Space parcel. Task 2.3 – Preliminary Roadway Design This task includes roadway design. Subtasks include the following: • Vertical Alignment – Finalize roadway vertical alignment, and complete final roadway grading. • Typical Sections – Update Pre-Design plan roadway typical sections and develop additional typical sections as needed for the project. • Intersection Geometrics – Finalize geometry and grading of the intersections. Final layout of the future intersections to serve the adjacent properties in coordination with the adjacent property owners where possible. Curb ramp details will be prepared as needed for non- standard locations. • Preliminary roadway grading and roadway details. • Signing and Striping – Prepare signing and striping plans depicting all proposed sign locations, as well as pavement marking details. • Right of way and construction permit requirements will be identified as part of the roadway design tasks. 260 2 • Prepare 60% plan set submittal. Task 2.4 – Final Roadway Design This task includes design of the roundabout. Subtasks include the following: • Intersection layout refinement and design based on information regarding the needed location for future roads. • Finalize Typical Sections – Update roadway typical sections per the 60% comments as needed. • Finalize signing and striping plans • Finalize vertical alignment and grading • Finalize grading details • Prepare cross sections for designers use in confirming project construction limits. Cross section sheets will not be prepared for construction documents • Finalize right of way and construction permits layout based on preliminary design. The design team will provide baseline information to the City’s Right of Way Consultant for their use in preparing agreements and obtaining the property owners’ approvals for the West Winds and Winco parcels. For the other 5 parcels, the effort will include developing details and working with landowners relative to construction easements. • Preparation of 90% submittal roadway plans Task 2.5 – Signal and Corridor Lighting Preliminary Design This task includes the lighting design for the full street corridor and signal design for the Baxter/27th intersection. Task 2.6 – Signal and Corridor Lighting Final Design This task includes finalizing the signal and lighting design plans and specifications. Task 2.7 – Water Design and Sewer/Dry Utility Conflict Coordination This task includes the final design and layout of water/sewer service stubs and water/sewer main extensions. Final location for these facilities will be coordinated with the City and property owners where a reasonable plan has been developed for the property. A review of the gas, electric, and communication facilities within the corridor will be completed and potential conflicts identified. The impacted utility companies will be contacted to determine relocation requirements. A subsurface utility investigation is not included in the scope of work. City of Bozeman and Montana DEQ required design report and plan submittal for water and sewer is included with this task. Task 2.8 – Stormwater Design 261 3 This task includes finalizing the stormwater drainage design per plan comments and grading information as pre-design work was completed without any vertical design being done. This task also includes modifying design to accommodate underground stormwater facilities based on landowner requirements. Design will be based on a combination of the new and old design standards. A final design report, generally prepared based on the new design standards, will be completed. Plans and details will be developed. Task 2.9 – Environmental Permitting This task will include a preparation of a Joint Application for use in United States Army Corp of Engineers for jurisdictional determination and a 404 Permit, to the Montana Department of Fish, Wildlife and Parks (FWP) for a 124 Permit and coordinate with FWP on the need for specific 318 permit. Wetland delineation information will be submitted concurrently with permit application. The effort for this task assumes that the wetland disturbance does not require mitigation which is based on pre-design work information. Task 2.10 – Geotechnical Investigation This task will include Allied Engineering Services providing the following services: • Collecting existing test pit and bore hole information from adjacent properties • Based on existing information, prepare brief geotechnical recommendation letter with the following: o Summary of site conditions o Geotechnical recommendations for struct design and construction of signal pole foundations for North 27th Avenue/Baxter Lane intersection Task 2.11 – Cost Estimate This task will prepare project cost estimate based on the 90% design documents. Task 2.12 – Project Manual and Specifications This task will prepare the project manual and bidding documents for the project. The project manual will also include technical specifications utilizing the City of Bozeman’s Standard Modifications to Montana Public Works Standard Specifications and MDT Specifications where appropriate. Front end documents will be prepared for use for posting on the QuestCDN site and electronic bidding. Task 2.13 – Final Construction Documents This task will prepare the final construction documents for bidding purposes. 262 4 Task 2.14 – Quality Assurance This task includes budget for senior staff to provide quality assurance reviews of the work products. END Attachment – Robert Peccia and Associates February 7, 2025 - Scope and Fee Proposal 263 TO: James Nickelson, PE Morrison-Maierle Senior Engineer FROM: Scott Randall Vice President DATE: February 7, 2025 SUBJECT: Scope of Services – Amendment 01 Revised City of Bozeman – North 27th Avenue Improvements (Baxter to Cattail) Scope of Services This amendment is a continuation of subconsultant services to Morrison-Maierle for the City of Bozeman North 27th Avenue Improvements project. This scope of services outlines additional services to complete preliminary and final design for electrical. The electrical work includes analysis and design of a new street lighting system on N 27th from Baxter to Cattail approximately 0.5 miles in length, including the intersections, to current City of Bozeman Lighting Standards for a collector commercial roadway. It also includes the design of a traffic and pedestrian signal at the intersection of N 27th and Baxter that includes a radar detection system and signal phasing/timing for programming the signal. The design will include separate services for the signal and lighting. Proposed service locations include a dual meter (signal/lighting) at the Baxter intersection and a single meter (lighting only) at the Cattail intersection. The existing lighting service at Sartain/N 27th is a private lighting system and won’t be modified with this project. The existing City lighting service at Baxter/N 27th serving City streetlights won’t be modified with this project. The design also includes structural checks of standard MDT foundations for two signal poles and one lighting pole. Additional tasks may be amended as the project progresses. • Task 1: Project Management and Administration • Task 2: Existing Conditions and Investigation (COMPLETE) • Task 3: Alternatives Analysis (COMPLETE) • Task 4: Design Review and Support (COMPLETE) • Task 5: Reporting (COMPLETE) • Task 6: Preliminary Design Phase – 60% Electrical • Task 7: Final Design Phase – 90% Electrical & Bid Documents 264 Bozeman N 27th Ave February 7, 2025 Scope of Services – Amendment 01 Revised Page 2 of 4 Task 1: Project Management and Administration This task includes overall project management aspects associated with managing this project, both internal and external. General management and coordination duties include preparation and attendance for project team meetings; miscellaneous phone conversations and correspondence with the project team; impromptu meetings that are not part of the regularly scheduled meetings; internal project management duties to monitor scope, schedule, and budget; and project invoicing and accounting activities. ASSUMPTIONS: • Project team meetings will be held periodically to review materials and discuss project status. The meetings will be attended by the RPA Project Manager and Lead Designer. • Design coordination will be frequent between Morrison-Maierle and RPA for the sharing of design files. • No time is included for participation in public meetings or public involvement. TASKS: 1.1. General administration and coordination duties 1.2. Prepare monthly invoices and progress reports (assume 3 months) 1.3. Prepare and execute Amendment 01 1.4. Prepare for and attend two project team meetings DELIVERABLES: • Amendment 01 contracting materials • Project team meeting materials (as needed) • Three monthly invoices and progress reports Task 6: Preliminary Design Phase RPA will complete preliminary (60%) electrical design activities for roadway and signal lighting. The design activities will consider the following: • Illuminance grids for roadways, intersections, sidewalks/shared-use paths, light trespass, and crosswalk vertical for with average, maximum, minimum, and ratio values. • Signal and light pole locations that provide 10-feet clearance to existing overhead power. Prior to RPA beginning the electrical design, Morrison-Maierle will provide the following to RPA: • Civil 3D drawing and surface files for the topography, existing utilities, and proposed utility relocations. This includes depths of crossings, location and heights of overhead power lines, and conflicts. RPA will not be responsible for conflicts that were not identified in Morrison- Maierle’s files. • Civil 3D drawing, surface, pipe network, and alignment files for the proposed roadway, intersections, storm drain, water, sanitary, and ADA curb ramps. • Service locations that Morrison-Maierle coordinated with Northwestern Energy. • Lighting as-builts at Sartain/Baxter and Cattail/N 27th. ASSUMPTIONS: • RPA will complete one site visit with two staff from the Bozeman office. • It is anticipated that 30 to 35 streetlights will be required based on City standards for a commercial collector. 265 Bozeman N 27th Ave February 7, 2025 Scope of Services – Amendment 01 Revised Page 3 of 4 • A structural engineer will check three standard MDT concrete foundation designs for signal and light poles. • Preliminary design plans will be completed to a 60% level and will include an overview plan, eight plan sheets at 1-inch to 50-feet scale, wiring and service diagrams, lighting diagrams, and details for pull boxes, concrete foundations, services, light poles, lamps, traffic signal components, pedestrian signal components, controller, and antennas. • Lighting design report will include design criteria and illuminance grid exhibits for the road, sidewalks, crosswalks, and trespass areas. TASKS: 6.1. Site visit and as-built incorporation 6.2. Analysis and design of staggered street light system 6.3. Signal layout and design 6.4. Structural check of three foundations 6.5. Prepare lighting design report 6.6. Develop 60% electrical plans 6.7. Determine quantities for signal and street light system 6.8. Special provisions and cost estimating 6.9. Signal phasing/timing for traffic signal 6.10. QAQC review, compile and submit 60% electrical plans DELIVERABLES: • 11 x 17 PDF’s of the 60% Electrical Plans Task 7: Final Design Phase – 90% Electrical & Bid Documents Following review of the preliminary design submittals, final design packages will be developed. The final design will incorporate comments provided by the City and Morrison-Maierle and updates for electrical impacts from design adjustments to road, storm drain, and other utilities. ASSUMPTIONS: • The City will provide written review comments. An in-person review meeting will not be held. • This task does not include any work efforts as part of the bidding and construction phase. Any additional support for subsequent phases will need to be added via an amendment. Services not included in this scope include: o Design of street lighting along Cattail Street. o Preparing encroachment permits for the City of Bozeman. o Subsurface utility exploration for crossing conflicts with lighting conduit or foundations. o Coordination with or payment to Northwestern Energy for service connections. o Assistance during advertising, bidding, or award of the Project. o Review of electrical submittals. o Construction management or inspection services during construction of the Project. o Preparation of as-built plans. TASKS: 7.1. Revise analysis and design for 60% review comments. 7.2. QAQC review and 90% electrical submittal. 7.3. Revise analysis and design for 90% review comments and submit electrical Bid Documents. 266 Bozeman N 27th Ave February 7, 2025 Scope of Services – Amendment 01 Revised Page 4 of 4 DELIVERABLES: • Civil 3D drawings • 11 x 17 PDF’s of the 90% Electrical PS&E • 11 x 17 PDF’s of the Bid Documents Electrical PS&E Schedule 60% Electrical plans will be submitted on February 13, 2025. 90% Electrical plans will be submitted on March 14, 2025. Bid Documents will be submitted on April 4, 2025. 267 Project:North 27th Avenue - Baxter to CattailROBERT PECCIA & ASSOCIATES Client:Morrison Maierle (City of Bozeman) Fee Estimate for Engineering Services - AMENDMENT 01 Revised Date:2/7/2025 Senior Manager or Planner Lead Designer Structural Engineer Senior Electrical Engineer Electrical Engineer Drafter or Entry-Level Designer Accounting $ 254.12 $ 216.51 $ 161.49 $ 194.99 $ 161.49 $ 120.83 $ 184.42 TOTAL 1.0 PROJECT MANAGEMENT AND ADMINISTRATION 1.1 General administration and coordination duties 8 4 12 1.2 Prepare monthly invoices and progress reports 3 3 6 1.3 Prepare and execute Amendment 01 2 3 1 6 1.4 Prepare for and attend two project team meetings 2 2 4 0 15 9 0 0 0 0 4 286.0 PRELIMINARY DESIGN PHASE 6.1 Site visit and as-built incorporation 2 4 6 6.2 Analysis and design of staggered street light system 8 80 88 6.3 Signal layout and design 40 40 6.4 Structural check of 3 foundations 6 6 6.5 Prepare lighting design report 16 16 6.6 Develop 60% electrical plans 16 4 40 40 100 6.7 Determine quantities for signal and street light system 16 16 6.8 Special provisions and cost estimating 16 16 6.9 Signal phasing/timing for traffic signal 8 8 6.10 QAQC review, compile and submit 60% electrical plans 8 2 4 8 22 0 0 42 6 62 160 48 0 318 7.0 FINAL DESIGN PHASE 7.1 Revise analysis and design for 60% review comments 2 4 16 24 46 7.2 QAQC review & 90% electrical submittal 4 2 2 8 7.3 Revise analysis and design for 90% review comments and submit electrical Bid Documents 4 8 12 0 0 10 0 4 18 34 0 661561666178824412 $ 3,811.80 $ 13,206.96 $ 968.95 $ 12,869.60 $ 28,745.65 $ 9,908.09 $ 737.68 $ 70,248.74 Per Hour 2.50$ Hours 25 62.50$ Per Hour 7.00$ Hours 387 2,709.00$ Per Mile 0.670$ Miles 18 12.06$ DIRECT EXPENSE SUBTOTAL 2,783.56$ 70,248.74$ 2,783.56$ 73,032$ LABOR SUBTOTAL COST DIRECT EXPENSESComputerCADD Mileage (one site visit from Bozeman office) TOTAL PERSON-HOURS DESCRIPTIONTASK Sub Total Hours Sub Total Hours Sub Total Hours TOTAL: SUMMARY OF ENGINEERING SERVICES Loaded LaborDirect Expense 268 TASK TOTAL SUPERVISING SUPERVISING SENIOR DESIGN ENGINEER ENGINEER ENV LAND LAND SURVEY CADD TOTAL COSTEXPENSESHOURSENGINEER III ENGINEER II ENGINEER I ENGINEER II INTERN II INTERN I SCIENTIST III SURVEYOR IV SURVEYOR III CREW DESIGNER II CLERICAL FOR TASK Pre-Design Task 2.1 Project Planning General Project Management 24 24Miscellaneous Expense -$ Total for Task -$ 24 24 6,027$ Task 2.2 - Pickup SurveyMiscellaneous Topo Survey 64 64 Utility Company Coordination 16 16Easement Exhibits (Assume 8 Exhibits)88 12 20 56 Survey Quality Assurance 8 8Survey Equipment 1,920$ Miscellaneous Expense 500$ Total for Task 2,420$ 176 12 20 8 136 33,311$ Task 2.3 Preliminary Road Design Effort Project Coordination 16 4 4 4 4Create and Update Typical Sections 26 2 8 16 Vertical Alignment 34 2 32Preliminary Roadway Grading 124 4 120 Curb Ramp Details 32 24 8Intersection Grading Details 60 36 24 Signing & Striping Plans 46 2 20 24Right of Way Layout 8 8 Road Design QA Review 24 2460% Plan Submittal 76 8 24 40 4 Miscellaneous Expense 500$ Total for Task 500$ 446 12 38 276 56 60 4 77,886$ Task 2.4 Final Road Design Effort Project Coordination 8 4 4Intersection Layout Refinement 44 4 24 16 Finalize Typical Sections 13 1 4 8Finalize Striping Layout 30 2 16 12Finalize Vertical Alignment & Grading 96 80 16Finalize Grading Details 40 24 16Finalize Detail Drawings 44 12 32Cross Sections 48 32 16Finalize Right of Way Layout 20 4 16 90% Design Submittal 46 2 24 16 4Miscellaneous Expense 500$ Total for Task 500$ 389 10 7 236 116 16 4 65,076$ Task 2.5 Signal & Cooridor Lighting Preliminary DesignProject Coordination 12 4 8 Robert Peccia and Associates 47,766$ Miscellaneous Expense -$ Total for Task 47,766$ 12 4 8 50,257$ Task 2.6 Signal & Cooridor Lighting Final DesignProject Coordination 12 4 8 Robert Peccia and Associates 25,266$ Miscellaneous Expense -$ Total for Task 25,266$ 12 4 8 27,757$ Task 2.7 Sewer and Water Design/Utility Company CoordinationProject Coordination 8 8 Sewer and WaterDesign and DEQ Submittal 80 4 24 40 8 4Utility Reloction Coordination 42 2 40Miscellaneous Expense -$ Total for Task -$ 130 14 24 40 40 8 4 22,339$ Task 2.8 Stormwater DesignProject Coordination 2 2 Stormwater Calculations 32 4 28Stormwater Design Report 56 28 20 8 Stormwater Plans and Details 72 36 36Miscellaneous Expense -$ Total for Task -$ 162 6 56 36 20 44 28,655$ Task 2.9 Environmental PlanningProject Coordination 4 2 2 Joint Permit Application and Agency Coordination 76 8 56 8 4Miscellaneous Expense -$ Total for Task -$ 80 2 8 2 56 8 4 14,331$ Task 2.10 Geotechnical InvestigationProject Coordination 4 4 Geotechnical Investigation & Recommendations (AES)3,500$ Miscellaneous Expense -$ Total for Task 3,500$ 4 4 4,504$ Task 2.11 Cost EstimateProject Coordination 2 2Quantity Take Off 60 8 32 20Unit Pricing 10 2 8Miscellaneous Expense -$ Total for Task -$ 72 2 10 40 20 12,129$ Task 2.12 Project Manual and SpecificationsProject Coordination 2 2 Prepare Project Manual Front End Documents 50 2 48Prepare Project Technical Documents 44 4 8 32 Prepare Bid Form 14 2 12Miscellaneous Expense 100$ Total for Task 100$ 110 10 8 92 21,297$ Task 2.13 Final Plans and SpecificationsProject Coordination 2 2 Response to Comments 14 2 12Plans Modifications 38 2 24 12 Specifications Modifications 38 2 20 16Front End Document Final Coordination and Production 24 4 4 16 Miscellaneous Expense 100$ Total for Task 100$ 116 12 60 28 16 18,992$ Task 2.14 Quality Assurance Quality Assurance 64 24 40Miscellaneous Expense -$ Total for Task -$ 64 24 40 15,659$ SUBTOTAL OF STAFF HOURS REQUIRED 1559 140 85 126 798 232 124 56 8 136 60 32 HOURLY PAY RATE $73 $70 $58 $54 $36 $32 $53 $52 $48 $80 $45 $30MULTIPLIER3.44 3.44 3.44 3.44 3.44 3.44 3.44 3.44 3.44 3.44 3.44 3.44 HOURLY RATE $251 $241 $200 $186 $124 $110 $182 $179 $165 $275 $155 $103LABOR COST BY POSITION $35,157 $20,468 $25,140 $148,236 $28,731 $13,650 $10,210 $1,431 $22,456 $9,288 $3,302 TOTAL LABOR: $318,069TOTAL EXPENSES 80,152.00$ TOTAL COST OF PHASE: $398,221 398,221$ STAFF HOUR ESTIMATE EXHIBIT D-2 - Engineering Fee Estimate North 27th Ave (Baxter to Cattail) - Preliminary and Final Design Services Page 1 269 Memorandum REPORT TO:City Commission FROM:Gail Jorgenson, GIS Program Manager Jon Henderson, Assistant City Manager SUBJECT:Authorize the City Manager to Sign an Amendment 1 to the Professional Services Agreement for 2025 Digital Orthoimagery and Lidar Acquisition for the Purpose of Replacing Pricing Information For the Contract MEETING DATE:April 1, 2025 AGENDA ITEM TYPE:Agreement - Vendor/Contract RECOMMENDATION:Authorize the City Manager to Sign Amendment 1 to the Professional Services Agreement for 2025 Digital Orthoimagery and Lidar Acquisition for the Purpose of Replacing Pricing Information For the Contract STRATEGIC PLAN:2.2 Infrastructure Investments: Strategically invest in infrastructure as a mechanism to encourage economic development. BACKGROUND:The City of Bozeman regularly uses aerial photography and planimetric information to support regulatory, land management, planning, and engineering projects. This project will update all aerial imagery and LiDAR information for the entire 78.7 square mile planning boundary. The desired flight dates are between April 1st and April 30th, 2024. The desired project completion date is 90 days from data acquisition. Ayres Associates, Inc. was selected through a competitive RFP process for professional services. This Amendment clarifies costs specific to FY25, with no increase from what was listed in the original proposal under the approved scope of work. UNRESOLVED ISSUES:None. ALTERNATIVES:As suggested by the City Commission. FISCAL EFFECTS:The total project cost to the City will be $65,000. Adequate funding exists for this project with $65,000 currently allocated within the FY25 Strategic Services Department budget. Attachments: First Amendment to the Professional Services Agreement with Ayers Associates Inc for Annual Aerial Photography Data Acquisition.pdf 270 Report compiled on: March 14, 2025 271 FIRST Amendment to Professional Services Agreement FY 2025 – FY 2027 Page 1 of 2 FIRST AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT THIS FIRST AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT FOR Annual Aerial Photography Data Acquisition dated February 25, 2025 (the “Agreement”) is made and entered into this _____ day of ____________, 202__, by and between the CITY OF BOZEMAN, MONTANA, a self governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and Ayres Associates Inc, hereinafter referred to as “Contractor.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree to amend the Agreement as follows: 1. Payment: Replace previously approved information governing fees for services pursuant to the attached Exhibit A to clarify costs specific to FY25. 2. Agreement still valid. All remaining terms and provisions of the Agreement remain valid. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** 272 FIRST Amendment to Professional Services Agreement FY 2025 – FY 2027 Page 2 of 2 IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and year first above written. CITY OF BOZEMAN, MONTANA AYRES ASSOCIATES INC By________________________________ By_____________________________ Chuck Winn, City Manager Print Name: Title: APPROVED AS TO FORM By_______________________________ Greg Sullivan, Bozeman City Attorney 273 www.AyresAssociates.com Ingenuity, Integrity, and Intelligence. BUDGET Digtal Orthoimagery Acquisition City of Bozeman, MT March 10, 2025 Exhibit A 274 1 Ingenuity, Integrity, and Intelligence. AYRES | DIGITAL ORTHOIMAGERY ACQUISITION | CITY OF BOZEMAN Ayres will be providing the following scope of services for the 2025 project for the estimated fees as follows: DIGITAL ORTHOIMAGERY ACQUISITION GEOSPATIAL SERVICES PROVIDED LUMP SUM FEES Aerial Imagery Acquisition $21,500 Orthoimagery Processing $27,000 Ground Control Survey $6,500 Planimetric Mapping (Sidewalks)$10,000 Lump Sum Total Fees:$65,000 2025 Project Deliverables Orthoimagery• Project plan• Sample imagery for pilot area review• 4-band orthoimages by tile, GeoTIFF format• 4-band Orthomosaic for entire City provided at 3-inch, 6-inch and 12-inch resolution, MrSID format Planimetric Mapping Features• Sidewalk Centerlines, within City limits, esri shapefile format Reports• Flight plan and logs• Calibration report• Survey control report, with quality check shots• Aerial triangulation report• FGDC metadata, .xml format • Progress reports• Final project report BUDGET 275 Memorandum REPORT TO:City Commission FROM: Katie Canter, Contracts and Sports Parks Coordinator Mitch Overton, Parks and Recreation Department Director SUBJECT: Authorize the City Manager to Sign an Amendment 3 to the Professional Services Agreement with Bozeman Site Services, LLC. for Landscape Maintenance Services in the Parks and Trails District MEETING DATE:April 1, 2025 AGENDA ITEM TYPE:Agreement - Vendor/Contract RECOMMENDATION:Authorize the City Manager to Sign Third Amendment to the Professional Services Agreement with Bozeman Site Services, LLC. for Landscape Maintenance Services in the Parks and Trails District. STRATEGIC PLAN:6.5 Parks, Trails & Open Space: Support the maintenance and expansion of an interconnected system of parks, trails and open spaces. BACKGROUND: On June 1, 2020, the Bozeman City Commission approved Resolution 5180 creating the Bozeman Parks and Trails Special District (District). To accomplish the District objectives the City has developed a multi-year District implementation plan designed to achieve steady calculated increases in level of service standards and sustainable maintenance practices in all City Parks. Beginning July 1, 2020 City’s Parks and Recreation Department assumed full responsibility for all of the District’s designated park properties including the addition of 235 acres of park land located within subdivision parks previously maintained by home owners/community associations. In February 2022, the Parks and Recreation Department conducted a request for proposals process to acquire professional services required to maintain parks grounds and landscape areas in the District. After careful evaluation and review, Bozeman Site Services, LLC. was determined to be the most qualified vendor for Parks and Trails District Landscape Maintenance Services Zone 2 Parks. On April 12, 2022, the City entered into the Agreement with Bozeman Site Services, Inc. The Agreement is effective for one year after the date of execution with the option to extend the agreement an additional year upon mutual agreement. Bozeman Site Services, LLC. has demonstrated the ability to provide comprehensive 276 landscape maintenance services for the City’s Parks and Trials District and will continue complete services as defined and described in Attachment B: PSA Bozeman Site Services, LLC. The Attachment A PSA Amendment 3 Bozeman Site Services, LLC. will extend the Agreement for an additional one (1) year period and shall terminate on April 12, 2026. In no case, however, may this agreement run longer than five (5) years from the original effective date. UNRESOLVED ISSUES:None. ALTERNATIVES: As recommended by City Commission. FISCAL EFFECTS: Funding is currently allocated for this maintenance within the FY25 and FY26 budget in the Parks and Trails District Maintenance Fund account. Attachments: Attachment A PSA Amendment 3 Bozeman Site Services LLC_.pdf Attachment B PSA Bozeman Site Services LLC_.pdf Report compiled on: March 14, 2025 277 THIRD AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT THIS THIRD AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT FOR Parks and Trials District Landscape Maintenance Services Zone 2 dated April 12, 2022 (the “Agreement”) is made and entered into this _____ day of ____________, 2025, by and between the CITY OF BOZEMAN, MONTANA, a self governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and Bozeman Site Services, LLC., PO Box 6800, Bozeman, MT 59771 hereinafter referred to as “Contractor.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree to amend the Agreement as follows: 1.Extension of Term: Section 31. Extensions: Professional Service Agreement between City and Contractor dated April 12, 2022 is extended for an additional one (1) year period. The Agreement shall terminate on April 12, 2026. 2.Section 4 Payment: The landscape maintenance services specified in Exhibit B of the Professional Services Agreement between the City and the Contractor are clarified to include updated pricing described in Exhibit A: Schedule of Services – Bozeman Site Services LLC. 3.Agreement still valid. All remaining terms and provisions of the Agreement remain valid. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** Third Amendment to Professional Services Agreement for Landscape Maintenance Services Zone 2 FY 2025 – FY 2026 Page 1 of 2 278 Third Amendment to Professional Services Agreement for Landscape Maintenance Services Zone 2 FY 2025 – FY 2026 Page 2 of 2 IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and year first above written. CITY OF BOZEMAN, MONTANA BOZEMAN SITE SERVICES, LLC. By________________________________ By_____________________________ Chuck Winn, Interim City Manager Print Name: Title: APPROVED AS TO FORM By_______________________________ Greg Sullivan, Bozeman City Attorney 279 Customer:Proposal #4223 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Baxter Sq Pk Sartain St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. See attached map. $305.00 Native Grass Mowing Mow unirrigated, native grass area 1X per season. See attached map. $289.00 Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $1,827.00 Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $309.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5 Exhibit A: Schedule of Services 280 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5281 Customer:Proposal #4227 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Cattail Creek Pk A&B Cattail St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. See attached map. $1,382.00 Native Grass Mowing Mow unirrigated, native grass area 1X per season. See attached map. $1,989.00 Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $8,679.00 Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $2,130.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5282 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5283 Customer:Proposal #4226 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Cattail Creek Pk Phase 3 Catron St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. See attached map. $672.00 Native Grass Mowing Mow unirrigated, native grass area 1X per season. See attached map. $979.00 Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $4,037.00 Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $1,048.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5284 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5285 Customer:Proposal #4225 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Cattail Lakes Pk Trout Meadows Rd Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. See attached map. $243.00 Native Grass Mowing Mow unirrigated, native grass area 1X per season. See attached map. $1,990.00 Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $1,435.00 Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $2,130.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $97.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5286 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5287 Customer:Proposal #4242 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Children's Memorial Park 405 Ivan Dr, Bozeman Bozeman, MT 59715 SUMMER BED MAINTENANCE 2025 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Bed Maintenance In landscaped garden bed areas: weed and/or spray, maintain perennials/annuals and lightly prune shrubs as needed, approximately 2X per month. Billed at time and materials. Min 1.0 hr. Weather depending, service may be performed in November. $75.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Valid 4/1/2025 through 10/31/2025 I have read, understand and agree to the above proposal and to the attached BSS Terms of Service. I authorize BSS to do the specified work. 3/10/2025 BSS SALES MGR DATE Thom White DATE Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/4288 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 2/4289 Customer:Proposal #4228 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Creekwood Pk Creekwood Dr Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $1,137.00 Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $210.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5290 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5291 Customer:Proposal #4241 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Gran Cielo - Cielo Way Cielo Way & S 28th Bozeman, MT 59718 SUMMER BED MAINTENANCE PROPOSAL 2025 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Bed Maintenance In landscaped garden bed areas: weed and/or spray, maintain perennials/annuals and lightly prune shrubs as needed, approximately 2X per month. Billed at time and materials. Min 1.0 hr. Weather depending, service may be performed in November. $75.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Valid 4/1/2025 through 10/31/2025 I have read, understand and agree to the above proposal and to the attached BSS Terms of Service. I authorize BSS to do the specified work. 3/10/2025 BSS SALES MGR DATE Thom White DATE Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/4292 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 2/4293 Customer:Proposal #4229 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Harvest Ck Pk Hunters Way Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. See attached map. $2,235.00 Native Grass Mowing Mow unirrigated, native grass area 1X per season. See attached map. $434.00 Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $12,359.00 Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $463.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5294 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5295 Customer:Proposal #4230 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Headlands Pk 1-4 Bridger Dr Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $1,710.00 Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $1,083.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5296 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5297 Customer:Proposal #4231 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Legends Pk 1 Boylan Rd Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. See attached map. $225.00 Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $1,507.00 Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $440.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5298 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5299 Customer:Proposal #4232 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Legends Pk 2 Boylan Rd Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. See attached map. $656.00 Native Grass Mowing Mow unirrigated, native grass area 1X per season. See attached map. $1,265.00 Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $4,519.00 Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $452.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5300 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5301 Customer:Proposal #4233 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Oak Meadows Pk Oak Park Dr Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $4,137.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5302 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5303 Customer:Proposal #4239 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Sacagawea Park - N 7th and W Birch St N 7th and W Birch St Bozeman, MT 59715 SUMMER BED MAINTENANCE PROPOSAL 2025 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Bed Maintenance In landscaped garden bed areas: weed and/or spray, maintain perennials/annuals and lightly prune shrubs as needed, approximately 2X per month. Billed at time and materials. Min 1.0 hr. Weather depending, service may be performed in November. $75.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. 4/1/2025 through 10/31/2025 I have read, understand and agree to the above proposal and to the attached BSS Terms of Service. I authorize BSS to do the specified work. 3/10/2025 BSS SALES MGR DATE Thom White DATE Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/4304 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 2/4305 Customer:Proposal #4235 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Sandan Pk Savannah St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. See attached map. $609.00 Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $3,653.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5306 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5307 Customer:Proposal #4240 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Story Mansion - 811 S Willson Ave 811 S Willson Ave Bozeman, MT 59715 SUMMER BED MAINTENANCE PROPOSAL 2025 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Bed Maintenance In landscaped garden bed areas: weed and/or spray, maintain perennials/annuals and lightly prune shrubs as needed, approximately 2X per month. Billed at time and materials. Min 1.0 hr. Weather depending, service may be performed in November. $75.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Valid 4/1/2024 through 10/31/2024 I have read, understand and agree to the above proposal and to the attached BSS Terms of Service. I authorize BSS to do the specified work. 3/10/2025 BSS SALES MGR DATE Thom White DATE Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/4308 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 2/4309 Customer:Proposal #4236 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Walton Hstd Pk 15th Ave Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $1,204.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5310 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5311 Customer:Proposal #4237 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - West Winds Pk Buckrake Ave Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. See attached map. $2,180.00 Native Grass Mowing Mow unirrigated, native grass area 1X per season. See attached map. $3,946.00 Turf Granular Fertilization and Weed Control Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. $14,585.00 Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $5,942.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5312 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5313 Customer:Proposal #4238 Property: Thom White City of Bozeman Contracts & Sports Parks Coordinator Bozeman, MT 59715 Date: March 10, 2025 COB - Willow Pk Michael Grove Ave Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 2025 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Noxious Weed Spray In Native Areas Spray for noxious weeds in native areas on property 1X per season. May require 'spot' spray followup. See attached map. $173.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Addn Turf Maintenance "As Requested" Mow irrigated turf areas, trim edges, and blow off hard surfaces "As Requested." Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance "As Requested"Weed and/or spray landscaped garden bed areas "As Requested." Billed per hour. Min 1.0 hrs. Billed at Time and Materials. $75.00 Spring Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed before May 1st. $75.00 Native Grass Mowing "As Requested" Mow unirrigated, native grass area "As Requested." Billed per hour. Min 1.0 hrs. See attached map. $180.00 Noxious Weed 'Spot' Spray In Native Areas "As Requested" Spot Spray for noxious weeds in native areas on property "As Requested." Labor plus materials. Min 1.5 hrs. See attached map. $90.00 Trail Spray "As Requested"Apply a recipe of herbicide and a preemergent spray to treat all designated trail or lot areas with total vegetation control "As Requested." Min 1.5 hrs. See attached maps. $90.00 Fall Cleanup "As Requested"Clean all beds and turf of leaves and debris "As Requested." Lightly prune as needed. Billed per hour plus Materials (possible dump fees). Min 2.0 hrs. Service is Weather Permitting. May be performed in November. $75.00 Overseed Turf Area "As Requested" Overseed turf areas with like seed "As Requested." Min 2.0 hrs. See attached map. $75.00 Power Rake/De-thatching Turf Areas "As Requested" Remove thatch and dead grass from designated turf areas using Power Rake/De-thatcher, dump fee may apply "As Requested." Billed per hour plus Materials (may include dump fees). Min 2.0 hrs. See attached map. $90.00 Turf Aeration "As Requested"Aerate all designated turf areas "As Requested." Billed per hour. Min 2.0 hrs. See attached map. $90.00 Snow Plowing "As Requested"Will call snow removal with a plow "As Requested." Min 1.0 hrs.$140.00 Snow Shovel "As Requested"Remove snow from walkways "As Requested." Billed at time and materials. Min 1.0 hrs. $90.00 Quality Check BSS may take active measures to ensure we are providing quality services. No labor cost associated. $0.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 1/5314 Bozeman Site Services | 180 Pollywog Ave Belgrade MT 59714 | office@bozemansiteservices.com | 406.570.9893 3/5315 Bozeman Site Services, LLC - Terms of Service Payments Bozeman Site Services, LLC (BSS) issues invoices via email after the end of each month and accepts payments by checks mailed to us or via credit card through our client portal. Payment is due in full within 15 days of the invoice date unless otherwise specified. Accounts that remain unpaid after this period may be subject to service discontinuation and a 1% monthly interest charge on the unpaid invoice balance. In the event of non-payment, the client agrees to cover reasonable attorney's fees and costs incurred by BSS in collecting the amount owed and waives any right of subrogation against BSS. It is the client’s responsibility to ensure their email and mailing addresses are up-to-date; failure to do so will not be accepted as an excuse for non-payment. Additional Charges: ● Fuel Surcharge*: A 5% surcharge may be added to invoices when the fuel price average for unleaded and diesel prices exceeds $4.50 per gallon during a billing cycle. [*See the BSS Website for more information.] ● No Show Fee: If a service requiring the client’s presence is confirmed and the client is not present nor has canceled 2 hours before the service, there will be a $60 “No Show” fee applied. ● Time & Material (T&M) Services: All T&M services will be billed at the BSS hourly labor rates at the time the service is provided. Per Hour refers to onsite Man-Hours (i.e., 2 crew members onsite for 1 hour = 2 Man-Hours) and the travel time required to perform the service. Liabilities At BSS, we prioritize building long-term relationships and ensuring client satisfaction. We exercise reasonable care to avoid damage to trees, shrubs, irrigation parts, edging, concrete, asphalt, road mix, and turf. To the extent allowable by law, you agree that BSS is not responsible for and you waive claims for: 1. Damage due to trimmers, including, but not limited to, trees (where the trunks have not been properly protected with either a trunk protector and/or a mulched tree ring), fences, stationary objects, gutters, and siding. 2. Damage to concrete, curbs, asphalt, or turf areas from equipment or ice melt used during snow removal services. 3. Personal injury or property damage, including injuries resulting from slip and fall accidents. 4. Personal injury or property damage caused by circumstances beyond the control of BSS, including the inability to perform services due to weather, obstacles, or road conditions (e.g., temperature, accidents, cars, hardpack, drifting, etc.). 5. Damage to turf if it is either cut improperly or insufficiently watered at the time of the application of fertilizer/weed control. 6. Damage to irrigation parts from service equipment if the irrigation parts have not been properly installed by another company. 7. Damage to personal property from rocks and/or other debris that might get discharged from maintenance equipment. 8. Defects in irrigation systems that have been installed by another company when BSS performs any irrigation service. 9. Inability to perform services when dogs are present without the owner’s presence. All animals must be appropriately contained while any service work is carried out on the premises. 10. Supply chain issues that limit the scope or delivery of services (e.g., availability of materials, price hikes, labor shortages, etc.). Weather & Snow Removal: ● The following will significantly impact snow removal delivery times: snow depths approaching and exceeding 6 inches, day storms, and multi-day storms. Due to variables outside of the control of BSS, BSS does not guarantee any specific times for the delivery of service. ● Additional T&M services may be required (“Snow Pile & Drift Moving,” “Widening Sidewalks,” “Plow and Scrape,” and “Snow Clearing Fire Hydrant/Mailbox,” etc.) when seasonal snow accumulation exceeds a property's storage capacity. These services will be performed at BSS’ discretion to ensure property safety and the ability to provide continuous services. Applicable fees apply. ● All snow clients are responsible for clearly and properly marking/staking and maintaining areas of concern prior to the delivery of plow services. BSS assumes no responsibility for damages to areas/items that are not staked per BSS’ guidelines. BSS provides a Snow Staking Service upon request. ● For the safety, well-being, and longevity of our crews, the impact on our equipment, and to ensure ongoing quality services are provided, BSS may choose to edit schedules or not provide services in excessive heat or cold (i.e., above 110 degrees or below -20 degrees). Property Clean-Up Services: ● All property clean-up services (Spring & Fall Clean, etc.) will be performed within the timeframe required to meet BSS standards. If you have a targeted budget for this service, pre-arrangements must be made with BSS before the delivery of services so these services can be adjusted and scaled down to stay within the parameters of your request. Holiday Schedule: ● BSS honors six holidays during the calendar year: New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, and Christmas Day. On these days, schedules will be adjusted accordingly. Agreement & Termination The customer agrees that the prices, specifications, and conditions included in the proposal are satisfactory and accepted. BSS is authorized to do the work as specified. This agreement may be terminated on 30 days' written notice. Upon termination, all actual costs accrued up to the termination date will be billed. Terms of Service are subject to periodic updates. A link to updated Terms of Service will be sent to each property’s billing contact on future invoices and are available on our website @ bozemansiteservices.com > More > BSS Terms of Service 316 BILLING OPTIONS MINIMUMCHARGEBUDGETFixed PMT ESTIMATEDPer Service PER HOURT&M**SERVICE DESCRIPTION Weekly Turf Maintenance Spring Cleanup Fall Cleanup Native Grass Mow Power Rake Turf Aeration Pruning Lawn Fertilization/Weed Control Curb & Crack Spray Landscaped Bed Maintenance Fertilize Trees & Shrubs Tree & Shrub Pest Application Trail or Lot Spray Native Noxious Weed Spray Irrigation Startup Irrigation Winterization Irrigation Repair Flower/Plant Installation Mulch Property Staking Shovel Sidewalks Plow Lots, Roads, Driveways Manual De-Icing Truck De-Icing Ice-Dam Removal Snow Plow and Scrape Snow Pile/Drift Moving - Mini Snow Pile/Drift Moving - Large Snow Hauling Snow Clearing Mailbox & Fire Hydrant Snow Widening Walks Debris Removal Trash Cans and/or Dog Pots Gopher Mitigation Dryer Duct/Vent Cleaning Pressure WashingSUMMER (5/1 - 10/31)*LAWN MAINTENANCEPLANT HEALTH CAREIRRIGATIONENHANCE-MENTSNOW REMOVALMISCWeekly mow of irrigated turf, trim edges, blow off hard surfaces, weather permitting Clean all beds and turf of leaves and debris, lightly prune as needed, dump fees may apply Clean all beds and turf of leaves and debris, lightly prune as needed, dump fees may apply Mow unirrigated native grass area as requested and/or needed Remove thatch and dead grass from designated turf areas using a dethatcher, dump fee may apply Aerate designated irrigated turf areas Prune shrubs and/or trees and haul off debris, dump fees may apply Three seasonally formulated, spring/summer/fall applications on irrigated lawns Weed spraying of lots and/or curb lines and cracks in pavement or cement areas Weed and/or spray, maintain perennials/annuals, lightly prune shrubs, as needed, approxi. 2X/month Topical and/or deep root fertilization treatment Spray for pests in shrubs, trees, and/or turf Apply a recipe of herbicide and preemergent spray to designated areas with total vegetation control. Spray for noxious weeds in native areas Turn water supply on, set irrigation clock to run on proper days, check system for leaks, adjust heads for ideal coverage Turn water supply off and/or disconnect, evacuate water from all zones and mainline with high pressure air, open back drain, place back flow valves to 45 degrees, leave petcocks open, turn clockoff and/or unplug for season Diagnose and Repair irrigation system. Labor + materials Install and/or replace flowers (annual/perennial) or plants in existing landscape beds. Add mulch to landscape beds Stake areas of concern to be avoided by equipment and personnel during snow removal services Remove snow from sidewalks Remove snow from designated areas using a plow Apply granular and/or liquid icemelt to designated areas. Labor + materials De-ice roads, lots, driveways: Residential: 1/2 hour minimum Commercial: 1 hour minimum Remove ice dams from roofs using a steam machine Deliver plow services between storms to clear designated areas of snow, slush and ice Residential: 1/2 hour minimum Commercial: 1 hour minimum Move snow piles/drifts onsite using a plow truck, skidsteer or toolcat Move snow piles/drifts onsite using a loader Remove snow to offsite location using a skidsteer or toolcat and a dump truck or dump trailer Remove snow to clear access to mailbox/fire hydrant Utilize a toolcat and/or skidsteer to widen walkways and designated areas Disposal of non-hazardous waste, dump fees may apply Weekly disposal of trash and/or dog pots and the replacement of bags Pet-safe removal of little hairy beasts Clean and remove lint and impediments from the dryer vent system Pressure wash hard surfaces Y Y $50 $75 + M $150 $75 + M $150 Y Y $180 + M $180 Y $90 + M $180 Y Y $90 + M $90 $75 + M $75 Y Y $75 Y $90 + M $90 $75 + M $75 Y $90 + M $90 Y $90 + M $90 Y $90 + M $90 Y Y $90 + M $180 Y Y $90 Y Y $90 $95 + M $95 $75 + M $75 Y $75 + M $75 $75 + M $75 Y Y $30 Y Y $50 $75 + M $25 Y Y $90 + M $45 $300 $300 $140 $140 $250 $250 $400 $400 $400 $400 $90 $90 $140 $140 Services are completed weather permitting. Icy, slippery conditions may exist even after completed work. Winter prices don't include a same-day-return visit for these additional snow removal services: slush removal, ice buildup removal, widening roads and/or driveways, relocating snow piles, general cleanups of lots, roads and driveways.These services are available upon request. 75 + M $75 Y Y $75 + M $30 $90 + M $90 Y Y $90 + M $180 Y $120 + M $180WINTER (11/1 - 4/30)*ALL SEASONS*BSS may conduct SUMMER services outside of contract dates in preparation for the season or after the season due to weather conditions, unless otherwise noted in proposal. **Per Hour refers to Man Hours. (i.e. 2 crew members onsite for 1 hour = 2 Man Hours), T = Time, M = Materials. Travel times included. ['Y' Means 'Yes" above] (v. September 2024)317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 335 336 337 338 339 340 341 342 343 344 345 346 347 348 349 350 351 352 353 354 355 356 357 358 359 360 361 362 363 364 365 366 367 368 369 370 371 372 373 374 375 376 First Amendment to Professional Services Agreement for Landscape Maintenance Services Zone 2 FY 2023 – FY 2024 Page 1 of 2 FIRST AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT THIS FIRST AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT FOR Parks and Trials District Landscape Maintenance Services Zone 2 dated April 12, 2022 (the “Agreement”) is made and entered into this _____ day of ____________, 2023, by and between the CITY OF BOZEMAN, MONTANA, a self governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and Bozeman Site Services, LLC., PO Box 6800, Bozeman, MT 59771 hereinafter referred to as “Contractor.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree to amend the Agreement as follows: 1. Section 31 of the Agreement is replaced in its entirety with the following: 31. Extensions: This Agreement may, upon mutual agreement, be extended for a period of one (1) year by written agreement of the Parties. In no case, however, may this Agreement run longer than five years. 2. Extension of Term: Section 31. Extensions: Professional Service Agreement between City and Contractor dated April 12, 2022 is extended for an additional one (1) year period. The Agreement shall terminate on April 12, 2024. 3. Section 4 Payment: The landscape maintenance services specified in Exhibit B of the Professional Services Agreement between the City and the Contractor are clarified to include updated pricing described in Exhibit A: Schedule of Services – Bozeman Site Services LLC. 4. Agreement still valid. All remaining terms and provisions of the Agreement remain valid. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 April4th 377 First Amendment to Professional Services Agreement for Landscape Maintenance Services Zone 2 FY 2023 – FY 2024 Page 2 of 2 IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and year first above written. CITY OF BOZEMAN, MONTANA BOZEMAN SITE SERVICES, LLC. By________________________________ By_____________________________ Jeff Mihelich, City Manager Print Name: Title: APPROVED AS TO FORM By_______________________________ Greg Sullivan, Bozeman City Attorney DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 Doug Duschene Owner 378 Customer:Proposal #2166 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Baxter Sq Pk Sartain St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $290.00 $275.00 $1,740.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 2X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$294.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 Exhibit A: Schedule of Services DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 379 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 380 Customer:Proposal #2169 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Cattail Lakes Pk Trout Meadows Rd Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $220.00 $1,804.00 $1,302.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$1,932.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 381 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 382 Customer:Proposal #2168 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Cattail Creek Pk Phase 3 Catron St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $609.00 $887.00 $3,662.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$950.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 383 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 384 Customer:Proposal #2167 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Cattail Creek Pk A&B Cattail St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $1,253.00 $1,804.00 $7,872.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$1,932.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 385 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 386 Customer:Proposal #2170 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Creekwood Pk Creekwood Dr Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $173.00 $177.00 $1,031.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$190.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 387 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 388 Customer:Proposal #2171 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Harvest Ck Pk Hunters Way Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $2,027.00 $393.00 $11,209.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 2X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$420.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Bed Maintenance BSS will perform Weed and/or spray landscaped garden bed areas 2X per month. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 389 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 390 Customer:Proposal #2172 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Headlands Pk 1-4 Bridger Dr Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $269.00 $917.00 $1,551.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$982.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 391 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 392 Customer:Proposal #2173 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Legends Pk 1 Boylan Rd Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $203.00 $1,367.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$399.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Bed Maintenance BSS will perform Weed and/or spray landscaped garden bed areas 2X per month. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 393 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 394 Customer:Proposal #2175 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Legends Pk 2 Boylan Rd Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $594.00 $1,147.00 $4,099.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$409.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Bed Maintenance BSS will perform Weed and/or spray landscaped garden bed areas 2X per month. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 395 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 396 Customer:Proposal #2176 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Oak Meadows Pk Oak Park Dr Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $567.00 $3,752.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 397 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 398 Customer:Proposal #2177 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Pine/Valley Meadow Pk Meriwether Ave Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $172.00 $674.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 399 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 400 Customer:Proposal #2178 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Sandan Pk Savannah St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $552.00 $3,313.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 401 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 402 Customer:Proposal #2179 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 6, 2023 COB - Soroptomist Pk Rouse Ave Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. $76.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 403 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 404 Customer:Proposal #2180 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 6, 2023 COB - Village Downtown Pk Village Downtown Blvd Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. $65.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 405 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 406 Customer:Proposal #2181 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Walton Hstd Pk 15th Ave Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $191.00 $1,092.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 407 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 408 Customer:Proposal #2182 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - West Winds Pk Buckrake Ave Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $2,076.00 $3,579.00 $15,601.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$3,834.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 409 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 410 Customer:Proposal #2183 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Westglen Pk Meriwether Ave Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $141.00 $744.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 411 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 412 Customer:Proposal #2184 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Willow Pk Michael Grove Ave Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance $50.00 Native Grass Mowing $143.00 Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 2X per season. Minimum charge of $120. See attached map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map. $157.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 413 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 9543149F-FD17-4C46-8987-1F450AFF49A1 414 Certificate Of Completion Envelope Id: 9543149FFD174C4689871F450AFF49A1 Status: Completed Subject: Complete with DocuSign: Attachment_A_PSA_Amendment_1_Bozeman_Site_Services_LLC..pdf Source Envelope: Document Pages: 38 Signatures: 3 Envelope Originator: Certificate Pages: 5 Initials: 0 Mike Maas AutoNav: Enabled EnvelopeId Stamping: Enabled Time Zone: (UTC-07:00) Mountain Time (US & Canada) Stamps: 1 PO Box 1230 Bozeman, MT 59771 Mmaas@bozeman.net IP Address: 69.145.83.100 Record Tracking Status: Original 4/4/2023 3:19:57 PM Holder: Mike Maas Mmaas@bozeman.net Location: DocuSign Security Appliance Status: Connected Pool: StateLocal Storage Appliance Status: Connected Pool: City of Bozeman Location: DocuSign Signer Events Signature Timestamp Doug Duschene doug@bozemansiteservices.com Owner Security Level: Email, Account Authentication (None)Signature Adoption: Pre-selected Style Using IP Address: 154.27.110.235 Sent: 4/5/2023 9:00:10 AM Viewed: 4/7/2023 10:52:53 AM Signed: 4/7/2023 10:54:07 AM Electronic Record and Signature Disclosure: Accepted: 4/7/2023 10:52:53 AM ID: aa328ee3-bfdf-493a-a988-33dbb4571f3e Greg Sullivan gsullivan@bozeman.net Bozeman City Attorney City of Bozeman, Montana Security Level: Email, Account Authentication (None) Signature Adoption: Pre-selected Style Using IP Address: 69.145.83.100 Sent: 4/7/2023 10:54:09 AM Viewed: 4/7/2023 11:09:55 AM Signed: 4/7/2023 11:10:05 AM Electronic Record and Signature Disclosure: Accepted: 4/7/2023 11:09:55 AM ID: 98a845ca-425b-4599-bd3f-afa8deeefc0b Jeff Mihelich jmihelich@bozeman.net City Manager City of Bozeman Security Level: Email, Account Authentication (None) Signature Adoption: Pre-selected Style Using IP Address: 69.145.83.100 Sent: 4/7/2023 11:10:08 AM Resent: 4/10/2023 2:01:37 PM Viewed: 4/10/2023 3:42:36 PM Signed: 4/10/2023 3:42:43 PM Electronic Record and Signature Disclosure: Accepted: 1/21/2021 4:45:38 PM ID: fa33eb7e-341c-4043-a571-93ac4014fb87 Mike Maas mmaas@bozeman.net City Clerk City of Bozeman Security Level: Email, Account Authentication (None) Signed Using IP Address: 69.145.83.100 Sent: 4/10/2023 3:42:46 PM Viewed: 4/11/2023 3:28:42 PM Signed: 4/11/2023 3:33:11 PM 415 Signer Events Signature Timestamp Electronic Record and Signature Disclosure: Accepted: 1/6/2020 4:08:14 PM ID: 79370d6f-72a4-4837-866f-9ec31f00062f In Person Signer Events Signature Timestamp Editor Delivery Events Status Timestamp Agent Delivery Events Status Timestamp Intermediary Delivery Events Status Timestamp Certified Delivery Events Status Timestamp Carbon Copy Events Status Timestamp Luke Kline lkline@bozeman.net Security Level: Email, Account Authentication (None) Sent: 4/11/2023 3:33:13 PM Viewed: 4/11/2023 3:55:07 PM Electronic Record and Signature Disclosure: Accepted: 3/28/2022 7:58:08 AM ID: 75a3ea51-189f-4a40-8523-fbd03d863f48 Witness Events Signature Timestamp Notary Events Signature Timestamp Envelope Summary Events Status Timestamps Envelope Sent Hashed/Encrypted 4/5/2023 9:00:10 AM Certified Delivered Security Checked 4/11/2023 3:28:42 PM Signing Complete Security Checked 4/11/2023 3:33:11 PM Completed Security Checked 4/11/2023 3:33:13 PM Payment Events Status Timestamps Electronic Record and Signature Disclosure 416 CONSUMER DISCLOSURE From time to time, City of Bozeman (we, us or Company) may be required by law to provide to you certain written notices or disclosures. 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Electronic Record and Signature Disclosure created on: 7/9/2018 4:06:02 PM Parties agreed to: Doug Duschene, Greg Sullivan, Jeff Mihelich, Mike Maas, Luke Kline 417 How to contact City of Bozeman: You may contact us to let us know of your changes as to how we may contact you electronically, to request paper copies of certain information from us, and to withdraw your prior consent to receive notices and disclosures electronically as follows: To contact us by email send messages to: jolson@bozeman.net To advise City of Bozeman of your new e-mail address To let us know of a change in your e-mail address where we should send notices and disclosures electronically to you, you must send an email message to us at jolson@bozeman.net and in the body of such request you must state: your previous e-mail address, your new e-mail address. We do not require any other information from you to change your email address.. 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By checking the ‘I agree’ box, I confirm that:  I can access and read this Electronic CONSENT TO ELECTRONIC RECEIPT OF ELECTRONIC CONSUMER DISCLOSURES document; and  I can print on paper the disclosure or save or send the disclosure to a place where I can print it, for future reference and access; and  Until or unless I notify City of Bozeman as described above, I consent to receive from exclusively through electronic means all notices, disclosures, authorizations, acknowledgements, and other documents that are required to be provided or made available to me by City of Bozeman during the course of my relationship with you. 419 SECOND AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT THIS SECOND AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT FOR Parks and Trials District Landscape Maintenance Services Zone 2 dated April 12, 2022 (the “Agreement”) is made and entered into this _____ day of ____________, 2024, by and between the CITY OF BOZEMAN, MONTANA, a self governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and Bozeman Site Services, LLC., PO Box 6800, Bozeman, MT 59771 hereinafter referred to as “Contractor.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree to amend the Agreement as follows: 1.Extension of Term: Section 31. Extensions: Professional Service Agreement between City and Contractor dated April 12, 2022 is extended for an additional one (1) year period. The Agreement shall terminate on April 12, 2025. 2.Section 4 Payment: The landscape maintenance services specified in Exhibit B of the Professional Services Agreement between the City and the Contractor are clarified to include updated pricing described in Exhibit A: Schedule of Services – Bozeman Site Services LLC. 3.Agreement still valid. All remaining terms and provisions of the Agreement remain valid. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** Second Amendment to Professional Services Agreement for Landscape Maintenance Services Zone 2 FY 2024 – FY 2025 Page 1 of 2 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE February27th 420 Second Amendment to Professional Services Agreement for Landscape Maintenance Services Zone 2 FY 2024 – FY 2025 Page 2 of 2 IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and year first above written. CITY OF BOZEMAN, MONTANA BOZEMAN SITE SERVICES, LLC. By________________________________ By_____________________________ Jeff Mihelich, City Manager Print Name: Title: APPROVED AS TO FORM By_______________________________ Greg Sullivan, Bozeman City Attorney DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE Owner Doug Duschene Chuck Winn, Acting City Manager XXXXXXXXXXXXXXXXXXXXXXXXXXXX 421 Customer:Proposal #2166 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Baxter Sq Pk Sartain St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $290.00 $275.00 $1,740.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 2X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$294.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 Exhibit A: Schedule of Services DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 422 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 423 Customer:Proposal #2169 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Cattail Lakes Pk Trout Meadows Rd Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $220.00 $1,804.00 $1,302.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$1,932.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 424 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 425 Customer:Proposal #2168 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Cattail Creek Pk Phase 3 Catron St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $609.00 $887.00 $3,662.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$950.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 426 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 427 Customer:Proposal #2167 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Cattail Creek Pk A&B Cattail St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $1,253.00 $1,804.00 $7,872.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$1,932.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 428 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 429 Customer:Proposal #2170 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Creekwood Pk Creekwood Dr Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $173.00 $177.00 $1,031.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$190.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 430 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 431 Customer:Proposal #2171 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Harvest Ck Pk Hunters Way Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $2,027.00 $393.00 $11,209.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 2X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$420.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Bed Maintenance BSS will perform Weed and/or spray landscaped garden bed areas 2X per month. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 432 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 433 Customer:Proposal #2172 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Headlands Pk 1-4 Bridger Dr Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $269.00 $917.00 $1,551.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$982.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 434 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 435 Customer:Proposal #2173 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Legends Pk 1 Boylan Rd Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $203.00 $1,367.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$399.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Bed Maintenance BSS will perform Weed and/or spray landscaped garden bed areas 2X per month. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 436 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 437 Customer:Proposal #2175 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Legends Pk 2 Boylan Rd Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $594.00 $1,147.00 $4,099.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$409.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Bed Maintenance BSS will perform Weed and/or spray landscaped garden bed areas 2X per month. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 438 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 439 Customer:Proposal #2176 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Oak Meadows Pk Oak Park Dr Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $567.00 $3,752.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 440 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 441 Customer:Proposal #2177 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Pine/Valley Meadow Pk Meriwether Ave Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $172.00 $674.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 442 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 443 Customer:Proposal #2178 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Sandan Pk Savannah St Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $552.00 $3,313.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 444 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 445 Customer:Proposal #2179 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 6, 2023 COB - Soroptomist Pk Rouse Ave Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. $76.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 446 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 447 Customer:Proposal #2180 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 6, 2023 COB - Village Downtown Pk Village Downtown Blvd Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. $65.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 448 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 449 Customer:Proposal #2181 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Walton Hstd Pk 15th Ave Bozeman, MT 59715 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $191.00 $1,092.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 450 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 451 Customer:Proposal #2182 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - West Winds Pk Buckrake Ave Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $2,076.00 $3,579.00 $15,601.00 Weekly Turf Maintenance Native Grass Mowing Turf Granular Fertilization and Weed Control Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 1X per season. Minimum charge of $120. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map.$3,834.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 452 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 453 Customer:Proposal #2183 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Westglen Pk Meriwether Ave Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE $141.00 $744.00 Weekly Turf Maintenance Turf Granular Fertilization and Weed Control Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Apply slow release mix of granular fertilization and weed control spray to designated Turf area. See attached Map. BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 454 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 455 Customer:Proposal #2184 Property: Luke Kline City of Bozeman 121 N. Rouse Ave. Bozeman , MT 59718 Date: March 9, 2023 COB - Willow Pk Michael Grove Ave Bozeman, MT 59718 SUMMER MAINTENANCE PROPOSAL - PER SERVICE 23 BILLED PER SERVICE* SERVICE DESCRIPTION PER SERVICE Weekly Turf Maintenance $50.00 Native Grass Mowing $143.00 Noxious Weed Spray In Native Areas Weekly mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of $40. See attached map. Mow unirrigated, native grass area 2X per season. Minimum charge of $120. See attached map. Spray for noxious weeds in native areas on property. 1X per season. Minimum of $120.00. See attached map. $157.00 BILLED AT TIME AND MATERIALS* SERVICE DESCRIPTION PER HOUR Turf Maintenance T&M Mow irrigated turf areas, trim edges, and blow off hard surfaces. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Bed Maintenance Weed and/or spray landscaped garden bed areas. Billed per hour. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Spring Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Native Grass Mowing Mow unirrigated, native grass area as requested and/or needed. Minimum Charge of 1 Hour. Billed at Time and Materials. $180.00 Noxious Weed 'Spot' Spray In Native Areas Spot Spray for noxious weeds in native areas on property. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Trail Spray Apply a recipe of herbicide and a pre-emergent spray to treat all trail areas with total vegetation control. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Fall Cleanup Clean all beds and turf of leaves and debris. Lightly prune as needed. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Overseed Turf Areas Overseed turf areas with like seed. Minimum Charge of 1 Hour. Billed at Time and Materials. $75.00 Power Rake Thatching Remove unwanted thatch and leftover dead grass from designated turf areas using a power rake. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Turf Aeration Aerate all designated turf areas. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Shovel T&M Will call snow removal with a shovel as Requested. Minimum Charge of 2 Hours. Billed at Time and Materials. $75.00 Snow Plowing T&M Remove snow from lots, roads, or driveway as Requested. Minimum Charge of 1 Hour. Billed at Time and Materials. $120.00 * YOU WILL BE BILLED AFTER YOU RECEIVE THESE SERVICES. Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 456 Bozeman Site Services PO Box 6800 Bozeman, MT 59771 office@bozemansiteservices.com 406.570.9893 DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 457 DocuSign Envelope ID: 351A0A95-3C52-4029-BCEF-3BE906CADC0B Exhibit A A irma io of 0 --1scr1 a 10n NONDISCRIMINATION AND EQUAL PAY AFFIRMATION _____ Bozeman Site Services, LLC ______ (name of entity submitting) hereby affirms it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity or disability and acknowledges and understands the eventual contract will contain a provision prohibiting discrimination as described above and this prohibition on discrimination shall apply to the hiring and treatments or proposer's employees and to all subcontracts. In addition, ___ Bozeman Site Services, LLC ____ (name of entity submitting) hereby affirms it will abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work "best practices" website, or equivalent "best practices publication and has read the material. __ Doug Duschene [Owner of Bozeman Site Services ____ _ Name and title of person authorized to sign on behalf of submitter DocuSign Envelope ID: 8EF40B44-B324-4050-B9D3-0A1E230665EE 458 Memorandum REPORT TO:City Commission FROM:Katie Canter, Parks and Recreation Contracts and Sports Parks Coordinator Mitch Overton, Parks and Recreation Department Director SUBJECT:Authorize the City Manager to Sign an Amendment 4 to the Professional Services Agreement with Hydro Logistics Irrigation LLC. for Irrigation Maintenance Services in the Parks and Trails District MEETING DATE:April 1, 2025 AGENDA ITEM TYPE:Agreement - Vendor/Contract RECOMMENDATION:Authorize the City Manager to Sign a Fourth Amendment to the Professional Services Agreement with Hydro Logistics Irrigation LLC. for Irrigation Maintenance Services in the Parks and Trails District. STRATEGIC PLAN:6.5 Parks, Trails & Open Space: Support the maintenance and expansion of an interconnected system of parks, trails and open spaces. BACKGROUND:On June 1, 2020, the Bozeman City Commission approved Resolution 5180 creating the Bozeman Parks and Trails Special District (District). To accomplish the District objectives the City has developed a multi-year District implementation plan designed to achieve steady calculated increases in level of service standards and sustainable maintenance practices in all City Parks. Beginning July 1, 2020 City’s Parks and Recreation Department assumed full responsibility for all of the District’s designated park properties including the addition of 235 acres of park land located within subdivision parks previously maintained by home owners/community associations. In February 2021, the Parks and Recreation Department conducted a request for proposals process to acquire professional services required to maintain parks grounds and landscape areas in the District. After careful evaluation and review, Hydro Logistics Irrigation LLC. was determined to be the most qualified vendor for Parks and Trails District Irrigation Maintenance Services Zone 1 Parks. On March 23, 2021, the City entered into the Agreement with Hydro Logistics Irrigation LLC. The Agreement is effective for one year after the date of execution with the option to extend the agreement an additional year upon mutual agreement. Hydro Logistics Irrigation LLC. has demonstrated the ability to provide comprehensive irrigation maintenance services for the City’s Parks and Trials District and will continue complete services as defined and described in Attachment B: PSA Hydro Logistics Irrigation LLC. The Attachment A PSA Amendment 4 Hydro Logistics Irrigation LLC. will extend the Agreement for an additional one (1) year period and shall terminate on March 23, 2026. In no case, however, may this 459 agreement run longer than five (5) years from the original effective date. UNRESOLVED ISSUES:None ALTERNATIVES:As recommended by City Commission. FISCAL EFFECTS:Funding is currently allocated for this maintenance within the FY25 and FY26 budget in the Parks and Trails District Maintenance Fund account. Attachments: Attachment B PSA Hydro Logistics Irrigation LLC..pdf Attachment A PSA Amendment 4 Hydro Logistics Irrigation LLC..pdf Report compiled on: March 6, 2025 460 Page 13 of 24 PROFESSIONAL SERVICES AGREEMENT THIS AGREEMENT is made and entered into this _____ day of March, 2021, by and between the CITY OF BOZEMAN, MONTANA, a self-governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and, Hydro Logistics Irrigation LLC., 499 Hylite View Dr., Bozeman MT 59771, hereinafter referred to as “Contractor.” The City and Contractor may be referred to individually as “Party” and collectively as “Parties.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree as follows: 1.Purpose: City agrees to enter this Agreement with Contractor to perform for City services described in the Scope of Services attached hereto as Exhibit A and by this reference made a part hereof. 2.Effective Date: This Agreement is effective upon the date of its execution. 3.Scope of Services: Contractor will perform the work and provide the services in accordance with the requirements of the Scope of Services. For conflicts between this Agreement and the Scope of Services, unless specifically provided otherwise, the Agreement governs. 4.Payment: City agrees to pay Contractor the amount specified in the Appendix C Maintenance Schedule Zone 1 (IRRIGATION) attached hereto as Exhibit B. Any alteration or deviation from the described services that involves additional costs above the Agreement amount will be performed by Contractor after written request by the City, and will become an additional charge over and above the amount listed in the Scope of Services. The City must agree in writing upon any additional charges. 23rd DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 461 Page 14 of 24 5.Contractor’s Representations: To induce City to enter into this Agreement, Contractor makes the following representations: a.Contractor has familiarized itself with the nature and extent of this Agreement, the Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules, and regulations that in any manner may affect cost, progress or performance of the Scope of Services. b.Contractor represents and warrants to City that it has the experience and ability to perform the services required by this Agreement; that it will perform the services in a professional, competent and timely manner and with diligence and skill; that it has the power to enter into and perform this Agreement and grant the rights granted in it; and that its performance of this Agreement shall not infringe upon or violate the rights of any third party, whether rights of copyright, trademark, privacy, publicity, libel, slander or any other rights of any nature whatsoever, or violate any federal, state and municipal laws. The City will not determine or exercise control as to general procedures or formats necessary to have these services meet this warranty. 6.Independent Contractor Status/Labor Relations: The parties agree that Contractor is an independent contractor for purposes of this Agreement and is not to be considered an employee of the City for any purpose. Contractor is not subject to the terms and provisions of the City’s personnel policies handbook and may not be considered a City employee for workers’ compensation or any other purpose. Contractor is not authorized to represent the City or otherwise bind the City in any dealings between Contractor and any third parties. Contractor shall comply with the applicable requirements of the Workers’ Compensation Act, Title 39, Chapter 71, Montana Code Annotated (MCA), and the Occupational Disease Act of Montana, Title 39, Chapter 71, MCA. Contractor shall maintain workers’ compensation coverage for all members and employees of Contractor’s business, except for those members who are exempted by law. Contractor shall furnish the City with copies showing one of the following: (1) a binder for workers’ compensation coverage by an insurer licensed and authorized to provide workers’ compensation insurance in the State of Montana; or (2) proof of exemption from workers’ compensation granted by law for independent contractors. Contractor shall post a legible statement of all wages and fringe benefits to be paid to the Contractor’s employees and the frequency of such payments (i.e., hourly wage employees shall be paid weekly). Such posting shall be made in a prominent and accessible location at the Contractor’s normal place of business and shall be made no later than the first day of services DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 462 Page 15 of 24 provided under this Agreement. Such posting shall be removed only upon expiration or termination of this Agreement. In performing the services under this Agreement, Contractor shall give preference to the employment of bona fide residents of Montana, as required by §18-2-403, MCA, as such term is defined by §18-2-401(1), MCA. When making assignments of work, Contractor shall use workers both skilled in their trade and specialized in their field of work for all work to which they are assigned. Pursuant to §§18-2-403 and 18-2-422, MCA, Contractor shall pay wages, fringe benefits, and expenses, including travel allowances as set forth in the current Montana Prevailing Wage Rate for Non Construction Services in effect and applicable to Gallatin County, Montana, which schedule is incorporated herein. Contractor shall pay all hourly wage employees on a weekly basis. Violation of the requirements set forth in the above State of Montana schedule of prevailing wage rates may subject the Contractor to the penalties set forth in §18-2-407, MCA. Contractor shall maintain payroll records during the term of this Agreement and for a period of three (3) years following termination of this Agreement. The Contractor shall ensure that any person, firm or entity performing any portion of the services under this Agreement for which the contractor, subcontractor or employer is responsible, is paid the applicable standard prevailing rate of wages. In the event that, during the term of this Agreement, any labor problems or disputes of any type arise or materialize which in turn cause any services to cease for any period of time, Contractor specifically agrees to take immediate steps, at its own expense and without expectation of reimbursement from City, to alleviate or resolve all such labor problems or disputes. The specific steps Contractor shall take shall be left to the discretion of Contractor; provided, however, that Contractor shall bear all costs of any related legal action. Contractor shall provide immediate relief to the City so as to permit the services to continue at no additional cost to City. Contractor shall indemnify, defend, and hold the City harmless from any and all claims, demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in connection with any labor problems or disputes or any delays or stoppages of work associated with such problems or disputes and for any claims regarding underpaid prevailing wages. 7.Indemnity/Waiver of Claims/Insurance: For other than professional services rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and hold harmless the City, its agents, representatives, employees, and officers (collectively referred to for purposes of this Section as the City) from and against any and all claims, demands, actions, DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 463 Page 16 of 24 fees and costs (including attorney’s fees and the costs and fees of expert witness and consultants), losses, expenses, liabilities (including liability where activity is inherently or intrinsically dangerous) or damages of whatever kind or nature connected therewith and without limit and without regard to the cause or causes thereof or the negligence of any party or parties that may be asserted against, recovered from or suffered by the City occasioned by, growing or arising out of or resulting from or in any way related to: (i) the negligent, reckless, or intentional misconduct of the Contractor; or (ii) any negligent, reckless, or intentional misconduct of any of the Contractor’s agents. For the professional services rendered, to the fullest extent permitted by law, Contractor agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and expenses, including reasonable defense attorney fees, to the extent caused by the negligence or intentional misconduct of the Contractor or Contractor’s agents or employees. Such obligations shall not be construed to negate, abridge, or reduce other rights or obligations of indemnity that would otherwise exist. The indemnification obligations of this Section must not be construed to negate, abridge, or reduce any common-law or statutory rights of the City as indemnitee(s) which would otherwise exist as to such indemnitee(s). Contractor’s indemnity under this Section shall be without regard to and without any right to contribution from any insurance maintained by City. Should the City be required to bring an action against the Contractor to assert its right to defense or indemnification under this Agreement or under the Contractor’s applicable insurance policies required below, the City shall be entitled to recover reasonable costs and attorney fees incurred in asserting its right to indemnification or defense but only if a court of competent jurisdiction determines the Contractor was obligated to defend the claim(s) or was obligated to indemnify the City for a claim(s) or any portion(s) thereof. In the event of an action filed against the City resulting from the City’s performance under this Agreement, the City may elect to represent itself and incur all costs and expenses of suit. Contractor also waives any and all claims and recourse against the City, including the right of contribution for loss or damage to person or property arising from, growing out of, or in any way connected with or incident to the performance of this Agreement except “responsibility for [City’s] own fraud, for willful injury to the person or property of another, or for violation of law, whether willful or negligent” as per 28-2-702, MCA. These obligations shall survive termination of this Agreement and the services performed hereunder. DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 464 Page 17 of 24 In addition to and independent from the above, Contractor shall at Contractor’s expense secure insurance coverage through an insurance company or companies duly licensed and authorized to conduct insurance business in Montana which insures the liabilities and obligations specifically assumed by the Contractor in this Section. The insurance coverage shall not contain any exclusion for liabilities specifically assumed by the Contractor in this Section. The insurance shall cover and apply to all claims, demands, suits, damages, losses, and expenses that may be asserted or claimed against, recovered from, or suffered by the City without limit and without regard to the cause therefore and which is acceptable to the City. Contractor shall furnish to the City an accompanying certificate of insurance and accompanying endorsements in amounts not less than as follows: x Workers’ Compensation – statutory; x Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; x Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate; x Automobile Liability - $1,000,000 property damage/bodily injury per accident; and x Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate. The above amounts shall be exclusive of defense costs. The City shall be endorsed as an additional or named insured on a primary non-contributory basis on both the Commercial General and Automobile Liability policies. The insurance and required endorsements must be in a form suitable to City and shall include no less than a thirty (30) day notice of cancellation or non-renewal. Contractor shall notify City within two (2) business days of Contractor’s receipt of notice that any required insurance coverage will be terminated or Contractor’s decision to terminate any required insurance coverage for any reason. The City must approve all insurance coverage and endorsements prior to the Contractor commencing work. 8.Termination for Contractor’s Fault: a.If Contractor refuses or fails to timely do the work, or any part thereof, or fails to perform any of its obligations under this Agreement, or otherwise breaches any terms or conditions of this Agreement, the City may, by written notice, terminate this DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 465 Page 18 of 24 Agreement and the Contractor’s right to proceed with all or any part of the work (“Termination Notice Due to Contractor’s Fault”). The City may then take over the work and complete it, either with its own resources or by re-letting the contract to any other third party. b.In the event of a termination pursuant to this Section 8, Contractor shall be entitled to payment only for those services Contractor actually rendered. c.Any termination provided for by this Section 8 shall be in addition to any other remedies to which the City may be entitled under the law or at equity. d.In the event of termination under this Section 8, Contractor shall, under no circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 9.Termination for City’s Convenience: a.Should conditions arise which, in the sole opinion and discretion of the City, make it advisable to the City to cease performance under this Agreement, the City may terminate this Agreement by written notice to Contractor (“Notice of Termination for City’s Convenience”). The termination shall be effective in the manner specified in the Notice of Termination for City’s Convenience and shall be without prejudice to any claims that the City may otherwise have against Contractor. b.Upon receipt of the Notice of Termination for City’s Convenience, unless otherwise directed in the Notice, the Contractor shall immediately cease performance under this Agreement and make every reasonable effort to refrain from continuing work, incurring additional expenses or costs under this Agreement and shall immediately cancel all existing orders or contracts upon terms satisfactory to the City. Contractor shall do only such work as may be necessary to preserve, protect, and maintain work already completed or immediately in progress. c.In the event of a termination pursuant to this Section 9, Contractor is entitled to payment only for those services Contractor actually rendered on or before the receipt of the Notice of Termination for City’s Convenience. d.The compensation described in Section 9(c) is the sole compensation due to Contractor for its performance of this Agreement. Contractor shall, under no DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 466 Page 19 of 24 circumstances, be entitled to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature arising, or claimed to have arisen, as a result of the termination. 10.Limitation on Contractor’s Damages; Time for Asserting Claim: a.In the event of a claim for damages by Contractor under this Agreement, Contractor’s damages shall be limited to contract damages and Contractor hereby expressly waives any right to claim or recover consequential, special, punitive, lost business opportunity, lost productivity, field office overhead, general conditions costs, or lost profits damages of any nature or kind. b.In the event Contractor wants to assert a claim for damages of any kind or nature, Contractor shall provide City with written notice of its claim, the facts and circumstances surrounding and giving rise to the claim, and the total amount of damages sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights to assert such claim. 11.Representatives and Notices: a.City’s Representative: The City’s Representative for the purpose of this Agreement shall be Luke Kline, Contracts Coordinator or such other individual as City shall designate in writing. Whenever approval or authorization from or communication or submission to City is required by this Agreement, such communication or submission shall be directed to the City’s Representative and approvals or authorizations shall be issued only by such Representative; provided, however, that in exigent circumstances when City’s Representative is not available, Contractor may direct its communication or submission to other designated City personnel or agents as designated by the City in writing and may receive approvals or authorization from such persons. b.Contractor’s Representative: The Contractor’s Representative for the purpose of this Agreement shall be _____________________ or such other individual as Contractor shall designate in writing. Whenever direction to or communication with Contractor is required by this Agreement, such direction or communication shall be directed to Contractor’s Representative; provided, however, that in exigent DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 467 Page 20 of 24 circumstances when Contractor’s Representative is not available, City may direct its direction or communication to other designated Contractor personnel or agents. c. Notices: All notices required by this Agreement shall be in writing and shall be provided to the Representatives named in this Section. Notices shall be deemed given when delivered, if delivered by courier to Party’s address shown above during normal business hours of the recipient; or when sent, if sent by email or fax (with a successful transmission report) to the email address or fax number provided by the Party’s Representative; or on the fifth business day following mailing, if mailed by ordinary mail to the address shown above, postage prepaid. 12.Permits: Contractor shall provide all notices, comply with all applicable laws, ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of Bozeman business license, and inspections from applicable governmental authorities, and pay all fees and charges in connection therewith. 13 Laws and Regulations: Contractor shall comply fully with all applicable state and federal laws, regulations, and municipal ordinances including, but not limited to, all workers’ compensation laws, all environmental laws including, but not limited to, the generation and disposal of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County, and State building and electrical codes, the Americans with Disabilities Act, and all non- discrimination, affirmative action, and utilization of minority and small business statutes and regulations. 14.Nondiscrimination and Equal Pay: The Contractor agrees that all hiring by Contractor of persons performing this Agreement shall be on the basis of merit and qualifications. The Contractor will have a policy to provide equal employment opportunity in accordance with all applicable state and federal anti-discrimination laws, regulations, and contracts. The Contractor will not refuse employment to a person, bar a person from employment, or discriminate against a person in compensation or in a term, condition, or privilege of employment because of race, color, religion, creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation, gender identity, physical or mental disability, except when the reasonable demands of the position require an age, physical or mental disability, marital status or sex distinction. The Contractor shall be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United States Code, and all regulations promulgated thereunder. DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 468 Page 21 of 24 Contractor represents it is, and for the term of this Agreement will be, in compliance with the requirements of the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act). Contractor must report to the City any violations of the Montana Equal Pay Act that Contractor has been found guilty of within 60 days of such finding for violations occurring during the term of this Agreement. Contractor shall require these nondiscrimination terms of its subcontractors providing services under this Agreement. 15.Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training: Contractor shall not permit or suffer the introduction or use of any intoxicants, including alcohol or illegal drugs, by any employee or agent engaged in services to the City under this Agreement while on City property or in the performance of any activities under this Agreement. Contractor acknowledges it is aware of and shall comply with its responsibilities and obligations under the U.S. Department of Transportation (DOT) regulations governing anti-drug and alcohol misuse prevention plans and related testing. City shall have the right to request proof of such compliance and Contractor shall be obligated to furnish such proof. The Contractor shall be responsible for instructing and training the Contractor's employees and agents in proper and specified work methods and procedures. The Contractor shall provide continuous inspection and supervision of the work performed. The Contractor is responsible for instructing its employees and agents in safe work practices. 16.Modification and Assignability: This Agreement may not be enlarged, modified or altered except by written agreement signed by both parties hereto. The Contractor may not subcontract or assign Contractor’s rights, including the right to compensation or duties arising hereunder, without the prior written consent of the City. Any subcontractor or assignee will be bound by all of the terms and conditions of this Agreement. 17.Reports/Accountability/Public Information: Contractor agrees to develop and/or provide documentation as requested by the City demonstrating Contractor’s compliance with the requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons authorized by the City to inspect and copy its books and records for the purpose of verifying that the reimbursement of monies distributed to Contractor pursuant to this Agreement was used in compliance with this Agreement and all applicable provisions of federal, state, and local law. The Contractor shall not issue any statements, releases or information for public dissemination without prior approval of the City. DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 469 Page 22 of 24 18.Non-Waiver: A waiver by either party of any default or breach by the other party of any terms or conditions of this Agreement does not limit the other party’s right to enforce such term or conditions or to pursue any available legal or equitable rights in the event of any subsequent default or breach. 19.Attorney’s Fees and Costs: In the event it becomes necessary for either Party to retain an attorney to enforce any of the terms or conditions of this Agreement or to give any notice required herein, then the prevailing Party or the Party giving notice shall be entitled to reasonable attorney's fees and costs, including fees, salary, and costs of in-house counsel including the City Attorney’s Office staff. 20.Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all appropriate employee withholdings. 21.Dispute Resolution: a.Any claim, controversy, or dispute between the parties, their agents, employees, or representatives shall be resolved first by negotiation between senior-level personnel from each party duly authorized to execute settlement agreements. Upon mutual agreement of the parties, the parties may invite an independent, disinterested mediator to assist in the negotiated settlement discussions. b.If the parties are unable to resolve the dispute within thirty (30) days from the date the dispute was first raised, then such dispute may only be resolved in a court of competent jurisdiction in compliance with the Applicable Law provisions of this Agreement. 22.Survival: Contractor’s indemnification shall survive the termination or expiration of this Agreement for the maximum period allowed under applicable law. 23.Headings: The headings used in this Agreement are for convenience only and are not be construed as a part of the Agreement or as a limitation on the scope of the particular paragraphs to which they refer. 24.Severability: If any portion of this Agreement is held to be void or unenforceable, the balance thereof shall continue in effect. 25.Applicable Law: The parties agree that this Agreement is governed in all respects by the laws of the State of Montana. 26.Binding Effect: This Agreement is binding upon and inures to the benefit of the heirs, legal representatives, successors, and assigns of the parties. 27.No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or enforced by a third party. DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 470 Page 23 of 24 28.Counterparts: This Agreement may be executed in counterparts, which together constitute one instrument. 29.Integration: This Agreement and all Exhibits attached hereto constitute the entire agreement of the parties. Covenants or representations not contained herein or made a part thereof by reference, are not binding upon the parties. There are no understandings between the parties other than as set forth in this Agreement. All communications, either verbal or written, made prior to the date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of this Agreement by reference. 30.Consent to Electronic Signatures: The Parties have consented to execute this Agreement electronically in conformance with the Montana Uniform Electronic Transactions Act, Title 30, Chapter 18, Part 1, MCA. 31. Extensions: this Agreement may, upon mutual agreement, be extended for a period of one year by written agreement of the Parties. In no case, however, may this Agreement run longer than three years. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first above written or as recorded in an electronic signature. CITY OF BOZEMAN, MONTANA ____________________________________ CONTRACTOR (Type Name Above) By________________________________ By__________________________________ Jeff Mihelich, City Manager Print Name: _________________________ Print Title: __________________________ APPROVED AS TO FORM: By_______________________________ Greg Sullivan, Bozeman City Attorney DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 Owner Josh Proff Hydro Logistics Irrigation, LLC 471 City of Bozeman PO Box 1230 Bozeman, MT 59771-1230 February 2021 REQUEST FOR PROPOSALS (RFP) PARKS & TRAILS DISTRICT IRRIGATION MAINTENANCE SERVICES ZONE: 1 City of Bozeman Bozeman, MT Exhibit A DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 472 Page 5 of 24 III.SCOPE OF SERVICES If selected a contractor will provide the City with professional expertise to successfully implement the proposed scope of services. The City has provided a summary of the basic maintenance components and site locations to assist in understanding the tasks and maintenance services desired. Specifications are general in nature and not intended to encompass all the projects complexity. Contractor shall become familiar with the specified locations and the needs of each facility to best determine their ability to complete the described maintenance specifications. Additional tasks and work elements may be inserted into the scope of services during contract negotiations with the selected firm. It is also possible that tasks or elements could be removed during negotiations or not included in an initial contract because of regulatory uncertainty, budget limitations, contracting strategy or any combination thereof. Proposals must clearly identify any elements of the proposed scope of services that would not be provided by the prime contractor. Any sub-contractors which comprise the respondent team must be identified along with a description of past working history between the firms. The scope of services includes: 1.Contractor shall be responsible for completion of site specific irrigation system and maintenance services identified and described in Appendix D: Park location Maps Zone 1. 2.Contractor proposals shall include cost associated with delivery of all tasks described in Appendix C: Maintenance Schedule Zone 1 Irrigation and Additional Services listed to be considered for proposal award. 3.Contractor shall provide a fixed cost per item for all services at the frequency designated/described in Appendix C: Maintenance Schedule Zone 1 Irrigation. Maintenance services requested include: a.Irrigation System Startup. b.Irrigation System Winterization. 4.Contractor shall provide a fixed hourly rate for labor cost associated with services described in Appendix C: Maintenance Schedule Zone 1 Irrigation Additional Services. Contractor proposals shall provide information on additional callout fees applied for service calls or maintenance related emergencies. Exhibit A DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 473 Page 6 of 24 Maintenance services requested include: a.Irrigation System miscellaneous maintenance (Labor Only). b.System programming for routine sprinkler cycles (Labor Only). c.Repair/Replacement of irrigation system components. (Labor Only). 5.The final scope of services may change and will be contained in a professional services agreement to be executed by the City and the selected Contractor. Contractor proposals shall include additional explanation if items costs are excluded from the scope of services provided. Landscape services/maintenance are not included in this RFP and will be contracted separately. Exhibit A DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 474 CITY OF BOZEMAN BOUNDARY/TOPOGRAPHIC MAP Appendix C: Maintenance Schedule Zone 1 MAP/ LOCATION : OVERVIEW LK 1/21 PARKS MAINTENANCE ZONE 1-3 MAP Exhibit A DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 475 PARK NAME SITE DISCRIPTION LOCATION: MAP/LOCATION (GREEN AREA ONLY) FERGUSON MEADOWS PARK TURF: YES/FAIR IRRIGATION: YES/SMALL/FAIR Sanders Ave & Cascade St. 1-A 1x/year $ 1x/year $ VALLEY COMMONS PARK TURF: YES/UNK IRRIGATION: YES/MEDIUM/FAIR Fallon St. & Ginella Way (vacant land) 1-B 1x/year $1x/year $ LOYAL GARDENS SUB PARK TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR S. Cottonwood Rd. to Golden Gate Ave. & South of Loyal Dr. 1-C 1x/year $1x/year $ VALLEY WEST PARK TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR Durston Rd. to Babcock St. & Kimball Ave. to N. Cottonwood Rd.1-D 1x/year $1x/year $ NORTON EAST RANCH SUB PARK TURF: YES/FAIR IRRIGATION: YES/SMALL/FAIR Babcock St. to Fallon & S. Eldorado to Waterlily Dr.1-E 1x/year $1x/year $ BAXTER MEADOWS, PH. 1-3 TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR Kimberwicke St. to Baxter &Vaquero Pkwy. to Harper Puckett Rd.1-F 1x/year $1x/year $ FLANDERS CREEK SUBDIVISION PARK 1- 3 TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR Annie St. to Durston Rd. & Flanders Creek Ave. to Twin Lakes Ave. 1-G 1x/year $1x/year $ BAXTER MEDOWS, PH. 1 Park 1-2 TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR Equestrian Ln. to Baxter Ln. & Vaquero Pkwy. to Ferguson Ave. 1-H 1x/year $1x/year $ TRADITIONS SUB PHASE 1 PARK 1-4 & 8 TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR Sherwood Way to Glenwood Dr. & Flanders Creek Ave to Abigail Ln.1-I 1x/year $1x/year $ DIAMOND ESTATES PUBLIC PARK TURF: YES/FAIR IRRIGATION: YES/SMALL/FAIR Oak St. & Agate Ave. Road buffer at Oak & detention pond Area. 1-J 1x/year $1x/year $ OAK SPRINGS PARK TURF: YES/FAIR IRRIGATION: YES N. Ferguson Ave. to Yellowstone Ave. & Renova Ln. to Annie St. 1-K 1x/year $1x/year $ DIAMOND PARK TURF: YES/FAIR IRRIGATION: YES/SMALL/FAIR Ferguson Ave. to Flanders Mill Rd. & Oak St. to Tanzanite Dr. 1-L 1x/year $1x/year $ FOUR POINTS MINOR SUB 475 PARK TURF: YES/GOOD IRRIGATION: YES/MEDIUM/FAIR Cattail St. to Kimberwicke St. & Milkhouse Ave. to Ferguson Ave 1-M 1x/year $1x/year $ WESTBROOK SUB PUBLIC PARK 1-2 TURF: YES/FAIR IRRIGATION: YES/MEDIU/FAIR Annie St. to Durston Rd. & Rosa Way to Loxley Dr. 1-N 1x/year $1x/year $ THE LAKES AT VALLEY WEST PARK TURF: UNK IRRIGATION: YES/MEDIUM/FAIR Westmorland Dr. to Vahl Way to N. Laurel Pkwy. Adjcent to Bronken Sports Park. 1-O 1x/year $1x/year $ SUNDANCE PUBLIC PARK TURF: UNK IRRIGATION: UNK Caballo Ave. to Davis Ln. & Galloway St. to Baxter Ln. 1-P 1x/year $1x/year $ BOULDER CREEK PARK 1-2 TURF: YES/FAIR IRRIGATION: YES/MEDIU/FAIR Glenellen Dr. to Annie St. & Laurel Pkwy. To Abigail Ln.1-Q 1x/year $1x/year $ ANNIE ST & COTTAGE PARK LN TURF: YES/FAIR IRRIGATION: YES/SMALL/FAIR Small L shaped property corner of Annie St. & Cottage Park Ln.1-R 1x/year $1x/year $ COTTAGE PARK LN TURF: YES/FAIR IRRIGATION: YES/MEDIU/FAIR Small property Cottage Park Ln. and Hanson St. 1-S 1x/year $1x/year $ Repair/Replacement of irrigation system components. (Labor Only).$ Repair/Replacement of irrigation system components. (Labor Only).$ Appendix C: Maintenance Schedule Zone 1 (IRRIGATION) IRRIGATION SYSTEM STARTUP : IRRIGATION SYSTEM WINTERIZATION :ADDITIONAL COMMENTS system programming for routine sprinkler cycles (Labor Only).$ Irrigation System labor for miscellaneous maintenance (Labor Only).$ Parks Additional Services: Fixed Per Hour Rates Service/Discription Per Hour Rates ADDITIONAL COMMENTS Exhibit A DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 476 Parks & Trails District Irrigation Maintenance Services zone 1 RFP Hydro Logistics Irrigation, LLC Josh Proff 499 Hyalite View Drive Bozeman, MT 59718 406.570.0814 josh@hydroli.com Exhibit B DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 477 PARK NAME SITE DISCRIPTION LOCATION: MAP/LOCATION (GREEN AREA ONLY) FERGUSON MEADOWS PARK TURF: YES/FAIR IRRIGATION: YES/SMALL/FAIR Sanders Ave & Cascade St. 1-A 1x/year $ 1x/year $ VALLEY COMMONS PARK TURF: YES/UNK IRRIGATION: YES/MEDIUM/FAIR Fallon St. & Ginella Way (vacant land) 1-B 1x/year $1x/year $ LOYAL GARDENS SUB PARK TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR S. Cottonwood Rd. to Golden Gate Ave. & South of Loyal Dr. 1-C 1x/year $1x/year $ VALLEY WEST PARK TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR Durston Rd. to Babcock St. & Kimball Ave. to N. Cottonwood Rd.1-D 1x/year $1x/year $ NORTON EAST RANCH SUB PARK TURF: YES/FAIR IRRIGATION: YES/SMALL/FAIR Babcock St. to Fallon & S. Eldorado to Waterlily Dr.1-E 1x/year $1x/year $ BAXTER MEADOWS, PH. 1-3 TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR Kimberwicke St. to Baxter &Vaquero Pkwy. to Harper Puckett Rd.1-F 1x/year $1x/year $ FLANDERS CREEK SUBDIVISION PARK 1- 3 TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR Annie St. to Durston Rd. & Flanders Creek Ave. to Twin Lakes Ave. 1-G 1x/year $1x/year $ BAXTER MEDOWS, PH. 1 Park 1-2 TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR Equestrian Ln. to Baxter Ln. & Vaquero Pkwy. to Ferguson Ave. 1-H 1x/year $1x/year $ TRADITIONS SUB PHASE 1 PARK 1-4 & 8 TURF: YES/FAIR IRRIGATION: YES/MEDIUM/FAIR Sherwood Way to Glenwood Dr. & Flanders Creek Ave to Abigail Ln.1-I 1x/year $1x/year $ DIAMOND ESTATES PUBLIC PARK TURF: YES/FAIR IRRIGATION: YES/SMALL/FAIR Oak St. & Agate Ave. Road buffer at Oak & detention pond Area. 1-J 1x/year $1x/year $ OAK SPRINGS PARK TURF: YES/FAIR IRRIGATION: YES N. Ferguson Ave. to Yellowstone Ave. & Renova Ln. to Annie St. 1-K 1x/year $1x/year $ DIAMOND PARK TURF: YES/FAIR IRRIGATION: YES/SMALL/FAIR Ferguson Ave. to Flanders Mill Rd. & Oak St. to Tanzanite Dr. 1-L 1x/year $1x/year $ FOUR POINTS MINOR SUB 475 PARK TURF: YES/GOOD IRRIGATION: YES/MEDIUM/FAIR Cattail St. to Kimberwicke St. & Milkhouse Ave. to Ferguson Ave 1-M 1x/year $1x/year $ WESTBROOK SUB PUBLIC PARK 1-2 TURF: YES/FAIR IRRIGATION: YES/MEDIU/FAIR Annie St. to Durston Rd. & Rosa Way to Loxley Dr. 1-N 1x/year $1x/year $ THE LAKES AT VALLEY WEST PARK TURF: UNK IRRIGATION: YES/MEDIUM/FAIR Westmorland Dr. to Vahl Way to N. Laurel Pkwy. Adjcent to Bronken Sports Park. 1-O 1x/year $1x/year $ SUNDANCE PUBLIC PARK TURF: UNK IRRIGATION: UNK Caballo Ave. to Davis Ln. & Galloway St. to Baxter Ln. 1-P 1x/year $1x/year $ BOULDER CREEK PARK 1-2 TURF: YES/FAIR IRRIGATION: YES/MEDIU/FAIR Glenellen Dr. to Annie St. & Laurel Pkwy. To Abigail Ln.1-Q 1x/year $1x/year $ ANNIE ST & COTTAGE PARK LN TURF: YES/FAIR IRRIGATION: YES/SMALL/FAIR Small L shaped property corner of Annie St. & Cottage Park Ln.1-R 1x/year $1x/year $ COTTAGE PARK LN TURF: YES/FAIR IRRIGATION: YES/MEDIU/FAIR Small property Cottage Park Ln. and Hanson St. 1-S 1x/year $1x/year $ Repair/Replacement of irrigation system components. (Labor Only).$ Repair/Replacement of irrigation system components. (Labor Only).$ Appendix C: Maintenance Schedule Zone 1 (IRRIGATION) IRRIGATION SYSTEM STARTUP : IRRIGATION SYSTEM WINTERIZATION :ADDITIONAL COMMENTS system programming for routine sprinkler cycles (Labor Only).$ Irrigation System labor for miscellaneous maintenance (Labor Only).$ Parks Additional Services: Fixed Per Hour Rates Service/Discription Per Hour Rates ADDITIONAL COMMENTS 75 75 7575 75 75 75 75 75 75 500 500 800 800 475 475 375 375 830 830 300 300 500 500 500 500 400 400 300 300 400 400 650 650 350 350 100 100 75 75 75 75 Exhibit B DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 478 Page 12 of 24 NONDISCRIMINATION AND EQUAL PAY AFFIRMATION ____________________________________(name of entity submitting) hereby affirms it will not discriminate on the basis of race, color, religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity or disability and acknowledges and understands the eventual contract will contain a provision prohibiting discrimination as described above and this prohibition on discrimination shall apply to the hiring and treatments or proposer’s employees and to all subcontracts. In addition, ____________________________________(name of entity submitting) hereby affirms it will abide by the Equal Pay Act of 1963 and Section 39-3-104, MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay for Equal Work “best practices” website, https://equalpay.mt.gov/BestPractices/Employers, or equivalent “best practices publication and has read the material. ______________________________________ Name and title of person authorized to sign on behalf of submitter Hydro Logistics Irrigation LLC Hydro Logistics Irrigation LLC ,Owner Exhibit B DocuSign Envelope ID: 676BE453-4625-4BCE-BA92-E242358AB396 479 First Amendment to Professional Services Agreement Irrigation Maintenance Services Zone 1 Page 1 of 2 FIRST AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT THIS FIRST AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT FOR Parks and Trails District Irrigation Maintenance Services Zone 1 dated March 23, 2021 (the “Agreement”) is made and entered into this _____ day of ____________, 2022, by and between the CITY OF BOZEMAN, MONTANA, a self governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and Hydro Logistics Irrigation LLC., 499 Hylite View Dr., Bozeman MT 59771, hereinafter referred to as “Contractor.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree to amend the Agreement as follows: 1. Extension of Term. Section 31 Professional Services Agreement between the City and Contractor dated March 23, 2021 (the Agreement) is extended for an additional one (1) year period. The Agreement shall terminate on March 23, 2023. 2. Agreement still valid. All remaining terms and provisions of the Agreement remain valid. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** DocuSign Envelope ID: 6EB0114C-4BA3-47BC-99AB-4EF30B74FA37 8th February 480 First Amendment to Professional Services Agreement Irrigation Maintenance Services Zone 1 Page 2 of 2 IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and year first above written. CITY OF BOZEMAN, MONTANA HYDRO LOGISTICS IRRIGATION LLC. By________________________________ By_____________________________ Jeff Mihelich, City Manager Print Name: Title: APPROVED AS TO FORM By_______________________________ Greg Sullivan, Bozeman City Attorney DocuSign Envelope ID: 6EB0114C-4BA3-47BC-99AB-4EF30B74FA37 Josh Proff Owner 481 Second Amendment to Professional Services Agreement for Irrigation Maintenance Services Zone 1 FY 2023 – FY 2024 Page 1 of 2 SECOND AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT THIS SECOND AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT FOR Parks and Trials District Irrigation Maintenance Services Zone 1 dated March 23, 2021 (the “Agreement”) is made and entered into this _____ day of ____________, 2023, by and between the CITY OF BOZEMAN, MONTANA, a self governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and Hydro Logistics Irrigation LLC., 499 Hyalite View Dr., Bozeman, MT 59718 hereinafter referred to as “Contractor.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree to amend the Agreement as follows: 1. Section 31 of the Agreement is replaced in its entirety with the following: 31. Extensions: This Agreement may, upon mutual agreement, be extended for a period of one (1) year by written agreement of the Parties. In no case, however, may this Agreement run longer than five years. 2. Extension of Term: Section 31. Extensions: Professional Service Agreement between City and Contractor dated March 23, 2021 is extended for an additional one (1) year period. The Agreement shall terminate on March 23, 2024. 3. Agreement still valid. All remaining terms and provisions of the Agreement remain valid. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** DocuSign Envelope ID: C2117B5F-919A-436E-A954-D72E9F793E21 January24 482 Second Amendment to Professional Services Agreement for Irrigation Maintenance Services Zone 1 FY 2023 – FY 2024 Page 2 of 2 IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and year first above written. CITY OF BOZEMAN, MONTANA HYDRO LOGISTICS IRRIGATION LLC. By________________________________ By_____________________________ Jeff Mihelich, City Manager Print Name: Title: APPROVED AS TO FORM By_______________________________ Greg Sullivan, Bozeman City Attorney DocuSign Envelope ID: C2117B5F-919A-436E-A954-D72E9F793E21 Josh Proff Owner 483 Third Amendment to Professional Services Agreement for Irrigation Maintenance Services Zone 1 FY 2024 – FY 2025 Page 1 of 2 THIRD AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT THIS THIRD AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT FOR Parks and Trials District Irrigation Maintenance Services Zone 1 dated March 23, 2021 (the “Agreement”) is made and entered into this _____ day of ____________, 2024, by and between the CITY OF BOZEMAN, MONTANA, a self governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and Hydro Logistics Irrigation LLC., 499 Hyalite View Dr., Bozeman, MT 59718 hereinafter referred to as “Contractor.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree to amend the Agreement as follows: 1.Extension of Term: Section 31. Extensions: Professional Service Agreement between City and Contractor dated March 23, 2021 is extended for an additional one (1) year period. The Agreement shall terminate on March 23, 2025. 2.Agreement still valid. All remaining terms and provisions of the Agreement remain valid. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** DocuSign Envelope ID: 2943BB20-2B26-41D1-AEA2-CE7612BCB02D February13th 484 Third Amendment to Professional Services Agreement for Irrigation Maintenance Services Zone 1 FY 2024 – FY 2025 Page 2 of 2 IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and year first above written. CITY OF BOZEMAN, MONTANA HYDRO LOGISTICS IRRIGATION LLC. By________________________________ By_____________________________ Jeff Mihelich, City Manager Print Name: Title: APPROVED AS TO FORM By_______________________________ Greg Sullivan, Bozeman City Attorney DocuSign Envelope ID: 2943BB20-2B26-41D1-AEA2-CE7612BCB02D Josh Proff Owner XXXXXXXXXXXXXXXXXXXXXXXXXXX Chuck Winn, Acting City Manager 485 Fourth Amendment to Professional Services Agreement for Irrigation Maintenance Services Zone 1 FY 2025 – FY 2026 Page 1 of 2 FOURTH AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT THIS FOURTH AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT FOR Parks and Trials District Irrigation Maintenance Services Zone 1 dated March 23, 2021 (the “Agreement”) is made and entered into this _____ day of ____________, 2025, by and between the CITY OF BOZEMAN, MONTANA, a self governing municipal corporation organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771, hereinafter referred to as “City,” and Hydro Logistics Irrigation LLC., 499 Hyalite View Dr., Bozeman, MT 59718 hereinafter referred to as “Contractor.” In consideration of the mutual covenants and agreements herein contained, the receipt and sufficiency whereof being hereby acknowledged, the parties hereto agree to amend the Agreement as follows: 1.Extension of Term: Section 31. Extensions: Professional Service Agreement between City and Contractor dated March 23, 2021 is extended for an additional one (1) year period. The Agreement shall terminate on March 23, 2026. 2.Section 4 Payment: The landscape maintenance services specified in Exhibit B of the Professional Services Agreement between the City and the Contractor are clarified to include updated pricing described in Exhibit A: Schedule of Services - Hydro Logistics Irrigation LLC. 2025 Pricing. 3.Agreement still valid. All remaining terms and provisions of the Agreement remain valid. **** END OF AGREEMENT EXCEPT FOR SIGNATURES **** 486 Fourth Amendment to Professional Services Agreement for Irrigation Maintenance Services Zone 1 FY 2025 – FY 2026 Page 2 of 2 IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and year first above written. CITY OF BOZEMAN, MONTANA HYDRO LOGISTICS IRRIGATION LLC. By________________________________ By_____________________________ Chuck Winn, Interim City Manager Print Name: Title: APPROVED AS TO FORM By_______________________________ Greg Sullivan, Bozeman City Attorney 487 City of Bozeman – Parks Labor Rate Change Hydrologistics shall increase its per-hour labor rate from $75/hr to $90/hr starting with the 2025 season. Please see the updated table below for a detailed list of the rate changes. 499 Hyalite View DriveBozeman, MT 59718 josh@hydroli.com406.570.0814 City of Bozeman – Parks Labor Rate Change Hydrologistics shall increase its per-hour labor rate from $75/hr to $90/hr starting with the 2025 season. Please see the updated table below for a detailed list of the rate changes. 499 Hyalite View DriveBozeman, MT 59718 josh@hydroli.com406.570.0814 Repair/Replacement of irrigation system components. (Labor Only).$ Repair/Replacement of irrigation system components. (Labor Only).$ system programming for routine sprinkler cycles (Labor Only).$ Irrigation System labor for miscellaneous maintenance (Labor Only).$ Additional Services: Fixed Per Hour Rates Service/Discription Per Hour Rates ADDITIONAL COMMENTS 90 90 90 90 Exhibit A: Schedule of Services 488 Memorandum REPORT TO:City Commission FROM:Shane Miller, Facilities Project Coordinator David Arnado, Facilities Superintendent SUBJECT:A Resolution Adopting the Use of an Alternative Project Delivery Contract for a General Contractor Construction Manager for Preconstruction and Construction Services for the Lindley Center Renovation Project MEETING DATE:April 1, 2025 AGENDA ITEM TYPE:Resolution RECOMMENDATION:A Resolution Adopting the Use of an Alternative Project Delivery Contract for a General Contractor Construction Manager for Preconstruction and Construction Services for the Lindley Center Renovation Project. STRATEGIC PLAN:4.3 Strategic Infrastructure Choices: Prioritize long-term investment and maintenance for existing and new infrastructure. BACKGROUND:In 2005, the Montana Legislature created an alternative project delivery process for certain construction projects of the state and local government. MCA 18-2-502 establishes requirements that must be met in order to use an alternative project delivery contract, including a written justification. City staff recommends using the General Contractor/Construction Manager (GC/CM) process in the Lindley Center Renovation. Ever increasing demand, in addition to the aging of Lindley Facility, has resulted in the need to pursue significant indoor & outdoor renovations as well as some necessary structural upgrades and possible addition of updated safety & ADA features (ingress/egress/cctv) to benefit the facility, as well as the surrounding community. In the past the City has successfully used an alternative project delivery process in the construction of several municipal construction projects including the Public Library, the Parking Garage, Fire Station 3, the Anderson Pavilion at Bogert Park, and the Public Safety Center. The GC/CM delivery method is intended to create a more collaborative relationship between the City and general contractor that is not found in a traditional design-bid-build delivery method. The GC/CM model involves the general contractor early in the process to review constructability, methods and means, and long-term durability. The GC/CM will also provide a guaranteed maximum price (GMP) for the project which will assist in the Lindley Center Renovation, at or below, budget. We have found that involving the contractor at this stage of the process results in better cost estimates and reduced change orders. Even though the contractor provides a GMP, the elements of construction are still bid to ensure competitive prices are 489 received by the City. UNRESOLVED ISSUES:None At This Time ALTERNATIVES:As Suggested by City Commission FISCAL EFFECTS:On November 2nd, 2021, voters within the City of Bozeman approved a bond to fund the renovation of several public recreation facilities, including the Lindley Center. This Resolution enables the use of an alternative project delivery contract following a competitive selection process, and thus does not have a fiscal component. Attachments: Lindley Center Commission Resolution.pdf Report compiled on: March 18, 2025 490 Resolution , Authorize Use of Alternative Project Delivery Contract for GC/CM for Lindley Center Renovation RESOLUTION NO. A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA, AUTHORIZING THE USE OF AN ALTERNATIVE PROJECT DELIVERY CONTRACT FOR A GENERAL CONTRACTOR / CONSTRUCTION MANAGER FOR PRECONSTRUCTION AND CONSTRUCTION SERVICES FOR THE LINDLEY CENTER RENOVATION WHEREAS, the City of Bozeman is proceeding with the Lindley Center Renovation and is in need of a General Contractor / Construction Manager to provide preconstruction and construction services; and WHEREAS, Sec. 18-2-502, MCA, authorizes a local governing body, upon adoption of a resolution to use an alternative project delivery contract upon showing specific statutory criteria have been met; and WHEREAS, the City Commission determines the use of a general contractor/construction manager for preconstruction and construction services is in the best interest of the City. NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of Bozeman, Montana: Section 1 The Bozeman City Commission hereby authorizes the use of an alternative delivery project contract for a General Contractor / Construction Manager for services related to the Lindley Center Renovation. Section 2 Pursuant to Sec. 18-2-502, MCA, the City Commission determines: 491 Resolution 5660, Authorize Use of Alternative Project Delivery Contract for GC/CM for Lindley Center Renovation 1. The City has knowledgeable staff including the Strategic Services Director as Project Manager, City Attorney, and Facilities Superintendent, and its Architectural and Engineering consultants, who have the capacity to manage an alternative project delivery contract. 2. The contract will be awarded in a manner consistent with state law and City policies through publication of a request for qualifications and a request for proposals submitted to qualified applicants with a final selection to be made upon merit and qualifications. The process will be conducted in a manner that will not encourage favoritism or bias nor substantially diminish competition, by conducting the process in such a manner that only qualified contractors will be eligible, and that the award of the contract will be based on experience and expertise of the applicants. 3. The contract between the City and the General Contractor / Construction Manager will require all subcontractors to be selected through a competitive bidding process in compliance with applicable state and local law. 4. The involvement of such a professional will contribute to significant cost savings for the Lindley Center Renovation. Significant cost savings that justify an alternative project delivery contract in this case derive from but are not limited to value engineering, life cycle analysis, and construction planning. In addition, the City Commission determines the project presents significant complexities related to the phasing of construction that necessitate the use of a General Contractor / Construction Manager. 5. Using an alternative project delivery contract for the renovation of the Lindley Center serves a public purpose, and the innovative financing delivery favors this alternative project delivery contract over other available procurement methods. PASSED, ADOPTED, AND APPROVED by the City Commission of the City of Bozeman, Montana, at a regular session thereof held on the 1st day of April, 2025. 492 Resolution 5660, Authorize Use of Alternative Project Delivery Contract for GC/CM for Lindley Center Renovation ___________________________________ TERRY CUNNINGHAM Mayor ATTEST: ______________________________________ MIKE MAAS City Clerk APPROVED AS TO FORM: ___________________________________ GREG SULLIVAN City Attorney 493 Memorandum REPORT TO:City Commission FROM:Erin George, Director of Community Development Brian Krueger, Development Review Manager Sarah Rosenberg, Associate Planner and Historic Preservation Officer Nick Ross, Director of Transportation and Engineering Taylor Lonsdale, Transportation Engineer Russ Ward, Assistant Superintendent Solid Waste Division Scott Mueller, Fire Marshal David Fine, Economic Development Manager SUBJECT:Consideration of Appeal 25033 Regarding Conditional Approval of The Guthrie, 5th and Villard Site Plan, Certificate of Appropriateness, and Demolition Application Number 24493 MEETING DATE:April 1, 2025 AGENDA ITEM TYPE:Community Development - Quasi-Judicial RECOMMENDATION:Uphold the Director of Community Development's conditional approval of application 24493. STRATEGIC PLAN:4.1 Informed Conversation on Growth: Continue developing an in-depth understanding of how Bozeman is growing and changing and proactively address change in a balanced and coordinated manner. BACKGROUND:An appeal filed by Bozeman Home Advocacy Group, LLC seeks to overturn the administrative decision conditionally approving application 24493. The underlying development application, 24493, includes a site plan, commercial certificate of approval, and demolition applications. The conditionally approved project, located on the corner of North 5th Avenue and Villard Street, is known as "The Guthrie." It proposes to demolish an existing convalescent center and build a new four-story apartment building on the site, which includes affordable housing units. The site lies within the Midtown neighborhood. It is just inside the boundary of the Neighborhood Conservation Overlay District and just outside the boundary of the Midtown Urban Renewal District. The appeal raises constitutional claims related to the City's process for administrative review of site plan applications and appeals. It also preserves Appellant's ability to facially challenge the constitutionality of the City's affordable housing codes, which have been repealed and replaced since their application to The Guthrie. The appeal also raises substantive issues arguing the Director of Community Development's conditional approval was in 494 error. Appellant also asserts that a two-year stay on issuance of a demolition permit should be enforced. The attached staff report addresses all of Appellant's claims. The City's legal department recommends preserving the City's defenses regarding all constitutional issues raised by the Appellant. The staff report explains why the Director's decision conditionally approving application 24493 should be upheld. At the end of the hearing on the appeal, the Commission may uphold, amend, or overturn the administrative project decision for application 24493. The decision may be overturned or amended upon the finding that the final administrative decision was erroneous and making alternative findings in support. UNRESOLVED ISSUES:None. ALTERNATIVES:The Commission may amend or overturn the administrative decision of the Director of Community Development upon finding the final administrative decision was erroneous and making findings in support. FISCAL EFFECTS:None. Attachments: 25033 The Guthrie Appeal Staff Report.pdf 2024 Version of Division 38.380.pdf Order United Food v. City of Bozeman Cause No. DV-19-10BX 18Oct2019.pdf Report compiled on: March 26, 2025 495 Commission Memo The Guthrie/5th and Villard Site Plan, COA, and Demo Appeal Appeal number 25033 March 26, 2025 Report To: Mayor and City Commission From: Erin George, Community Development Director Subject: Appeal #25033 Regarding Conditional Approval of the Guthrie/5th and Villard Site Plan, Certificate of Appropriateness, and Demolition Application Number 24493 Meeting Date: April 1, 2025 Agenda Type: Action Project Location: 321 North 5th Avenue, Bozeman, MT 59715. The legal description of the property is Karp Addition, S12, T02 S, R05 E, Block 6, Lots 1-3, Acres .843, Plat E-3-A, City of Bozeman, Gallatin County, Montana. CITY COMMISSION ACTION: At the conclusion of consideration of the appeal, the City Commission may uphold, amend, or overturn the administrative project approval decision for the Guthrie/5th and Villard’s Site Plan, COA, and Demolition applications. The administrative decision may be overturned or amended upon finding that the final administrative decision was erroneous. Report Date: March 26, 2025 EXECUTIVE SUMMARY: This appeal, filed by attorney Kirsa Shelkey on behalf of Bozeman Home Advocacy Group, LLC, seeks to overturn the Director of Community Development’s administrative decision conditionally approving the 5th and Villard Site Plan, Commercial Certificate of Approval (CCOA) and Demolition applications (collectively referred to as the “decisions”) on several grounds. The underlying development applications are bundled and given one planning application number, 24493 (referred to as “The Guthrie”). The project at issue is an infill redevelopment located at 321 North 5th Avenue, just east of the North 7th corridor and just outside the Midtown Urban Renewal District. In its Site Plan application, HomeBase Partners proposed to demolish an existing building on the site and construct in its place a new four-story residential apartment building that will include a total of 91 rental dwelling units, of which 46 will be affordably priced at no greater than 496 Page 2 80% of the area median income. This project proposes a 54,300 square foot building in an R-5 zoning district within walking distance of the midtown and downtown commercial areas and is served by nearby bus routes. The project provides automobile and bicycle parking in excess of requirements. The applicant of the underlying application, HomeBase Partners, and the owner, 5th and Villard Apartments, LLC will collectively be referred to as “Developer.” This application for appeal was submitted by: Kirsa Shelkey of Western Roots Law, PLLC, on behalf of a corporate entity called Bozeman Home Advocacy Group, LLC, which is referred to as “Appellant.” Appeals of administrative project decisions are governed by 380.250.030 Bozeman Municipal Code (BMC). For a discussion of the procedures governing this appeal, see below. The record of review for Developer’s applications consists of the Director’s Decision Letter Conditionally Approving the 5th and Villard Site Plan, CCOA, and Demolition applications and incorporated January 15, 2025, staff report for application 24493, all application materials submitted by the Developer, and all public comment. According to the appeal application materials submitted, Appellants base their appeal on several grounds. First, Appellant alleges procedural due process violations and the unconstitutionality of the City’s lack of public hearing during administrative project decisions, the City’s imposition of an application fee to file an appeal, and the City Commission’s decision to decline exercising its authority to reclaim decision-making responsibility regarding application 24493. Next, Appellant raises several substantive claims to support its allegation that the Director erroneously conditionally approved application 24493. Substantive claims include: (1) failure to comply with Neighborhood Conservation Overlay District (NCOD)1 standards and the Bozeman Guidelines for Historic Preservation & the Neighborhood Conservation Overlay District (NCOD Guidelines), which Appellant argues are compulsory; (2) failure to comply with BMC section 38.230.100.A.7.a regarding mass and scale standards of the NCOD and the development’s compatibility with nearby residences; (3) failure to comply with other subsections of BMC section 38.230.100 with respect to meeting minimum open space requirements and that design flaws impact public health and safety, including the location of the solid waste and recycling tip pad, a one-way parking lot, and inadequate firehose pulls; and (4) failure to comply with BMC section 38.230.100.A.6 and 38.400.060.B.4 because the Traffic Impact Study provided by the Developer and analyzed by staff was deficient, the level of service of intersections failed to meet code standards, and the signal warrant analysis was flawed. Appellant also challenges the Director’s decision that the two-year stay on demolition found in Section 38.340.090.D.3 is properly terminated. Finally, Appellant states that the conditionally 1 Appellant incorrectly refers to the NCOD as the “neighborhood-character-overlay district.” 497 Page 3 approved project exploits deep incentives available to incentivize affordable housing construction “at the expense of Bozeman’s historic neighborhoods and without the assurance of affordable housing.” The City Attorney has provided analysis regarding Appellant’s constitutional claims, finding that no violation of Appellant’s due process rights occurred and the entirety of the City’s process is constitutional. Further, any alleged unconstitutional code provisions or violations of Appellant’s due process are properly raised in district court, not on appeal to the City Commission, pursuant to the plain terms of BMC section 38.250.030.A and because the Commission is the very same body that adopted the process and code provisions Appellant alleges as being unconstitutional. With respect to the Appellant’s substantive claims, staff responds that it thoroughly reviewed the applications for compliance with every applicable criterion in the Unified Development Code (UDC). The Director’s decision conditionally approving the application should be upheld because the proposal met all code requirements, as explained throughout the Director’s January 15, 2025, decision, findings of fact, and incorporated staff report. All NCOD criteria were satisfied and NCOD Guidelines were considered. The mass and scale of the project, as well as its compatibility with surroundings met code standards and criteria. Open space requirements were satisfied, and the site is designed in accordance with all code requirements, including the location of refuse collection, site circulation, and fire safety codes. In addition, staff based its determinations regarding traffic impacts on data and industry standards, which supported finding the applications in compliance with all requirements. Regarding the two-year stay on demolition provided in section 38.340.090.D.3, staff agrees that a previous development application regarding this property was denied in part for failure to meet criteria found in section 38.340.090.C2 and that denial resulted in the imposition of a two year stay on demolition of the building currently on the property. However, upon advice of the City Attorney, the code provides multiple ways to terminate the stay prior to the expiration of the two-year period. Because application 24493 presented additional evidence to satisfy the criteria found in 38.340.050 and constitutes an alternative proposal that was approved, the two-year stay on demolition was terminated pursuant to the plain language of section 38.340.090.D.3, BMC. Staff takes no position as to whether the alternative means of early termination provided by section 38.340.090.D.3.a were sufficiently met and which Appellant claims were not. 2 In denying The Guthrie I application, Commissioners cited a failure to meet certain standards for a certificate of appropriateness, found in BMC section 38.340.050. Compliance with the standards for a certificate of appropriateness is required pursuant to 38.340.090.C, BMC. 498 Page 4 Finally, staff observes that Appellant takes issue with policy decisions of the City Commission through its adoption of an affordable housing ordinance, Ordinance 2105, in 2022, rather than staff’s application of any specific requirement of section 38.380 to development application 24493. Appellant states that if the Commission upholds the Director’s decision, “…the appellant facially challenges, and preserves its ability to challenge, the AHO – in effect on December 4, 2024.” A facial challenge of a law usually refers to challenging the constitutionality of a law. As noted above, pursuant to the City Attorney’s advice the proper venue to argue the constitutionality of the City’s code is in district court and the matter is inappropriate for consideration on appeal to the City Commission. For all these reasons, the application was appropriately approved and should be upheld by the City Commission. Only “aggrieved persons” may appeal an administrative decision in accordance with section 38.250.030.A BMC. Appellants contend they are aggrieved persons as defined in section 38.700.020 BMC3 because “the individual members of Bozeman Home Advocacy Group, LLC are neighboring property owners to the Project.” Although none of the individual members provides their address in order to verify their proximity to the site, Appellant states that Scott Boyd, an individual member of Bozeman Home Advocacy Group, LLC, lives across the street and within 200 feet of the proposed development. Similarly, Appellant states that member Christy Stillwell “owns real property neighboring the Guthrie” and Emily Talago “owns real property one block north of the proposed Guthrie.” Appellant’s discussion of standing provides information about each member’s involvement in their neighborhood and community and discusses general concerns about the process and the Guthrie project that neighbors or residents might encounter, either from the approval of the Guthrie or from future development over two stories tall within the NCOD. However, Appellant provides little, if any, specificity about how each member expects to be personally impacted by the Guthrie or any negative effect of the Guthrie’s approval on their legal interests. Therefore, the City Attorney recommends the City not stipulate that Appellants are “aggrieved persons” pursuant to 38.250.030.A, BMC, at this time. A recommendation to preserve the City’s arguments and objections as to Appellant’s status as an “aggrieved person” and a discussion of standing are further discussed below. Appeals are limited to specific issues raised during the public comment period. See 38.250.030.B, BMC. The City received 113 public comments during the public comment 3 Aggrieved person. A person, as defined in this division 38.700, who has a specific, personal and legal interest in the final decision of an agency, board or commission, as distinguished from a general interest such as is the concern of all members of the community, and which interest would be specifically and personally prejudiced by the decision or benefited by its reversal. 499 Page 5 period on application 24493. Relevant to this appeal, substantive comments opposed to the development discussed: the project’s failure to meet NCOD standards and guidelines; the project’s incompatibility with the surrounding neighborhood, particularly its form, mass, and scale; failure to comply with requirements for open space; adverse impacts to public health and safety because the location of the garbage pickup area, the design of a one-way parking lot with no turnaround, and the inability to adequately fight fire on portions of the building; traffic concerns, including concerns regarding the level of service (LOS) ratings of local street intersections with North 7th Avenue; concerns about the compatibility of the Guthrie with surrounding residential neighborhoods, including the proximity of a four-story building to one- or two- story nearby homes and buildings; application of the 2-year stay as provided in 38.340.090.D.3; and the inappropriateness of the available deep incentives provided through the City’s affordable housing code in BMC division 38.380. Some written public comment claimed the City’s administrative review violates the Montana Constitution’s right of participation and many comments requested the City Commission to reclaim review authority, though not necessarily by asserting a constitutional right to a public hearing. None of the public comments addressed the constitutionality of the appeal fee. All of the individual members of Bozeman Home Advocacy Group, LLC named in Appellant’s materials submitted public comment on application 24493. The City Attorney recommends preserving the City’s arguments and objections regarding whether any issue is the appeal was raised in public comment on the underlying application. At the conclusion of consideration of the appeal, the City Commission may uphold, amend, or overturn the administrative project decision for Application 24493. The decision may be overturned or amended upon the finding that such final administrative decision was erroneous. See 38.250.030.J, BMC. Consider the Recommended Motions: Having reviewed and considered Appeal number 25033 including the record of review, the presentation of staff and Appellant, public comment, and all information presented, I move to preserve all defenses the City of Bozeman may assert regarding standing of Appellant to bring this appeal, their ability to raise any issue on appeal, and Appellant’s constitutional claims if Appellant seeks judicial review. Having reviewed and considered Appeal number 25033 seeking to overturn the decision of the Director of Community Development conditionally approving the 5th and Villard Site Plan, CCOA, and Demolition application number 24493, including the record of review, the presentation of staff and Appellant, public comment, and all information presented, I move to uphold the Director’s conditional approval of application 24493. 500 Page 6 Table of Contents EXECUTIVE SUMMARY: ........................................................................................................................................ 1 TABLE OF CONTENTS: .......................................................................................................................................... 6 ILLUSTRATIONS…………………………………………………………………………………………………….…..8 BACKGROUND:…………………………………………………………………………………………………………14 Regulatory Context…………………………………………………………………………………………….14 The Guthrie Site Plan, CCOA, and Demolition Application 22493……….…………………14 Timeline of the Guthrie Application and Appeal…………………………………………………..16 38.250.030.A “Aggrieved Person”….…………………………………………………………………....17 38.250.030.B Issue Preclusion…………………………………………………………………………….17 BASIS OF THE APPEAL:…………………………………………………………………………………………….18 Staff Evaluation and Director’s Conditional Approval of the Application………………………….20 APPEAL OF THE ADMINISTRATIVE DECISION………………………………………………………….21 I. Constitutional Claims…………………………………………………………………………………………21 A. Procedural Due Process Does Not Require a Public Hearing………………………21 B. The Appeal Fee is Not Unconstitutional or Exorbitant……………………………….22 C. The City Commission’s Discretionary Decision Not to Reclaim Application 24493 is Not Unconstitutional………………………………………………………………….23 II. Substantive Claims……………………………………………………………………………………………..24 A. Compliance with NCOD Standards and Consideration of Guidelines…………..24 1. Role of NCOD Guidelines and Compliance with 38.203.100.A.5……….24 2. Form, Mass and Scale and Compliance with 38.340.040…………………26 B. Compliance with Mass and Scale Standards and Compatibility with Surroundings………………………………………………………………………………………….29 C. Public Health and Safety………………………………………………………………………….30 1. Calculation of Open Space…………………………………………………………….31 2. Solid Waste and Recycling Collection Tip Pad………………………………..33 3. One-Way Parking Lot…………………………………………………………………...34 4. Fire Protection and Safety…………………………………………………………….35 D. Traffic Impact Study and Signal Warrant………………………………………………….36 III. The Two-Year Stay on Demolition Was Properly Imposed Upon Denial of Application 23354 and Terminated Upon Approval of Application 24493………………………………………………………………………………………………………….42 IV. Affordable Housing Standards Were Properly Analyzed and Applied…………………..44 501 Page 7 APPEAL OF THE ADMINISTRATIVE DECISION:…………………………………………………………44 APPEAL PUBLIC NOTICE:………………………………………………………………………………………….44 APPEAL PUBLIC COMMENT:………………………………………………………………………………….....45 EVALUATION OF THE APPEAL:……………………………………………………………………………...…45 Authority of the City Commission under the Bozeman Municipal Code…………………45 City Commission May Act as a Board of Adjustment…………………………………………….45 APPEAL PROCEDURE:………………………………………………………………………………………………45 UNRESOLVED ISSUES:………………………………………………………………………………………………46 ALTERNATIVES:……………………………………………………………………………………………………....46 ATTACHMENTS:……………………………………………………………………………………………………….46 502 Page 8 Figure 1. Boundary of the Midtown Neighborhood Association 503 Page 9 Figure 2: Open Space and Outdoor Bicycle Parking 504 Page 10 Figure 3. Trash Pick Up Location and Turning Movements, Version 1 (original design) 505 Page 11 Figure 4. Trash Pick Up Location and Turning Movements, Version 2 506 Page 12 Figure 5. Site Plan Sheet A1.01 (red dotted lines depict fire hose pulls) 507 Page 13 Figure 6. Fire Lane Striping and Signage Plan 508 Page 14 BACKGROUND: Regulatory Context Historic decisions made by the City Commission have shaped the City’s site plan review process, as well as the allowable development, code standards, and anticipated evolution of The Guthrie site. In 2003, the City Commission adopted Ordinance 1604, which expanded the delegated administrative review authority to staff and explicitly assigned approval authority for many actions to the Planning Director. See. 18.64.010.B. This ordinance also adopted the administrative review structure, which requires a public comment period, but not a public hearing on administrative review of site plan applications and which is still used today. Section 18.34.070.A.1 of the historic code requires: The Planning Director shall provide an opportunity for the public to comment upon development proposals. The duration of the initial comment period shall be included in any notice required by Chapter 18.76, BMC. The comment period shall be from the date of the first consideration of the complete preliminary plan and supplementary materials by the DRC until 5:00 pm on the third working day after DRC and other review bodies as may be appropriate have taken action regarding the proposal. Just as today, the historic code began the public comment period on the date the staff begins its consideration of a complete site plan. In 2005, the Commission adopted Resolution 3782, setting a fee for an appeal application at the same amount as the application fee paid by the developer. The Commission has periodically adopted new fee schedules for all development applications, including appeals. The most recent fee schedule was adopted in 2024 through Resolution 5622. The R-5 zoning district was created in 2016 through Ordinance 1942. Commission adopted R-5 zoning for this site in 2016 through Ordinance 1943. Most of the specific development standards applicable to this site plan application were adopted through the 2018 repeal and replacement of the UDC in Ordinance 1978. Provisions related to the deep incentives available to developers of affordable housing projects that were applied to The Guthrie site plan have been in place since 2022 when they were adopted by the City Commission through Ordinance 2105. The Guthrie/5th and Villard Site Plan, CCOA, and Demolition Application 24493 The Guthrie site is located at 321 North 5th Avenue. It is within the NCOD and abuts the perimeter of the Midtown Urban Renewal District. The site is approximately .84 acres and within the Midtown Neighborhood. The property has been zoned R-5 since 2016. The R-5 zoning district is designated as a residential, mixed-use high density district in Bozeman’s 509 Page 15 growth policy, the Bozeman Community Plan 2020. A variety of other zoning districts, both residential and commercial/mixed-use, surround the site. Immediately adjacent to the site on the west is the Sapphire Motel, which is zoned B-2M (Community Business District- Mixed). The site is bounded on its north and east sides by single-household residences and a church, which are zoned R-3 (Residential Medium Density District) and to the south by a four-household dwelling and single-household dwellings zoned R-4. An existing building on the site was used as a convalescent center, but it has been vacant since 2022. The structure was built in 1958, is not located in a historic district, and is not eligible to be listed individually on the National Register of Historic Places. The building could contribute to a potential historic district based on the post-war expansion phase of Bozeman’s development. The designation of such a historic district has not been pursued by any party. Prior to the development proposal that is the subject of this appeal, the Developer submitted application 23354, which proposed to develop a 5-story apartment building with 111 residential units, including affordable housing units. Section 38.200.010.B, BMC, assigns review authority to the Community Development Director. The decision-making authority for application 23354 was reclaimed by the City Commission, as authorized in 38.200.010.B.2, BMC. The City Commission held a public meeting on the application and denied it in part on grounds the application failed to meet certain NCOD criteria. Due to the denial, a stay on the issuance of a demolition permit for a period of two-years was imposed pursuant to 38.340.090.D.3, BMC. The application at issue in this appeal, application 24493, proposes to demolish the existing structure and build in its place a new, 4-story apartment building. The project will provide 91 residential units, 46 of which are affordable units offered for rent at or below 80% of the area media income (AMI). In offering the affordable units, the application utilizes the incentives available under BMC section 38.380.030.B.4 One advisory committee reviewed the project. The Development Review Committee (DRC) is comprised of City staff who bring their technical expertise to bear on each aspect of a development application that affects their department. The DRC deemed the project adequate on December 4, 2024. DRC further evaluated the application against relevant 4 Division 38.380 was repealed and replaced in its entirety by Ordinance 2025-001, which went into effect on March 13, 2025. Affordable housing codes that were in place at the time the application was deemed adequate were analyzed and applied to application 24493, pursuant to section 38.200.080.B, BMC. Therefore, affordable housing codes as they existed on December 4, 2024, when The Guthrie application was deemed adequate are attached to this report. No hyperlinks are provided to the online version of the municipal code for each reference to division 38.380 because the online code reflects the current version of the affordable housing code and not the version applicable to application 24493. 510 Page 16 code standards and recommended that the application was adequate, conforms to standards, and is sufficient for approval with conditions and code provisions. Planning staff found that the application met all standards and criteria for approval with conditions. The Community Development Director concurred and conditionally approved the application. One way in which the two-year stay on demolition can be terminated is through approval of a subsequent application that satisfies NCOD criteria, pursuant to section 38.340.090.D.3, BMC. After the Director conditionally approved application 24493, the two-year stay on demolition applied to the Applicant’s previous application for the same site was terminated. Timeline of the Guthrie Site Plan, CCOA, and Demolition Application, Approval, and Appeal The Guthrie I application 23354 submitted Dec. 1, 2023 Commission vote to reclaim The Guthrie I application April 16, 2024 Meeting of the City Commission on The Guthrie I application July 9, 2024 and denial; beginning of 2-year stay on demolition per 38.250.090.D.3 The Guthrie II application 24493 submitted Sept. 6, 2024 The Guthrie Development Review Committee adequacy determination Dec. 4, 2024 The Guthrie 24493 public comment period Dec. 6, 2024 to Dec. 31, 2024 Public comment from Appellant’s member Scott Boyd received Dec. 17, 2024 Dec. 31, 2024 Jan. 7, 2025 Public comment from Appellant’s member Christy Stillwell received Dec. 14, 2024 Dec. 17, 2024 Dec. 19, 2024 Dec. 20, 2024 Dec. 31, 2024 Public comment from Appellant’s member Emily Talago received Dec. 31, 2024 CD Director decision conditionally approving application 24493 Jan. 15, 2025 Appeal 25033 submitted by Appellant Jan. 30, 2025 Notice of appeal hearing and public comment period March 3, 2025 to April 1, 2025 Commission Hearing on Appeal 25033 April 1, 2025 511 Page 17 38.250.030.A “Aggrieved Person:” The City Attorney recommends the Commission preserve its arguments and objections about whether Appellant qualifies as an “aggrieved person,” as required in BMC 38.250.030.A and as defined in section 38.700.020, BMC, with standing to bring this appeal to be determined by a district court, if Appellant or Developer appeals the Commission’s decision. An analysis of standing includes determining whether the Appellant has concrete, particularized, and imminent injury sufficient to establish the Appellant has a personal stake in the outcome of the controversy. A District Court Order from Montana’s Eighteenth Judicial District in United Food and Commercial Workers v. City of Bozeman and Gallatin TR LP and Winco Foods, LLC (attached) provides judicial guidance as to minimum requirements to be an aggrieved person capable of raising an appeal of an administrative decision under the BMC. Regarding traffic complaints, the court notes that concerns about increased traffic disrupting a morning commute due to additional congestion on City streets do not differ from the general interests of the community. The opinion also notes that the proximity of a landowner to the proposed development is an important factor in determining whether traffic concerns are particularized and distinct from the general interests of the community. Appellant here expresses general concerns about safety particularly related to street congestion and traffic, parking, diminishment of sunlight, historic preservation, and housing affordability. Appellants generally assert that they have standing because they own properties near the Guthrie project, but the identified constituent members of the Appellant provide no specific information about how their quality of life, homes, and property values are or will be adversely impacted by the development. Appellant asserts that its identified members live in close proximity to the project, varying between as close as within two hundred feet and as far away as one block north of the project. Because a specific standing analysis should be applied to each of the Appellant’s identified members to determine which, if any, among them have standing to assert the appeal, the City Attorney recommends the Commission hear and decide the merits of the appeal, preserving the City’s defenses regarding Appellant’s standing for later determination by a district court judge if appellants seek judicial review. 38.250.030.B Issue Preclusion: In order to raise an issue on appeal, the issue must have been raised in-person or in- writing during the provided public comment period, unless the issue could not have been reasonably known by any party during the time of the public comment period pursuant to 38.250.030.B, BMC. 512 Page 18 The City Attorney agrees that each of Appellant’s substantive claims, found in sections II through IV of Appellant’s Argument were properly raised in public comment. However, at least one of Appellant’s constitutional claims, found in section I of Appellant’s Argument were not properly raised in public comment. Whether constitutional claims were adequately raised or not, it is nonetheless inappropriate to consider constitutional claims in this appeal. The City Attorney recommends the Commission preserve all arguments and objections regarding all constitutional claims. Preserving the City’s arguments related to issue preclusion on only the constitutional claims would allow a district court to determine whether each issue was properly raised during consideration of application 24993 and whether constitutional claims can even be considered during an administrative project decision appeal, if the Appellant or Developer appeals the Commission’s decision. Therefore, the City Attorney recommends the Commission hear and decide the merits of the appeal, preserving all defenses the City may assert regarding constitutional claims and issue preclusion related to those claims for determination by a district court judge. We provide a motion to implement this recommendation. BASIS OF THE APPEAL: This appeal raises constitutional claims and substantive claims in seeking to overturn the Director’s decision. In section I of its appeal, Appellant raises three constitutional claims related to the City’s process in making administrative decisions and hearing appeals. First, Appellant argues that procedural due process requires a public hearing, citing Article II, section 17 of the Montana Constitution. Next, Appellant seeks waiver of the required fee for an application to appeal an administrative project decision because, they assert, it is unconstitutional to require a fee to be afforded their claimed constitutional right to a public hearing. Finally, Appellant claims it was denied procedural due process when the City Commission exercised its discretion to not reclaim decision making authority over application 24493. In section II of its appeal, and in support of its arguments that the Director’s decision was in error, unlawful, arbitrary and capricious, Appellant raises several substantive claims. Appellant asserts that application 24493 fails to meet site plan review criteria found in four subsections of 38.230.100, BMC, specifically subsections A.5.c, A.7.a, A.7.b, and A.6. First, Appellant cites a failure to meet subsection 38.230.100.A.5.c, which requires consideration of “applicable zone specific or overlay standards (divisions 38.330-.340)” because the application does not meet certain provisions of the NCOD Guidelines, which Appellant argues are compulsory requirements. In support of the contention that the 513 Page 19 NCOD Guidelines are compulsory, Appellant cites one portion of 38.340.050.D, which provides, “When applying the standards of subsections A-C5 of this section, the review authority must be guided by the design guidelines for the neighborhood conservation overlay district6.” Appellant also argues that The Guthrie fails to meet site plan review criteria of 38.230.100.A.7.a, BMC, which requires conformance with the project design provisions of article 5 of the UDC, including: Compatibility with, and sensitivity to, the immediate environment of the site and the adjacent neighborhoods and other approved development relative to architectural design, building mass, neighborhood identity, landscaping, historical character, orientation of buildings on the site and visual integration. In support of its contention that the application fails to meet this criteria, Appellant cites a failure to meet the standard to be approved for a certificate of appropriateness found in 38.340.050.C7 and which they contend is required by the NCOD Guidelines. Specifically, Appellant argues that the mass and scale of The Guthrie is incompatible with adjacent single-household residential dwellings and a nearby church, single-story motel, and multi- family dwelling. Next, Appellant describes three examples to support its conclusion that the application fails to meet site plan review criteria of 38.230.100.A.7.b, BMC, which requires conformance with the provisions of Article 5 of the UDC, including: Design and arrangement of the elements of the plan (e.g., buildings, circulation, open space and landscaping, etc.) so that activities are integrated with the organizational scheme of the community, neighborhood, and other approved development and produce an efficient, functionally organized and cohesive development. The first example offered argues that the application fails to provide the minimum amount of open space required by 38.520.060 because it included outdoor bike parking areas in the calculation. The second example raises concerns regarding the location of the garbage and recycling tip pad. The third example raises concerns with the design of a one-way parking lot without a vehicle turnaround. The fourth example claims that two 150-foot hose pull locations are inadequate to fight fire on the interior, west wall of The Guthrie. It appears 5 Subsections A and B are inapplicable to application 24493 because those provisions deal with alterations to existing historic structures. Because The Guthrie proposes to demolish, not alter, the existing structure and build new, contemporary construction on the site, subsection C is applicable. 6 Appellant misquotes the code, apparently combining portions of subsections C and D of section 38.340.050.D, on p.15 of Appellant’s document 000 2025.01.30 Final Guthrie Appeal. 7 Appellant also cites subsections B.1 and B.5 of BMC section 38.340.050, which are inapplicable to application 24493, as explained footnote 5 above. 514 Page 20 that Appellant cites a failure to conform to code requirements of 38.520.050 for each of the latter three examples. Appellant also contends that application 24493 fails to meet site plan review criteria of 38.230.100.A.6, BMC, which requires conformance with Article 4 of the UDC, which provide standards related to transportation facilities and access to and from a site. Specifically, Appellant challenges the satisfaction of BMC section 38.400.060.B.4, which sets forth level of service standards for intersections. Appellant also finds the TIS provided by the Developer inadequate because it fails to analyze signal warrants for key arterial and collector intersections within one-half mile of the study area, as required by 38.220.060.A.11.h. In section III of its appeal, Appellant states that a two-year stay on demolition of the existing structure should be enforced because the criteria for issuance of a demolition permit have not been met, pursuant to section 38.340.090.C. Appellant also contends that the Developer has not met the requirements of 38.340.090.D.3.a, BMC, for early termination of the two-year stay on issuance of a demolition permit. Finally, in section IV of its appeal, Appellant states that the deep incentives found within the affordable housing code were unlawfully exploited and that Appellant preserves their right to facially challenge the provisions of Division 38.380 of the UDC. Please refer to the Appellant’s submittal for a complete review of the issues on appeal, which is attached to this report. The City’s responses are each addressed in the order Appellant presented them. Staff Evaluation and Director’s Conditional Approval of Application 24493 City staff reviewed The Guthrie Site Plan, CCOA, and Demolition application for compliance with all applicable criteria. Staff’s analysis and findings related to each criterion are contained in the staff report, which is part of the record of review. Specific to the issues on appeal, staff provides the following information to explain the analysis and conclusions supporting approval of the application and rebut issues raised by Appellant. As an initial observation, many of the arguments raised by Appellant appear to take issue with the zoning of this parcel or various adopted standards in code. For instance, although the application adheres to all code requirements regarding affordable housing and the qualification of the project for affordable housing incentives, Appellant nonetheless argues that the project does not offer sufficient affordability for the size of the units and therefore the adopted policy is unconstitutional. The adopted standards that were applied to this project are the result of policy making decisions about how Bozeman should look and 515 Page 21 function and how to incentivize desired housing, informed by hours of public input. Disagreement with policies or the adopted standards applicable to those policies is not a basis for appealing the application of those policies and standards to a specific project. This staff report addresses each of Appellant’s arguments in turn. APPEAL OF THE ADMINISTRATIVE DECISION I. CONSTITUTIONAL CLAIMS Pursuant to the City Attorney’s analysis and advice, it is inappropriate for Appellants to raise constitutional claims about the City’s process through an administrative project appeal before the Bozeman City Commission for two reasons. First, section 38.250.030 provides, “Any appeal of a final administrative decision to approve, approve with conditions or deny an application must be an appeal on the basis of the information available to the administrative review authority including [BMC Chapter 38], all submitted application materials, review and recommendations by administrative staff or advisory bodies, public comment and such other materials as were available.” (emphasis added). Second, it is inappropriate for the City Commission, the very same body that adopted the processes set forth in code to sit in judgement as to the constitutionality of its own policy decisions. The appropriate venue to challenge the constitutionality of laws, including the City’s adopted municipal code, is district court. Nonetheless, staff provides a brief response to each allegation. A. Procedural Due Process Does Not Require a Public Hearing Appellant points to no applicable law in asserting a constitutional right to a public hearing. Appellant’s reliance on Montana Media Inc. v. Flathead County is not on point because the case does not stand for the proposition that a public hearing is a requirement during an administrative decision making process and the courts denied the Plaintiff’s due process violation claims, ruling in favor of the City of Whitefish and Flathead County. Montana Media instead states that “procedural due process does not prescribe what procedural safeguards must be in place.” Montana Media Inc. v. Flathead County, 2003 MT 23, ¶ 66, 63 P.3d 1129, 314 Mont 121 (citing Logan v. Zimmerman (1982), 455 U.S. 422, 434, 102 S.Ct. 1148, 1156-1157 and Matter of Connell v. State (1997), 280 Mont. 491, 496, 930 P.2nd 88, 91). Further, in finding Plaintiff’s due process was not violated Montana Media notes that, “the Board of Adjustment is responsible for hearing appeals that allege an error related to the enforcement of [ordinances related to billboard regulations].” Id. At ¶ 67. Here, the Bozeman City Commission sits as the Board of Adjustment and hears appeals that allege an 516 Page 22 error related to zoning regulations. See Evaluation of the Appeal section of this report below. The Montana Constitution protects the public’s right to participate in the decisions of government agencies prior to the final decision, as may be provided by law. See Section 8 of the 1972 Montana Constitution. The “essential elements” required to meet Montana’s constitutional and statutory guarantees of public participation are “notice and opportunity to be heard.” Carbon Cty. Res. Council v. Mont. Bd. Of Oil & Gas Conservation, 2016 MT 240, ¶ 21, 380 P.3d 798. Montana law requires provision of an opportunity to submit views, but does not require a public hearing: Opportunity to submit views – public hearings. (1) Procedures for assisting public participation must include a method of affording interested persons reasonable opportunity to submit data, views, or arguments, orally or in written form, prior to making a final decision that is of significant interest to the public. Mont. Code. Ann. § 2-3-111(1). Pursuant to notice requirements of BMC section 38.220.420, notice was provided to the public via first-class mail to all land owners within 200 feet of the project site and by a notice board posted on the site. The public had ample opportunity to be heard through a written a public comment period from December 6, 2024, through December 31, 2024. Indeed, many members of the public, including each of the identified members of the Appellant’s organization, exercised their opportunity to be heard because the City received 113 written public comments on application 24493. B. The Appeal Fee Is Not Unconstitutional or Exorbitant Fees charged by the City for appeal applications are constitutional and reasonable. State law authorizes self-governing local governments to provide any service or perform any function not expressly prohibited by the Montana constitutions, state law, or its charter. Mont. Code Ann. § 7-1-102. The ability to charge fees for zoning applications, including appeals of administrative zoning project decisions, is not among the powers denied to municipalities with self-governing powers. Mont. Code Ann. § 7-1-111. The City Commission has duly adopted a regulation allowing the City to charge fees for appeals and other development applications. Section 38.200.140 – Fee schedule provides: A. The city commission must establish a schedule of fees, charges and expenses and a collection procedure for reviews, permits, appeals and other matters pertaining to this chapter. The schedule of fees for the procedures listed below will be set from time to time by the city commission by resolution. The fees must 517 Page 23 be available in the office of the community development director and may be altered or amended only by the city Commission. B. No subdivision, or zoning permit allowed by this chapter may be issued unless or until such costs, charges, fees or expenses have been paid in full, nor may any action be taken on proceedings before any advisory body or review authority until fees have been paid in full. The City Commission adopted the most recent fee schedule for planning applications, which includes the fee for appeals, through Resolution 5622 on August 13, 2024. The City charges a fee for every development application to recover some of the costs of reviewing and processing each application. In recent years, less than half of the City’s costs have been defrayed by the fees charged for applications to the Community Development Department. According to the cover memorandum for Resolution 5622, “the City adopts a schedule of fees that is specific to application types to pursue an equitable best fit between fees charged and resources consumed during a review.” Indeed, each appeal requires significant city resources in terms of staff time from city employees. This appeal, which includes 454 pages of documents is no different. C. The City Commission’s Discretionary Decision Not to Reclaim Application 24493 is Not Unconstitutional Staff declines to comment on the reasons given by the Commission regarding each Commissioner’s decision to reclaim the Guthrie I application, nor will staff speculate on the reasons the Commission declined to reclaim the Guthrie II application. Pursuant to the UDC, it is the Commission’s prerogative to reclaim an administrative project decision. Pursuant to section 38.200.010.B.2, “The City commission may by an affirmative, simple majority vote of its members at a regularly scheduled meeting reclaim to itself the final approval of a development application normally subject to the approval of the community development director. The vote must occur prior to the action of the community development director” (emphasis added). In this case, the Commission chose not to take any vote regarding whether to reclaim decision making authority over application 24493. Nothing in the UDC requires or compels the Commission to reclaim; to the contrary, the code is expressly permissive. Appellants were not deprived of a right to due process because the Commission failed to exercise its entirely discretionary ability to reclaim decision making authority over this or any other administrative project decision. All of Appellant’s rights were preserved by the opportunity to submit an appeal. 518 Page 24 II. SUBSTANTIVE CLAIMS Appellants are correct that approval of application 24493 required a demonstration of compliance with all criteria articulated in BMC sections 38.230.100 (plan review criteria), division 38.380 (affordable housing), and applicable sections of 38.340.010 through 38.340.130 (NCOD standards and criteria). The extensive staff report (attached) analyzes The Guthrie application against every applicable standard and criteria in the UDC and concludes that the project should be conditionally approved. Staff disagrees with Appellant’s contention that NCOD Guidelines are compulsory or that the application failed to meet any required criteria. Additionally, in some instances Appellant’s arguments ignore entire sections of analysis in the Director’s decision and incorporated staff report, are contradictory, or assert generalized claims without sufficient specificity for staff to respond. For example, Appellant states, “Despite clear guidance in the growth policy, the Director’s decision and the findings in the Staff Report betray that City Staff prioritizes utilization of the deep incentives in the new and much-needed AHO over well-established protections for Bozeman’s historic neighborhoods and public health, safety, and welfare protections for Bozeman’s residents.” See p. 14 of Appellant’s document 000 2025.01.30 Final Guthrie Appeal. This allegation fails to provide any reference to guidance in the growth policy that supports their contention and ignores the three pages of detailed analysis in the staff report regarding compliance with 16 stated goals of the City’s growth policy and other provisions of the Bozeman Community Plan 2020. See pp. 19-22 of the Director’s decision. A. Compliance with NCOD Standards and Consideration of Guidelines Again, the City does not dispute that compliance with applicable NCOD standards and criteria found in various sections of the UDC is required. Specifically, these standards and criteria include: (1) BMC section 38.230.100.A.5.c “In considering applications for plan approval under this chapter, the review authority and advisory bodies must consider the following criteria … 5.c. Applicable zone specific or overlay standards (divisions 38.330- 340);” (2) standard for Certificates of Appropriateness found in BMC section 38.340.050, and; (3) criteria for issuance of a certificate of appropriateness for demolition and subsequent development found BMC section 38.340.090.C. As required by section 38.20.100.A.5, pages 22-24 of the Director’s decision set forth analysis regarding compliance with various zoning provisions of Article 3. Compliance with the NCOD standards and criteria of sections 38.340.050 and 38.340.090.C are addressed separately on pages 32-38 of the Director’s decision, which offers the most thorough analysis in the entire report. 1. Role of NCOD Guidelines and Compliance with 38.230.100.A.5 519 Page 25 Appellant argues that the Director “must be guided” by the design guidelines for the NCOD, but in one instance fails to acknowledge that the Director was guided by the NCOD Guidelines8 and in another characterizes the Director’s analysis of the guidelines as “insincere.”9 In fact, nearly two pages of analysis in the Director’s decision are dedicated to analysis of Chapters 2 and 3 of the NCOD Guidelines. See pp. 34-35 of the Director’s decision. Appellant may draw different conclusions than the Director did throughout the discussion of each item within relevant chapters of the NCOD Guidelines, but the Guidelines were considered, properly analyzed, and provided guidance to the Director’s decision, all in compliance with the requirement of 38.340.050.D. There is authority within the municipal code and NCOD guidelines supporting the Director’s interpretation that NCOD Guidelines provide guidance and are not intended to be compulsory. Beyond simply the use of the term “Guidelines” rather than “standards” or “criteria” and ample references to the “guidance” they provide, city code recognizes the flexibility that must be afforded in considering the guidelines. Municipal code expressly states, “application of the design guidelines may vary by property as explained in the introduction to the design guidelines.” See section 38.340.050.D, BMC. The introduction to the NCOD Guidelines largely discusses preserving existing structures, but it also states, “To maintain the character of a historic building, design elements such as form, mass and materials should be considered in any alteration.” Emphasis added. See p. 3 of Bozeman Guidelines for Historic Preservation & the Neighborhood Conservation Overlay District. The language in the introduction, coupled with the language in the UDC, lends credibility to the conclusion that the NCOD Guidelines do not require or proscribe rigid and specific design elements within the NCOD. Nonetheless, the Director analyzed compliance with all UDC standards related to the design, mass, and scale of The Guthrie and also considered guidance regarding materials, building mass and scale, roof form, and multi-household dwellings found in Chapters 2 and 3 of the NCOD Guidelines, as explained in further detail below. Finally, without citing any authority, Appellant dismisses the Director’s interpretation of section 38.340.050.D, that the NCOD Guidelines are not compulsory, as incorrect. Further, without providing any specific example or information to allow staff to respond as to its consistent application of this interpretation, Appellant contends that the interpretation 8 “The Staff Report analyzes only compliance with the R-5 zoning district.” See p. 17 of Appellant’s document 0000 2025.01.30 Final Guthrie Appeal. 9 “Despite the Staff Report’s conclusion that it may be guided by the NCOD guidelines, the Staff Report nevertheless employs the guidelines. The Staff Report’s findings are insincere and reflect administrative gymnastics …” See p.19 of Appellant’s document 0002025.01.30 Final Guthrie Appeal. 520 Page 26 “represents a major reversal in City policy, signaling arbitrary and capricious action.” See p. 16 of Appellant’s document 000 2025.01.30 Final Guthrie Appeal. The NCOD Guidelines are not regulatory or prescriptive; instead they define a range of appropriate responses to a variety of specific design issues. Regardless, the Director analyzed applicable portions of the NCOD Guidelines and found substantial compliance with them. The Director’s decision should be upheld. 2. Form, Mass and Scale and Compliance with 38.340.040 As an initial matter, Appellant makes misstatements of applicable code and mischaracterizes The Guthrie development as an alteration to an existing structure, rather than a demolition and subsequent new, contemporary construction. Staff clarifies applicable code here to resolve Appellant’s errors and agrees that approval of the application required a Certificate of Appropriateness and an analysis of the compatibility of the new construction with surrounding structures. First, “alteration” of an existing structure as contemplated by section 38.340.040.A includes repairs, additions, or reuse of an existing structure. See p. 5 of the NCOD Guidelines. Demolition of a building within the NCOD requires a Certificate of Appropriateness pursuant to section 38.340.040.A.1, BMC. As such, Appellant incorrectly states that The Guthrie must be compatible with the existing two-story Bozeman Health and Rehabilitation Center, which is to be demolished. However, Appellant correctly states that contemporary new structures like The Guthrie must be compatible with surrounding structures, pursuant to BMC section 38.340.050.C and D. Second, Appellant states that design elements, including height and scale must be compatible with surrounding structures, incorrectly citing subsections B.1 and B.5 of 38.340.050. As explained in the Director’s decision, a careful reading of section 38.340.050, BMC reveals that subsections A and B are inapplicable to The Guthrie. See p. 33 of the Director’s Decision. “Subsection 38.340.050 does not apply because the Secretary of the Interior’s Standards does not speak to new construction and because the property is not located within a historic district nor is the structure on the National Register. Nor does subsection B apply since those guidelines are used to consider compatibility with proposed alterations of the original design features.” Regardless, the City agrees that compatibility of the new construction with surrounding structures is relevant to the Director’s conditional approval of The Guthrie as required in subsections C and D of 38.340.050. The applicable required standards for the height of The Guthrie are found with in Table 38.320.030.C, establishing a maximum height of 50 feet in the R-5 zone district for roof 521 Page 27 pitches less than 3:12. The Guthrie satisfies these required code standards. The NCOD Guidelines provides guidance that, “the front wall of a new structure should not exceed two stories in height,” which is not a code requirement or controlling as discussed above. Additionally, the NCOD was never intended to require historic neighborhoods to remain static and unchanged. To the contrary, both the NCOD Intent and Purpose statement in the BMC and the NCOD Guidelines include express language encouraging new development and density in the NCOD: New construction will be invited and encouraged provided primary emphasis is given to the preservation of existing buildings and further provided in the design of such new space enhances and contributes to the aesthetic character and function of the property and the surrounding neighborhood or area. Contemporary design will be encouraged, provided it is in keeping with the above-stated criteria, as an acknowledged fact of the continuing developmental pattern of a dynamic, changing community. 38.340.010.C, BMC. Notably, application 24493 proposes a building that is one story less and 14.5 feet shorter than was proposed in application 23354, which was denied by the City Commission. It does not use additional height incentives offered through affordable housing codes as the previous application did, instead falling under the by-right height limit of 50 feet in the R-5 zoning district. In arguing that The Guthrie is incompatible in form, mass, and scale with its surroundings, Appellants limit their analysis to adjacent buildings, while criticizing the Director’s decision for limiting compatibility analysis to buildings within the adjacent Midtown Urban Renewal District. Consideration of both residential neighborhoods to the east and the commercial district to the west is appropriate. In fact, the site sits nearly in the middle of the city- recognized Midtown Neighborhood District, which extends several blocks west of North 7th Avenue.10 See Figure 1. In 2016, the City Commission, after substantial public outreach and participation adopted the site’s R-5 zoning which is distinct from the adjacent R-3 and R-4 zones. It is reasonable to expect that buildings in one zoning district with distinct standards regarding appropriate uses and allowable design elements would be developed differently from those buildings in an adjacent, but different zoning district. Undeniably, the site is located in a transition zone between the more densely developed and commercial areas abutting the development on the west and the mostly single- 10 Appellant should be familiar with the boundaries of the Midtown Neighborhood because one of its members has represented the Midtown Neighborhood Association on the Bozeman InterNeighborhood Council. See p. 7 of Appellant’s document 000 2025.01.30 Final Guthrie Appeal. 522 Page 28 household residences to the east11. In considering the compatibility of the proposed development, the Director utilized the definition of “compatible development” found within the UDC, which provides: Compatible development. The use of land and the construction and use of structures which is in harmony with adjoining development, existing neighborhoods, and the goals and objectives of the city’s adopted growth policy. Elements of compatible development include, but are not limited to, variety of architectural design; rhythm of architectural elements; scale; intensity; materials; building siting; lot and building size; hours of operation; and integration with existing community systems including water and sewer services, natural elements in the area, motorized and non- motorized transportation, and open spaces and parks. Compatible development does not require uniformity or monotony of architectural or site design, density or use. Section 38.700.040, emphasis added. The Director’s decision considered both, noting that it’s residential use and aspects of the site and building’s design aligned with or incorporated various aspects of residential surroundings, while acknowledging that it’s height and the size of the building was more consistent with buildings in the adjacent Midtown Urban Renewal District. See pp. 21-22, 28-29, and 33-35 of the Director’s decision. Appellant asserts that staff misstates the amendment date of the NCOD Guidelines and the Guidelines’ applicability to high-density and mixed-use development. The staff report states, “Beside the addition of Chapter 4-B, Guidelines for the B-3 Commercial Character Area, which are not applicable to this project, these guidelines have not been updated since 2006.” See p. 33 of the Director’s decision. Staff acknowledged that one portion of the NCOD Guidelines was amended in 2015, but correctly states that the portions of the Guidelines relevant to The Guthrie have not been updated since their adoption nearly 20 years ago. In contrast, the standards for the base zoning were substantially updated in 2018 and incorporated many building design elements. In looking at the content of the relevant chapters of the NCOD Guidelines, it is clear that much of the guidance is relevant to and anticipates single-household residential construction, not higher density multi-dwelling residential buildings. See Chapters 2 and 3 of the NCOD Guidelines. The multi-household guidelines found in Chapter 3 of the NCOD Guidelines offer the most relevant guidance for a project like The Guthrie, located in an R-5 11 The adjacent R-3 and R-4 districts are developed to only a portion of their allowed height, density, and development capacity. Both districts provide for a range of different types of homes and much taller buildings than presently in place. Both district have been in place for many years. For example, building in the R-3 zoning district can have a height up to 36 or 46 feet, depending on the roof pitch, which is only 11 feet (roughly 1 story) shorter than the height of The Guthrie at 47 feet. 523 Page 29 zoning district on the edge of a major commercial corridor. See pp. 60-62 of the NCOD Guidelines. However, even the multi-household guidelines tend to reflect expected construction of a multi-household structure on a lot previously occupied by a single household dwelling, which makes even the most relevant guidance contained in the NCOD Guidelines ill-suited for the present situation proposing redevelopment of a larger infill site that currently contains a larger institutional structure. This illustrates the outdated nature of the NCOD Guidelines. Nonetheless, The Guthrie application included many of the recommendations found in this section, as noted on p. 35 of the Director’s decision. Finally, Appellants insinuate that staff attempted to change the NCOD boundary through an unscheduled meeting at the behest of the Developer. Nothing could be further from the truth. The Historic Preservation Advisory Board (HPAB) held a special meeting on September 12, 2023, which was properly noticed through its agenda published on September 7, 2023. The special meeting was held to make a recommendation to the Community Development Board prior to their meeting to discuss the ongoing UDC update project. The HPAB discussed specific items in the UDC update that relate to historic preservation, one of which was consideration of a boundary change for the NCOD. The Boundary change proposal was based on the 2019 NCOD Policy Report and the updated UDC’s proposed implementation of recommendations therein. HBAB recommended no change to the NCOD at that time and further consideration of NCOD boundary changes will be addressed within the City’s separate Local Landmark Program, currently in progress and closely involving HPAB. The discussion regarding changing the NCOD boundary had nothing to do with The Guthrie and its timing was purely coincidental. B. Mass and Scale Compatibility with Surroundings Site plan applications must conform to project design provisions of article 5 of the UDC, including: compatibility with, and sensitivity to, the immediate environment of the site and the adjacent neighborhoods and other approved development relative to architectural design, building mass, neighborhood identity, landscaping, historical character, orientation of buildings on the site and visual integration. BMC section 38.230.100.A.7.a. As discussed above, compatibility with the immediate environment of the site and adjacent neighborhoods does not mean staff must analyze only those single-household residences, the church, motel, and four-household dwelling that are Appellant’s sole focus. Analysis of this criteria is found in the Director’s decision on pages 28-29 and additional analysis regarding neighborhood compatibility is addressed in pages 21-22 and 33-35. Further, 524 Page 30 administrative design review staff12 is charged with reviewing projects and making recommendations about development within the NCOD, balancing the need “to maintain the … desirable characteristics of structures… while recognizing the need for innovation and individual expression in the development of these districts.” 38.340.020.A, BMC. The BMC emphasizes the role of the design review staff in guiding the Director’s determination, “the recommendations of the … administrative design review staff must be given careful consideration in the final action of the [Director].” 38.340.010.A, BMC. Zoning regulations provide the practical application and meaning to the general direction of the growth policy and state law.13 Code requirements pertaining to “mass and scale” for this site are found primarily in 38.320.030 with some supplementary standards in the NCOD section of the code, found in 38.340.050.B, BMC. Additionally, the City has adopted form and intensity standards to regulate height and transitions where higher intensity zoning districts abut lower intensity districts. 38.320.050 and .060, BMC. These standards directly implement the degree of transition between districts the Commission found necessary and appropriate. The application meets all provisions of the BMC, including those that provide standards for height limits and the mass and scale of buildings. No zone edge transition applies to this site. See 38.320.020 and 38.320.030. Bozeman’s neighborhoods are not restricted to blocks of single-household dwellings. Bozeman’s Midtown neighborhood encompasses the growing and revitalized North 7th Avenue corridor, with its mix of residential, retail, and office uses, as much as its mix of homes in its residential areas. See Figure 1. In the context of the entirety of adjacent neighborhoods, which properly includes the commercial area adjacent to the west, staff reasonably found similarities in exterior materials, orientation of the building to the street, the streetscape, landscaping, and building mass with other buildings in the adjacent neighborhoods. C. Public Health and Safety Appellant argues that aspects of site plan application 24493 will negatively impact public health and safety. Appellant offers four examples to support this contention: (1) that the site offers insufficient open space because it inappropriately counts bicycle parking in its 12 The Design Review Board referenced in this code section no longer exists and its functions have been transferred to administrative design review staff serving on the Development Review Committee. 13 For example, Montana law requires the City to consider “reasonable provision of adequate light and air” in adopting zoning regulations. Mont. Code Ann. § 76-2-304. The City Commission’s adopted regulations that establish that the reasonable provision of light and air is achieved with building heights of up to 50 feet in the R-5 zoning district and zone edge transitions that “are intended to supersede other form and intensity standards in this division, and which do not require a setback when an R-5 zoning district is adjacent to R-3 or R-4 zoning districts, as is the case with The Guthrie. 38.320.050 and .060, BMC. 525 Page 31 open space calculation, citing BMC section 38.520.060; (2) that the placement and design of the trash and recycling tip pad is unsafe; (3) that the parking lot, which has no turnaround for vehicles, is a poor design and is arguably unsafe; and (4) fire-fighting abilities will be curtailed due to the location of fire hose pulls. Appellant cites BMC section 38.520.050 in arguing that examples 2-4 render The Guthrie’s vehicular circulation system unsafe. Technical experts among city staff gather weekly to review development applications at the Development Review Committee (DRC). Relevant to these examples, technical experts from the City’s Solid Waste Division, Transportation and Engineering Division, Planning Division, and the Bozeman Fire Department thoroughly reviewed each of these aspects of site plan application 24493 and concluded each met all code requirements adopted by the City Commission to ensure public health and safety. Each example is addressed below providing additional information about public health and safety considerations and how relevant code requirements are met. Responses to examples 2-4 also demonstrate that Appellant’s reliance on 38.520.050, BMC, is misplaced because the cited code provision contains standards regarding drive aisles, access and egress points, inter-site connectivity for commercial developments, standards for internal roadways on sites greater than two acres, and drive-through pick-up windows. None of the provisions of section 38.520.050, BMC, are relevant to Appellant’s examples and the drive aisle and access points are designed in compliance with code standards and engineering specifications. In meeting each specific code standard, the Director’s finding that the site plan satisfied review criteria of 38.230.100.A.7 was reasonable. 1. Calculation of Open Space At issue is whether three outdoor bicycle racks properly count toward The Guthrie’s required amount of open space. To City staff’s knowledge, the question has never arisen as to whether bicycle parking should be considered a “parking area,” thus excluding the space from the open space calculation, or a “pedestrian amenity,” such that the area can be counted toward open space requirements. Staff has for years considered similarly designed bicycle parking amenities as part of non-vehicular courtyards and as complementary to pedestrian amenities in compliance with section 38.520.060, BMC, and distinct from vehicular parking areas. Examples include Wallace Works (application 24532), Main Street Hotel (application 22176), Block 15 Apartments (application 23063), 14th and Patrick Apartments (application 23170). Finally, at least one photo of desirable examples of pedestrian-oriented open space in the BMC depicts bicycles parked near an outdoor seating area. See Figure 38.520.060.D.2, BMC. 526 Page 32 Appellant correctly notes that bike racks must be included in a development application as part of parking facilities pursuant to 38.220.080.A.2.h (Site plan submittal requirements) and mandatory bicycle parking calculations are analyzed in the parking section of the staff report. However, staff’s interpretation that bicycle facilities are complementary to and an enhancement of pedestrian facilities as both are integral to the City’s encouragement of multi-modal transportation, is reasonable and is supported by code. For example, the provision of bicycle facilities is included alongside pedestrian facilities in BMC section 38.520.040 – Non-motorized circulation and design, while bicycles are not mentioned at all in section 38.520.050 – Vehicular circulation and parking, except with respect to shared streets that accommodate mixed vehicle, bicycle and pedestrian movements, which is not relevant to the Guthrie. In fact, every use of the word “vehicle” in 38.520.050 clearly refers to a motor vehicle as distinct from a bicycle. Appellant’s argument hinges on whether a bicycle is a “vehicle” such that it is included in the definition of a “parking area” pursuant to 38.700.150, BMC, which provides: Parking area. An area, other than a street or alley designated for use, or used, for temporary parking of vehicles. There is no definition of “vehicle” in the Unified Development Code. When a term is undefined in Division 38.700, city code adopts definitions found in the latest edition of “The Illustrated Book of Development Definitions” by Harvey S. Moskowitz and Carl G. Lindbloom. The fourth edition of this book does not include a stand-alone definition of “vehicle,” but it provides definitions of the following terms, all of which refer to motor vehicles and do not include any reference to bicycles: vehicle, inoperable; vehicle, junk; vehicle, motor; vehicle, off-road (ORV); vehicle overhang; vehicle, passenger; vehicle, recreational; vehicle sales area; and vehicle trip. Therefore, Appellant’s argument that a bicycle is a “vehicle” such that bicycle parking should be considered a “parking area” is unavailing. The City contends that bike racks, as an integral part of the City’s multimodal transportation network, are considered pedestrian amenities under 38.520.060.B.2.d because they enhance the functionality and enjoyment of open spaces for a wide range of users. The code requires pedestrian amenities that improve accessibility and usability, such as seating, lighting, and play structures. Similarly, bike racks directly support pedestrian- oriented travel by encouraging cycling as a mode of transportation, allowing users to secure their bicycles and transition seamlessly into pedestrian activity within the shared open space. 527 Page 33 Further, bicycles are not just a mode of transportation, but a means of recreation as well. Section 38.520.060.A.1, BMC, states that on-site residential open space is intended, “to create useable space that is suitable for leisure or recreational activities for residents.” Bike racks are also required to be located within 50 feet of an entrance to the building that the bicycle parking is required to serve, pursuant to section 38.540.050.A.5.c.(1), BMC. Notably, while only 11 bicycle parking spaces are mandated per code, the site provides 97 spaces significantly enhancing accessibility for cyclists and pedestrians. Just as seating and lighting accommodate pedestrians, bike racks serve those who arrive by bicycle. The additional 86 bike spaces above the minimum requirement demonstrates a strong commitment to promoting active transportation and improving user experience. The outdoor bike racks account for roughly 310 square feet of the 9798 square feet of provided open space. Therefore, if the Commission determines the outdoor bicycle parking facilities are properly included in The Guthrie’s open space calculations pursuant to 38.520.060, the project exceeds the 9750 square feet of required open space; if the Commission finds that outdoor bicycle parking facilities should be excluded from the open space calculation, the project will fall short of its required open space by roughly 262 square feet. Given the support in code and staff’s consistent inclusion of bicycle racks as part of open space calculations, the Director’s approval finding open space requirements are met should be upheld. 2. Solid Waste and Recycling Collection Tip Pad The approved location and design of the trash and recycling tip pad mitigates conflicts between traffic and trash and recycling trucks and is safe, as is required by BMC section 38.250.050.B.4. In fact, the location of the tip pad was redesigned by the developer in response to comments from solid waste to mitigate public safety concerns. Originally, the developer failed to identify the location of a tip pad and only depicted a trash room located well inside the site, approximately halfway down the drive aisle. The original version of the site plan depicted a straight trash loading path from North 5th Avenue, making it unclear how the trash loading path would be utilized in relation to the location of the trash room. Instead, the location of the trash room insinuated that trash and recycling trucks would have to make a 90-degree turn and fully pull into the drive aisle of the site, collect the refuse, and then make a blind 90-degree turn in reverse, backing out into traffic. See Figure 3. Trash Pick Up Location and Turning Movements, original design. The DRC determined this initial design was unacceptable and dangerous due to the required blind 90-degree turn backing out into traffic. According to the City’s Solid Waste 528 Page 34 Division staff, the driver of a trash or recycling truck cannot adequately see an obstacle behind the truck while making a reverse 90 degree turn until the obstacle is directly behind the truck. Staff comments on version 1 of the site plan required Developer to redesign the site demonstrating the tip pad must have a 50-foot straight approach with no parking allowed within the approach. Staff comments also noted instead that Developer could provide “a turn around for refuse truck[,] we cannot back out onto the street.” Solid Waste staff and the Developer discussed designing a hammer head turn around at the west end of the drive aisle, but the Developer chose not to pursue the design because it would reduce the number of off-street parking spaces. The Developer reconfigured the tip pad closer to the street, showing that trash would be removed from the trash room on pick up day, moved along a heated section of sidewalk, and be picked up near the corner where the site’s drive aisle meets North 5th Avenue. This design appropriately locates the trash at the required 50-foot straight approach in response to the comment from city staff. See Figure 4. Trash Pick Up Location and Turning Movements, Version 2. The City’s technical experts approved this design because it is safer for the public. Using this design, the refuse truck remains in the right of way without pulling into the drive aisle. It is true that the refuse truck blocks the southbound lane of traffic while utilizing the 50- foot straight loading path. However, the driver has full view of the southbound traffic and uses back up cameras and mirrors to see the northbound traffic, so the design does not result in a situation where the driver is required to back up blindly into traffic. Furthermore, this design is regularly proposed and approved for apartment buildings within the NCOD and commercial sites throughout the city. A similar design is used at Blackbird Kitchen, the former location of Fork & Spoon near the intersection of North 7th Avenue and Beall Street, the Days Inn Suites just west of the intersection of North 7th Avenue and Oak Street, the Black Olive and One11 buildings, and the Armory hotel during its construction period. To the best of the City’s knowledge, no accidents involving traffic and City trucks collecting refuse at a similarly designed site have occurred in at least the past 15 years. 3. One-Way Parking Lot There is no prohibition against one-way parking lots or requirement to design a turn- around in a parking lot in section 38.520.050, BMC, or anywhere else in the municipal code, which Appellant concedes in its brief discussion of this example. See p. 23 of Appellant’s document 000 2025.01.30 Final Guthrie Appeal. The potential risk in a parking lot designed without a dedicated turn-around space would be from a vehicle backing out, as 529 Page 35 Appellant points out. However, the scenario does not render the design inherently unsafe. First, drive aisles are required to be 24 feet wide, which is equivalent to many streets with 12 feet for travel lanes in either direction. Most vehicles can perform a three-point turn to turn around in this space. Second, traffic safety in terms of public health and risk of injury is predominantly a function of vehicle speed. Reversing is inherently a low-speed operation and therefore low risk to public health and safety. Many similar conditions exist in this and other cities with no known objective evidence of safety risk. An alternative solution providing a turn-around space would require removal of off-street parking. Lack of adequate off-street parking was expressed repeatedly through public comment as a neighborhood concern. Lacking a code requirement for a turn-around and all code requirements being met for the design of the parking lot, the Director’s determination should be upheld. However, if the Commission determines a different parking lot configuration is warranted, the Commission could amend the Director’s decision to require as a condition of approval inclusion of a turn-around within the parking lot to mitigate concerns about vehicle backing, which may also facilitate an alternative placement of the trash tip pad. 4. Fire Protection and Safety The City’s fire professionals have no concern about the adequacy of the fire suppression and protection systems regarding The Guthrie site plan 24493. Fire Marshal, Scott Mueller has nearly 30 years of experience and has served as the Fire Department’s representative on the DRC for 15 years. He thoroughly reviewed The Guthrie site plan to identify any fire safety issues. The red dotted lines in The Guthrie application materials depict two 150-foot hose pull lines. See Figure 5. The red dotted lines each originate at a street, but it is an incorrect assumption that the fire truck would only park on the street if access to the west wall of the building was required. The fire department would utilize the drive aisle on the south side of the building in responding to a fire, making the true beginning point of the fire pull roughly the southwest corner of the building. Incorporating the drive aisle into the fire department’s response was expressly contemplated as the entire curb along the southern side of the drive aisle along the building must be painted red indicating it’s use as a fire lane. See Figure 6. From the southwest corner of the building, the hose pull provides more than adequate coverage of the entire interior west wall of the building. The entire building measures roughly 155 feet from north to south. Likewise, the 150-foot fire hose pull originating from West Villard provides adequate fire protection. This fire hose pull is depicted extending in a straight line into the parking lot past the corner of the building containing the bike room. In reality, a fire hose would wrap 530 Page 36 around the corner of the building and through the open space and bike rack area to provide direct access to the west wall of the building. Nor would a car parked on West Villard Street impede firefighting efforts, as Appellant claims. The fire department is able to go around, over, or through any vehicle parked in the way requiring perhaps only 10 additional feet of hose. Finally, the spray of each fire hose offers an additional 30 feet of reach from full extension of the hose. Clearly, the hose pulls offer adequate protection for the entire exterior of the building. Significant additional fire protection measures are incorporated into The Guthrie building and site plan. First, the Developer will be required to install a new fire hydrant near the southeast corner of the property, which will serve this and nearby buildings in addition to an existing hydrant across West Villard Street from The Guthrie. Next, due to the size of the building and its construction type, it must have a full interior sprinkler system. Third, the approved design of The Guthrie incorporates standpipe locations within the building to which fire hoses can be connected to efficiently supply water to firefighting efforts inside of the multi-story building. The approved site plan complies with all fire code and building code requirements for fire protection and safety.14 The location and length of fire hose pulls are not addressed in section 38.520.050, BMC. Appellant cites no other section of municipal code or fire code to support the contention that the design is flawed and will negatively impact public health and safety. D. Traffic Impact Study and Signal Warrant The Traffic Impact Study (TIS) submitted by the Developer with application 24493 complied with submittal requirements and provided sufficient data by which the City’s professional staff could determine compliance with all code requirements related to traffic. Staff required traffic calming infrastructure beyond that required in code based in part on public concerns over traffic and safety. As explained below, an independent traffic study submitted during public comment contains errors and contradictions making it an unreliable source for staff analysis. While staff respects that what constitutes sufficient traffic safety may vary from person to person, no objective public safety questions remain unanswered for which facts can be found. The approved design meets code standards and the Director’s decision should be upheld. First, Appellant alleges that staff’s analysis of the traffic impacts of the site are suspect because the underlying data used in application 24493 was the same as the data used in application 23354. However, Appellant does not identify specifically what was deficient in 14 The State prohibits the City from imposing standards different from those in the State-adopted technical codes and incorporated into municipal code in Chapter 10. 531 Page 37 the underlying data of the TIS for either the original or subsequent site plan applications. The data and conclusions in the Developer’s TIS and in City staff’s analysis are similar because the differences in the initial application and the approved application 24493 are insignificant from a traffic analysis perspective due to the approved application containing a mere 20 housing units less than its first iteration. The difference in housing units and projected trip demand was properly accounted in the approved application and does not render staff’s analysis incorrect or even suspect. The “independent traffic report and analysis regarding the initial TIS” (the “independent report”) submitted through public comment and identified as Exhibit 016 in the appeal materials is not reliable. The primary and repeated flaw in the independent report can be found in the Executive Summary item that states, “There is no evidence that the unmitigated failing intersection will operate safely.” The term “failing intersections” refers to Level of Service on the minor street legs of the intersections of Villard and Beall with North 7th Avenue. Level of Service is a qualitative metric used to describe intersection operations as measured by average vehicle delay. This is explicitly and inarguably not a direct measure of safety and does not even attempt to evaluate modes of transportation such as bicycles and pedestrians. Further, there is no explicit industry standard that can be applied to “prove” an intersection will operate safely nor any objective definition of “safety” as a measurable metric. Adequate safety is presumed to derive from an intersection meeting standards for appropriate geometry and traffic control, which both intersections of Villard and Beall with North 7th Avenue comply in the existing and design year. Staff notes that higher level of service may in fact require design features that allow for increased throughput and therefore reduced vehicle delay. Such features include wider multi-lane intersections that increase pedestrian crossing distances and conflicts with vehicles, prohibition of protected pedestrian phasing at signalized intersections, and permissive left turn phasing instead of protected left turn phasing. Modern engineering practice has thoroughly concluded such design features correlate with reduced, not improved, multimodal safety. This flaw in the independent report is repeated under the heading “Safety of Future Failing Intersections Not Analyzed or Considered.” Further, the section titled “The Study Area Does Not Meet City Requirements” identifies lack of evaluation at Peach Street/Durston Street and Mendenhall. Staff exempted these locations due to an ongoing Montana Department of Transportation project to address capacity at all signals along North 7th Avenue, which was in design at the time of the Developer’s TIS scoping. Finally, the analysis finds fault in failure to adequately define the need for traffic calming, which was required by staff through a condition of approval of the site plan. Traffic calming features inherently support safety through reduction of vehicle speed. The independent report’s 532 Page 38 criticism of the City’s failure to justify need for the traffic calming infrastructure contradicts its own claim that the development will induce unsafe traffic operations. In contrast, the Developer’s TIS thoroughly evaluated the safety performance of these intersections and found them to be at or below the predictive average crash frequency and predictive range of crashes using the Highway Safety Manual 1st Edition predictive methodology. Staff appropriately determined that the Developer’s submitted TIS sufficiently documented compliance with adopted standards pursuant to BMC section 38.220.060.A.1115 and relied upon it when analyzing the traffic impact of the proposed development and determining compliance with code standards. Regarding the Level of Service (LOS) analysis for intersections near and impacted by The Guthrie, staff found compliance with the LOS standards articulated in 38.400.060.B.4, BMC, which states: Level of service standards. All arterial and collector streets and intersections with arterial and collector streets must operate at a minimum level of service “C” unless specifically exempted by this section. The city determines level of service (LOS) values by using the methods defined by the most recent edition of the Highway Capacity Manual. The review authority may approve a development only if the LOS requirements are met in the design year, which must be a minimum of 15 years following the development application review or construction of mitigation measures if mitigation measures are required to maintain LOS. Intersections must have a minimum acceptable LOS of “C” for the intersection as a whole. Emphasis added. This portion of the BMC correlates with submittal requirements in section 38.220.060.A.11.g.(2).(c).(ii) stating capacity analysis is required for “all arterial-arterial, collector-collector, and arterial-collector intersections within one-half mile of the site, or as required by the city engineer during the pre-application review, concept plan review, or informal project review.” However, BMC section 38.220.060.A.11.g.(2).(d) applies a different standard of review for two-way stop controlled intersections, such as those found at Villard and Beall, which states, “for two-way stop controlled intersections, analysis of 15 Note that standards found in 38.220.060.A.11 are subdivision requirements and are not applicable to site plans. However, if a site plan is significant enough in intensity to indicate an anticipated increase in peak hour trips of at least 100 or of a nature that would require a TIS by other code criteria, staff uses administrative authority to require a full TIS, imposing requirements of 38.220.060, demonstrating staff’s sensitivity to traffic safety analysis. 533 Page 39 whether the intersection would satisfy signalization warrants if the two-way stop control was removed.” As shown above, the code states that minimum LOS must be met or construction of mitigation measures applied, if mitigation measures are required. Staff did not require study or mitigation of certain existing signalized intersections on the understanding that construction of those potentially required mitigation measures would be undertaken by the Montana Department of Transportation in their upcoming North 7th Avenue Signals Project. The Highway Capacity Manual states that failure of individual legs of a two-way stop controlled intersection should not be the sole basis for selection of appropriate traffic control, which in this case would be the required mitigation element. For this reason, and based on the requirement in 38.220.060.A.11.g.(2).(d). (“For two-way stop controlled intersections, analysis of whether the intersection would satisfy signalization warrants if the two-way stop control was removed.”), staff required a signal warrant study to determine the appropriateness of traffic control. The Developer complied with this requirement as demonstrated by the Traffic Signal Warrant analysis dated October 11, 2024. The warrant studies determined signalization is not warranted and therefore, that form of mitigation of the individual leg LOS failures through signalization was not required. Staff considered other potential mitigation solutions for individual leg LOS failures that would generally restrict crossing and left turning movements from the local streets, Villard and Beall, onto North 7th Avenue. Staff ultimately did not recommend mitigation for three reasons. First, the practical impact of the reduction in minor leg LOS in the design year (2038) is 1 to 3 vehicles queued in the 95th percentile scenario in the peak hour. The existing peak hour 95th percentile queue is 1. Therefore, the increase in queued vehicles is small and occurs only during short durations of the day, which suggests the mitigation measure would be of minimal benefit. Second, staff cannot find any evidence of public complaint or dissatisfaction at these intersections that would indicate queuing of this nature is unacceptable. Finally, the additional queuing and delay is almost entirely due to projected background growth in traffic volume and not that which is induced by The Guthrie development itself. As a means of comparison, a traffic study of the previous use of the site as an assisted living facility of lesser intensity in the design year (2038) would have a high probability of showing a similar increase in queuing and decrease in minor leg LOS. Relying on their professional judgment and years of experience, licensed professional engineering staff determined the negative impact of movement restrictions would be greater than the impact of the minor additional queuing due to movement restrictions causing a discontinuity in travel patterns and the high likelihood that movement restrictions would not be obeyed by drivers. When applying movement restrictions, without physical barriers such as curbing that require only right-in-right-out turning 534 Page 40 movements, driver confusion and unexpected movements can result, which risks a less safe condition than the minor amount of additional delay identified in the design year. The city has several locations of turning restrictions without physical barriers, such as the intersection of College and Willson, that supports this analysis by way of observation. All standards for intersection performance are met and the Director’s determination should be upheld. However, if the Commission determines The Guthrie fails to meet code requirements regarding the LOS of certain intersections, the Commission could amend the Director’s decision to require as a condition of approval installation of turn-restriction measures to mitigate delays at minor leg intersections of Villard and Beall with North 7th Avenue. Appellant also finds fault with the City’s analysis of the LOS of intersections near The Guthrie because the analysis was different from and inconsistent with an unrelated zone map amendment application for a different location that was denied in 2022. The two applications are entirely distinguishable and denial of the zone map amendment application near the intersection of Haggerty Lane and East Main Street has no bearing or relation to staff’s analysis of The Guthrie site plan application. One critical distinction is that the intersection of Haggerty Lane and East Main Street was evaluated in the 2017 Transportation Master Plan and found to fail LOS while meeting conditions that warrant a signalized intersection. In contrast, the intersections of Villard and Beall with North 7th Avenue do not meet signal warrants. In spite of the intersection of Haggerty Lane and East Main Street being warranted for signalization, Montana Department of Transportation has not supported construction of a traffic signal or other traffic control that would be required to mitigate the LOS efficiency due to the intersection’s proximity to the East Main interchange with Interstate 90 and other topographic concerns specific to that site. Without the cooperation and support for signalization or other traffic mitigation infrastructure from the Montana Department of Transportation, which owns East Main Street, the City is unable to provide adequate mitigation sufficient to allow intensified development near the intersection. Finally, 2024 Montana Department of Transportation traffic volume data indicates that traffic on Haggerty Lane approaching East Main Street has an average annual daily traffic count of 2,986, which is more than triple the traffic volume found on Beall and Villard. The combination of these factors indicates a substantial difference in the conditions and analysis applied between the two projects. Appellant’s proffered example is inapposite to the application at issue in this appeal. Next, Appellant criticizes the signal warrant study because it uses data from the TIS submitted with application 23354, which Appellant claims “lacked complete analysis.” The reasonableness of using data that had not substantially changed from the initial Guthrie application is addressed above. Here, too, Appellant does not provide any specific analysis 535 Page 41 as to what is deficient about the TIS and warrant study while noting concern for pedestrians and schools. Staff nonetheless provides the following information regarding its analysis and conclusion that the signal warrant study provided adequate data to determine that signals are not warranted at either site analyzed. First, with regard to Signal Warrant 4, pedestrian volumes at this intersection can be found on pages 24-25 of the signal warrant study. Warrant 4 did not meet either the four-hour volume or the peak-hour volume criteria. The lower threshold of the four-hour volume is 107 pedestrians per hour and the lower threshold of peak-hour volume is 133 pedestrians per hour. The highest measured pedestrian volume identified in the warrant study at Villard was 11 pedestrians per hour in the existing year and projected to 15 pedestrians per hour in the design year. Second, Signal Warrant 5: School Crossing pedestrian volumes can be found on page 26 of the signal warrant study. Here, the highest measured pedestrian volume identified in the warrant study at Beall was 5 pedestrians per hour in the existing year and projected to reach 7 pedestrians per hour in the design year. Per the required conditions of the School Crossing Warrant, neither Villard nor Beall are established school crossings based on MUTCD criteria and neither intersection exhibits at least 20 school student crossings during the highest crossing hour. Additionally, a rectangular rapid flashing beacon and pedestrian refuge island currently exist at the Villard intersection to assist with pedestrian crossings. Staff’s analysis was thorough, based on specific data, and considered infrastructure already in place to address pedestrian safety. Appellant next questions how “trips” were calculated in the TIS and suggests, without any citation to a legal requirement or professional standards, that a method entirely outside of the BMC or recognized industry standards should be utilized instead. The calculation of “trips” is clearly set forth in the Trip Generation section of the TIS. It states, “This study utilized Trip Generation, 11th Edition, published by the Institute of Transportation Engineers (ITE), which is the most widely accepted source for determining trip generation projections. These projections are used to analyze the impacts of a new development on the surrounding area. For the purposes of this study, Affordable Housing (Land Use Code 223) in the General Urban/Suburban setting was utilized to project trip generation for The Guthrie development based on information provided by the development team.” See pp. 9-10 of the TIS, attached to this report. The BMC requires the use of the ITE Trip Generation Manual to calculate trip generations, which the Developer’s TIS clearly follows. See 38.220.060.A.11.g.(1). Appellant’s reference to occupancy assumptions derived from the U.S. Department of Housing and Urban Development calculations for affordability has no basis in calculating trip generation by the standards required for the TIS. As further evidence of staff’s care regarding traffic 536 Page 42 concerns, note that staff previously required the applicant to revise land use assumptions for trip generation in the initial November 2023 TIS from “Dense Multi-Use Urban” to “General Urban/Suburban” as evidenced in the January 26, 2024, TIS Addendum. This change in setting resulted in an increase of 25.5% and 26.5% peak hour trips in the a.m. and p.m. respectively. The analysis directed by staff demonstrates an intent for more conservative trip estimation in direct acknowledgment of concern expressed through public comment and contradicts any speculation that conditions of analysis required by staff were improper or unduly favorable to the Developer. Finally, Appellant takes issue with the exclusion of “key arterial and collector intersections within the required half-mile study area” and “fails to analyze all signal warrants for required intersections or evaluate the safety impacts of increased traffic.” However, Appellant again does not specify which intersections they claim staff was required to analyze beyond a reference to the intersection of North 7th Avenue and Durston/Peach Street. Regarding that intersection, Appellant incorrectly speculates that staff excluded the intersection from review as an “unlawful post-hoc justification” without presenting any evidence to support the claim. The City’s transportation engineers did not require evaluation of that intersection or the intersection of Mendenhall and North 7th Avenue due to their knowledge that the Montana Department of Transportation, which owns North 7th Avenue, was already engaged in a project to upgrade those intersections to mitigate LOS deficiencies. The exemption was given at the time of TIS scoping. Finally, although not required, in response to community concerns regarding traffic and to ensure all safety considerations were made based on data, staff required analysis of Beall and Villard. Section 38.220.060.A.11.g.(2).(c).(ii) requires an a.m. and p.m. peak hour traffic capacity analysis for intersections of major streets. Beall and Villard are classified as local streets and would be exempt from analysis. Staff’s insistence on receiving the capacity analysis above and beyond requirements demonstrates the care placed on evaluating the traffic impacts of this development. The traffic impacts of The Guthrie were thoroughly considered based on ample data using accepted industry standards. Mitigation alternatives were considered. Concerns about traffic safety expressed in public comment were considered. In response to public concerns, additional data was requested beyond that required by municipal code and a condition of approval requiring installation of traffic calming infrastructure near the development was imposed. The Director’s conditional approval of The Guthrie should be upheld. 537 Page 43 III. THE TWO-YEAR STAY ON DEMOLITION WAS PROPERLY IMPOSED UPON DENIAL OF APPLICATION 23354 AND TERMINATED UPON APPROVAL OF APPLICATION 24493 Appellant asserts, and the City agrees, that no demolition of the existing historic structure is permitted because the Commission denied the previous Guthrie application 23354 based in part on grounds that the application failed to meet requirements of section 38.340.090.C, BMC. However, Appellant only analyzes one of the means by which the two- year stay may be terminated, which is found in subsection D.3.a of 38.340.090 and provides: a. Early termination of a two-year stay. An owner of property subject to a stay under this section may seek early termination of the stay if the owner demonstrates s/he has actively and in good faith sought alternatives to demolition. These alternatives may include but are not limited to: listing the property for sale as a historic property; actively seeking input from neighborhood groups and interested parties; exploring alternative funding sources for stabilization and/or reconstruction; and offering the property for relocation. It is possible that the Developer satisfied the requirements of 38.340.090.D.3.a, but staff takes no position on the matter. The Developer submitted two economic analyses determining it was not economically feasible to rehabilitate the existing structure. The Developer met with neighborhood representatives and interested parties.16 The Developer informed the City that it attempted to secure alternative funding sources for reconstruction, but could not secure funding. The City has no knowledge as to whether the Developer listed the property for sale as a historic property or offered the property for relocation. The BMC authorizes a second means of terminating the two-year stay, which was met when the Director approved application 24493. “The two-year stay may be terminated at any point in time if an alternate proposal is approved or if sufficient additional evidence is presented to otherwise satisfy the requirements of this section.” 38.340.090.D.3, BMC. This sentence presents an alternative means of terminating the two-year stay when a subsequent application, satisfying the requirements of section 38.340.090, BMC, is 16 Appellant claims that the staff report mischaracterizes a meeting between Ms. Talago, members of City executive staff, and the Developer. In fact, the staff report states, “The applicant met with City officials and neighborhood representatives or interested parties who had expressed opposition to the original proposal through public comment…” Ms. Talago is an “interested party” even if she did not meet with the Developer in her capacity as a neighborhood representative. Further, the Developer informed the City that several meetings with interested parties occurred after the denial of application 23354. 538 Page 44 approved. “Satisfy the requirements of this section,” meaning the criteria found in 38.340.090.C and in 38.340.050, is a requirement to approve any alternative proposal. The Director approved application 24493 based on compliance with all criteria, including criteria for demolition of a historic structure and subsequent redevelopment found in 38.340.090.C. See pp. 36-37 of Director’s decision. Therefore, approval of application 24493, an alternative proposal, terminates the two-year stay. IV. AFFORDABLE HOUSING STANDARDS WERE PROPERLY ANALYZED AND APPLIED Appellant does not contend that staff incorrectly applied or erred in its analysis of The Guthrie’s compliance with affordable housing provisions in code or its eligibility to receive the incentives offered for the provision of affordable housing found in 38.380.030. Rather, Appellant expresses the opinion that the adopted affordable housing codes applied to The Guthrie are insufficiently affordable. Appellant states that it, “facially challenges, and preserves its ability to challenge the AHO…” See p. 28 of Appellant’s document 000 2025.01030 Final Guthrie Appeal. As noted above, constitutional challenges, including those to duly adopted codes, are inappropriate to be heard on appeal before the City Commission. Analysis of compliance with the requirements of Division 38.380, affordable housing provisions of the BMC are found on pages 23-24 of the Director’s decision. The Director properly found compliance with all code standards and requirements related to affordable housing and the decision should be upheld. APPEAL OF THE ADMINISTRATIVE DECISION: The deadline for submission of an appeal application was January 30, 2025. On January 30, 2025, the Community Development Department received a complete appeal from attorney Kirsa Shelkey on behalf of Bozeman Home Advocacy Group, LLC, pursuant to Section 38.250.030 BMC, “Administrative project decision appeals.” Staff reviewed the appeal application materials and informed the Appellant and Developer that the appeal was received and that a hearing on the appeal before the City Commission on April 1, 2025 was scheduled. APPEAL PUBLIC NOTICE: Notice of the appeal hearing was completed in conformance with 38.220 BMC, “Applications and Noticing.” Notice was posted on the site and mailed to property owners within 200 feet on March 3, 2025. 539 Page 45 APPEAL PUBLIC COMMENT: The City has received 1 comment regarding this appeal from the public at the time of writing this staff report. Any further public comment received will be forwarded to the City Clerk’s office for Commission consideration. EVALUATION OF THE APPEAL: Authority of the City Commission under the Bozeman Municipal Code The City Commission has the express authority to uphold, amend, or overturn the Director’s decision in section 38.250.030.J, BMC. City Commission May Act as a Board of Adjustment The City of Bozeman does not have a Board of Adjustment as described in Montana Code Annotated section 76-2-321. Rather, the City Commission has reserved for itself the powers of a board of adjustments through Resolution 4419 in 2012. The City Commission may choose to exercise its powers as a Board of Adjustment17, separate from those expressly provided under the BMC. APPEAL PROCEDURE: The City Commission must comply with the procedures for appeal as set forth in section 38.250.030.I BMC. During the appeal, the Commission will first hear from the administrative staff who are required to give an “explanation of the application and nature of the appeal.” Next, the Appellant will have an opportunity to present its position. If requested, the landowner may then make a presentation. Then, the Commission will hear public comment regarding the appeal from any proponent or opponent. During the 17 Section 76-2-323, Montana Code Annotated provides: 76-2-323. Powers of board of adjustment. (1) The board of adjustment shall have the following powers: (a) to hear and decide appeals where it is alleged there is error in any order, requirement, decision, or determination made by an administrative official in the enforcement of this part or of any ordinance adopted pursuant thereto; (b) to hear and decide special exceptions to the terms of the ordinance upon which such board is required to pass under such ordinance; (c) to authorize upon appeal in specific cases such variance from the terms of the ordinance as will not be contrary to the public interest, where, owing to special conditions, a literal enforcement of the provisions of the ordinance will result in unnecessary hardship and so that the spirit of the ordinance shall be observed and substantial justice done. (2) In exercising the above-mentioned powers, such board may, in conformity with the provisions of this part, reverse or affirm, wholly or partly, or modify the order, requirement, decision, or determination appealed from and may make such order, requirement, decision, or determination as ought to be made and to that end shall have all the powers of the officer from whom the appeal is taken. 540 Page 46 process, no person making a presentation may be subject to cross-examination. However, Commission members and the City Attorney may ask questions for the purpose of eliciting information or clarifying information presented. At the close of public comment, the Commission must consider the merits of the appeal, including considering motions, discussion, and taking a vote. The Commission must consider the merits of the appeal based upon the same decision criteria and standards as the Director. If the Commission determines to overturn or amend the Director’s decision, it must make alternative findings of fact to support the determination. UNRESOLVED ISSUES: The City preserves three issues for determination by a district court judge if the City Commission’s decision is appealed: whether Appellant has met the requirements of section 38.250.030.A, regarding aggrieved persons; whether Appellant can raise constitutional claims through an administrative project decision appeal, and; if so, whether constitutional claims were properly raised during the public comment period for application 24493, as required by 38.250.030.B, BMC. ALTERNATIVES: The City Commission has the following alternative actions available: 1. Uphold the Director’s conditional approval decision for application 24493 as written in the January 15, 2025, decision. 2. Amend the conditional approval after making findings as to which of the criteria are met or not met, modify any conditions of approval, and approve the amended conditional approval of application 24493. 3. Overturn the Director’s decision. Find that the Director’s decision was in error, make alternative findings as to the criteria that are not met, and deny application 24493. ATTACHMENTS: 25033 Appeal – submission materials found at: https://weblink.bozeman.net/WebLink/Browse.aspx?id=296260&dbid=0&repo=BOZEMA N Public Comment on Appeal 25033 found at: https://weblink.bozeman.net/WebLink/Browse.aspx?id=297409&dbid=0&repo=BOZEMA N 541 Page 47 Text of Division 38.380 – Affordable Housing as it existed on December 4, 2024, when application 24493 was deemed adequate for review. Bozeman Guidelines for Historic Preservation & The Neighborhood Conservation Overlay District, January 17, 2006, Amended July 13, 2015 Record of Review for the Guthrie/5th and Villard Site Plan, CCOA, and Demolition application 24493: • Director’s Decision Letter Conditionally Approving the Guthrie/5th and Villard Site Plan, CCOA, and Demolition application and incorporated January 15, 2025, staff report for application 24493; • Application plans and documents submitted by the Developer found at: https://weblink.bozeman.net/WebLink/Browse.aspx?id=292962&dbid=0&repo=B OZEMAN; • All public comment found at: https://weblink.bozeman.net/WebLink/Browse.aspx?id=295393&dbid=0&repo=B OZEMAN. United Food and Commercial Workers, Local 4; Samara Yanny; John Robert McGowan, Jr. and Joel Dunbar v. City of Bozeman and Gallatin TR LP and Winco Foods, LLC, Order re: Motions for Summary Judgment and Motion to Strike, Cause No. DV-19-10BX, October 18, 2019. Full application and file record: available to view by contacting the Community Development Division, 20 E. Olive, Bozeman, MT 59715. Please contact Jacob Doesschate at jdoesschate@bozeman.net or 406-582-2945 to make arrangements to view the file. 542 A. B. C. A. 1. 2. DIVISION 38.380. - AFFORDABLE HOUSING Footnotes: --- (5) --- Editor's note— Ord. No. 2105, § 12, adopted Sep. 27, 2022, amended Div. 38.380 in its entirety to read as herein set out. Former Div. 38.380, pertained to similar subject matter, and derived Ord. No. 2012, adopted Jan. 14, 2019; Ord. No. 2089, adopted 12-7-2021. Sec. 38.380.010. - Purpose. The purpose of this division is to promote the public health, safety, and welfare by incentivizing increased production of affordable rental and for sale housing to meet the needs of city residents and the goals of the adopted growth policy and the community housing action plan. In addition, the purpose of this division is to offer incentives tailored to the levels of housing affordability in new development and redevelopment, with greater incentives being offered to those producing or preserving housing affordable to households earning lower percentages of the Bozeman Area Median Income (AMI). In addition, this division alleviates the reduction in the land supply available to accommodate future affordable housing development that would result if most or all of the available residential land is used solely for the benefit of households that are able to afford market-rate housing. (Ord. No. 2105, § 12, 9-27-2022) Sec. 38.380.020. - Applicability. Generally. The following types of development are eligible to use the incentives described in this division. Affordable home incentives, described in section 38.380.030, may be approved in conjunction with an annexation, subdivision, or site plan that: Contains or will contain dwellings; and That commits to providing at least the minimum percentages of dwellings in the development at rental rates or sales prices affordable at no more than the maximum percentages of AMI established in Table 38.380.020-1 or Table 38.380.020-2 and consistent with all requirements of 38.380. Table 38.380.020-1 Aordable Homes Required for Deep Incentives 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 1/12543 Minimum Percentage of Homes Maximum Percentage of AMI Duration Rental Dwellings For-Sale Dwellings (includes condominiums) Type of Housing Single- Household Detached Dwelling =>50%80% of AMI 120% of AMI =>30 years Single- Household Attached Dwelling =>50%80% of AMI 120% of AMI =>30 years Multi-Household Dwelling =>50%80% of AMI 120% or AMI =>30 years Table 38.380.020-2 Aordable Homes Required Shallow Incentives Minimum Percentage of Homes Maximum Percentage of AMI Duration Rental Dwellings For-Sale Dwellings (includes condominiums) Type of Housing 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 2/12544 B. C. 1. 2. D. 1. 2. Single- Household Detached Dwelling =>5%80% of AMI 120% of AMI =>30 years Single- Household Attached Dwelling =>5%80% of AMI 120% of AMI =>30 years Multi-Household Dwelling =>5%80% of AMI 120% or AMI =>30 years The city and a landowner may agree by contract to future development on a property producing the housing identified above in exchange for the incentives in this division. Previously approved development. A previously annexed but undeveloped parcel of land, subdivision, or site plan that has received final approval before the effective date of this division, and that has not previously received an incentive in return for commitments to include affordable housing in the development, may apply for affordability incentives listed in section 38.380.030. The property owner or applicant for the previously undeveloped parcel must make a written commitment to meet the affordability standards for rental rates or sales prices in this section consistent with 38.380.040. The affordable housing plan must be submitted and approved prior to use of any incentive. Only that portion of the amended preliminary plat or site plan, including associated code standards and conditions of approval, pertaining to the request for approval of one or more procedural adjustments and subsidies will be subject to additional preliminary plat or site plan review. Assumptions and calculations. All references to AMI are to the most recent Area Median Income established by the U.S. Department of Housing and Urban Development (HUD). As HUD publishes updated AMI values they are immediately effective without further action by the city. The city may establish administrative procedures for application and implementation of AMI in calculating dwelling costs in accordance with 38.380.070. 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 3/12545 a. b. c. d. 3. A. 1. 2. B. 1. a. b. To determine the maximum sales prices of affordable homes with different numbers of bedrooms, the city will base its calculation on AMIs for households of different sizes, as follows, with the review authority determining which rooms qualify as bedrooms: Studio dwelling: AMI for a one-person household; One bedroom dwelling: AMI for a two-person household; Two-bedroom dwelling: AMI for a three-person household; and Three-bedroom unit or larger: AMI for a four-person household. If the calculation of the required number of affordable homes results in a fraction of a home, fractions equal to or less than 0.5 shall be ignored, and fractions greater than 0.5 shall be rounded up to require the construction of one affordable home, which may be a studio unit. (Ord. No. 2105, § 12, 9-27-2022) Sec. 38.380.030. - Incentives available. Applications for development of affordable homes that comply with the requirements of this division qualify for and must be awarded the incentives applicable to the type and tenancy of affordable housing being provided and requested by the developer. Incentives may be applied to: Dwellings in single use residential or mixed-use residential/nonresidential development. If a single building contains a mix of residential and nonresidential primary uses, these incentives are only available if 50 percent or more of the gross floor area of the building contains residential uses. The incentives below supersede the standards otherwise applicable in this chapter. The city retains the authority to approve, approve with conditions, or deny the project as a whole based on compliance with other portions of this title or other city regulations, but shall not attach conditions to an approval that have the effect of removing the incentives awarded in this section. Incentives for table 38.380.020-1 deep incentives. If the developer proposes to construct affordable homes that meet the standards in Table 38.380.020-1 in the same geographically contiguous development as market rate homes, the developer may apply the following incentives to all primary buildings in the development in which 50 percent or more of the gross floor area contains residential uses: For single-household detached dwellings: Minimum lot size of 2,000 square feet; or 1,600 square feet if the applicant demonstrates that all applicable city regulations related to lot development, access and utilities can be met. 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 4/12546 c. d. 2. a. b. c. d. 3. a. b. c. d. e. f. (1) (2) (3) (4) (5) (6) No minimum lot width requirement above that necessary for access and utilities if the applicant demonstrates that all applicable city regulations related to lot development, access and utilities can be met. Off-street parking requirement of one space per dwelling. Concurrent construction of infrastructure and dwellings per 38.270.030 is allowed. For single-household attached dwellings (townhouses and rowhouses): Minimum lot size of 1,600 square feet; or 1,400 square feet if the applicant demonstrates that all applicable city regulations related to lot development, access and utilities can be met. No minimum lot width requirement if the applicant demonstrates that all applicable city regulations related to lot development, access and utilities can be met. Off-street parking reduction to one space per dwelling. Concurrent construction of infrastructure and housing per 38.270.030 is allowed. For multi-household dwellings and mixed-use buildings: One additional story of height (maximum 15 feet per story) beyond that allowed in the RS, R-1, R-2, R-3, or RMH zoning districts. Two additional stories of height (maximum 15 feet per story) beyond that allowed in the R-4, R-5, R-O, NEHMU, and B-1 zoning districts. Four additional stories of height (maximum 15 feet per story) beyond that allowed in the UMU, REMU, B-2, B-2M, and B-3 zoning districts. No minimum on-site vehicle parking requirement, but bicycle parking standards and requirements of 38.540.050 still apply. Townhouses* and rowhouses* (two attached units) in the R-1, RS, and RMH zoning districts. Exemption from each of the following for buildings containing dwellings, unless an alternative standard is provided in this division: Minimum lot size, lot area per dwelling units, and lot width requirement in all zoning districts. Section 38.510.030.E to J block frontage standards, provided that vehicle parking is prohibited between the front or side of a principal building and a public or private street; Section 38.530.040.E maximum façade width standards; Section 38.530.040.F roofline modulation standards; Section 38.530.050 building detail standards; and Section 38.530.060 building material standards. 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 5/12547 (7) 4. a. b. c. d. e. (1) (2) f. g. h. i. j. k. l. m. Concurrent construction of infrastructure and housing per 38.270.030. Developments subject to 38.380 may use yield streets without requirement for additional zoning review requirements beyond that for the development within which the yield street will be used. A yield street has the following characteristics: Forty-foot right-of-way with two-way dedicated travel in a 16-foot advisory yield zone for motor vehicles and five-foot walkways outside on either side. Staggered seven-foot wide parallel parking spaces which may include chicane style streetscape for varying width of paved area. No parking in front of private property that blocks access to property adjacent to the street. Passing areas every 100 feet minimum for sight line assurance and yielding capabilities. Passing pullout areas to be not less than 25 feet long. Driveway accesses may serve as passing areas. Snow management plan, including enforcement provisions, must be provided during initial development review. No snow storage in passing areas; Adequate storage areas or removal methods must be provided to address two 25-year storms. Stormwater must be managed within the right-of-way unless an alternate method compliant with municipal standards is provided. A comprehensive street signage plan must be included with initial submittal and executed with infrastructure plans and construction including but advisory signage for yielding to pedestrians/bikes/PTDs and other vehicle travelers. The proposed design must be consistent with accessibility requirements established by any governmental agency. Design shall address inclusion of any proposed street furnishings, amenities, plantings, etc. Yield streets are exempt from the requirements of 38.550.070 for installation of street trees adjacent to individual lots. The city may limit speeds to less than standard for a local street. Maintenance must be maintained by landowners in the development unless the city explicitly assumes responsibility. A funding mechanism equal to that for private streets in 38.400.020 is required for private maintenance. 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 6/12548 n. C. 1. 2. 3. a. b. c. d. e. f. A. 1. Length may not exceed 400 feet without intersecting with a street. Ends must terminate at a street or be provided a fire code compliant turn around. A total length may exceed 400 feet if there are crossing streets with a yield street. Adjacent buildings must not exceed three stories unless setup space for fire department ladder trucks is provided adequate to access all buildings in excess of three stories. Incentives for table 38.380.020-2 shallow incentives. If the developer proposes to construct affordable homes that meet the standards in Table 38.380.020-2 in the same geographically contiguous development as market rate homes, the developer may apply the following incentives to all primary buildings in the development in which 50 percent or more of the gross floor area contains residential uses: For each single-household detached dwelling a minimum lot size of 3,000 square feet, or 2,500 square feet, if the applicant demonstrates that all applicable city regulations related to lot development, access and utilities can be met. For each single-household attached dwelling (townhouse or rowhouse) a minimum lot size of 2,200 square feet, or 1,800 square feet, if the applicant demonstrates that all applicable city regulations related to lot development, access and utilities can be met. For multi-household dwellings and mixed-use buildings: Ten percent reduction in lot area for applicable dwelling type in Table 38.320.030.A. One additional story of height (maximum 15 feet per story) beyond that allowed in the RS, R-1, R-2, R-3, RMH, R-4, R-5, R-O, NEHMU, and B-1 zoning districts. Two additional stories of height (maximum 15 feet per story) beyond that allowed in the UMU, REMU, B-2, B-2M, and B-3 zoning districts. Minimum vehicle parking requirement of one stall per dwelling for all districts other than B-3 and bicycle parking standards and requirements of 38.540.050 still apply. Minimum vehicle parking requirement of 0.75 stall per dwelling for B-3 district; bicycle parking standards and requirements of 38.540.050 still apply. Townhouses and rowhouses (two attached units) are principal uses in the R-1, RS, and RMH zoning districts. (Ord. No. 2105, § 12, 9-27-2022) Sec. 38.380.040. - Aordable housing plan required. To qualify for low income affordable home incentives, the developer must submit to the city an affordable housing plan that includes the information and complies with the standards in this section: Information required. 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 7/12549 a. b. c. d. e. f. g. h. i. (1) (2) 2. a. b. c. d. The total number of affordable homes, and market rate homes in the proposed development. The table in 38.380.020 to be applied to the affordable housing plan. The number of bedrooms in each proposed low income affordable home, and market rate home in the development. Whether each affordable home will be offered for rental or for sale. The location of affordable lots or units in the development. The applicable AMI and maximum rental or sales price applicable to each low income affordable home. A description of the requested incentives from section 38.380.040. Any other information that is reasonably necessary to evaluate the compliance of the affordable housing plan with the requirements of this division, as determined by the review authority. If the development is to be constructed in phases: The required information may include specific commitments for the first phase of development and estimates for later phases of development, provided the combination of committed and estimated low income affordable homes in the development equals or exceeds the minimum required to qualify for the incentives requested. As the number of low income affordable homes for each later phase is finalized, the developer must submit an update to the affordable housing plan including or updating the information required in this section. The review authority shall review and approve, approve with conditions, or deny the update using the criteria in this section. Development standards for affordable homes. The number of affordable homes must meet or exceed the minimum standards needed to qualify for the applicable incentive in section 38.380.030. The mix of bedrooms per unit in affordable homes must be as similar as possible to the mix of bedrooms per unit of the market-rate homes in the development. Access to shared amenities and services by residents of the affordable homes must be the same as to those in market rate homes in the development. If the development is to be constructed in phases, and the developer has requested affordable housing incentives, at least 75 percent of the dwelling units in each phase must be affordable homes, unless the city has received adequate legal or financial assurance 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 8/12550 B. C. D. E. A. B. C. that any shortfall during earlier phases will be constructed before approval of the final phase of development. The review authority may approve the affordable housing plan if the review authority finds that it includes the information required for the city to confirm compliance with the standards and criteria in this division, including but not limited to the standards in Section 38.380.030.A, and any administrative procedures related to this division adopted pursuant to section 38.380.070. No annexation, preliminary subdivision, or site plan that contains any residential dwelling units and that requests affordable housing incentives may receive final approval until the affordable housing plan has been approved by the review authority. After approval by the review authority, the affordable housing plan must be incorporated by reference in the recorded annexation, final subdivision plat, or site plan documents. An approved affordable housing plan is a binding contract between the developer and the developer's successors in interest to the lot or dwelling, and must be included in a separate recorded written agreement between the developer and the city, or incorporated into another recorded document in which the developer is required to implement the affordable housing plan. (Ord. No. 2105, § 12, 9-27-2022) Sec. 38.380.050. - Land donation alternative. As an alternative to constructing some or all of the affordable homes required by section 38.380.020, the developer may qualify for the incentives listed in section 38.380.040 by donating one or more parcels of land within the city limits. The land donation must meet the standards in this section and be approved by the director as providing equal or greater affordable housing benefit to the city. The developer may donate undeveloped parcels of land or ready-to-build house lots, provided the land is subject to a document recorded in the records of the Gallatin County Clerk and Recorder requiring the land be used only for the construction of affordable homes. The value of the land donated must equal or exceed the remaining cost of designing, obtaining land use and building approvals for, installing or upgrading infrastructure for, and constructing the number of affordable homes the annexer, subdivider, or developer would otherwise be required to provide in return for the requested incentives listed in subsection 38.380.030, as established by an independent valuation and economic study commissioned by and acceptable to the city and paid for by the developer. (Ord. No. 2105, § 12, 9-27-2022) Sec. 38.380.060. - Qualication of renters and buyers. 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 9/12551 A. B. 1. 2. 3. a. b. 4. C. D. Developer must provide to the city written assurance acceptable to the city that each renter or purchaser of an affordable home must meet the following standards for a period of at least 30 years from initial occupancy of the home. Each renter or purchaser of an affordable home: Must occupy the affordable home as their primary residence, as determined by the review authority; Must meet the definition of a Household in section 38.700.090; Must comply with the income restrictions applicable to that type of home and tenancy according to 38.380.020: Income verification for rental units must be performed every two years, and income verification for owner occupied units must be performed at the time of purchase, based on standards and methods approved by the U.S. Department of Housing and Urban Development. If the project is subject to income restrictions different from those in section 38.380.020 as a condition of participation in a state or federal housing program or receipt of state or federal financial assistance, the renter or purchaser must comply with those alternative income restrictions, as verified by standards and methods used by the applicable state or federal program. Must not, if the affordable home is purchased, sell the home for a price higher than the original sales price of the home plus a compounded increase of 2.5% for each year the purchaser owns the home. The developer may satisfy the requirements of this section by contracting with a third party to monitor and enforce the conditions in this section through a written agreement approved as to form by the city attorney. The developer may change the third party contractor with written approval by the city. The developer, or the city or its agent if the city is involved in the rental or sale of an affordable home, must record in the offices of the Gallatin County Clerk and Recorder, simultaneously with the recording of the deed of conveyance, a restrictive covenant, deed of trust or other legal instrument, approved as to form by the city attorney, that obligates all owners or renters of the property to comply with the provisions of this section. (Ord. No. 2105, § 12, 9-27-2022) Sec. 38.380.070. - Administration. 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 10/12552 A. 1. 2. 3. 4. 5. 6. B. C. D. The review authority shall have authority to promulgate and enforce all reasonable rules and regulations and take all actions necessary to the effective operation and enforcement of this division, unless such authority is expressly reserved to the city commission or another city official, including but not limited to: Reviewing affordable housing plans for compliance with this division; Adopting application, monitoring, and reporting forms, and other forms and information required from developers for implementation of this division; Monitoring compliance with this division, notifying the subdivider or developer of noncompliance, and ordering compliance; Imposing any and all sanctions permitted by this division; Calculating and making available through the city website or otherwise the AMI needed to qualify for the various incentives listed in this division, and updating that information as needed to reflect any adjustments approved by the city commission; and Adopting standards and policies to qualify eligible purchasers and renters for Affordable Homes created under this division. The city may publish administrative rules and instructions consistent with and necessary for the implementation of this division, including but not limited to instructions for completing the affordable housing plan, valuations required by this division, and the distribution of the required number of affordable homes and bedrooms within a project requesting the incentives in this division. The review authority may create standards for documentation the city will use to verify the rental rates or sale prices of affordable homes created pursuant to this division. For the initial sale of an affordable home, the seller must provide the city with a copy of the HUD-1 form prepared by an attorney or title company indicating the sale price. The final sale price on the HUD-1 form may not exceed the maximum price for a specific affordable home as described in section 38.380.030, plus an allowed maximum established by rule as authorized in this section in buyer selected upgrades, if allowed by the first mortgage lender underwriters. In addition, the city shall require certification satisfactory to the city of homebuyer income qualification. Upon receipt of a settlement statement for the sale of an affordable home, the city will determine if the completed affordable home sale complies with the approved affordable housing plan and the requirements of this division and if not, will notify the seller of the noncompliance. (Ord. No. 2105, § 12, 9-27-2022) Sec. 38.380.080. - Noncompliance and sanctions. 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 11/12553 A. B. C. 1. 2. 3. If the city determines that a developer has failed to comply with any terms or conditions of the affordable housing plan or this division, the review authority shall notify the developer of the noncompliance in writing and order compliance by the most reasonable and expeditious means as determined by the city. Notification shall describe the date by which the developer must be in full compliance and shall describe the nature of the noncompliance and the possible sanctions for noncompliance. A developer that sells an affordable home for a price not in compliance with the approved affordable housing plan, this division, or any other recorded document obligating the developer to comply with this division shall pay a penalty to the city. The penalty shall be equal to 125 percent of the difference between the actual sale price and the maximum sale price of the affordable home as set out in the approved affordable housing plan. In addition to other remedies available to the city pursuant to this division, if the developer remains in noncompliance on the date by which compliance was required, the city shall have the authority to impose one or more sanctions, including but not limited to the following, that the city deems most effective and appropriate considering the nature of the noncompliance: Withholding or revoking building permits; Issuing stop-work orders; and/or Withholding or revoking certificates of occupancy. (Ord. No. 2105, § 12, 9-27-2022) 3/26/25, 12:47 PM Bozeman, MT Code of Ordinances about:blank 12/12554 555 556 557 558 559 560 561 562 563 564 565 566 567 568 569 570 571 572 573 574 575 Name:Contractor #:Affirmation Form:Bid Bond:Base Bid Total: K2 Ventures 272233 x x $159,935.50 Montana Excavation and Utilities, LLC 275146 x x $140,000.00 AV Construction Inc 157351 x x $147,257.00 Treasure State Inc 157069 x x $160,660.00 Mike Maas Kellen Gamradt City Clerk Engineer II Bid Check:Delivered to Finance:Accepted By:Date: Bid Tab - 2025 Curb & Sidewalk Improvements Project These bids were opened and read before the undersigned at 2:00 pm on Tuesday, March 11th, 2025 Docusign Envelope ID: 11FD68CB-7AC4-4C13-8166-DF054F60E4B6 240576