HomeMy WebLinkAboutFiscal Year 2024 Approved Budget, City of Bozeman2
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Table of Contents
BUDGET MESSAGE 5 PUBLIC SAFETY 82
POLICE 84
READERS GUIDE 7 FIRE 86
BUDGET SUMMARY 8 BUILDING INSPECTION (COMMUNITY DEVELOPMENT)88
BACKGROUND 9 PARKING (ECONOMIC DEVELOPMENT)90
AWARDS AND ACCOMPLISHMENTS 9 PUBLIC WORKS 92
ORGANIZATIONAL CHART 10 PUBLIC WORKS ADMINISTRATION 94
FUNDING STRUCTURE 11 ENGINEERING 96
BUDGET POLICIES 12 GIS/ASSET MANAGEMENT (STRATEGIC SERVICES)98
BUDGET PROCESS 13 SOLID WASTE 100
FISCAL YEAR GOALS 13 STORMWATER 102
STRATEGIC PLAN 14 STREET MAINTENANCE 104
PERFORMANCE MEASURES 16 VEHICLE MAINTENANCE 106
BUDGET SUMMARY 17 WASTEWATER- OPERATIONS 108
FUND SUMMARIES 27 WASTEWATER- WATER RECLAMATION FACILITY 110
GENERAL FUND 28 WATER- OPERATIONS 112
SPECIAL REVENUE FUNDS 32 WATER- WATER TREATMENT PLANT 114
TRANSPORTATION SPECIAL REVENUE FUNDS 32 WATER- WATER CONSERVATION 116
PROGRAM SPECIAL REVENUE FUNDS 33 PUBLIC WELFARE 118
DEBT SERVICE FUNDS 45 RECREATION (PARKS & RECREATION)120
CONSTRUCTION FUNDS 46 FORESTRY (PARKS & RECREATION)122
ENTERPRISE FUNDS 47 PARKS (PARKS & RECREATION)124
INTERNAL SERVICE FUNDS 53 CEMETERY (PARKS & RECREATION)126
PERMANENT FUNDS 54 LIBRARY 128
SUMMARY OF ALL FUND RESOURCES BY TYPE 56 ECONOMIC DEVELOPMENT 130
SUMMARY OF ALL FUND APPROPRIATIONS BY TYPE 57 SUSTAINABILITY (STRATEGIC SERVICES)132
ACTIVITY/DIVISION DETAIL 58 COMMUNITY HOUSING (COMMUNITY DEVELOPMENT)134
GENERAL GOVERNMENT 60 NON-DEPARTMENTAL 136
CITY COMMISSION 62 NON-PROFIT FUNDING 137
CITY MANAGER 64 DEBT 138
CITY CLERK 66 DEBT-LEGAL DEBT LIMIT 139
CITY ATTORNEY 68 DEBT SERVICE-PAYMENTS 140
FINANCE 70 DEBT SERVICE-AMORTIZATION SCHEDULES 141
FACILITIES MANAGEMENT 72 CAPITAL IMPROVEMENTS PROGRAM (CIP)154
INFORMATION TECHNOLOGY 74 APPENDICES 161
HUMAN RESOURCES 76 A.) ECONOMIC CONDITIONS ASSESSMENT 162
PLANNING (COMMUNITY DEVELOPMENT)78 B.) BUDGET AND FINANCIAL POLICIES 201
MUNICIPAL COURT 80 C.) LONG RANGE FINANCIAL PLANNING 207
D.) GLOSSARY OF KEY TERMS 211
E.) CITY COMMISSION ADOPTIONS 217
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June 28, 2023
Bozeman City Commission:
We are pleased to present to you the City Manager Recommended Budget for Fiscal Year 2023-2024 (FY24). This
budget represents the thoughtful work of dozens of people across all departments to ensure an informed
projection of FY24 in support of the City Commission Strategic Plan. Bozeman is a vital, growing, and changing city,
which presents significant challenges including balancing community needs, like infrastructure and public safety,
with affordability and pressure on the allocation of limited City resources. This budget focuses on maintaining or
improving our level of service to the community as it relates to public safety, community health & safety, and
affordable housing.
The City’s total budget this year is approximately $317.9 million. This will support 510.58 full-time equivalent
employees and 154.4 million in capital spending. The FY24 budget estimates an annual increase in assessments
and taxes for the typical residential property of $71.85 per year or $5.99 per month. This includes mill levies,
rates, assessments and other changes based on recent rate studies, growth, inflation, adopted capital plans, and
Strategic Plan objectives. In all, this budget represents Bozeman’s response to the current economic conditions
taking into consideration all methods possible to balance cost to residents and quality services.
Revenues & Citizen Impact
Overall, revenues are estimated at approximately $311.3 million, a $132.4 million increase or equivalent to a
74.0% change over the prior year budget. The large increase is due to an estimated $99 million of bond proceeds
for the Bozeman Community Center and long-term debt proceeds for other projects.
This year's budget process focused on the long-range planning process, and we've accomplished upgrades to
financial models for over a dozen City funds. Revenue and rate increases recommended in this budget are
intended to plan for the future and stabilize rate increases over time to a more consistent year over year change.
Revenue and rate increases are between 4% and 12% for City utilities and assessment districts as seen in the chart
below. However, new growth anticipated in taxable properties is offsetting increases, with a decrease in property
tax bills for the typical homeowner. The total impact on the typical homeowner is anticipated to be 2.8% in FY24
or $5.99 per month.
Expenditures
Salaries & Benefits- Budgets for personnel expenditures include both increases in salary and benefit costs and the
addition of positions to some departments. Like every employer across the United States, competition for
qualified employees is high. The FY23 budget implemented a proactive response to these economic conditions. In
order to take a strategic approach to staffing, the City of Bozeman develops a three-year staffing plan annually
across the organization. For FY24, 539.74 full-time equivalent (FTE) positions are included in the budget,
increasing over prior year by 20.25 FTE to address service demands across the City. Significant additions to note
include 6.5 positions in Police and 3.0 positions in Fire to promote Public Safety and address a growing population
and increasing complexity of crime. Other positions of note include two positions in the City Manager's Office to
address Community Health & Safety issues.
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Operating- Operating expenditure appropriations total $54.4 million in the recommended budget, which is a 0.6%
increase from FY23. While inflationary factors have increased the price of operating City services, we took careful
consideration with this budget presentation to reduce contingency budgets, resulting in an overall decrease of
maintenance expenditures. This might result in budget amendments being required for some unexpected
circumstances.
Capital- Approximately $151 million in capital spending and commitments are planned in FY24, primarily for
construction projects. The most significant driver is $102 million planned for the Bozeman Community Center
(GF355). Three million of this project is planned to be supported by the Library Foundation and the remaining $99
million will be placed on the ballot for voter approval of a general obligation bond. Other projects include
investments in recreational facilities already approved by voters, including the Swim Center, Bogert Pool, and
Lindley Center. In addition, Fire Station 2 is now under contract and expected to be completed in the next year or
two.
Reserves
The General Fund reserve policy requires a minimum of 16.67% of annual revenues. The General Fund is not the
only fund with a reserve policy. Staff has reviewed all reserve policies and ensured compliance. Reserves are
intended for “unexpected” events, and while they are not set-aside in restricted accounts, spending of reserves is
only allowed within the City Commission’s adopted policies. This year, these dollars are being accounted for
outside of the rest of the budget to ensure alignment with approval requirements should spending be necessary.
To date, expenditures have not required use of reserve funds and this budget has been balanced to ensure the
same this fiscal year.
Looking Forward
Toward the middle of FY23, the organization stabilized from significant and ongoing turnover in staffing,
significantly lowering our vacancy rate from this time last year. Turnover makes it difficult for the City to move
forward on key initiatives including biannual budgeting and the use of outcome measures for budgeting.
Conclusion
Thank you, City Commission, community members, and staff who participated in the many processes that resulted
in this budget. Working together, we continue to find creative and innovative ways to deliver services and invest
responsibly in our community.
We are a resilient, enterprising, and creative community. The FY24 Budget is an attainable plan to provide
efficient and effective services and to achieve the Commission’s vision and priorities set out in the Strategic Plan
for the City of Bozeman.
Respectfully,
Jeff Mihelich Melissa Hodnett Kaitlin Johnson
City Manager Finance Director Budget Analyst
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Reader
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Budget Summary
Municipal budgets serve a number of important functions. In addition to laying out a spending plan for the City
and allocating resources to meet the diverse needs of the community, Bozeman’s budget:
•Is a principal policy and management tool for the City’s administration, reflecting and defining the annual
work program;
•Provides a framework for the City to accomplish its vision and strategic plan; and
•Reflects core City values of integrity, leadership, service, and teamwork.
This Budget Summary provides information about the City, along with information about the budget process,
revenues, expenditures, and City programs and services. It is intended to provide an accessible, transparent way
of learning about the City budget, while accurately showing how the City invests its resources.
Awards and Accomplishments
The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of
Distinguished Budget Presentation to the City of Bozeman, Montana, for its annual budget for the fiscal year
beginning July 1, 2022. The City has received this award for each budget it has prepared in the past 31 years.
In order to receive this award, a governmental unit must publish a budget document that meets program criteria
as a policy document, as an operations guide, as a financial plan and as a communications device. This award is
valid for a period of one year only. We believe this budget continues to conform to program requirements, and we
are submitting it to GFOA to determine its eligibility for another word.
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Governance Structure
The Bozeman City Commission is composed of four members and a Mayor which are elected by the
voters of the city at large in accordance with the City Charter. At every regular city election, the voters of
the city shall elect a Mayor at large for a term of four years. The person so elected shall serve as Deputy
Mayor and a Commissioner for the first two years of their term and Mayor for the balance of their term
of office. The City Manager is selected by and is the only employee of the City Commission. The City
Manager's Office is responsible for overseeing City staff and completing tasks as directed by the City
Commission.
Organizational Chart
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Funding Structure
To better understand this budget document, a basic understanding of the structure, frequently-used terms, and
fund types is helpful. The City’s operating expenditures are organized into the following hierarchical categories:
Activities, Departments, and Divisions.
Activity: Activity represents the highest level of summarization used in the City’s financial structure. This
level is primarily used for entity-wide financial reporting and for summarization in this budget document.
Department: Department is the second level of summarization used in the City’s financial structure. This
function classification represents a grouping of related operations and programs aimed at accomplishing a
broad goal or providing a major service.
Division: Department can be further split into divisions, which are usually associated with functioning
work groups that have more limited sets of work responsibilities. Their primary purpose is organizational
and budgetary accountability.
Funds:
The activities are funded through various means that are accounted for within specific funds. The City's fund
structure is consistent with the provisions of the Government Finance Officers Association (GFOA) as outlined in
their publication Governmental Accounting, Auditing, and Financial Reporting (GAAFR), which is the standard
accounting guide for local governments.
Governmental Funds are a group of funds that account for activities associated with the City's basic operations.
This group of funds uses a modified accrual basis of accounting and focuses on operating resources and
expenditures.
General Fund: The General Fund is used to account for all financial resources of the City, except for those
required to be accounted for in another fund. The General Fund supports such basic services as the Legislative
Branch, Judicial Branch, General Administration, Police, Fire, Finance, Engineering, Recreation, and Library
services. The City's General Fund is financed heavily by property taxes, which provide nearly half of the General
Fund revenue.
Special Revenue Funds: Special Revenue Funds
are used to account for the proceeds of specific
revenue sources (other than expendable trusts,
or for major capital projects) that are legally
restricted to expenditure for specific purposes.
Debt Service Funds: Debt Service Funds are
used to account for the accumulation of
resources for, and the payment of, general
long-term debt principal and interest.
Capital Project Funds: Capital Project Funds are
used to account for financial resources to be
used for the acquisition or construction of
major capital facilities (other than those
financed by proprietary funds).
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Proprietary Fund Types:
Proprietary funds are a group of funds that account for activities that are often seen in the private sector and are
operated in a similar manner as in the private sector. This group of funds uses a full accrual basis of accounting
and focuses on net income and capital maintenance.
Enterprise Funds: Enterprise Funds are used to account for operations that are financed and operated in a
manner similar to private business enterprises--where the intent of the governing body is that the costs
(expenses, including depreciation) of providing goods or services to the general public on a continuing
basis be financed or recovered primarily through user charges.
Internal Service Funds
Internal Service Funds are used to account for the financing of goods or services provided by one department to
other departments on a cost-reimbursement basis.
Fiduciary Fund Types
Fiduciary Funds are trust and agency funds that account for assets held by a governmental unit in a trustee
capacity or as an agent for individuals, private organizations, other governmental units, or other funds.
Trust Funds: Trust Funds are used to account for assets held by a governmental unit in a trustee capacity.
These include (a) expendable trust funds, (b) permanent trust funds, and (c) pension trust funds. Trust
Funds are supported by donations and interest income.
Budget Policies
State statute provides the “Local Government Budget Act” in MCA 7-6-4001. This section of the law was adopted
by the 2001 Legislature to replace the “Municipal Budget Law” and other various sections of code that related to
City finances. The law requires the City to adopt a balanced budget, limits the City to making expenditures or
commitments in excess of approved appropriations, requires reporting to the State after final budgets and tax
levies are adopted, and provides for a detailed preliminary and final budget adoption within the confines of the
State determined property tax assessment time-table. The City's budget encompasses both the operating budget
and the capital improvement budget. Each budget unit includes amounts appropriated for both operating
expenses and capital items. See detailed Budget and Fiscal Policies in Appendix B.
Basis of Budgeting
The basis of budgeting and accounting refers to when a transaction or related event is recognized in an agency’s
budget, or in the operating statement, both of which follow GAAP principles. All governmental funds (including
the general, special revenue, debt service and capital projects funds) use modified accrual as both the basis of
budgeting and for accounting/financial reporting. Under the modified accrual system, revenues are recognized in
the accounting period in which they become “measurable and available.” “Measurable” means the amount of the
transaction can be determined and “available” means collectible within the current period or soon enough
thereafter to pay liabilities of the current period. Property tax is reported as a receivable and deferred revenue
when the levy is certified and as a revenue when due for collection in the subsequent year. An allowance for
estimated uncollectible taxes is included in the estimated tax needed to balance the budget.
The basis of accounting for proprietary funds is full accrual, where revenues are recognized when earned and
expenditures when they are incurred. The basis of budgeting for proprietary funds is full accrual with the
exceptions of depreciation and amortization. For capital assets and capital purchases, funds are budgeted from a
perspective of the actual cash outlay required (cash basis).
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Budget Process
The City plans for the long-term needs of our community through a number of efforts and studies. Consultants
and staff hold numerous public hearings and advisory board meetings prior to the formal adoption by the
Commission. These public hearings and advisory board meetings are open to the public during which citizens are
welcome to participating in the budget process. Once adopted, we work diligently to implement the approved
plan. The starting point is the Strategic Plan, followed by the other master plans that have been developed for
each area of concern or study. Along with these documents, the capital improvement plan is used to budget for
capital projects. The following chart outlines our process and timing for the budget. Budget amendments are
proposed and adopted by the Commission on an as needed basis.
City Commission Goals
In addition to the adopted Strategic Plan included in the City Manager's Budget Message, Climate Action Plan,
Community Affordable Housing Plan, and the Growth Policy, the City Commission of Bozeman has identified the
following priorities which guide the FY24 Budget:
•Become a City for CEDAW (Convention to
Eliminate All Forms of Discrimination Against
Women)
•Increase Budget for Community & Support
Services
•UDC (Unified Development Code) Overhaul
•Establish Mobile Crisis Response
•Establish Model HOA Covenants
•Develop Gallatin Valley Sensitive Lands
Protection Plan
•Update Codes to Encourage Wetland
Preservation & Facilitate Creation of
Wetland Bank
•Short Term Rental Revisions
•Promote Water Conservation
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Bozeman Strategic Plan
The entire Strategic Plan can be found on the City website. Below are some of the efforts towards the Strategic
Plan with the Top 13 Commission Priorities highlighted (greater detail regarding strategic plan efforts by division
can be found in the Activity Detail section of this document):
1) An Engaged Community. Fostering successful collaboration with other public agencies and building on our
successes, which is being achieved through City-County Regional Planning. The City continues to work toward a
culture of civic engagement by using our adopted communication plan for the organization to expand
Community Outreach and community engagement. The City's focus for FY24 includes thoughtful
engagement around major city initiatives including: UDC, Sensitive Lands, Equity & Inclusion Plan, Flower Avenue,
HOA Covenants, Kagy Project. The adopted budget also includes a new Communications Specialist to support City-
wide communications and engagement efforts.
2) An Innovative Economy. This plan supports retention and growth of both the traded and local
business sectors in coordination with the Economic Vitality Strategy adopted by the City Commission in June
2023. Working with the City's urban renewal districts, the budget includes strategic investments in infrastructure
as a mechanism to encourage economic development. The budget includes a new Grants Coordinator position to
proactively, Pursue State and Federal Grants and Philanthropic Funding, which will aid the Commission in
developing steps towards its priority of Property Tax Relief. Many water, wastewater, and street infrastructure
projects in the Capital Improvement Plan will allow for greater economic opportunities for the community of
Bozeman, especially Phases I-III of the Water Reclamation Facility (WRF) Base Hydraulic Capacity project, which
will meet the City’s wastewater treatment 20-year growth planning horizon as identified in the 2022 WRF Facility
Plan Update.
3) A Safe, Welcoming Community. This budget includes steps toward an Inclusive City with training and
the implementation of our Belonging in Bozeman Team, and Equity & Inclusion Plan. The adopted budget includes
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the relocation and construction of a new Fire Station #2, which will serve the growing southwest area of the City,
and is consistent with the Fire Master Plan. In addition, the budget also works toward developing a Fire
Department Facilities Plan. Active Recreation capital improvement projects are included throughout the
General Fund Recreation Division and the Parks & Trails District Fund with many projects that encourage and
promote active recreation such as the annual investment in Playground Equipment (PTD03) and the scheduled
funding for Bridge Replacements in FY25 (PTD08).
4) A Well-planned City. The Parks, Recreation, and Active Transportation (PRAT) Master Plan
implementation began in FY22 and will continue in FY24. Community Housing will continue the implementation of
its action plan, which will provide more Affordable Housing including a commitment of 5.89 mills in this budget.
We have Planning & Land Use Initiatives with the City County Regional Planning, and Unified Development
Code Updates. Capital projects are budgeted to enhance non-motorized transportation, including
appropriations for bike path improvements, which have been increased over prior years. Additionally, all road
infrastructure projects scheduled in the Street Impact Fee Fund will include investments in bike lanes. Also in the
Capital Improvement Plan budget, funding for the acquisition of LIDAR data for land management, planning, and
engineering projects are included, which will aid in our efforts toward GIS Land Use & Infrastructure
Development Tracking. Similarly, annual appropriations for Land Cover Acquisition have been incorporated
into the plan. This data will allow the City to make data-driven decisions for future regulations and policies
regarding outdoor water use.
5) A Creative, Learning Culture. The Percent for Art program has been incorporated into our Capital
Improvement Plan and projects are underway including Fire Station #2. This program provides a guaranteed
funding mechanism for the acquisition of artwork for new public facilities and civic spaces. The budget also
includes expenditures for Public Art, which will be expended only one a policy is in place.
6) A Sustainable Environment. This Budget looks at Climate Action Plan Implementation and continues
to increase the Sustainability Division’s budget from $870K in FY23 to approximately $1.1 million in FY24. The
Sustainability Division budget includes a roadmap to EV charging stations in Bozeman, in addition to budget for
EV station installs. The Capital Improvement Plan includes funding to pursue federal grants to further energy and
resilience projects such as energy storage, renewable energy, and electrification for City infrastructure. FY24
capital also includes installation of solar panels at City facilities. All City vehicles included in the CIP will explore
hybrid or electric options where available.
7) A High Performance Organization. We have completed the Advisory Board Consolidation.
Throughout the organization, departments are working on collaborating and functioning as a high-performing and
innovative team. Staff continues to look at rates and fees to ensure we are using equitable and sustainable
sources of funding for appropriate City services with an emphasis on delivering them in a lean and efficient
manner. In addition, two Capital Improvement Projects, a Facility Condition Inventory (GF346) and Facility Needs
Assessment (GF369), will inform future facility needs and strive to address Strategic Plan 7.3 c to improve
departmental collaboration.
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Performance Measures
The City of Bozeman relies on a variety of data to help inform decisions across the organization. Vision Statement
7 for a High Performance Organization in the City’s states the purpose of “utilizing key performance and cost
measures to monitor, track, and improve the planning and delivery of City programs and services, and promote
greater accountability, effectiveness and efficiency” (Strategy 7.4 – Performance Metrics). Three major focus
areas of Performance Measures are utilized to manage community and employee expectations about the City’s
capacity to deliver services.
Many systems are currently in place to
collect and visualize a wide range of data
internal to the organization. Sophisticated
tools such as Computerized Maintenance
Management Systems (CMMS) provide
detailed cost information, including time,
materials, and equipment in an effort to
improve efficiencies throughout
operations such as Public Works.
Specific Performance Measurements are
updated annually to compliment the City
Manager’s Recommended Budget.
These Measurements help communicate trends and justify additional resources needed to maintain an acceptable
level of service. Most charts include a “target” or “standard”, describing the overall goal or industry norm. Charts
are included in the Activity/Department section of the budget document. At least three years of data is ideal to
demonstrate trends and provide valuable context. Current fiscal year “Projection” figures represent current year
estimates, while future fiscal year “Estimate” figures represent estimates for the upcoming budget cycle.
Budget metrics improve confidence in municipal management, ensuring that limited resources are focused on the
most pressing issues, including aging infrastructure and new growth.
Overall, Performance
Measurements are
critical to maximizing
the efficiency and
effectiveness of local
government. Timely
and relevant metrics
at all levels provide a
framework for
improved decision
making, while
resulting in a better
understanding of the
value of services
provided throughout
the community.
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FY24 Budget Summary
The City of Bozeman’s Fiscal year 2024 is estimated to receive approximately $311.3 million in revenue. FY24 Budget
appropriations are just under $318.0 million. This will support 510.58 full-time equivalent employees and $154.4 million
in capital spending.
FY24 Financial Summary
Financial Summary - Budget Fiscal Year 2023-2024
General
Fund
Special
Revenue
Debt
Service Construction Projects Enterprise Internal
Service Permanent All Funds
Projected Beginning Fund Balance $ 11,027,500 $ 40,072,000 $ 2,000,300 $ 2,673,100 $ 29,362,500 $ 2,573,000 $ 1,769,400 $ 89,477,800
Resources 53,523,200 58,617,000 5,532,200 115,711,700 56,591,900 21,188,600 86,700 311,251,300
Appropriations 55,707,000 72,303,400 5,169,900 116,367,700 52,270,300 16,221,900 — 318,040,200
Change in Fund Balance (2,183,800) (13,686,400) 362,300 (656,000) 4,321,600 4,966,700 86,700 (6,788,900)
Projected Ending Fund Balance $ 8,843,700 $ 26,385,600 $ 2,362,600 $ 2,017,100 $ 33,684,100 $ 7,539,700 $ 1,856,100 $ 82,688,900
Summary of Changes from City Manager Recommended Budget to Final Budget
•Additional $50,000 towards Mobile Crisis budgeted in General Fund
•Additional $10,000 for advisory board training budgeted in General Fund
•Additional $8,000 to measure the impact of arts and culture budgeted in General Fund
•Additional $50,000 for Perimeter Loop Trail feasibility study budgeted in Parks and Trails Special Revenue Fund
•Additional $50,000 for Historic Preservation budgeted in the Community Development Special Revenue Fund
•Additional $15,000 for Branch Out Bozeman program budgeted in Tree Maintenance Special Revenue Fund
Fund Type
Resources Appropriations
City Manager
Recommended
Budget
Commission
Adopted
Budget
Increase /
(Decrease)
Percent
Change
City Manager
Recommended
Budget
Commission
Adopted
Budget
Increase /
(Decrease)
Percent
Change
General Fund 53,523,200 53,523,200 — 0.0 %55,639,000 55,707,000 68,000 0.1 %
Special Revenue 58,617,000 58,617,000 — 0.0 %72,188,400 72,303,400 115,000 0.2 %
Debt Service 5,532,200 5,532,200 — 0.0 %5,169,900 5,169,900 — 0.0 %
Construction 115,711,700 115,711,700 — 0.0 %116,367,700 116,367,700 — 0.0 %
Enterprise 56,591,900 56,591,900 — 0.0 %52,270,300 52,270,300 — 0.0 %
Internal Service 21,188,600 21,188,600 — 0.0 %16,221,900 16,221,900 — 0.0 %
Permanent 86,700 86,700 — 0.0 % — — — 0.0 %
All Funds 311,251,300 311,251,300 — 0.0 %317,857,200 318,040,200 183,000 0.3 %
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FY24 Mill Levies and Values
MILL LEVIES & MILL VALUES
FISCAL YEAR FY19 FY20 FY21 FY22 FY23
FY24
Adopted
MILL VALUE (net of TIFD's)$ 104,321 $ 125,423 $ 129,537 $155,353 $159,782 $247,166
MILL VALUE (net of TIFD's) PERCENTAGE CHANGE 3.1 % 20.2 % 3.3 % 19.9 % 2.9 % 54.7 %
GENERAL FUND:
All-Purpose 139.69 124.79 106.18 98.66 122.79 83.30
DEDICATED MILLS (non-debt sevice):
City Planning 2.00 2.00 2.00 2.00 2.00 1.46
Health/Med Insurance 25.44 22.45 21.37 17.66 14.21 10.88
Public Safety Staffing, Fire Dept Equip & Maint. 4.00 4.00 4.00 4.00 30.00 30.00
Transfer to Stormwater - Landfill Project 0.71 0.71 0.77 1.25 1.24 —
Transfer to Landfill Closure - Monitoring 2.38 2.86 2.41 2.32 1.91 1.60
Senior Transportation 1.00 1.00 1.00 1.00 1.00 0.77
Community Housing 3.00 5.00 3.00 5.00 8.00 5.89
TOTAL DEDICATED MILLS 38.53 38.02 34.55 33.23 58.36 50.60
DEBT SERVICE:
BPSC GO Bonds — 14.87 18.31 15.27 15.38 10.15
Park & Trail G.O.Bonds 10.38 8.58 8.31 6.96 7.00 4.49
Library G.O. Bonds 2.64 2.20 2.13 — — —
Fire Station #2 G.O. Bonds — — — — 0.97 2.18
Rec G.O. Bonds * to be issued in FY2024 — — — — — —
TOTAL DEBT SERVICE 13.02 25.65 28.75 22.23 23.35 16.82
TOTAL MILLS LEVIED 191.24 188.45 169.48 154.12 204.50 150.72
Percentage Change in Mills 1.9 % -1.5 % -9.9 % -8.2 % 29.7 % -34.9 %
TOTAL PROPERTY TAXES LEVIED $ 19,950,675 $ 23,636,229 $ 21,953,931 $ 23,943,004 $ 32,675,419 $ 37,252,252
Percentage Change in Dollars 5.2 % 18.5 % -7.1 % 9.1 % 36.5 % 14.0 %
FY19 FY20 FY21 FY22 FY23
FY24
Adopted
Total Levied 191.24 188.45 169.48 154.12 204.50 150.72
Permissive & Voted Mills Used 45.46 55.09 57.12 46.89 63.56 57.70
Statutory (Floating) Mills Used 145.78 133.36 112.36 107.23 140.94 93.02
Annual Mill Levy
187.33 191.24 188.45 169.48 154.12 204.50 150.72
44.89 45.46 55.09 57.12 46.89
63.56
57.70
Total Levied Permissive & Voted Mills Used
FY18 FY19 FY20 FY21 FY22 FY23 FY24
Adopted
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Revenues
The FY24 budget process focused on updating financial models to provide more informed projections over the
next five to 20 years. Comprehensive models account for many factors including historic collections and estimated
customer growth in order to project resources necessary to provide City services. The following details specific
methods used in the budget process for estimating revenue by source.
Overall, revenues are estimated at approximately $311.3 million, a $132.4 million increase or equivalent to a
74.0% change over the prior year budget. The large increase is due to an estimated $99 million of bond proceeds for the Bozeman Community Center and long-term debt proceeds for other projects.
Revenue by Source for All Funds
Charges for Services
23.2%
Property Taxes
13.7%State Shared
4.0%
County Shared
0.3%
Transfers In
12.0%
Debt Proceeds
39.6%
Special Assessments
0.5%
Miscellaneous Revenues
2.8%
Licenses & Permits
1.6%
Grants
1.8%
Fines and Forfeitures
0.4%
For the General Fund: City of Bozeman property taxes make up 49% of the revenue in the General Fund followed
by 18% in other taxes shared to the City by the State of Montana, also called state shared revenue. As we begin
FY24, the City is anticipated to bring forward a balance of $11.0 million which will largely remain in reserves.
Revenue by Source for General Fund
Property Taxes
49%
State Shared
18%
Charges for Services
14%
Transfers In
10%Gallatin County Option
4%Fines and Forfeitures
2%County Shared
1%Licenses & Permits
1%
Miscellaneous Revenues
1%
19
Property Taxes- To calculate property tax revenues, capital improvement projects, and costs for salaries and
benefits were evaluated along with total mill levies available to the City, and affordability. Properties in Montana
are valued every other year, reflected in the cart below. Note also, that there are two mitigating factors that slow
the value change in mills: inflation and reductions in newly taxable property, both of which will lower the amount
of mills and dollars available to the City per year.
Mill Levy Value Change ( Value & Percentage)
13.29%
3.09%
20.23%
3.28%
19.93%
2.85%
54.69%
$101,195 $104,321
$125,423 $129,537
$155,353 $159,782
$247,166
Mill Value (net of TIFD's) PERCENTAGE CHANGE Mill Value (net of TIFD's)
FY18 FY19 FY20 FY21 FY22 FY23 FY24 Actual
0%
10%
20%
30%
40%
50%
60%
$0
$50,000
$100,000
$150,000
$200,000
$250,000
The total property tax for the estimated median home of $467,000 (taxable assessed value) is estimated to
decrease by $(54.00) per year for a total cost of $1,235.26 annually. The decrease is largely due to the significant
increase in value coming from newly taxable property. The City will be utilizing 93.02 mills of the 105.13 statutory
maximum available as well as 57.70 in permissive and voted mills for a total of 150.72 mills to be levied.
Property Tax - Historic Mill Levy
44.89 45.46 55.09 57.12 46.89 63.56 57.70
142.44 145.78 133.36 112.36 107.23
140.94
93.02
33.01 32.99 26.54 62.51
36.81
11.30
3.78
MCA Permissive & Voted Mills Used Statutory Max (Floating) Mills Used Statutory Max (Floating) Mills NOT Used
FY18 Mills
Levied 187.33
FY19 Mills
Levied 191.24
FY20 Mills
Levied 188.45
FY21 Mills
Levied 169.48
FY22 Mills
Levied 154.12
FY23 Mills
Levied 204.50
FY24 Actual
Mills to be
Levied 150.72
0.00
50.00
100.00
150.00
200.00
250.00
20
Special Assessments - City property owners pay annual Street Maintenance, Arterial
Street, Tree Maintenance, and Parks & Trails assessments based on the square footage
of the lot they own. Inflationary pressures in addition to the adopted Capital
Improvement Plan for each district result in increases for FY24. Adopted increases are
based on long-range plans. Additional information can be found in Appendix C.
Assessment
Increases:
Streets -8%
A&C -8%
Tree -4%
Parks -7%
Utility Rates - The largest customers of City of Bozeman Utilities are residential. Single
Family water and wastewater rates have been held flat since FY19, with modest
increases to Multi-Family over the same period. Rate increases adopted were
consistent with the rate study presented to the City Commission in January 2019, and
updated in 2021. Meanwhile, the cost of providing services has continued to increase
each year compared to the projections included in the study. Updated financial models
are showing the need for significant rate increases to address the cost of the adopted
CIP and operations over the next five years. Revenue increases of 12% are adopted for
both Water and Wastewater for FY24. Adopted stormwater rates increase by 8% to
support the adopted Capital Improvement Plan. Adopted increases are based on long-
range plans. Additional information can be found in Appendix C.
Revenue Increases:
Water -12%
Sewer -12%
Stormwater -8%
Estimated FY24 Citizen Impact
It is estimated that a typical residential property owner will see an increase of $5.99 per month for taxes and
assessments, or 2.8%. The typical resident is calculated using an median sized lot (7,500 sqft), median home of
$467,000 (this is the estimated median home taxable value) and water use of 8.5-HCF (tier 2):
Estimated Annual Service Cost for a Household Based on
Taxable Value of $467,000
7,500 SQFT lot with water use of 8.5-HCF
FY23
Increase /
(Decrease)FY24 % Change
Property Taxes $1,289.26 $(54.00)$1,235.26 (4.2) %
Street Assessment $263.25 $21.06 $284.31 8.0 %
Arterial Street Assessment $55.63 $4.45 $60.08 8.0 %
Assessment $29.36 $1.17 $30.53 4.0 %
Parks & Trails Assessment $195.02 $13.65 $208.67 7.0 %
Water Service $444.30 $53.32 $497.62 12.0 %
Sewer Service $234.96 $28.20 $263.16 12.0 %
Stormwater Service $50.28 $4.02 $54.30 8.0 %
Total Annually $2,562.06 $71.87 $2,633.93 2.8 %
Per Month $213.51 $5.99 $219.49
21
Appropriations
Appropriations in the FY24 Budget are classified under one of six major categories: Salaries & Benefits (also sometimes
referred to as Personnel), Operations & Maintenance, Capital Outlay, Debt Service, and Interfund Transfers Out. FY24
Appropriations are $318.0 million, an increase of $97.2 million or approximately 44% over FY23. This is due to increases
in capital spending for large-scale projects including the Bozeman Community Center budgeted at $102 million. The
graph below shows the relative percentage of the FY24 budgeted expenditures for all funds.
Appropriation by Type for All Funds
Operations
17%
Salaries & Benefits
21%
Capital
49%
Transfers
10%
Debt Service
3%
General Fund Appropriations
The General Fund includes budgeted personnel expenditures that are 68% of total appropriations. In general, local
governmental agencies see their largest percentage of expenditures as personnel. The General Fund is largely made up
of Public Safety, including Police and Fire, which make up the bulk of Salaries & Benefit expenditures. The fund includes
total adopted appropriations of $55.7 million in expenditures for FY24, which is a 20% increase from FY23.
General Fund Appropriations by Type
Salaries & Benefits
68%
Operations
23%
Capital
7%
Transfers
2%
22
FY24 Changes in Fund Balance
Estimated Beginning Fund
Balance
Estimated
Resources Appropriations Estimated Ending Fund
Balance
% Change in
Fund Balance
Governmental
Major Funds
General Fund 11,027,500 53,523,200 55,707,000 $8,843,700 (19.80) %
Capital Projects 2,673,100 115,711,700 116,367,700 $2,017,100 (24.54) %
Nonmajor in Aggregate 42,072,300 64,149,200 77,473,300 $28,748,200 (31.67) %
Total Governmental 55,772,900 233,384,100 249,548,000 $39,609,000 (28.98) %
Proprietary
Major Funds
Water Funds 20,111,700 20,355,400 18,113,700 $22,353,400 11.15 %
Nonmajor in Aggregate 9,250,800 36,236,500 34,156,600 $11,330,700 22.48 %
Total Proprietary 29,362,500 56,591,900 52,270,300 $33,684,100 14.72 %
Other
Nonmajor in Aggregate 4,342,400 21,275,300 16,221,900 $9,395,800 116.37 %
Total 89,477,800 311,251,300 318,040,200 $82,688,900 (7.59) %
FY24 Fund Balance Analysis
ANALYSIS OF CHANGES IN FUND BALANCE > 10% FOR MAJOR GOVERNMENTAL FUNDS
GENERAL FUND
The adopted FY24 Budget aims to maintain or improve Bozeman's level of service to the community of Bozeman in
support of City Commission goals. The implementation of this goal is primarily recognized with new positions to support
a safe, welcoming community, including three firefighters, four police officers, and two positions to begin a community
health & safety program. In addition, $1.5M of General Fund beginning fund balance has been allocated to one-time
non-profit grant requests. The adopted FY24 budget aims to maintain required reserves while balancing the impact on
property owners in Bozeman by reducing fund balance.
CAPITAL PROJECTS FUNDS
The FY24 Budget assumes a spend down of reserves in the Street Reconstruction Fund to support the adopted Capital
Improvement Plan, and reduce the impact on property owner assessments for street maintenance and street arterial &
collector projects. Significant projects adopted for FY24 are included in the Capital Improvement Plan section of this
document.
ANALYSIS OF CHANGES IN FUND BALANCE > 10% FOR NONMAJOR GOVERNMENTAL FUNDS IN
AGGREGATE
The most significant reduction in fund balance for non-major governmental funds in aggregate is due to planned
expenditures in the Tax Increment Financing (TIF) Districts, Community Housing Fund, and Fire Impact Fee Fund. TIF
District funds, in aggregate, budget to spend $9.5 million in FY24. The budget includes major capital projects in FY24 that
may be carried forward to future years. The Fire Impact Fee fund includes a spend down of reserves of $4.7 million,
which is made up of a $3.8 million contribution to support the construction of Fire Station #2, and $1.5M for Fire Station
#4. Additionally, the Community Housing Fund budget includes plan to utilize $3.5 million of fund balance to address
affordable housing, a priority for Bozeman City Commission. Spend down of reserves in these funds help lessen the
impact on homeowners of additional expenditures supporting Commission priorities.
23
ANALYSIS OF CHANGES IN FUND BALANCE > 10% FOR MAJOR PROPRIETARY FUNDS
WATER FUNDS
Fund balance for the Water Funds is projected to increase in FY24. Debt funding for capital outlay in the Water Funds is
the primary reason for the projected increase in fund balance. In addition, the long-term financial plan for Water
includes a build up of reserves to address unexpected repair & maintenance projects in the future.
ANALYSIS OF CHANGES IN FUND BALANCE > 10% FOR NONMAJOR PROPRIETARY FUNDS IN
AGGREGATE
Fund balance for non-major proprietary funds in aggregate is projected to increase in FY24. The Wastewater Funds are
the major contributor to the projected increase. Debt funding for capital outlay in the Wastewater Funds is the primary
reason for the increase in fund balance. In addition, the long-term financial plan for Wastewater includes a build up of
reserves to address unexpected repair & maintenance projects in the future.
ANALYSIS OF CHANGES IN FUND BALANCE > 10% FOR OTHER NONMAJOR FUNDS IN AGGREGATE
Fund balance for non-major other funds in aggregate is projected to increase in FY24. The most significant driver to this
increase is in the Public Works Administration Internal Service Fund. Transfers in from other departments is the primary
funding source for this fund. While an estimate for transfers in has been included in the budget, actual transfers in will
be based on actual expenditures in order to support the internal service fund.
24
FY24 Detailed Changes in Fund Balance
Fund Estimated Beginning Fund
Balance
Estimated Resources Appropriations Estimated Ending Fund Balance % Change in Fund Balance
General Fund
General Fund $ 11,027,500 $ 53,523,200 $ 55,707,000 $ 8,843,700 (19.80) %
Special Revenue Funds
American Rescue Plan 200,000 4,700,200 4,900,200 — (100.00) %
Health-Medical Insurance 1,192,700 2,641,500 3,775,000 59,200 (95.04) %
Building Inspection Fund 806,800 4,057,300 4,539,300 324,800 (59.74) %
Community Development/Planning 1,343,600 4,877,000 4,231,100 1,989,500 48.07 %
Community Housing Fund 2,155,400 1,397,300 3,552,700 — (100.00) %
Fire Department Equipment (935,000) 4,188,100 2,892,800 360,300 (138.53) %
Fire Impact Fee 4,964,700 621,300 5,327,900 258,100 (94.80) %
Parks & Trails District 1,491,600 8,140,900 7,850,000 1,782,500 19.50 %
Park Land Trust 2,017,900 1,120,900 598,700 2,540,100 25.88 %
Tree Maintenance District 522,400 965,300 1,033,900 453,800 (13.13) %
Street Arterial Construction District 748,000 2,592,400 2,245,500 1,094,900 46.38 %
Street Impact Fee 7,490,500 6,361,400 4,758,800 9,093,100 21.40 %
Street Maintenance District 1,957,900 11,157,900 10,913,100 2,202,700 12.50 %
Department Special Revenue Funds 3,848,800 372,200 731,000 3,490,000 (9.32) %
Lighting Districts 550,900 561,400 542,500 569,800 3.43 %
Downtown Improvement District — 280,300 280,300 — — %
Downtown TIFD 7,256,100 1,617,400 8,645,900 227,600 (96.86) %
North Park TIFD 160,200 26,800 160,200 26,800 (83.27) %
Midtown TIFD 2,979,300 2,066,800 3,546,100 1,500,000 (49.65) %
Northeast TIFD 1,006,000 511,000 1,140,400 376,600 (62.56) %
Pole Yard TIFD 276,500 323,500 600,000 — (100.00) %
South Bozeman Technology TIFD 37,700 36,100 38,000 35,800 (5.04) %
Total Special Revenue Funds 40,072,000 58,617,000 72,303,400 26,385,600 (34.15) %
Debt Service Funds
GO Bonds 95,300 3,995,600 4,090,900 — (100.00) %
TIF Bonds — 744,100 744,100 — — %
Special Improvement District Funds 1,627,300 784,100 307,800 2,103,600 29.27 %
Special Improvement District Revolv. Fund 277,700 8,400 27,100 259,000 (6.73) %
Total Debt Service Funds 2,000,300 5,532,200 5,169,900 2,362,600 18.11 %
Construction Funds
Capital Projects 2,673,100 115,711,700 116,367,700 2,017,100 (24.54) %
Enterprise Funds
Water Fund 20,111,700 20,355,400 18,113,700 22,353,400 11.15 %
Wastewater Fund 6,592,100 24,836,800 22,020,900 9,408,000 42.72 %
Stormwater Fund 513,400 2,616,600 2,497,600 632,400 23.18 %
Solid Waste Fund 404,200 7,592,000 7,721,200 275,000 (31.96) %
Parking Fund 1,741,100 1,191,100 1,916,900 1,015,300 (41.69) %
Total Enterprise Funds 29,362,500 56,591,900 52,270,300 33,684,100 14.72 %
Internal Service Funds
Health-Medical Insurance ISF — 6,501,100 6,501,100 — — %
Public Works Administration 3,091,400 11,081,200 6,791,200 7,381,400 138.77 %
Vehicle Maintenance (518,400) 3,606,300 2,929,600 158,300 (130.54) %
Total Internal Service Funds 2,573,000 21,188,600 16,221,900 7,539,700 193.03 %
Permanent Funds
Cemetery Perpetual Care 1,769,400 86,700 — 1,856,100 4.90 %
Total Permanent Funds 1,769,400 86,700 — 1,856,100 4.90 %
Total All Funds $ 89,477,800 $ 311,251,300 $ 318,040,200 $ 82,688,900 (7.59) %
25
FY24 Full-time Equivalent (FTE) Schedule
The City strives to maintain service levels with a quickly growing community. A strategic approach, including three-year
staffing plans, addresses needs on a citywide level. For FY24, 19.5 new FTE are included in the adopted budget. Short-
term workers are not included in this schedule. Details are included on the table below:
Full-time Equivalent (FTE) FY23 Ending FY24 Adds FY24 Budget FY24 Comments
General Government
City Commission — — —
City Manager 8.00 4.00 12.00 1.0 Communications Spec, 1.0 Grants Coord., 2.0 Comm Health & Safety FTE
Municipal Court 12.25 — 12.25 —
City Attorney 13.00 1.00 14.00 1.0 Victims Service Advocate
Finance 8.25 1.00 9.25 1.0 Senior Financial Analyst
Community Development 21.00 1.00 22.00 1.0 Planner III
Facilities Management 8.00 1.50 9.50 1.0 Facilities Superintendent, 0.5 Facilities Worker
Information Technology 9.00 1.00 10.00 1.0 Applications Support and Integration Specialist
Human Resources 6.00 — 6.00 —
Subtotal - General Govt 85.50 9.50 95.00
Public Safety
Police 83.30 5.50 88.80 4.0 Patrol Officers, 1.0 Lieutenant, 0.5 Digital Forensics Analyst
Fire 48.00 3.00 51.00 3.0 Firefighters
Building Inspection 23.25 — 23.25 —
Parking 6.17 0.50 6.67 0.5 Facilities Worker (Parking Garage)
Subtotal - Public Safety 160.72 9.00 169.72
Public Services
Public Works Administration 31.25 — 31.25 —
Streets 26.10 — 26.10 —
Stormwater 8.75 — 8.75 —
Water 31.55 0.50 32.05 0.5 Water/Wastewater Operator for Meters
Wastewater 27.45 0.50 27.95 0.5 Water/Wastewater Operator for Meters
Solid Waste 21.40 — 21.40 —
Vehicle Maintenance 9.50 — 9.50 —
Subtotal - Public Services 156.00 1.00 157.00
Public Welfare
Parks & Recreation 55.16 — 55.16 —
Library 26.87 — 26.87 —
Economic Development 3.83 — 3.83 —
Sustainability 3.00 — 3.00 —
Subtotal - Public Welfare 88.86 — 88.86
Total Employees 491.08 19.50 510.58
26
27
Fund Summaries
The purpose of fund summaries is to capture and detail the financial condition of each appropriated City fund. A
fund summary provides information on revenues, expenditures, and estimated ending funds available. In addition,
it functions as a planning mechanism, as it allows expenditures to be matched to available revenues and/or fund
balance. Fund summaries also identify components of funds available and anticipated uses. It is important to note
that sources and uses are always balanced because a fund’s sources either are expended, become restricted,
committed or assigned, or become unrestricted (unreserved or undesignated) funds available.
City funds can be divided into three categories: Governmental Funds, Proprietary Funds, Internal Service, and
Fiduciary Funds. By maintaining separate funds, the City is able to comply with laws that require certain money to
be spent for specific purposes.
*Indicating Major Funds in each category.
General Fund
The General Fund is used to account for all financial resources of the City, except for those required to be
accounted for in another fund. The General Fund supports such basic services as the General Administration,
Police, Fire, Finance, Recreation, and Library services. FY23 and FY24 on the chat below look significantly higher
than prior years due to a plan to use the remaining American Rescue Plan Act (ARPA) funds in these years.
28
General Fund Past 10 Years and Approved FY24
Revenue Expenditures Fund Balance
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Projected
FY24
Adopted
0
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
Revenues
The adopted budget includes an estimate of $53.5 million in total General Fund revenue, with the largest sources
of external revenue coming from property taxes, state shared revenue, and the Gallatin County option tax. Ten
percent of General Fund revenue comes from transfers in from other funds, which includes the mill levy that
supports payments for health and dental insurance, and billings to departments for services like finance,
information technology, and human resource support. The following chart shows the breakdown of estimated
revenues:
Revenue Sources for General Fund
Property Taxes, 49%
State Shared, 18%
Charges for Services, 14%
Transfers In, 10%
Gallatin County Option, 4%
Fines & Forfeitures, 2%
County Shared, 1%
Miscellaneous Revenue, 1%
Licenses & Permits, 1%
29
Appropriations
This year’s General Fund budget has $55.7 million in appropriated expenditures. Salaries & Benefits expenses are
the highest portion at $37.7 million, followed by operations at $12.8 million. Capital outlays are $4.1 million,
which includes vehicle replacements, facility improvements, and investments in energy projects. The break down
by percentage is below:
Appropriations by Type for General Fund
Salaries & Benefits
67.7%
Operations & Maintenance
23.0%
Capital Outlay
7.4%
Debt Service
0.1%
Transfers Out
1.8%
Appropriations by division shows the greatest portion of anticipated General Fund expenses is for Public Safety,
with Police at 25.8% followed by Fire at 16.8%. Non-Departmental is where funding has been allocated for the City
Commission to approve up to $1.5 million in grants to non-profit agencies that serve Bozeman citizens. Non-
departmental also includes transfers out to other funds, including mill levies dedicated to Stormwater and Landfill,
and city-wide insurance payments.
General Fund Appropriations by Division
Police; 25.8%
Fire; 16.8%
Non-departmental; 7.1%
Library; 6.6%
Facilities Management; 10.1%
Recreation; 5.7%
City Administration; 15.0%
Information Technology; 4.7%
All Other; 8.2%
30
Fund Balance
The Government Finance Officers Association (GFOA) recommends keeping 16.67% of either revenues or
expenditures in reserves annually for the General Fund. The City's adopted policy is to maintain at least 16.67% of
revenue. The adopted budget is in compliance with this policy.
General Fund - Fund Balance
$7.7M $8.8M $9.2M $8.8M
$11.0M
$8.8M
20192020202120222023 Projected2024 Adopted$0.0M
$2.0M
$4.0M
$6.0M
$8.0M
$10.0M
$12.0M
General Fund
FUND FY22 Actual FY23 Projected FY24 Adopted
10 General Fund Beginning Balance 11,027,500
Revenues
Taxes 15,836,888 22,206,200 26,485,700
Gallatin County Option 2,186,290 2,273,700 2,364,600
Licenses & Permits 420,415 408,300 420,400
Grants 19,882 27,000 —
County Shared 809,171 925,400 841,900
State Shared 7,987,755 8,709,800 9,474,200
Charges for Services 4,523,191 6,159,000 7,384,000
Fines & Forfeitures 993,493 1,026,200 893,300
Miscellaneous Revenue 198,496 3,814,000 482,500
Transfers In 4,966,165 9,798,300 5,176,600
Debt Proceeds 19,833 — —
Special Assessments 931 — —
Total Revenues 37,962,509 55,347,900 53,523,200
Expenditures
Salaries & Benefits 26,479,696 32,620,500 37,693,700
Operations & Maintenance 7,963,758 10,777,800 12,802,300
Capital Outlay 607,482 2,344,400 4,125,700
Debt Service/Loans 47,807 78,900 61,400
Transfers Out 3,622,740 7,100,400 1,023,900
Total Expenditures 38,721,483 52,922,000 55,707,000
Projected Ending Balance 8,843,700
Ending Balance % of Revenue 16.5 %
31
Special Revenue Funds
Special Revenue Funds are used to account for the proceeds of specific revenue sources that are restricted to
expenditure for specific purposes. The revenue is generated in different ways; some have assessments on
properties, property taxes, charges for services, and some are funded through grants or donations. The City
currently has over 100 special revenue funds with a total of $72.30 million in expenditures planned for FY24.
Information on the programs funded or partially funded by these Special Revenue Funds can be found in the
description by division in the Activity/Division Detail section. Highlighted in the following section are the
Transportation Special Revenue Funds and some of our major Program Special Revenue Funds, followed by the
financial information for all Special Revenue Funds.
Transportation Special Revenue Funds
Street Maintenance Fund relies on assessments for revenue generation for street maintenance and
reconstruction. Beginning in FY24 this fund also accounts for revenues from state gasoline taxes that can be used
on street maintenance or street arterial & collector capital projects. The Street Maintenance Fund budget
includes increased amounts of pavement maintenance and capital projects. The FY24 Adopted Budget includes
an 8% increase in the assessment rates to keep up with construction cost inflation. Assessment increases were
adopted by City Commission on August 22, 2023.
Street Maintenance
Assessments
Lot Size
FY21 Approved
8% Increase
FY22 Approved
6% Increase
FY23 Approved
6% Increase
FY24 Approved
8% Increase
Small - 5,000 sgft 156.19 165.57 175.50 189.54
Average= 7,500 sqft 234.29 248.35 263.25 284.31
Large= 10,000 sqft 312.38 331.13 351.00 379.08
Street Maintenance Fund Financial Trends
Revenue Expenditure
2020 Actual 2021 Actual 2022 Actual FY23 Projected FY24 Adopted
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
Arterial & Collector Street District (A&CD) Fund is a district that provides the “local share” of some projects in
advance of development. Many of the projects funded help in the Street Impact Fee program’s efforts. Due to
the role Street Impact Fees play in the expansion of our Arterial & Collector streets, the A&CD capital plan is tied
to projects on the Street Impact Fee Capital Improvement Program. The City creates payback districts to recover
the “local share” once an adjacent project is developed. An 8% rate increase is included in the FY24 Adopted
Budget to keep up with construction inflation. Assessment increases were adopted by City Commission on
August 22, 2023.
32
Arterial & Collector
Assessments
Lot Size
FY21 Approved
3% Increase
FY22 Approved
6% Increase
FY23 Approved
6% Increase
FY24 Approved
8% Increase
Small - 5,000 sgft 33.01 34.99 37.09 40.05
Average= 7,500 sqft 49.51 52.48 55.63 60.08
Large= 10,000 sqft 66.01 69.97 74.17 80.10
Appropriations are mainly planned from the Capital Improvement Plan. The full project listing can be found in the
Capital Expenditures Section. Revenues in the FY24 Adopted Budget include $750K of cash in lieu as a contribution
to the Cottonwood Rd/Fallon (A&C012) project resulting in the jump in revenues seen in the chart below.
Significant projected expenditures in FY23 include $2.4 million for the Cottonwood, Oak to Baxter project (SIF138).
Arterial & Collector Fund Financial Trends
Revenue Expenditure
2020 Actual 2021 Actual 2022 Actual FY23 Projected FY24 Adopted
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
Street Impact Fee Fund- Street Impact Fees go towards capacity expanding road improvements. The
appropriations are based on the Capital Improvement Plan and total approximately $4.8 million. Both the Capital
Improvement Plan and the project listing can be found in the Capital Improvement Program / Capital
Expenditures section.
Program Special Revenue Funds
Parks & Trails District Fund - Special assessment revenues levied, received, and expended for the Parks & Trails
District are accounted for in this fund. This District was created in FY21. The plan, as approved by the
Commission, is a five-year ramp up to Silver level of service. Capital expenditures for the District are included in
the budget and deferred maintenance will be added in future years. Assessment increases were adopted by City
Commission on August 22, 2023.
Parks & Trails
Assessments
Lot Size FY21 Approved
FY22 Approved
33% Increase
FY23 Approved
15% Increase
FY24 Approved
7% Increase
Small - 5,000 sgft 85.00 113.05 130.01 139.11
Average= 7,500 sqft 127.50 169.58 195.02 208.67
Large= 10,000 sqft 170.00 226.10 260.02 278.22
33
Parks & Trails Revenue & Expenditure
Revenue Expenditures
FY21 Actual FY22 Actual FY23
Projected
FY24 Adopted
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
The Tree Maintenance Fund accounts for special assessment revenues levied, received, and expended for tree
maintenance provided in the public right of way. The adopted budget and Capital Improvement Plan are
consistent with the Urban Forestry Management Plan. The FY24 Budget includes a 4% increase adopted to
continue to provide the desired level of service. Expenditures are down slightly in FY24 on the graph below due
to the purchase of a bucket/lift truck in FY23. Assessment increases were adopted by City Commission on August
22, 2023.
Tree Maintenance
Assessments Lot Size
FY21 Approved
2% Increase
FY22 Approved
2% Increase
FY23 Approved
6% Increase
FY24 Approved
4% Increase
Small - 5,000 sgft 18.10 18.46 19.57 20.36
Average= 7,500 sqft 27.14 27.69 29.36 30.53
Large= 10,000 sqft 36.19 36.92 39.14 40.71
Tree Maintenance Fund Financial Trends
Revenue Expenditures
FY20 Actual FY21 Actual FY23 Actual FY23 Projected FY24 Adopted
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
34
The Community Development / Planning Fund is a special revenue fund that accounts for revenues and
expenditures related to community planning and zoning operations, in addition to the Code Compliance
department. There are two major revenue sources for the fund: mills from the general mill levy and planning
fees. Planning fees were part of a Community Development fee study adopted by Commission for better cost
recovery. It is anticipated that Planning fees will need to be increased in FY24 to recover the cost of providing
planning services. Planned expenditures total $4.2 million.
Planning Fund Financial Trends
Revenue Expenditures
FY20 Actual FY21 Actual FY22 Actual FY23 Projected FY24 Adopted
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
The Building Inspection Fund is supported entirely by the revenue from building fees and permits. Revenues and
expenditures are statutorily restricted to amounts that support the building safety program. Building Inspection
fees were part of the Community Development Fee Study, and new fees were adopted to be more in line with
best practices by following the International Code Council Valuation & Fee Calculation. This fund is dependent on
construction in the city and therefore is monitored based on economic conditions. In addition, it is reported in
the quarterly report to the Commission. Total planned expenditures are $4.5 million. Building fee increases were
adopted by City Commission on September 12, 2023.
Building Inspection Financial Trends
Revenue Expenditures
FY20 Actual FY21 Actual FY22 Actual FY23 Projected FY24 Adopted
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
35
The Community Housing Fund is where the Affordable Housing Program is accounted for. Affordable housing is
part of our Strategic Plan and is a City Commission priority. For Fiscal Year FY24, the fund will receive 5.89 mills of
the general mill levy. Expenditure appropriations in this fund vary significantly from year to year, and a fund
balance often builds up due to the timing of agreements. Expenditure appropriations in FY24 exceed the mills
allocated as seen on the chart below, but some appropriations are being paid with fund balance, which is made
up of revenues from FY23.
Community Housing Financial Trends
Revenue Expenditures
FY20 Actual FY21 Actual FY22 Actual FY23 Projected FY24 Adopted
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
The American Rescue Plan Act (ARPA) Fund is where the City is tracking Federal ARPA funding. On March 10,
2021, the House of Representatives approved a Senate-amended version of President Biden's $1.9 trillion
COVID-19 relief package - the American Rescue Plan. The package includes $350 billion in aid for state and local
governments, along with additional funding for other areas like education, rental assistance and transit. The
President signed the bill into law on March 11, 2021. ARPA funding has been used by the City Commission in
prior years, and continues to focus on utilizing funds, for the items below:
•Address revenue losses in operations
•Reimburse City impact fees for Childcare Centers
•Household assistance
•Vaccination incentives
•Infrastructure projects that could increase areas available for affordable housing
36
Detail - All Special Revenue Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
101 American Rescue Plan Beginning Balance 200,000
Revenues
Grants 1,013,635 5,051,300 4,543,500
Miscellaneous Revenue 8,368 — 156,700
Total Revenues 1,022,003 5,051,300 4,700,200
Expenditures
Operations & Maintenance 39,255 — —
Transfers Out 974,380 5,051,300 4,900,200
Total Expenditures 1,013,635 5,051,300 4,900,200
Projected Ending Balance —
FUND FY22 Actual FY23 Projected FY24 Adopted
103 Health-Medical Insurance Beginning Balance 1,192,700
Revenues
Taxes 2,736,975 3,314,600 2,637,700
Miscellaneous Revenue 2,847 3,800 3,800
Total Revenues 2,739,822 3,318,400 2,641,500
Expenditures
Transfers Out 2,731,045 3,099,500 3,775,000
Total Expenditures 2,731,045 3,099,500 3,775,000
Projected Ending Balance 59,200
FUND FY22 Actual FY23 Projected FY24 Adopted
115 Building Inspection Fund Beginning Balance 806,800
Revenues
Licenses & Permits 2,370,631 2,930,100 3,797,000
Charges for Services 34 28,000 28,000
Miscellaneous Revenue 15,277 18,300 18,300
State Shared 112,223 167,000 214,000
Total Revenues 2,498,166 3,143,400 4,057,300
Expenditures
Salaries & Benefits 1,798,975 2,508,300 3,191,000
Operations & Maintenance 548,032 856,600 807,600
Capital Outlay 157,287 40,000 75,000
Transfers Out 341,646 387,300 465,700
Total Expenditures 2,845,939 3,792,200 4,539,300
Projected Ending Balance 324,800
37
Detail - All Special Revenue Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
100 Community Development/Planning Beginning Balance 1,343,600
Revenues
Taxes 309,450 308,400 411,400
Licenses & Permits — 56,300 65,700
Grants 6,000 12,400 —
Charges for Services 1,326,387 1,319,800 1,406,500
Miscellaneous Revenue 48,933 58,700 51,000
Transfers In 188,183 2,106,100 2,754,300
State Shared 158,197 175,400 188,100
Total Revenues 2,037,151 4,037,100 4,877,000
Expenditures
Salaries & Benefits 1,786,655 2,362,100 2,783,900
Operations & Maintenance 292,405 605,600 923,000
Capital Outlay 78,459 40,000 25,000
Transfers Out 453,055 428,800 499,200
Total Expenditures 2,610,574 3,436,500 4,231,100
Projected Ending Balance 1,989,500
FUND FY22 Actual FY23 Projected FY24 Adopted
120 Community Housing Fund Beginning Balance 2,155,400
Revenues
Taxes 773,812 1,221,400 1,389,700
Miscellaneous Revenue 3,081 129,900 5,600
Transfers In — 1,000,000 —
State Shared 673 2,000 2,000
Total Revenues 777,566 2,353,300 1,397,300
Expenditures
Salaries & Benefits 43,505 104,000 107,500
Operations & Maintenance 1,276,095 352,200 3,445,200
Total Expenditures 1,319,601 456,200 3,552,700
Projected Ending Balance —
38
Detail - All Special Revenue Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
187 Fire Department Equipment Beginning Balance (935,000)
Revenues
Taxes 614,723 614,500 731,000
Debt Proceeds — — 2,437,200
Miscellaneous Revenue 3,818 19,900 1,019,900
Total Revenues 618,540 634,400 4,188,100
Expenditures
Capital Outlay — 1,641,700 43,000
Transfers Out 102,478 1,000,000 2,849,800
Total Expenditures 102,478 2,641,700 2,892,800
Projected Ending Balance 360,300
FUND FY22 Actual FY23 Projected FY24 Adopted
113 Fire Impact Fee Beginning Balance 4,964,700
Revenues
Charges for Services 615,771 514,400 558,200
Miscellaneous Revenue 19,733 63,100 63,100
Total Revenues 635,504 577,500 621,300
Expenditures
Operations & Maintenance 2,178 3,000 —
Capital Outlay — — 1,500,000
Transfers Out 30,789 25,700 3,827,900
Total Expenditures 32,967 28,700 5,327,900
Projected Ending Balance 258,100
FUND FY22 Actual FY23 Projected FY24 Adopted
195 Parks & Trails District Beginning Balance 1,491,600
Revenues
Special Assessments 12,000 13,300 —
Grants — — 410,000
Charges for Services 5,059,628 5,903,300 6,257,200
Debt Proceeds — — 1,385,000
Miscellaneous Revenue 108,768 98,700 41,700
State Shared 20,087 27,000 47,000
Total Revenues 5,200,483 6,042,300 8,140,900
Expenditures
Salaries & Benefits 1,312,758 1,643,100 2,950,900
Operations & Maintenance 1,971,095 2,433,500 2,553,200
Capital Outlay 450,167 1,884,000 1,660,000
Transfers Out 346,532 547,000 685,900
Total Expenditures 4,080,552 6,507,600 7,850,000
Projected Ending Balance 1,782,500
39
Detail - All Special Revenue Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
850 Park Land Trust Beginning Balance 2,017,900
Revenues
Debt Proceeds 315,000 — —
Miscellaneous Revenue 742,502 1,021,200 1,120,900
Total Revenues 1,057,502 1,021,200 1,120,900
Expenditures
Operations & Maintenance 3,450 — 260,000
Capital Outlay 1,055,753 192,700 —
Debt Service/Loans — 100,000 338,700
Total Expenditures 1,059,203 292,700 598,700
Projected Ending Balance 2,540,100
FUND FY22 Actual FY23 Projected FY24 Adopted
112 Tree Maintenance District Beginning Balance 522,400
Revenues
Special Assessments 2,228 2,000 2,000
Grants 3,515 — —
Charges for Services 827,942 890,000 934,900
Miscellaneous Revenue 31,132 31,600 18,400
State Shared 7,408 9,000 10,000
Total Revenues 872,226 932,600 965,300
Expenditures
Salaries & Benefits 497,266 560,800 618,900
Operations & Maintenance 134,115 192,800 232,700
Capital Outlay 96,016 235,000 55,000
Transfers Out 96,756 102,300 127,300
Total Expenditures 824,152 1,090,900 1,033,900
Projected Ending Balance 453,800
FUND FY22 Actual FY23 Projected FY24 Adopted
110 Gas Tax Fund Beginning Balance —
Revenues
Miscellaneous Revenue 5,895 4,300 —
State Shared 1,734,520 800,000 —
Total Revenues 1,740,415 804,300 —
Expenditures
Operations & Maintenance 368,708 260,500 —
Capital Outlay 833,018 1,108,600 —
Transfers Out 975,291 532,200 —
Total Expenditures 2,177,017 1,901,300 —
Projected Ending Balance —
40
Detail - All Special Revenue Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
141 Street Arterial Construction District Beginning Balance 748,000
Revenues
Special Assessments 4,146 3,500 3,500
Charges for Services 1,545,607 1,662,700 1,779,100
Miscellaneous Revenue 966,805 59,800 809,800
Transfers In 975,291 — —
Total Revenues 3,491,850 1,726,000 2,592,400
Expenditures
Operations & Maintenance 65,456 82,000 160,500
Capital Outlay 1,942,455 4,807,400 2,085,000
Transfers Out — 55,500 —
Total Expenditures 2,007,910 4,944,900 2,245,500
Projected Ending Balance 1,094,900
FUND FY22 Actual FY23 Projected FY24 Adopted
114 Street Impact Fee Beginning Balance 7,490,500
Revenues
Charges for Services 8,426,720 5,301,300 6,176,700
Miscellaneous Revenue 448,435 184,500 184,500
Transfers In 196 100 200
Total Revenues 8,875,351 5,485,900 6,361,400
Expenditures
Operations & Maintenance 124,343 41,400 50,000
Capital Outlay 2,679,742 11,344,200 4,400,000
Transfers Out 421,336 265,100 308,800
Total Expenditures 3,225,421 11,650,700 4,758,800
Projected Ending Balance 9,093,100
FUND FY22 Actual FY23 Projected FY24 Adopted
111 Street Maintenance District Beginning Balance 1,957,900
Revenues
Special Assessments 18,159 19,700 19,700
Licenses & Permits 57,264 22,500 24,300
Charges for Services 7,646,055 8,225,000 9,060,700
Debt Proceeds — 862,600 —
Miscellaneous Revenue 92,013 57,700 64,100
Transfers In — 532,200 —
State Shared 29,264 1,159,500 1,989,100
Total Revenues 7,842,756 10,879,200 11,157,900
Expenditures
Salaries & Benefits 1,854,856 2,560,800 2,814,900
Operations & Maintenance 2,065,120 2,373,500 2,923,800
Capital Outlay 934,572 3,770,000 2,371,900
Debt Service/Loans 240,537 321,500 213,800
Transfers Out 2,385,291 1,926,200 2,588,700
Total Expenditures 7,480,376 10,952,000 10,913,100
Projected Ending Balance 2,202,700
41
Detail - All Special Revenue Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
Multiple Department Special Revenue Funds Beginning Balance 3,848,800
Revenues
Taxes 155,441 154,200 183,300
Grants 681,301 243,800 33,000
Charges for Services 24,745 40,000 —
Fines & Forfeitures 59,702 52,600 —
Miscellaneous Revenue 264,481 179,400 33,700
Transfers In 849,948 383,800 122,200
State Shared 53,518 — —
Total Revenues 2,089,135 1,053,800 372,200
Expenditures
Salaries & Benefits 383,007 259,200 254,100
Operations & Maintenance 1,053,698 415,000 351,100
Debt Service/Loans 125,795 125,800 125,800
Transfers Out 215,974 299,100 —
Total Expenditures 1,778,474 1,099,100 731,000
Projected Ending Balance 3,490,000
FUND FY22 Actual FY23 Projected FY24 Adopted
Multiple Lighting Districts Beginning Balance 550,900
Revenues
Special Assessments 492,037 471,100 553,400
Miscellaneous Revenue 1,732 8,000 8,000
Total Revenues 493,768 479,100 561,400
Expenditures
Operations & Maintenance 422,391 426,400 542,500
Total Expenditures 422,391 426,400 542,500
Projected Ending Balance 569,800
FUND FY22 Actual FY23 Projected FY24 Adopted
176 Downtown Improvement District Beginning Balance —
Revenues
Special Assessments 185,334 220,600 280,300
Licenses & Permits 1,750 — —
Total Revenues 187,084 220,600 280,300
Expenditures
Operations & Maintenance 186,593 222,200 280,300
Total Expenditures 186,593 222,200 280,300
Projected Ending Balance —
42
Detail - All Special Revenue Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
116 Downtown TIFD Beginning Balance 7,256,100
Revenues
Taxes 1,483,518 1,494,400 1,558,200
Miscellaneous Revenue 25,380 57,100 2,100
State Shared 1,303 51,300 57,100
Total Revenues 1,510,201 1,602,800 1,617,400
Expenditures
Salaries & Benefits 79,846 52,700 58,100
Operations & Maintenance 329,617 642,400 5,730,000
Capital Outlay 191,815 25,000 2,525,000
Transfers Out 332,372 330,200 332,800
Total Expenditures 933,651 1,050,300 8,645,900
Projected Ending Balance 227,600
FUND FY22 Actual FY23 Projected FY24 Adopted
145 North Park TIFD 160,200
Revenues
Taxes 29,469 19,500 24,700
Miscellaneous Revenue 616 2,100 2,100
Total Revenues 30,086 21,600 26,800
Expenditures
Operations & Maintenance 3,520 — 160,200
Total Expenditures 3,520 — 160,200
Projected Ending Balance 26,800
FUND FY22 Actual FY23 Projected FY24 Adopted
143 Midtown TIFD Beginning Balance 2,979,300
Revenues
Taxes 1,485,671 1,447,200 1,999,200
Miscellaneous Revenue 22,677 28,100 28,100
Transfers In 257,102 — —
State Shared 699 37,900 39,500
Total Revenues 1,766,150 1,513,200 2,066,800
Expenditures
Salaries & Benefits 42,671 105,300 92,800
Operations & Maintenance 2,269,360 103,400 2,317,000
Capital Outlay 92,559 130,700 725,000
Transfers Out 410,049 410,000 411,300
Total Expenditures 2,814,640 749,400 3,546,100
Projected Ending Balance 1,500,000
43
Detail - All Special Revenue Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
144 Northeast TIFD Beginning Balance 1,006,000
Revenues
Taxes 378,117 347,300 498,700
Miscellaneous Revenue 40,307 11,000 11,000
State Shared 186 1,200 1,300
Total Revenues 418,611 359,500 511,000
Expenditures
Salaries & Benefits 11,408 17,400 30,500
Operations & Maintenance 50,963 25,200 30,000
Capital Outlay 23,778 50,000 986,900
Debt Service/Loans 92,000 93,000 93,000
Total Expenditures 178,150 185,600 1,140,400
Projected Ending Balance 376,600
FUND FY22 Actual FY23 Projected FY24 Adopted
117 Pole Yard TIFD Beginning Balance 276,500
Revenues
Taxes 140,996 165,900 319,500
State Shared — 3,800 4,000
Total Revenues 140,996 169,700 323,500
Expenditures
Operations & Maintenance — 23,800 600,000
Total Expenditures — 23,800 600,000
Projected Ending Balance —
FUND FY22 Actual FY23 Projected FY24 Adopted
192 South Bozeman Technology TIFD Beginning Balance 37,700
Revenues
Taxes 31,320 29,700 35,700
Miscellaneous Revenue 28 400 400
Total Revenues 31,349 30,100 36,100
Expenditures
Operations & Maintenance — 300 38,000
Total Expenditures — 300 38,000
Projected Ending Balance 35,800
44
Debt Service Funds
Debt Service Funds are used to account for the accumulation of resources for, and the payment of, long-term debt
principal and interest. General Obligation (GO) Bonds are backed by the full faith and credit of the City and are
payable from ad valorem property taxes. Except for refunding bonds issued to achieve savings, Bozeman voters
must approve general obligation debt prior to issuance.
FUND FY22 Actual FY23 Projected FY24 Adopted
303, 304, 307, 311 GO Bonds Beginning Balance 95,300
Revenues
Taxes 3,444,526 3,644,300 3,993,700
Miscellaneous Revenue 1,813 1,900 1,900
Total Revenues 3,446,339 3,646,200 3,995,600
Expenditures
Debt Service/Loans 3,454,088 3,601,100 3,960,900
Total Expenditures 3,454,088 3,601,100 4,090,900
Projected Ending Balance —
Tax Increment Financing District (TIFD) Bonds are are not general obligations, but are special limited obligations of
the City. The bonds are payable solely, and equally and ratably from the tax increment revenues received by the
City from each improvement district.
FUND FY22 Actual FY23 Projected FY24 Adopted
TIFD Bonds Beginning Balance —
Revenues
Transfers In 742,422 740,200 744,100
Total Revenues 742,422 740,200 744,100
Expenditures
Debt Service/Loans 740,922 740,200 744,100
Total Expenditures 740,922 740,200 744,100
Projected Ending Balance —
Special Improvement Districts (SID)s account for special assessment bonds which are payable from the collection
of special assessments levied against benefited property owners within each district.
FUND FY22 Actual FY23 Projected FY24 Adopted
312-453 Special Improvement Districts (SIDs)Beginning Balance 1,627,300
Revenues
Special Assessments 901,483 849,500 742,200
Charges for Services 1,704 — —
Miscellaneous Revenue 15,836 41,900 41,900
Transfers In 2,077,709 — —
Total Revenues 2,996,732 891,400 784,100
Expenditures
Debt Service/Loans 319,135 317,800 307,800
Transfers Out — 2,078,300 —
Total Expenditures 319,135 2,396,100 307,800
Projected Ending Balance 2,103,600
45
The SID Revolving Fund secures debt for the SIDs and the cash balance must equal 10% of the principal amount of
bonds outstanding.
FUND FY22 Actual FY23 Projected FY24 Adopted
300 SID Revolving Fund Beginning Balance 277,700
Revenues
Miscellaneous Revenue 23,215 8,400 8,400
Transfers In — 1,350,000 —
Total Revenues 23,215 1,358,400 8,400
Expenditures
Transfers Out 2,077,709 781,200 27,100
Total Expenditures 2,077,709 781,200 27,100
Projected Ending Balance 259,000
Construction Funds
Capital Projects Funds account for the construction of general improvement projects financed by special
assessments other than those financed by proprietary funds. The City’s Capital Improvement Program (CIP)
develops the five-year Capital Improvement Plan, manages the City’s annual budget process for funding citywide
capital maintenance and expansion projects, supports strategic capital planning and programming efforts with
City departments, and provides analysis for judicious financial decision making.
Construction Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
500-573 Capital Projects Beginning Balance 2,673,100
Revenues
Debt Proceeds 7,245,591 — 105,787,100
Miscellaneous Revenue 153,158 136,400 3,107,700
Transfers In 745,362 6,472,400 6,816,900
Total Revenues 8,144,111 6,608,800 115,711,700
Expenditures
Operations & Maintenance 697,913 715,200 —
Capital Outlay 21,700,471 11,719,100 116,367,700
Transfers Out 257,102 962,800 —
Total Expenditures 22,655,486 13,397,100 116,367,700
Projected Ending Balance 2,017,100
46
Enterprise Funds
Enterprise Funds are used to account for efforts that are financed and operated in a manner similar to private
business enterprises where the intent of the governing body is for the costs (expenses, including depreciation) of
providing goods or services to the general public on a continuing basis be financed or recovered primarily through
user charges. The following highlights some of the major enterprise funds and ones with larger changes for FY24,
followed by all Enterprise Fund financials.
Water Fund- City property owners are, by and large, required to use the City’s Water treatment systems.
Residential single family water rates, which make up approximately 50% of Water Fund rate revenues, have been
held flat since FY19. The next largest portion of water rates is multi-family, which make up approximately 25% of
rate revenues and have been held to modest 1% rate increases over the same period of time. Rate increases
adopted were consistent with the rate study presented to the City Commission in January 2019, and updated in
FY21. Meanwhile, the cost of providing water services has continued to increase each year compared to the FY21
projections included in the study. Updated financial models are showing the need for significant rate increases to
address the cost of the adopted CIP and operations over the next five years. Revenue increases of 12% are
needed for FY24 and FY25, and rate increases in future years are anticipated to be approximately 8%. A rate
study is planned to be performed prior to the FY26 budget process to inform future rates by customer classes,
and ensure proper revenue coverage and reserve amounts, including a drought reserve. The impact to the typical
homeowner is approximately $53.32 annually in FY24. See the Estimated Citizen Impact section for more
information. Water rate increases were adopted by City Commission on August 22, 2023.
Flow Charge - % Increase
2022 2023 2024 2025 2026
Single Family/Low Income Residential
Total 0.0%0.0%12.0%12.0%8.0%
Multi Family Residential
Total 1.0%1.0%12.0%12.0%8.0%
Commercial
Total 8.0%8.0%12.0%12.0%8.0%
Government
Total 20.0%20.0%20.0%20.0%20.0%
MSU
Total 4.0%4.0%12.0%12.0%8.0%
Industrial
Total 2.0%2.0%12.0%12.0%8.0%
47
Significant Contributed Capital is resulting in the large spike in revenue seen in FY22 on the chart below. In the
FY23 projection, there are planned capital expenditures of $5.6M for Sourdough Intake Improvements project and
$5.1M for Sourdough Transmission Phase 2 which result in the spike in expenditures.
Water Fund Financial Trends
Revenue Expenditures
FY17
Actual
FY18
Actual
FY19
Actual
FY20
Actual
FY21
Actual
FY22
Actual
FY23
Projected
FY24
Adopted
0
4,000,000
8,000,000
12,000,000
16,000,000
20,000,000
24,000,000
28,000,000
32,000,000
Wastewater Fund- City Property owners are, by and large, required to use the City’s wastewater treatment
systems. Residential single family wastewater rates, which make up approximately 25% of Wastewater Fund rate
revenues, have been held flat since FY19. The next largest portion of wastewater rates is multi-family, which
make up approximately 25% of rate revenues and have been held to modest 2% rate increases over the same
period of time. Rate increases adopted were consistent with the rate study presented to the City Commission in
January 2019, and updated in FY21. Meanwhile, the cost of providing wastewater services has continued to
increase each year compared to the FY21 projections included in the study. Updated financial models are
showing the need for significant rate increases to address the cost of the adopted CIP and operations over the
next five years. A revenue increase of 12% is adopted for FY24, and rate increases in future years are anticipated
to be approximately 3%. A rate study is planned to be performed to inform future rates by customer classes and
ensure proper revenue coverage and reserve amounts. The impact to the typical homeowner is approximately
$28.20 annually. See the Estimated Citizen Impact section for more information. Wastewater rate increases were
adopted by City Commission on August 22, 2023.
Flow Charge - % Increase
2022 2023 2024 2025 2026
Single Family/Low Income Residential
Total 0.0%0.0%12.0%3.0%3.0%
Multi Family Residential
Total 2.0%2.0%12.0%3.0%3.0%
Commercial
Total 4.0%4.0%12.0%3.0%3.0%
Government
Total 6.0%6.0%4.0%1.0%1.0%
MSU
Total 8.0%8.0%4.0%1.0%1.0%
Industrial
Total 3.0%3.0%12.0%3.0%3.0%
48
Wastewater Fund Financial Trends
Revenue Expenditures
FY17 Actual FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22 Actual FY23
Projected
FY24
Adopted
0
4,000,000
8,000,000
12,000,000
16,000,000
20,000,000
24,000,000
Stormwater Fund- The City’s Stormwater Fund rates are charged based on impervious area and existing
infrastructure. Considering the costs of inflation, and the current adopted Capital plan which accounts for growth
in the City, this budget includes an adopted 8% rate increase. The impact on the typical homeowner is
approximately $4.02 annually. See the Estimated Citizen Impact section for more information. Stormwater rate
increases were adopted by City Commission on August 22, 2023.
Stormwater Fund Financial Trends
Revenue Expenditures
FY17 Actual FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22 Actual FY23
Projected
FY24
Adopted
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
49
Solid Waste Fund -The City’s Solid Waste Fund accounts for the garbage and recycling service provided to
citizens. Revenues are comprised of solid waste and recycling fees. Expenses are for personnel, operations, and
capital items. An updated rate study is currently being conducted and is planned to be presented to the City
Commission in July. Solid Waste rate increases were adopted by City Commission on August 22, 2023.
Solid Waste Financial Trends
Revenue Expenditures
FY18 Actual FY19 Actual FY20 Actual FY21 Actual FY22 Actual FY23
Projected
FY24 Adopted
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
50
Enterprise Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
600-610 Water Fund Beginning Balance 20,111,700
Revenues
Special Assessments 6 — —
Grants 1,128,825 1,296,200 —
Charges for Services 15,431,187 14,669,200 16,430,800
Debt Proceeds — — 2,700,000
Miscellaneous Revenue 6,528,959 675,800 1,159,600
Transfers In 1,443,240 55,500 —
State Shared 39,034 53,000 65,000
Total Revenues 24,571,252 16,749,700 20,355,400
Expenditures
Salaries & Benefits 2,420,665 3,098,700 3,882,700
Operations & Maintenance 3,187,673 3,697,000 4,082,800
Capital Outlay 4,251,425 18,653,800 4,583,700
Debt Service/Loans 1,806,426 1,796,600 1,796,500
Transfers Out 2,860,363 4,118,000 3,768,000
Total Expenditures 14,526,553 31,364,100 18,113,700
Drought Reserve 1,074,900
Projected Ending Balance 21,278,500
FUND FY22 Actual FY23 Projected FY24 Adopted
620-630 Wastewater Fund Beginning Balance 6,592,100
Revenues
Special Assessments 7 14,900 14,900
Grants 267,066 7,000 712,500
Charges for Services 12,684,974 12,251,600 13,836,300
Debt Proceeds — — 10,024,000
Miscellaneous Revenue 6,017,660 198,100 198,100
Transfers In — 306,000 —
State Shared 34,192 43,000 51,000
Total Revenues 19,003,899 12,820,600 24,836,800
Expenditures
Salaries & Benefits 2,064,679 2,677,400 2,976,200
Operations & Maintenance 2,599,738 3,023,100 2,908,300
Capital Outlay 3,342,948 3,624,900 10,704,000
Debt Service/Loans 2,680,704 2,726,400 2,727,700
Transfers Out 1,942,774 2,530,100 2,704,700
Total Expenditures 12,630,843 14,581,900 22,020,900
Projected Ending Balance 9,408,000
51
Enterprise Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
670 Stormwater Fund Beginning Balance 513,400
Revenues
Charges for Services 1,673,866 1,892,500 2,093,800
Debt Proceeds — — 300,000
Miscellaneous Revenue 1,006,597 24,900 24,900
Transfers In 194,735 188,200 180,900
State Shared 9,149 14,000 17,000
Total Revenues 2,884,347 2,119,600 2,616,600
Expenditures
Salaries & Benefits 595,618 812,800 931,300
Operations & Maintenance 134,326 162,200 280,300
Capital Outlay 391,376 1,612,700 649,600
Debt Service/Loans 115,538 115,500 116,400
Transfers Out 291,080 788,600 520,000
Total Expenditures 1,527,937 3,491,800 2,497,600
Projected Ending Balance 632,400
FUND FY22 Actual FY23 Projected FY24 Adopted
640, 641 Solid Waste Fund Beginning Balance 404,200
Revenues
Special Assessments 109 — —
Charges for Services 5,431,005 5,888,000 6,469,600
Debt Proceeds — 304,000 675,000
Miscellaneous Revenue 32,937 50,100 54,600
Transfers In 359,000 639,900 352,800
State Shared 27,387 34,000 40,000
Total Revenues 5,850,438 6,916,000 7,592,000
Expenditures
Salaries & Benefits 1,722,989 2,055,200 2,255,000
Operations & Maintenance 2,027,770 2,892,800 3,309,100
Capital Outlay 101,824 1,426,000 660,000
Transfers Out 934,264 1,033,900 1,497,100
Total Expenditures 4,786,847 7,407,900 7,721,200
Projected Ending Balance 275,000
FUND FY22 Actual FY23 Projected FY24 Adopted
650 Parking Fund Beginning Balance 1,741,100
Revenues
Licenses & Permits 710,547 768,400 799,200
Charges for Services 36,441 300 —
Fines & Forfeitures 315,023 336,500 353,300
Miscellaneous Revenue 20,631 28,600 28,600
State Shared 5,783 9,000 10,000
Total Revenues 1,088,425 1,142,800 1,191,100
Expenditures
Salaries & Benefits 386,769 515,200 591,200
Operations & Maintenance 477,292 577,600 693,900
Capital Outlay 66,666 212,100 500,000
Transfers Out 87,366 127,500 131,800
Total Expenditures 1,018,093 1,432,400 1,916,900
Projected Ending Balance 1,015,300
52
Internal Service Funds
Internal Service Funds are used to account for the financing of goods or services provided by one department to
other departments on a cost-reimbursement basis. The City has three Internal Services. Medical Health Insurance
Fund 720 accounts for insurance premiums received from various City employees and retirees and the related
costs of health and dental premiums paid to the City’s insurance provider.
Internal Service Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
720 Health-Medical Insurance ISF Beginning Balance —
Revenues
Charges for Services 5,363,959 5,242,000 6,477,100
Miscellaneous Revenue (200) 19,600 24,000
Total Revenues 5,363,759 5,261,600 6,501,100
Expenditures
Operations & Maintenance 5,306,064 5,261,600 6,501,100
Total Expenditures 5,306,064 5,261,600 6,501,100
Projected Ending Balance —
Fund 750- Public Works Administration was new in FY19 to allocate the Public Works Administration, GIS, and
Engineering to the enterprise funds.
FUND FY22 Actual FY23 Projected FY24 Adopted
750 Public Works Administration Beginning Balance 3,091,400
Revenues
Licenses & Permits 10,908 7,600 7,600
Charges for Services 4,877,680 11,455,600 10,549,500
Miscellaneous Revenue 26,651 101,100 48,100
Transfers In — 299,400 402,000
State Shared 39,425 66,000 74,000
Total Revenues 4,954,662 11,929,700 11,081,200
Expenditures
Salaries & Benefits 2,451,767 3,936,400 4,203,800
Operations & Maintenance 925,644 1,545,900 1,596,400
Capital Outlay 84,247 50,000 195,000
Debt Service/Loans 37,472 89,700 93,300
Transfers Out 321,646 627,100 702,700
Total Expenditures 3,820,776 6,249,100 6,791,200
Projected Ending Balance 7,381,400
53
Fund 710 - Vehicle Maintenance accounts for the maintenance and repair of vehicles used in operation of City
services.
Internal Service Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
710 Vehicle Maintenance Beginning Balance (518,400)
Revenues
Charges for Services 1,639,483 2,294,700 3,595,900
Miscellaneous Revenue (1,852) (8,600) (8,600)
State Shared 11,120 14,000 19,000
Total Revenues 1,648,751 2,300,100 3,606,300
Expenditures
Salaries & Benefits 678,158 840,500 1,029,200
Operations & Maintenance 928,218 988,000 987,900
Capital Outlay — 45,000 120,000
Transfers Out 207,438 211,800 792,500
Total Expenditures 1,813,813 2,085,300 2,929,600
Projected Ending Balance 158,300
Permanent Funds
Perpetual Cemetery Care Fund 800 accounts for the maintenance fees received from the sale of City cemetery
lots, which are to be used for perpetual care. On June 15, 2021 City Commission adopted Resolution 5289
maintaining that 35% of all revenue from fees collected at Sunset Hills Cemetery go to the permanent
maintenance fund. The fund balance has seen healthy growth over the last five years.
Permanent Funds
FUND FY22 Actual FY23 Projected FY24 Adopted
800 Cemetery Perpetual Care Beginning Balance 1,769,400
Revenues
Charges for Services 97,453 60,900 62,300
Miscellaneous Revenue 8,095 24,400 24,400
Total Revenues 105,548 85,300 86,700
Expenditures
Total Expenditures — — —
Projected Ending Balance 1,856,100
54
Three-Year Summary for All Appropriated Funds
ALL FUNDS FY22 Actual FY23 Projected FY24 Adopted
Beginning Balance 89,477,800
Revenues
Taxes 27,420,905 34,967,600 40,268,500
Gallatin County Option 2,186,290 2,273,700 2,364,600
Licenses & Permits 3,571,515 4,193,200 5,114,200
Grants 3,120,224 6,637,700 5,699,000
County Shared 809,171 925,400 841,900
State Shared 10,271,923 11,376,900 12,302,300
Charges for Services 77,233,832 83,798,300 93,100,600
Fines & Forfeitures 1,368,217 1,415,300 1,246,600
Miscellaneous Revenue 16,884,826 7,154,200 8,839,300
Transfers In 44,180,782 23,872,100 16,550,000
Debt Proceeds 7,580,424 1,166,600 123,308,300
Special Assessments 1,616,441 1,594,600 1,616,000
Total Revenues 196,244,550 179,375,600 311,251,300
Expenditures
Salaries & Benefits 44,611,289 56,730,400 66,465,700
Operations & Maintenance 35,454,788 38,701,000 54,567,200
Capital Outlay 39,082,060 64,957,300 154,357,500
Debt Service/Loans 9,660,424 10,106,500 10,579,400
Transfers Out 53,800,904 34,819,900 32,070,400
Total Expenditures 182,609,466 205,315,100 318,040,200
Projected Ending Balance 82,688,900
55
Summary of Resources for All Funds
City of Bozeman Resources: All Funds Taxes Special Assessments Licenses & Permits Grants Charges for Services Fines & Forfeitures Miscellaneous Revenue State Shared County Shared Debt Proceeds Transfers In TOTAL
General Fund $ 28,850,300 $ — $ 420,400 $ — $ 999,300 $ 893,300 $ 482,500 $ 9,474,200 $ 841,900 $ — $ 11,561,300 $ 53,523,200
American Rescue Plan — — — 4,543,500 — — 156,700 — — — — 4,700,200
Health-Medical Insurance 2,637,700 — — — — — 3,800 — — — — 2,641,500
Building Inspection Fund — — 3,797,000 — 28,000 — 18,300 214,000 — — — 4,057,300
Community Development/Planning 411,400 — 65,700 — 1,153,500 — 51,000 188,100 — — 3,007,300 4,877,000
Community Housing Fund 1,389,700 — — — — — 5,600 2,000 — — — 1,397,300
Fire Department Equipment 731,000 — — — — — 1,019,900 — — 2,437,200 — 4,188,100
Fire Impact Fee — — — — 558,200 — 63,100 — — — — 621,300
Parks & Trails District — — — 410,000 6,257,200 — 41,700 47,000 — 1,385,000 — 8,140,900
Park Land Trust — — — — — — 1,120,900 — — — — 1,120,900
Tree Maintenance District — 2,000 — — 934,900 — 18,400 10,000 — — — 965,300
Street Arterial Construction District — 3,500 — — 1,779,100 — 809,800 — — — — 2,592,400
Street Impact Fee — — — — 6,176,700 — 184,500 — — — 200 6,361,400
Street Maintenance District — 19,700 24,300 — 9,060,700 — 64,100 1,989,100 — — — 11,157,900
Department Special Revenue Funds 183,300 — — 33,000 — — 33,700 — — — 122,200 372,200
Lighting Districts — 553,400 — — — — 8,000 — — — — 561,400
Downtown Improvement District — 280,300 — — — — — — — — — 280,300
Downtown TIFD 1,558,200 — — — — — 2,100 57,100 — — — 1,617,400
Midtown TIFD 1,999,200 — — — — — 28,100 39,500 — — — 2,066,800
Northeast TIFD 498,700 — — — — — 11,000 1,300 — — — 511,000
Pole Yard TIFD 319,500 — — — — — — 4,000 — — — 323,500
South Bozeman Technology TIFD 35,700 — — — — — 400 — — — — 36,100
North Park TIFD 24,700 — — — — — 2,100 — — — — 26,800
GO Bonds 3,993,700 — — — — — 1,900 — — — — 3,995,600
TIFD Bonds — — — — — — — — — — 744,100 744,100
Special Improvement Districts (SIDs) — 742,200 — — — — 41,900 — — — — 784,100
SID Revolving Fund — — — — — — 8,400 — — — — 8,400
Capital Projects — — — — — — 3,107,700 — — 105,787,100 6,816,900 115,711,700
Water Fund — — — — 16,430,800 — 1,159,600 65,000 — 2,700,000 — 20,355,400
Wastewater Fund — 14,900 — 712,500 13,836,300 — 198,100 51,000 — 10,024,000 — 24,836,800
Stormwater Fund — — — — 2,093,800 — 24,900 17,000 — 300,000 180,900 2,616,600
Solid Waste Fund — — — — 6,469,600 — 54,600 40,000 — 675,000 352,800 7,592,000
Parking Fund — — 799,200 — — 353,300 28,600 10,000 — — — 1,191,100
Health-Medical Insurance ISF — — — — 6,477,100 — 24,000 — — — — 6,501,100
Public Works Administration — — 7,600 — — — 48,100 74,000 — — 10,951,500 11,081,200
Vehicle Maintenance — — — — — — (8,600) 19,000 — — 3,595,900 3,606,300
Cemetery Perpetual Care — — — — 62,300 — 24,400 — — — — 86,700
$ 42,633,100 $ 1,616,000 $ 5,114,200 $ 5,699,000 $ 72,317,500 $ 1,246,600 $ 8,839,300 $ 12,302,300 $ 841,900 $ 123,308,300 $ 37,333,100 $ 311,251,300
Percent of Total Budget 13.70 % 0.52 % 1.64 % 1.83 % 23.23 % 0.40 % 2.84 % 3.95 % 0.27 % 39.62 % 11.99 % 100 %
56
Summary of Appropriations for All Funds
City of Bozeman Appropriations: All
Funds Salaries & Benefits Operations &
Maintenance Capital Outlay Debt Service/Loans Transfers Out TOTAL
General Fund $ 37,693,700 $ 12,802,300 $ 4,125,700 $ 61,400 $ 1,023,900 55,707,000
American Rescue Plan — — — — 4,900,200 4,900,200
Health-Medical Insurance — — — — 3,775,000 3,775,000
Building Inspection Fund 3,191,000 807,600 75,000 — 465,700 4,539,300
Community Development/Planning 2,783,900 923,000 25,000 — 499,200 4,231,100
Community Housing Fund 107,500 3,445,200 — — — 3,552,700
Fire Department Equipment — — 43,000 — 2,849,800 2,892,800
Fire Impact Fee — — 1,500,000 — 3,827,900 5,327,900
Parks & Trails District 2,950,900 2,553,200 1,660,000 — 685,900 7,850,000
Park Land Trust — 260,000 — 338,700 — 598,700
Tree Maintenance District 618,900 232,700 55,000 — 127,300 1,033,900
Street Arterial Construction District — 160,500 2,085,000 — — 2,245,500
Street Impact Fee — 50,000 4,400,000 — 308,800 4,758,800
Street Maintenance District 2,814,900 2,923,800 2,371,900 213,800 2,588,700 10,913,100
Department Special Revenue Funds 254,100 351,100 — 125,800 — 731,000
Lighting Districts — 542,500 — — — 542,500
Downtown Improvement District — 280,300 — — — 280,300
Downtown TIFD 58,100 5,730,000 2,525,000 — 332,800 8,645,900
North Park TIFD — 160,200 — — — 160,200
Midtown TIFD 92,800 2,317,000 725,000 — 411,300 3,546,100
Northeast TIFD 30,500 30,000 986,900 93,000 — 1,140,400
Pole Yard TIFD — 600,000 — — — 600,000
South Bozeman Technology TIFD — 38,000 — — — 38,000
GO Bonds — — — 3,960,900 130,000 4,090,900
TIFD Bonds — — — 744,100 — 744,100
Special Improvement Districts (SIDs) — — — 307,800 — 307,800
SID Revolving Fund — — — — 27,100 27,100
Capital Projects — — 116,367,700 — — 116,367,700
Water Fund 3,882,700 4,082,800 4,583,700 1,796,500 3,768,000 18,113,700
Wastewater Fund 2,976,200 2,908,300 10,704,000 2,727,700 2,704,700 22,020,900
Stormwater Fund 931,300 280,300 649,600 116,400 520,000 2,497,600
Solid Waste Fund 2,255,000 3,309,100 660,000 — 1,497,100 7,721,200
Parking Fund 591,200 693,900 500,000 — 131,800 1,916,900
Public Works Administration 4,203,800 1,596,400 195,000 93,300 702,700 6,791,200
Vehicle Maintenance 1,029,200 987,900 120,000 — 792,500 2,929,600
Cemetery Perpetual Care — — — — — —
$ 66,465,700 $ 54,567,200 $ 154,357,500 $ 10,579,400 $ 32,070,400 $ 318,040,200
Percent of Total Budget 20.90 % 17.16 % 48.53 % 3.33 % 10.08 % 100 %
57
58
Activity/Division Detail
As stated in the Budget Summary, the budget is separated by activity. Within those activities are the divisions. See
the activities and the corresponding divisions below.
59
60
General Government
City Commission- The City Commission is the legislative
body of city government comprised of a mayor and four
commissioners. Responsibilities of the Commission
include: establishment of policies governing the
operation of the City and appointment of members to
citizen advisory boards and commissions.
City Manager – The role of the City Manager is to
operate at the will of the City Commission with a focus on
policy, long range planning, and strategy. The purpose of
the City Manager’s office is to administer City operations
and provide overall leadership, direction, coordination,
and support for the City’s activities.
City Clerk (City Manager)- The City Clerk’s Office is dedicated to preparing the proceedings of the City Commission
and preserving the City records, along with enhancing citizens’ ability to participate in local government.
City Attorney - The City Attorney is the legal advisor and primary attorney for the City and as such, is responsible for
protecting the legal interests of the City and directing the legal operations of the City. The City Attorney and legal
department staff represent the City before all courts, administrative agencies, and all City legal proceedings.
Finance - The Finance Department is charged with the overall Finance, Accounting, and Treasury administration of
the City. The Department is comprised of three divisions: Administration, Accounting, and Treasury. The Finance
Department provides support to other departments for all financial matters.
Facilities Management (Strategic Services) - Facilities Management is responsible for coordinating remodeling,
renovations, and new construction projects. Contracted services include activities such as janitorial services, snow
removal, lawn care, building systems ventilation, mechanical controls, and building generators.
Information Technology - The Information Technology Department’s purpose is to manage and operate the City’s
enterprise applications, hardware, and networking services. The division provides technology support to all
departments across the City and maintains daily operations of the data centers.
Human Resources - The Human Resources Department’s purpose is to support City functions by ensuring the
capability and stability of the workforce. The department supports management and employees with current lawful
information, sound recruitment practices, and protects the employment rights of the City and its employees.
Planning (Community Development) – The Planning Department plans for the growth and development of the
City of Bozeman. The department is responsible for long-range planning, development review, historic preservation,
impact fees, and serving related Advisory Boards and Commissions. This department also includes the Code
Enforcement Division.
Municipal Court - Municipal Court accounts for costs associated with the judicial branch of City government. The
Municipal Court hears cases involving City ordinances, misdemeanor cases defined by state criminal codes, and Orders
of Protection.
61
City Commission
Major Objectives
•Work closely with City administration and other
government officials to lobby for state legislation
beneficial to cities.
•Improve public facilities and the quality of
services delivered to the public in order to meet
the needs of the citizenry.
•Ensure that all decisions are protective of the
health, safety and general welfare of the citizens
of this community.
Budget Allocation
Funded by the General Fund, making up 1% of the
total appropriations.
City Commission
1%General Fund
FY23 Strategic Plan
Set FY23 Strategic Priorities:
•Become a City for CEDAW (Convention to
Eliminate All Forms of Discrimination Against
Women)
•Increase Budget for Community & Support
Services
•UDC (Unified Development Code) Overhaul
•Establish Mobile Crisis Response
•Establish Model HOA Covenants
•Develop Gallatin Valley Sensitive Lands
Protection Plan
•Update Codes to Encourage Wetland
Preservation & Facilitate Creation of
Wetland Bank
•Short Term Rental (STR) Revisions
•Promote Water Conservation
FY23 Accomplishments
•Enacted Outdoor Water Use Restrictions
(Ordinance 2110)
•Established Bozeman as a City for CEDAW
(Resolution 5384)
•Provided $998,000 in funding to Community
& Support Services
•Mobile crisis response in operation seven
days a week
•UDC Process in full swing with Engagement
project, work sessions, and public meetings
•Sensitive Lands Protection Plan has launched
its Engagement portal and held its kick-off
sessions with follow-up staff work underway
FY24 Strategic Plan
•Continue work on the UDC overhaul
•Continue development of the Sensitive
Lands Protection Plan
•Promote Water Conservation through
landscape design standards
•Conduct follow-up work sessions and policy
development around STR and HOA
covenants
•Incorporate Wetland Preservation in large-
scale plans (PRAT Plan, Sensitive Lands, and
UDC)
62
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
CITY COMMISSION 010- General 272,291 328,000 414,000 26.2 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
CITY COMMISSION
Salaries & Benefits 177,810 209,500 214,000 2.1 %
Operations & Maintenance 94,481 69,600 200,000 187.4 %
Capital Outlay — 48,900 — -100.0 %
Debt Service/Loans — — — — %
Transfers Out — — — — %
TOTALS 272,291 328,000 414,000 26.2 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
CITY COMMISSION 1110- City Commission 272,291 328,000 414,000 26.2 %
Salaries & Benefits
No FTE Changes
Operating
Operating budget increase as FY24 will be an election year. The budget anticipates two elections at approximately
$75K each.
Capital
None
City Commission
Salaries & Benefits
52%Operating
48%
63
City Manager
Major Objectives
The City Manager’s Office focuses on supporting the
Mission, Values, and Goals of the City and
implementing the City’s Strategic Plan. This year’s
budget includes $30,000 for ballot education in
connection with the November 2023 ballot
regarding the Bozeman Community Center to
explain the impact of the ballot issue on
government operations.
Budget Allocation
Funded by the General Fund, making up 5% of the
fund’s appropriations.
City Manager
5%General Fund
FY23 Accomplishments
•The City Manager's Office provided full support
and collaboration on the completion of the
Bozeman Public Safety Center and Ribbon
Cutting through Project Management,
Communications, and Administrative support (A
Safe, Welcoming, City; A Well-Planned City).
•Numerous Community Engagement Plans were
implemented (An Engaged Community, A Well-
Planned City), including:
•Fowler Avenue Connection
•Body Worn Cameras
•PRAT Plan
•Economic Vitality Strategy
•Paid Parking
•Unified Development Code
•Historic Preservation Month
Performance Measurements
FY24 Strategic Plan
The City Manager is charged with implementing the
plan across functional teams. There is a focus on the
seven priorities and the other projects selected by
the Commission.
Within the City Manager’s Office there is a focus
on:
•Completion and implementation of the
Equity & Inclusion Plan
•Thoughtful engagement around: UDC,
Sensitive Lands, Equity & Inclusion Plan,
Flower Avenue, HOA Covenants, Kagy
Project
64
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
CITY MANAGER 010- General 1,308,294 1,400,800 2,576,900 84.0 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
CITY MANAGER
Salaries & Benefits 1,011,605 1,177,600 1,960,300 66.5 %
Operations & Maintenance 279,862 223,200 616,600 176.3 %
Capital Outlay 16,592 — — — %
Debt Service/Loans — — — — %
Transfers Out 234 — — — %
TOTALS 1,308,294 1,400,800 2,576,900 84.0 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
CITY MANAGER
1210- City Administration 1,216,115 1,400,800 2,576,900 84.0 %
1220 - City Clerk — — — — %
1260 - Neighborhood Program 92,179 — — — %
TOTALS 1,308,294 1,400,800 2,576,900 84.0 %
Salaries & Benefits
Addition of four positions:
•Grants Coordinator
•Communications Specialist
•Community Health & Safety Program Manager
•Community Health & Safety Officer
Operating
Increase due to anticipated needs for new Assistant
City Manager including equipment, training, travel,
professional dues, and other professional
development. Additional increases due to
advertising, support, and consultants for
Communications and Engagement.
Capital
None
City Manager
Salaries & Benefits
76%
Operating
24%
65
City Clerk
(City Manager’s Office)
Major Objectives
The City Clerk’s Office is dedicated to preparing the
proceedings of the City Commission and preserving
the City records, along with enhancing the ability of
the citizenry to participate in local government.
Budget Allocation
Funded by the General Fund, making up 1% of the
fund’s appropriations.
City Clerk
1%
General Fund
FY23 Accomplishments
•First full year of AskBZN communication portal
(formerly referred to as Comcate)
•Scanned over 300 boxes of records for import to
Laserfiche
•Acquired the technological components and
software necessary for remote participation
•Further implementation of High Performing
Boards
•Successful implementation of remote
Commission participation in meetings
FY23 Strategic Plan
1.1 Outreach (b): Dramatically increase transparency
and create access to all city documents
7.3 Best Practices, Creativity & Foresight: 69%
completed within 1 day with DocuSign and
eliminates need for separate distribution to parties.
6.3 Climate Action: Average monthly reduction of
10,000+ pieces of paper from digital packets. This
accounts for 260 reams of papers (approx. $10
each).
1.2 Community Engagement: Aiding with Advisory
Board Consolidating and High Performing Board.
Performance Measurements
***Performance Measures will be refined in
FY24 to match systems necessary to collect data
•Percent AskBZN Submissions Completed
On Time: Track the percent of total
AskBZN submissions that are resolved
within a given due date.
•Average AskBZN Submission Resolution
Time: Track the average number of
elapsed days between Comcate
submission and resolution.
FY24 Strategic Plan
1.1 Outreach (b) Dramatically increase transparency
and create access to all city documents.
1.2 Community Engagement: Aiding with Advisory
Board Consolidating and High Performing Board.
3.3 (a) Anticipate, celebrate, and incorporate an
increasingly diverse population into the community,
City advisory boards, and City staff.
66
FY24 Budget
Division Budget by Fund
Division Fund FY22 Actual FY23 Projected FY24 Adopted % Change
CITY CLERK 010- General 303,270 447,600 518,000 15.7 %
Division Budget by Category
Division Category FY22 Actual FY23 Projected FY24 Adopted % Change
CITY CLERK
Salaries & Benefits 161,936 219,500 246,500 12.3 %
Operations & Maintenance 141,334 228,100 271,500 19.0 %
Capital Outlay — — — — %
Debt Service/Loans — — — — %
Transfers Out — — — — %
TOTALS 303,270 447,600 518,000
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
CITY MANAGER 1220-City Clerk 303,270 447,600 518,000 15.7 %
Salaries & Benefits
No FTE changes
Operating
Increases in contracted services driven by agenda, streaming, and captioning services, Laserfiche support, large-
scale scanning vendor, and Docusign.
Capital
None
City Clerk
Salaries & Benefits
48%Operating
52%
67
City Attorney
Major Objectives
•Serve as Legal Officer pursuant to Sect. 4.03 of
the Charter
•To be a critical part of the City’s leadership
through integration with department directors,
HPO members, the City Commission, and other
City agencies.
•To enforce state laws and City ordinances
pertaining to misdemeanor offenses within the
City and to prosecute criminal cases in a timely
and efficient manner.
•To direct the legal operations of the City and
serve as the city's legal counsel.
Budget Allocation
Funded mainly from the General Fund, making up
5% of the fund’s appropriations.
City Attorney
5%General Fund
FY23 Accomplishments
•Continued to prioritize increasing the efficiency
and effectiveness of the prosecution team
•Prioritized cooperation with the Bozeman Police
Department through coaching, preparing for
trial, and shift briefings
•Moved the Criminal Division to Bozeman Public
Safety Center and worked to adjust to new team
dynamics related to splitting the office
•Added civil Legal Assistant
•Lead efforts to address issues related to the
unhoused
•Prioritized efforts related to affordable housing
FY23 Strategic Plans
The City Attorney’s Office plays a role in the
majority of Strategic Plan items, especially the
following:
•4.5 (b) Affordable Housing
•4 A Well-Planned City
•4.3 (e) Annexation Analysis
•7 High Performing Organization
Performance Measurements
FY24 Strategic Plan
Continue to play a significant role in the
following:
•3.1 Public Safety Support high-quality public
safety programs
•4.5 Housing and Transportation Choices
Encourage the development of sustainable
and lasting housing options for the
underserved
68
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
CITY ATTORNEY 010- General Fund 1,576,707 2,316,100 2,592,300 11.9 %
174- Victim Witness Advocate 74,566 140,000 105,000 -25.0 %
TOTALS 1,651,273 2,456,100 2,697,300 9.8 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
CITY ATTORNEY
Salaries & Benefits 1,491,388 2,087,400 2,365,400 13.3 %
Operations & Maintenance 159,885 343,700 331,900 -3.4 %
Capital Outlay — 25,000 — -100.0 %
Debt Service/Loans — — — — %
Transfers Out — — — — %
TOTALS 1,651,273 2,456,100 2,697,300 9.8 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
CITY ATTORNEY
1410 - City Attorney 1,576,657 2,306,100 2,582,300 12.0 %
1432 - Civil Litigation 50 10,000 10,000 — %
1460 - Criminal Prosecution - General — — — — %
1462 - Criminal Prosecution - Victim/Witness 74,566 140,000 105,000 -25.0 %
TOTALS 1,651,273 2,456,100 2,697,300 9.8 %
Salaries & Benefits
Addition of Victim's Service Advocate (1 FTE) and reclassification of prosecutors to Assistant City Attorneys
Operating
Overall decrease due to reduction in budget for contracted services.
Capital
None
City Attorney
Salaries & Benefits
88%
Operating
12%
69
Finance
Major Objectives
•Oversee efficient, effective, and transparent
management of the public's resources by
providing quality financial services, accurate
financial reporting, and balanced budgets
•Ensure compliance with financial policies, state
and federal statutes, and Generally Accepted
Accounting Principles (GAAP)
•Develop long-term financial plans and funding
strategies for various City operations
Budget Allocation
Funded by the General Fund, making up 3% of the
fund’s appropriations.
Finance
3%General Fund
FY23 Accomplishments
•Implemented long-term financial plans for the
General Fund, all Enterprise Funds, and Special
Districts
•Received a clean audit report for fiscal year 2022
and received GFOA awards for budget and
financial reports
•Increased communication and collaboration
between departments and finance through
budget process, including a kick-off meeting to
provide context and set expectations and
individual review meetings
•Implemented changes to the budget process
based on GFOA's best practices and other
accepted financial principles
•Implemented new Utility payment software to
increase efficiency and improve customer
experience
FY23 Strategic Plans
The Finance Department supports the strategic
plan efforts across the organization and focused
internally on:
7.1 (b) Create a Culture of Innovation through lean
practices
7.3 (c) Improve Departmental Collaboration through
cross functional teams and in our internal support
role
7.5 Funding and Delivery of City Services: Use
equitable and sustainable sources of funding for
appropriate City services, and deliver them in a lean
and efficient manner
Performance Measurements
•Receive Awards for financial reporting:
•FY21 Annual Comprehensive Financial
Report (ACFR) received GFOA Certificate of
Excellence in Financial Reporting
•FY22 Budget received GFOA Distinguished
Budget Award
•The FY22 ACFR and FY23 Budget have
been submitted and are expected to
received awards this year
•Outside Indicators: No audit findings and
maintained Aa1 bond rating
FY24 Strategic Plan
The Finance Department supports the strategic plan
efforts across the organization and will focus
internally on:
7.1 (b) Create a Culture of Innovation
7.3 (c) Improve Departmental Collaboration through
cross functional teams and in our internal support
role
7.5 Funding and Delivery of City Services: Use
equitable and sustainable sources of funding for
appropriate City services, and deliver them in a lean
and efficient manner
70
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
FINANCE DEPARTMENT 010- General Fund 942,309 1,311,200 1,589,600 21.2 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
FINANCE DEPARTMENT
Salaries & Benefits 647,268 977,500 1,196,300 22.4 %
Operations & Maintenance 295,040 333,700 393,300 17.9 %
Capital Outlay — — — — %
Debt Service/Loans — — — — %
Transfers Out — — — — %
TOTALS 942,309 1,311,200 1,589,600 21.2 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
FINANCE DEPARTMENT
1510- Finance Administration 227,605 363,100 514,700 41.8 %
1520- Accounting 461,230 622,300 717,300 15.3 %
1530- Treasury 253,474 325,800 357,600 9.8 %
TOTALS 942,309 1,311,200 1,589,600 21.2 %
Personnel
Addition of a Senior Financial Analyst (1 FTE)
Operating
Increase due to new contract with a Municipal Advisor in addition to budget for travel and training.
Capital
None
Finance
Salaries & Benefits
75%
Operating
25%
71
Facilities (Strategic Services)
Major Objectives
•Provide a safe, comfortable, and professional
working environment in all City facilities.
•Maintain all buildings and related equipment in
good working condition in a proactive manner
that will help extend useful life.
•Maintain a proactive approach for long-term
facility planning and project scheduling in order
to avoid costly problems of deferred
maintenance.
•Assure City buildings meet or exceed all
applicable building codes, OSHA, and ADA
requirements
•Implement building design, maintenance, and
operational practices resulting in energy saving
Measurements.
Budget Allocation
Funded by the General Fund, making up 10% of the
fund’s appropriations.
Facilities
10%
General Fund
FY23 Accomplishments
•Managed structural assessments and emergency
repairs to the Swim Center in order to provide the
public with a safe facility. Working on Phase I and II
project upgrades that will go through FY24.
•Coordinated the move services required to
transition staff into the Bozeman Public Safety
Center.
•Managed pre-construction activities in preparation
of construction on Lindley center, Bogert Swim
Pool, and Swim Center.
•Performed the first 12 major facilities inspections
•Implemented a Facilities Condition Assessment
process to include a software driven process
FY23 Strategic Plans
3.1(a) Bozeman Public Safety Center: Participated in
all phases of the project design and initial
construction
7.3(c) Improve Departmental Collaboration:
Bozeman Public Safety Center, Fire Station 1, and
COVID-19 support
7.4(c) Performance Measurements: Data is being
collected within the structure of Cityworks process
Performance Measurements
•Facility Condition Index: Establish a Facility
Condition Index (FCI) for all City owned
buildings to help prioritize current and
future needs.
***Efforts in FY24 will establish necessary
benchmarks, including future project needs
FY24 Strategic Plan
3.1 Public Safety: Manage Fire Station #2
Construction (relocation)
3.4 Active Recreation: Begin Recreation Facility Bond
Projects (Swim Center, Lindley Center, Bogert Pool)
7.4 Performance Metrics: Expand Facility Condition
Assessment Program
72
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
FACILITIES MANAGEMENT 010- General Fund 1,752,652 3,083,400 5,580,300 81.0 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
FACILITIES MANAGEMENT
Salaries & Benefits 429,991 683,500 983,400 43.9 %
Operations & Maintenance 1,205,588 2,148,500 2,103,000 -2.1 %
Capital Outlay 114,935 249,600 2,486,500 896.2 %
Debt Service/Loans — — — — %
Transfers Out 2,138 1,800 7,400 311.1 %
TOTALS 1,752,652 3,083,400 5,580,300 81.0 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
FACILITIES MANAGEMENT
1810- City Hall 561,958 854,700 1,657,700 94.0 %
1815 - Facilities Admin — — 1,083,100 — %
1820- Fire Station #1 56,299 10,900 — -100.0 %
1830- Shop Complex 101,584 128,500 132,300 3.0 %
1840- Professional Building 356,836 601,100 1,117,000 85.8 %
1850- Senior Center 105,022 112,000 151,000 34.8 %
1860- Library 380,941 473,700 435,500 -8.1 %
1870- Fire Station #2 23,604 36,900 87,100 136.0 %
1880- Fire Station #3 50,865 74,000 56,900 -23.1 %
1890- BPSC 115,542 791,600 859,700 8.6 %
TOTALS 1,752,652 3,083,400 5,580,300 81.0 %
Salaries & Benefits
Addition of an Assistant Superintendent of Facilities (1 FTE) and Facilities Worker (1 FTE). Cost of the Facilities
Worker is split 50% to the Parking Fund to support the Parking Garage.
Operating
Overall reduction in operating budget to align with prior years spending.
Capital
FY24 Capital Project Listing - Facilities
Fund Division Project #Project Name FY24
10 Facilities GF001 Elevator Replacement 275,000
10 Facilities GF328 Vehicle Replacement 49,000
10 Facilities GF329 Vehicle Replacement 49,000
10 Facilities GF346 Facility Condition Invent 50,000
10 Facilities GF360 LED Lighting Upgrade - Prof Building 40,000
10 Facilities GF365 Senior Center Parking Lot 45,100
10 Facilities GF366 Professional Building Parking Lot 42,900
10 Facilities GF367 Service Worker Vehicle 49,000
10 Facilities GF368 Site FCA Repairs 236,500
10 Facilities GF369 Facility Needs Assessment 150,000
10 Facilities GF370 City Hall Renovations 1,500,000
Facilities Total 2,486,500
Facilities
Salaries & Benefits
18%
Operating
38%
Capital
45%
73
Information
Technology
Major Objectives
•Support all technology related hardware/
software for the City.
•Maintain antivirus and other security related
components to keep City data safe.
•Design and support systems that provide
continuity of operations in the event of a system
failure.
•Support Strategic plan objectives as they pertain
to City Technology and communications.
Budget Allocation
Funded by the General Fund, making up 5% of the
fund’s appropriations.
IT
5%General Fund
FY23 Accomplishments
•Finished the rollout of One Drive
•BPSC IT systems deployed and configured
•Updated Commission Room technology for
remote board participation
FY23 Strategic Plans
1.2 (b) Increased Community Engagement in City
Decision Making: Continued improvements to ADA
Compliance
3.1 (d) Police and Fire Technology: Finished assisting
with deployment of body cams, interview rooms,
and in-car systems. New cradle points in fire.
7.3 (b) Systems Integrations: Invoice Cloud and Civic
Rec ties to Naviline, and Avolve/LaserFiche ties
Performance Measurements
FY24 Strategic Plan
3.1 (b) Improve Emergency Preparedness: Phase II
of DR Plan-Business Continuity
3.1 (d) Police and Fire Technology: Fire Station 2
relocation and new equipment for apparatus and
new truck setups
7.3 (c) Improve Department Collaborations: All
users on same version of Office 365 for true
collaboration and archiving and e-discovery
74
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
INFORMATION TECHNOLOGY 010- General Fund 1,531,054 2,316,400 2,603,800 12.4 %
555-Technology Fund — 2,200 — -100.0 %
TOTALS 1,531,054 2,318,600 2,603,800 12.3 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
INFORMATION TECHNOLOGY
Salaries & Benefits 936,069 1,319,400 1,499,700 13.7 %
Operations & Maintenance 541,118 727,600 1,020,800 40.3 %
Capital Outlay 53,132 268,300 80,000 -70.2 %
Debt Service/Loans — — — — %
Transfers Out 735 3,300 3,300 — %
TOTALS 1,531,054 2,318,600 2,603,800 12.3 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
INFORMATION TECHNOLOGY 1910- Information Technology 1,531,054 2,318,600 2,603,800 12.3 %
Salaries & Benefits
Addition of an Applications Support and Integration Specialist (1 FTE)
Operating
Increase due to software maintenance contract increases and renewals as well an increase in consulting
engagements.
Capital
FY24 Capital Project Listing - Information Technology
Fund Division Project #Project Name FY24
10 Information Technology GF080 City-Wide Switches and Routers 55,000
10 Information Technology GF265 Server Replacement Genera Fund 25,000
Information Technology Total 80,000
Information Technology
Salaries & Benefits
58%
Operating
39%
Capital
3%
75
Human Resources
Major Objectives
•Accurately and efficiently process the City’s
payroll and related payments and tax filings
•Administer the City’s employee benefits
•Monitor compliance with labor contracts,
employee handbook, laws, rules, and regulations
•Support Strategic Plan objectives as they pertain
to the City’s workforce
Budget Allocation
Funded by the General Fund, making up 2% of the
fund’s appropriations.
HR
2%
General Fund
FY23 Accomplishments
•Filled five key executive-level positions: 1
Assistant City Manager, 3 Directors, and 1
Deputy Director
•Reduced vacancy rate by 10% and filled 49 out of
55 Short-Term Worker positions in summer of
2022
•Completed internal compensation analysis and
implemented pay increases City-wide
•Negotiated and implemented IAFF and MFPE
contract changes
•Implemented new "Semi-Annual Development
Discussion" program
FY23 Strategic Plans
7.2(a) Employee Excellence: New approach to
employee evaluation designed to focus on coaching
and professional development and to hold
employees and supervisors accountable
7.3(d) Diversity Goals: Continued work on
implementation of Inclusive City Charter initiatives
Performance Measurements
FY24 Strategic Plan
7.2 Employee Excellence: Maintain recruitment
budget to continue efforts to reach diverse, well-
trained, and qualified candidates
7.2(a) Be a “Best in Class” Employer: Increase in
training budget to support professional development
opportunities for HR staff and to provide additional
organization-wide training initiatives. Supervisor/
leadership training for HPO and systems training for
new Payroll Associate continue to be critical.
7.2(d) Set Diversity Goals: Maintain recruitment/
advertisement budget for focused effort on
achieving diversity goals.
76
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
HUMAN RESOURCES 010- General Fund 603,464 982,200 1,078,700 9.8 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
HUMAN RESOURCES
Salaries & Benefits 508,092 777,600 824,600 6.0 %
Operations & Maintenance 95,371 204,600 254,100 24.2 %
Capital Outlay — — — — %
Debt Service/Loans — — — — %
Transfers Out — — — — %
TOTALS 603,464 982,200 1,078,700 9.8 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
HUMAN RESOURCES 2010- Human Resources 603,464 982,200 1,078,700 9.8 %
Salaries & Benefits
Reclassification of HR Associate to Senior HR Associate
Operating
Increase due to City-wide training initiatives and maintenance contracts.
Capital
None
Human Resources
Salaries & Benefits
76%
Operating
24%
77
Planning & Code
(Community Development)
Major Objectives
•Plan for the growth and development of the City
of Bozeman
•Oversee long-range planning, current
development, historic preservation, and related
advisory boards and commissions
•Address City and State ordinances and codes as
they related to the health, safety, and general
quality of life concerns of our residents,
neighborhoods, and community.
Budget Allocation
Funded by Special Revenue, making up 6% of all
Special Revenue Funds' appropriations.
Planning
6%
Special Revenue Fund
FY23 Accomplishments
•Initiated the UDC Revision project, "Building our
Future Together"
•Adopted housing affirmative ordinance revisions
•Invested in Community Development Board
operations
•Hired a Code Compliance Program Manager,
retained Code Compliance staff during transition
•Continued administration of snow removal
compliance and abatement
•Implemented new Code Compliance case
management software, renegotiated short-term
rental (STR) software contract
•Began implementation of new noise ordinance
processes
Performance Measurements
***Efforts are currently underway to implement
technology systems needed to provide data
(Avolve).
•Application Fees: Analyze the percentage of
fees intended to cover costs relative to both
review timeframes and staffing levels
FY24 Strategic Plan
Engaged Community
•1 Outreach
•1.2 (a) Enhance City Committees and
Advisory Boards
Safe, Welcoming Community
•3.1 Public Safety
A Well-Planned City
•4.2 High Quality Urban Approach
•4.3 Strategic Infrastructure Choices
•4.4 Vibrant Downtown, Districts & Centers
•4.5 Housing and Transportation Choices
High Performance Organization
•7.2 Employee Excellence
•7.3 (b) System Integration
78
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
COMMUNITY DEVELOPMENT 100-Community Development Fund 2,610,574 3,436,500 4,231,100 23.1 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
COMMUNITY DEVELOPMENT
Salaries & Benefits 1,786,655 2,362,100 2,783,900 17.9 %
Operations & Maintenance 292,405 605,600 923,000 52.4 %
Capital Outlay 78,459 40,000 25,000 -37.5 %
Debt Service/Loans — — — — %
Transfers Out 453,055 428,800 499,200 16.4 %
TOTALS 2,610,574 3,436,500 4,231,100 23.1 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
COMMUNITY DEVELOPMENT
1610- Planning Operations 1,305,265 1,684,800 2,216,200 31.5 %
1620- Development Review 817,425 1,168,200 1,134,700 -2.9 %
1630- Long-Range Planning 240,775 310,100 444,900 43.5 %
1650- Code Enforcement 200,867 272,800 384,700 41.0 %
1660- Historic Preservation 45,601 — 50,000 — %
1670- Zoning Operations 641 600 600 — %
TOTALS 2,610,574 3,436,500 4,231,100 23.1 %
Salaries & Benefits
Addition of a Planner III - Development Review (1 FTE).
Operating
Increase due primarily to Contracted Services for work on projects including the Unified Development Code (UDC)
update, impact fee study, legislative response, and local historic preservation program and design guidelines.
Capital
FY24 Capital Project Listing - Planning
Fund Division Project #Project Name FY24
100 Planning CD08 Office Reconfigurations 25,000
Planning
Salaries & Benefits
66%
Operating
22%
Capital
1%
Transfers
12%
79
Municipal Court
Major Objectives
•Continue providing an up-to-date court docket.
•Maintain efficient collection of fines and
restitution.
•Apply for funding for the implementation of the
BRIDGERS DUI Treatment Court.
•Moving towards e-filing to facilitate filing
efficiency
Budget Allocation
Funded mainly by the General Fund, Municipal Court
makes up 3% of the fund’s appropriations.
Municipal Court3%General Fund
FY23 Accomplishments
•Moved into Bozeman Public Safety Center
•Transitioned to updated software/database with
training from Office of Supreme Court
Administrator
•Initiated a diversion program for driving while
suspended citations and the insurance program
to assist drivers obtaining valid licenses and
insurance. Approximately 32 people have
obtained a valid driver's license and 75
individuals have provided proof of insurance for
the term of their sentences.
Performance Measurements
FY24 Strategic Plan
3.1 Public Safety: Support high quality public safety
programs, emergency preparedness, facilities, and
leadership.
•Apply for grant funding to start BRIDGERS
DUI Treatment Court
•Continue diversion program
7.2(a) Be a “Best in Class” Employer: Enhance the
attractiveness of the City as a place to work through
salary and benefit packages, workplace amenities
and facilities, as well as professional development.
•Budgeted for increased employee training
•Continue cross training employees
80
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
MUNICIPAL COURT
010- General Fund 1,002,019 1,532,200 1,720,300 12.3 %
178- Veteran Court 98,036 52,000 — -100.0 %
196- COOCLI Grant 45,640 16,400 — -100.0 %
TOTALS 1,145,695 1,600,600 1,720,300 7.5 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
MUNICIPAL COURT
Salaries & Benefits 934,859 1,397,400 1,590,600 13.8 %
Operations & Maintenance 202,261 133,900 129,700 -3.1 %
Capital Outlay 6,692 — — — %
Debt Service/Loans 1,883 900 — -100.0 %
Transfers Out — 68,400 — -100.0 %
TOTALS 1,145,695 1,600,600 1,720,300 7.5 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
MUNICIPAL COURT 1310-Municipal Court 1,145,705 1,435,800 1,540,600 7.3 %
1320- VETS Court (10) 164,800 179,700 9.0 %
TOTALS 1,145,695 1,600,600 1,720,300 7.5 %
Salaries & Benefits
The Municipal Court expects the addition of Case Manager MHCF Grant and Case Manager BJA Grant. Both
positions are currently excluded from the budget, and will be added when the City is formally awarded and the
City Commission accepts the grant.
Operating
Overall reduction in operating budget primarily due to a decrease in contracted services as substitute judges are
now City employees.
Capital
None
Municipal Court
Salaries & Benefits
92%
Operating
8%
81
82
Public Safety
Police- The Police Department budget accounts for
costs associated with providing all law enforcement
services within the city of Bozeman. The general
fund budget primarily supports the operation of the
patrol, investigative, and support services divisions.
Officers from these divisions are responsible for
detecting, preventing, and investigating all crimes
occurring within the city as well as providing a broad
range of public safety services.
Fire - The Fire Department provides fire, rescue,
hazardous materials, and emergency medical
services throughout Bozeman, while ensuring that
firefighters are equipped and trained to nationally
recognized consensus standards.
Additionally the department maintains a fire prevention program that is comprised of fire and life safety
inspections, community outreach, school programs, emergency preparedness, and public education.
Building Inspection (Community Development) - The Building Division unit accounts for expenditures
utilized to monitor construction projects within the city of Bozeman jurisdictional area as allowed by state law.
The intent of this budget unit is to provide guidance and to enforce the minimum building code standards in order
to safeguard life, health, property, and public welfare by regulating and controlling the use, design, quality of
materials, and construction of buildings and structures within the Bozeman city limits.
Parking (Economic Development)- The Parking Services Division (PSD), joined to the Economic Development
Department, has responsibility for managing and enforcing public parking within the City of Bozeman, to include
the Downtown (B-3), MSU & Bozeman High Residential Parking Permit Districts, Bridger Park Downtown Garage,
the Black/Rouse/N Willson/S. Willson surface lots, and on all on-street parking.
83
Police
Major Objectives
•Detect, investigate, and proactively deter
criminal activity.
•Provide assistance to those who cannot care for
themselves or those in danger of physical harm.
•Provide crime prevention and safety education
to schools, civic groups, businesses, and the
public.
•Develop positive programs, in partnership with
the members of our community, to address
public safety issues through community
engagement and outreach.
Budget Allocation
Funded primarily by the General Fund with
additional programs funded by special revenue
funds.
Police
26%
General Fund
FY23 Accomplishments
•Moved primary police operations into Bozeman
Public Safety Center
•Completed the full implementation of body-
worn cameras for all officers
•Worked with various stakeholders to start
mobile crisis response
FY23 Strategic Plans
3.1(d) Update Public Safety Technology Systems:
Integrated BPSC technology with Zuercher records
management system
3.2(c) Develop City/County Social Service Network:
Worked with Gallatin County and other community
partners to implement a Mobile Crisis Response
program
7.3 (c) Improve Departmental Collaboration: worked
with other City departments to develop common
solutions to houseless response
Performance Measurements
FY24 Strategic Plan
1.1(b) Continue to strengthen and innovate in how
we deliver information to the community and our
partners.
3.1(d) Update Public Technology System: Purchase
and implement Secure Warrant and Cellebrite cell
phone technology systems to increase officer
efficiencies and crime solutions.
4.3(d) Explore sustainable technology: Continue to
replace the BPD patrol car fleet with hybrid vehicles
and explore all electric vehicle options.
7.2 Employee Excellence: Recruit, retain, and value a
diverse, well-trained, qualified and motivated team
capable of delivering superior performance. Increase
training for officers and detectives.
84
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
POLICE
010- General Fund 10,866,743 12,692,000 14,212,900 12.0 %
125- Drug Forfeiture 293,612 267,700 262,800 -1.8 %
138- Law & Justice Ctr. Prepaid Rent 19,125 235,900 — -100.0 %
139- Police Special Revenue 20,742 11,000 — -100.0 %
140- Police Domestic Violence 23,165 300 — -100.0 %
501 - BOZ Public Safety Center 21,082,937 2,460,000 — -100.0 %
TOTALS 32,306,323 15,666,900 14,475,700 -7.6 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
POLICE
Salaries & Benefits 9,849,971 11,303,600 12,838,200 13.6 %Operations & Maintenance 1,707,109 1,926,600 1,237,500 -35.8 %
Capital Outlay 20,747,756 2,191,000 382,200 -82.6 %
Debt Service/Loans — 35,000 17,800 -49.1 %
Transfers Out 1,486 210,700 — -100.0 %
TOTALS 32,306,323 15,666,900 14,475,700 -7.6 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
POLICE
3010- Police Operations 29,545,487 12,639,400 10,982,200 -13.1 %
3020- Crime Control & Investigations 2,244,973 2,423,300 2,890,000 19.3 %
3040- Drug Forfeiture 293,612 267,700 262,800 -1.8 %
3070- Animal Control 222,252 336,500 340,700 1.2 %
TOTALS 32,306,323 15,666,900 14,475,700 -7.6 %
Salaries & Benefits
Addition of a Lieutenant (1 FTE), four Police Officers (1 FTE each), two Police Interns, and reclassification of
Sergeant to Lieutenant. There is also 0.5 FTE added to increase the Digital Forensics Analyst position from 0.5 to
1.0 FTE.
Operating
With Police settled into the Bozeman Public Safety Center, operational expenses related to supplies and materials
are anticipated to decrease in FY24 resulting in an overall reduction in operational budget.
Capital1
FY24 Capital Project Listing - Police
Fund Division Project #Project Name FY24
10 Police GF053 Patrol Car & Equipment Replacement 308,200
10 Police GF294 Patrol Car - Additional 74,000
10 Police GF316 Police Body Camera System* 67,000
Police Total 449,200
Police
Salaries &
Benefits
89%
Operating
9%
Capital
3%
—%
85
1 GF316 will not be capitalized and is included in the Operating budget.
Fire
Major Objectives
•Begin construction on Fire Station 2
•Place two, new fire engines in service
•Implement new radio system
•Conduct Self-Assessment process required
for accreditation
Budget Allocation
Fire is supported operationally through the General
Fund and also by various special revenue funds.
FIre
17%
General Fund
General
Fund, 37%
Fire Impact Fees
21%
Fire Capital
& Equipment
12%
GO Bonds
FS2 & Rec
Improv
2%
Fire Station 2 Construction
28%
FY23 Accomplishments
•Relocated Fire Station 1 to BPSC
•Updated Fire Department Strategic Plan
•Conducted two, joint recruit firefighter
academies
FY23 Strategic Plans
1.1 Conduct a Community Risk Assessment and
Standards of Cover
2.1 Prepare the next generation of leaders
3.1(d) Implement the Fire Station Location Plan:
Established BPSC as new FS1 headquarters
Performance Measurements
FY24 Strategic Plan
1.2 Develop public outreach, engagement, and
education
3.1 Develop fire department facilities plan
3.3 Review and update resource deployment
86
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
FIRE
010- General Fund 7,735,154 8,470,400 9,288,500 9.7 %
113- Fire Impact Fees 32,967 28,700 5,327,900 18464.1 %
183- Fire Department Special Revenue 52,895 1,900 — -100.0 %
187- Fire Capital & Equipment 102,478 2,641,700 2,892,800 9.5 %
311- GO Bonds FS2 & Rec Improv — 150,300 509,600 239.1 %
572 - Fire Station 2 Relocation Const 351,500 6,730,000 6,895,700 2.5 %
TOTALS 8,274,993 18,023,000 24,914,500 38.2 %
Department Budget by Category
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
FIRE
Salaries & Benefits 7,083,500 7,527,500 8,252,200 9.6 %
Operations & Maintenance 723,927 857,900 858,500 0.1 %
Capital Outlay 294,318 8,389,300 8,438,700 0.6 %
Debt Service/Loans — 150,300 509,600 239.1 %
Transfers Out 173,248 1,098,000 6,855,500 524.4 %
TOTALS 8,274,993 18,023,000 24,914,500 38.2 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
FIRE
3110- Fire Administration 1,031,236 7,556,700 9,636,600 27.5 %
3120- Fire Operations 7,150,812 10,374,000 15,128,300 45.8 %
3130- Operational Readiness 50,005 51,000 57,000 11.8 %
3140- Fire Prevention 26,021 26,000 26,100 0.4 %
3160- Hazardous Materials 16,920 15,300 14,400 -5.9 %
3180- EMS Ambulance Services — — 52,100 — %
TOTALS 8,274,993 18,023,000 24,914,500 38.2 %
Salaries & Benefits
Addition of three Firefighters (1 FTE each)
Operating
Operating budget is in line with prior year spending.
Capital
FY24 Capital Project Listing - Fire
Fund Division Project #Project Name FY24
113 Fire Impact Fee FIF06 Fire Station 4 Land Acquisition & Design 1,500,000
187 Fire Capital & Equip FE12 Personal Protective Equipment 43,000
Fire
Salaries &
Benefits 33%Operating
3%
Capital
34%
Debt Service
2%
Transfers
28%
87
Building
Inspection
(Community Development)
Major Objectives
•Develop and retain an adequate level of
qualified staff to handle current and projected
workload.
•Build a diverse workforce in both experience and
education without sacrificing our work quality,
service and minimum performance standards.
•Provide staff with the tools and training to be
able to offer consistent inspections even as new
construction methods are introduced to the
community.
Budget Allocation
Department is funded through a Special Revenue
Fund - Building Inspection Fund.
Special Revenue Funds
Planning
6%
FY23 Accomplishments
•Staff retention, training, and advancement
•Continued strides in standardization and
documentation
•New pro-efficiency processes, including mater
building plan review, foundation only permits
Performance Measurements
FY24 Strategic Plan
An Engaged Community
•1.4 Business and Institutional Partnerships
A Safe, Welcoming Community
•3.1 Public Safety
A Well-Planned City
•4.2 High Quality Urban Approach
High Performance Organization
•7.2 Employee Excellence
•7.3 (b) System Integration
88
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
BUILDING INSPECTION 115- Building Inspection Fund 2,845,939 3,792,200 4,539,300 19.7 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
BUILDING INSPECTION
Salaries & Benefits 1,798,975 2,508,300 3,191,000 27.2 %
Operations & Maintenance 548,032 856,600 807,600 -5.7 %
Capital Outlay 157,287 40,000 75,000 87.5 %
Debt Service/Loans — — — — %
Transfers Out 341,646 387,300 465,700 20.2 %
TOTALS 2,845,939 3,792,200 4,539,300 19.7 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
BUILDING INSPECTION 3210-Building Inspection 2,845,939 3,792,200 4,539,300 19.7 %
Personnel
No additional personnel in FY24.
Operating
Overall reduction in operating expenses budgeted in FY24 due primarily to one-time software and computer
supplies purchases in FY23.
Capital
FY24 Capital Project Listing - Building Inspection Fund
Fund Division Project #Project Name FY24
115 Building Inspection CD08 Office Reconfigurations 25,000
115 Building Inspection BI05 Building Vehicle 50,000
Building Inspection Total 75,000
Building Inspection
Salaries & Benefits
70%
Operating
18%Capital
2%
Transfers
10%
89
Parking
(Economic Development)
Major Objectives
•Regulate the use of on-street and off-street
public parking to the best use of our citizens
through equitable enforcement and
management practices.
•Operate the Parking Services Division in an
effective and fiscally sustainable manner.
•Facilitate a prosperous local economic
environment through the provision of safe,
convenient, available, and cost-appropriate
public parking resources.
Budget Allocation
Parking Fund is an enterprise fund.
Parking Revenue
1,287,710
1,154,669
1,088,425
1,142,800
1,191,100
FY20 FY21 FY22 FY23
Proj.
FY24
Adopted
1,000,000
1,100,000
1,200,000
1,300,000
FY23 Accomplishments
•Completed extensive community engagement
regrading on-street paid parking in downtown
core. Researched options for employee parking,
secured site for a second parking garage, and
developed several other recommendations for
the City Commission related to paid parking.
•Developed and began the implementation of
maintenance manual for the Bridger Parking
Garage. The maintenance manual is a
requirement of the federal grant that funded the
garage and will allow the parking garage to
remain in good working order for the entirety of
its useful life.
•Created a Lead Parking Compliance Officer
position. This position adds another rung to the
job ladder for parking compliance officers.
FY23 Strategic Plans
4.2 High Quality Urban Approach: Continue to evolve
our parking management program with bold
solutions to our management challenges, including
the on-street paid parking proposal.
7.2 Employee Excellence: Parking has taken a
dedicated approach to providing excellent customer
service to the public and to encourage professional
development.
7.3 Improve Departmental Collaboration: Parking
services routinely assists Police, Streets, and Public
Works in providing excellent service to the public.
Performance Measurements
***Systems are currently being implemented to
collect and analyze data.
•Median Parking Occupancy: Track occupancy of block faces within the Downtown Parking Benefit Zone, public lots, and parking structures to monitor exceedance of target range of 75-85%
average occupancy within all parking
enforcement areas.
•Parking Permit Utilization: Track total number of parking permits available within restricted areas and total number of permits issued to monitor parking
permit utilization and occupancy across
permit area.
•Parking Complaint Response: Track the proportion of parking complaints in which parking enforcement officers are able to respond.
FY24 Strategic Plan
4.2 (c) Parking Management by District: Parking
Services will utilize the new parking management
plan to better align management strategies and
enforcement resources.
7.3 (d) Update Departmental Plans: Parking Services
plans to update the outdated 2016 Downtown
Strategic Parking Management Plan, 20/26 tasks
have been completed.
7.5 Funding and Delivery of City Services: Parking
Services aims to adjust permit rates and citation
fines to better reflect costs associated with
operating parking facilities, enforcement operations
and technology, and personnel time dedicated to
each task.
90
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
PARKING 650- Parking Enterprise Fund 1,018,093 1,432,400 1,916,900 33.8 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
PARKING
Salaries & Benefits 386,769 515,200 591,200 14.8 %
Operations & Maintenance 477,292 577,600 693,900 20.1 %
Capital Outlay 66,666 212,100 500,000 135.7 %
Debt Service/Loans — — — — %
Transfers Out 87,366 127,500 131,800 3.4 %
TOTALS 1,018,093 1,432,400 1,916,900 33.8 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
PARKING
3310- Parking Administration 452,398 482,400 525,800 9.0 %
3320- Parking Operations/Enforcement 325,508 423,400 578,000 36.5 %
3330- Parking Garage Operations 240,186 526,600 813,100 54.4 %
TOTALS 1,018,093 1,432,400 1,916,900 33.8 %
Salaries & Benefits
The Parking Fund include budget in FY24 to pay for 0.5 FTE of the Facilities Worker added in FY24. This position
will spend half it's time supporting the Parking Garage.
Operating
Increase due primarily to contracted services for consultant to draft a new Strategic Parking Management Plan.
Capital
FY24 Capital Project Listing - Parking Fund
Fund Division Project #Project Name FY24
650 Parking Fund P030 Mobile LPR Technology 100,000
650 Parking Fund P031 Crack Repair Bridger Garage 250,000
650 Parking Fund P034 Fixed LPR Technology 150,000
Parking Total 500,000
Parking
Salaries & Benefits
31%
Operating
36%
Capital
26%
Transfers, 7%
91
92
Public Works
Public Works Administration - Public Works administration oversees
and supports the Public Works divisions.
Engineering - Provide professional level technical support to the other
Public Works divisions and other City Departments.
GIS & Asset Management (Strategic Services) - Geographic
Information System provides the foundation for data collection, analysis
and visualization for many aspects of city government. Asset Management
leverages this data to minimize risk and life-cycle costs to effectively deliver
best-in-class service throughout the community.
Solid Waste - The Solid Waste Division (SWD) proudly serves the City of Bozeman Solid Waste customers by
providing them with a myriad of programs and services that effectively and efficiently manage municipal solid
waste generated within the Bozeman City limits.
Stormwater - Manage stormwater infrastructure through maintenance, improvement, and repair activities to
ensure the adequate control and conveyance of urban stormwater runoff, reducing the City’s liability associated
with flooding. Protect and improve waterway health and treatment infrastructure projects to safeguard the
public, environment, and local waterways from pollution.
Streets Maintenance - The goal of the Street Maintenance division is to help provide for a network of safe
roadways for the traveling public and access to desired destinations in a quick, convenient, safe and comfortable
manner while minimizing harmful effects on the environment.
Vehicle Maintenance - The Vehicle Maintenance budget unit accounts for the costs of repairing and
maintaining vehicles of the City. The budget unit operates under an internal service fund. Charges are assessed
against departments, which have vehicles repaired.
Wastewater – Operations - Providing and maintaining a wastewater collection system for the City. The
Division maintains a program of inspecting, cleaning, root cutting, repairing sanitary sewer mains and manholes,
and tapping for new wastewater stubs. Wastewater operations is also responsible for maintaining the City’s eight
sanitary sewer lift stations.
Wastewater - Water Reclamation Facility (WRF) - The WRF is an award-winning plant with the main
objective being to protect and enhance the water quality of the East Gallatin River where it discharges. Through
its beneficial reuse program, the WRF maintains compliance with the Montana Pollutant Discharge Elimination
System (MPDES) discharge permit administered by the DEQ.
Water – Operations - Operating and maintaining the City’s water transmission and distribution system. We are
responsible for: locating, maintaining, and repairing existing water lines and appurtenances; overseeing
installation of new water lines; installing and rotating water meters and reading all meters monthly.
Water - Water Treatment Plant (WTP) - Water Treatment Plants maintain a quality drinking water supply.
The City has 2 WTPs: 22 Million Gallon Per Day (MGD) Sourdough Plant and 3.7 MGD Lyman Creek Plant. All plants
are operated 24 hours per day, 365 days per year.
Water - Water Conservation - Protect and enhance water resources through conservation in order to meet
the IWRP’s 50-year demand reduction target.
93
Public Works
Admin
Major Objectives
•Coordinate the activities of the Public Works
Department.
•Establish and maintain policies, procedures, and
protocol for the department’s functions.
•Provide general oversight of activities affected by
new federal and state mandates.
•Assure master plan implementation is cost-effective
and that infrastructure improvements are
constructed in a quality manner to provide reliable
service for immediate and long-term needs.
Budget Allocation
Public Works Admin Internal Service Fund
Admin
32%
FY23 Accomplishments
•The Administrative Division successfully hired a
Director of Transportation and Engineering and a City
Engineer.
•Placed in service, redundant 30" treated water line
from plant to Sourdough tank.
•Signed lease for office space at 7 E. Beall for
Stormwater and Water Conservation.
FY23 Strategic Plans
4.3 Strategic Infrastructure Choices: Valley Center (Silos)
and Riverside Lift Station Agreements, N 3rd Water,
Sewer, Street Renovation Agreement
4.5 Housing and Transportation Choices: USD Updates
to parking and transportation, BZN SAFE Plan
7.3 Best Practices, Creativity, and Foresight:
Infrastructure Design Review process modernization
Performance Measurements
This function oversees the performance of all of Public
Works.
FY24 Strategic Plan
Oversee all of Public Works Strategic Plan efforts in
FY24.
94
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
PUBLIC SERVICE 750- Public Services Admin. 1,230,277 2,195,100 2,201,400 0.3 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
PUBLIC SERVICE
Salaries & Benefits 550,582 1,031,600 1,068,200 3.5 %
Operations & Maintenance 308,312 446,700 337,200 -24.5 %
Capital Outlay 27,539 — — — %
Debt Service/Loans 22,198 89,700 93,300 4.0 %
Transfers Out 321,646 627,100 702,700 12.1 %
TOTALS 1,230,277 2,195,100 2,201,400 0.3 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
PUBLIC SERVICE 4010- Public Works Admin 1,230,277 2,003,600 2,081,500 3.9 %
4090- Director of Utilities — 191,500 119,900 -37.4 %
TOTALS 1,230,277 2,195,100 2,201,400 0.3 %
Salaries & Benefits
No additions in FY24.
Operating
Overall decrease in operating budget for FY24 primarily due to a high FY23 projection for snow removal due to
significant weather events.
Capital
None
Public Works Administration
Salaries & Benefits
49%
Operating
15%Debt Service
4%
Transfer
32%
95
Engineering
Major Objectives
•Design and oversee construction of the annual
street, water, and wastewater replacement
projects
•Review and ensure that public infrastructure
installed by private sector conforms to the City’s
standards
•Develop and implement the City’s water,
wastewater, stormwater, water resources, and
transportation master plans and associated
capital budgets
Budget Allocation
Engineering personnel and basic operating costs are
funded Public Works Admin Internal Service Fund:
Engineering
43%
FY23 Accomplishments
•Griffin Drive Reconstruction (Western Half)
•WRF Solids Handling Expansion (50% Complete)
•Sourdough Fuels Reduction – Phase 1 and 2
•Wastewater Facility Model Update – continuing
Phase 2
•Various chip seal and mill overlay work
•Development Review (>500 completed)
FY23 Strategic Plans
4.3 Davis Lift Station/E. Norton Interceptor and
Trunk Sewer
4.5 Completed Street Improvements on Griffin Drive,
including bike and pedestrian facilities
4.3(f) Hired new TDM coordinator to work on the
enhancement of non-motorized transportation
7.3 Participated in Avolve system implementation
for development review and expanded use of
Smartsheets for better collaboration
Performance Measurements
FY24 Strategic Plan
Work with new Director of Transportation and
Engineering on priorities including:
•Design standards
•Comprehensive City Stormwater Master Plan
•Modernize old processes (Avolve, Smartsheets,
Field bases system for quicker occupancy
inspections, training, SOP, etc.)
96
FY24 Budget
Department Budget by Fund
Division Fund FY22 Actual FY23 Projected FY24 Adopted % Change
ENGINEERING 750- Public Services Admin. 1,582,507 2,422,900 2,891,000 19.3 %
Department Budget by Category
Division Category FY22 Actual FY23 Projected FY24 Adopted % Change
ENGINEERING
Salaries & Benefits 1,308,383 1,994,300 2,205,300 10.6 %
Operations & Maintenance 246,443 428,600 685,700 60.0 %
Capital Outlay 12,408 — — — %
Debt Service/Loans 15,274 — — — %
Transfers Out — — — — %
TOTALS 1,582,507 2,422,900 2,891,000 19.3 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
PUBLIC WORKS ADMIN 4020- Engineering 1,582,507 2,422,900 2,891,000 19.3 %
Salaries & Benefits
Addition of two short-term worker Engineering Inspectors.
Operating
Increase due to contracted services for Engineering Design Standards Phase 2, Transportation Master Plan
Update, and federal grant writing assistance to pursue and apply for federal transportation grants.
Capital
There are many capital projects planned for FY24. See the Capital Project Listing on pages 157-160 for the detailed capital listing.
Engineering
Salaries & Benefits
76%
Operating
24%
97
GIS/Asset
Management
(Strategic Services)
Major Objectives
•Reduce operations & maintenance costs by
leveraging data to be more efficient
•Plan for future growth while mitigating issues
related to aging infrastructure
•Measure, monitor and communicate
performance for city services
•Engage citizens and provide transparency to
effectively communicate value
Budget Allocation
Funded by the Public Works Admin Internal Service
Fund
GIS/Asset
Management
25%
FY23 Accomplishments
•ArcGIS portal for Engineering, Parks, Streets and
Police
•Cityworks Mobile for Parks and inspections for
Water Conservation
•Onboarding of all new staff
FY23 Strategic Plans
7.3 (b) System Integration: Avolve Infrastructure
Acceptance for Engineering
7.4 (a) Develop Analysis Tools: Community Plan
Dashboard
7.4 (d) Strategic Municipal Service Delivery
Expectations: National Community Survey
Performance Measurements
FY24 Strategic Plan
3.1 Public Safety: Expand GIS Services to the Police
Department
6.6 Habitat: Finalize Gallatin Valley Sensitive Lands
Protection Plan
7.3 Best Practices, Creativity & Foresight: Implement
Systems for Utility Modeling (Innovyze), Long Range
Planning (CIP), and the Development Process
(Avolve)
98
FY24 Budget
Department Budget by Fund
Division Fund FY22 Actual FY23 Projected FY24 Adopted % Change
GIS/ASSET MANGT 750- Public Services Admin. 1,012,334 1,631,100 1,704,700 4.5 %
Department Budget by Category
Division Category FY22 Actual FY23 Projected FY24 Adopted % Change
GIS/ASSET MANAGEMENT
Salaries & Benefits 594,236 910,500 936,200 2.8 %
Operations & Maintenance 373,797 670,600 573,500 -14.5 %
Capital Outlay 44,300 50,000 195,000 290.0 %
Debt Service/Loans — — — — %
Transfers Out — — — — %
TOTALS 1,012,334 1,631,100 1,704,700 4.5 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
STRATEGIC SERVICES 4025- GIS/Asset Mgmt 1,012,334 1,631,100 1,704,700 4.5 %
Personnel
No additions in FY24.
Operating
Overall decrease in operating budget for FY24 primarily due to $200k budgeted in contracted services for Sensitive
Lands Study in FY23.
Capital
FY24 Capital Project Listing - Public Works Administration Fund
Fund Division Project #Project Name FY24
750 Public Works Administration GIS04 Aerial Photography 65,000
750 Public Works Administration GIS09 LiDAR 65,000
750 Public Works Administration GIS10 Land Cover Acquisition 65,000
GIS Total 195,000
GIS Asset Management
Salaries & Benefits
55%
Operating
34%
Capital, 11%
99
Solid Waste
Major Objectives
•Offer quality service to the residents of Bozeman
•Promote waste reduction thru recycling efforts
•Optimize operational efficiencies
Budget Allocation
Solid Waste Fund – Enterprise Fund
Solid Waste Fund Revenue
4,721,805 5,027,570 5,850,438
6,916,000 7,592,000
FY20
Actual
FY21
Actual
FY22
Actual
FY23
Proj.
FY24
Adopted
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
The Division also oversees the Landfill Post Closure
fund.
FY23 Accomplishments
•Pilot program for bear-resistant containers
outreach program
•Change collection times in bear conflict
zones
•Educational materials: How to reduce
bear attractants around your home
•Support and & Collaboration with
following groups:
•Sierra Club
•Greater Yellowstone Coalition
•People & Carnivores
•Animal Welfare Institute
FY23 Strategic Plans
6.3 (b) Increase Solid Waste Recycling Services.
Adopt incentive programs to increase the public’s
utilization of city recycling and solid waste services.
Performance Measurements
•Tonnage per Residential Customer: Measure the pounds of refuse and recycling per customer per collection event to measure the impact of
the waste diversion programs.***Methodology is currently being developed
based on recently implemented systems to track the
necessary data.
FY24 Strategic Plan
1.3 (c) Enhance our relationship with Montana State
University: Continue working with MSU to enhance
the collection and processing of recycling and
organic waste streams on MSU campus
6.3 (b) Increase Solid Waste Recycling Services.
Adopt incentive programs to increase the public’s
utilization of city recycling and solid waste service:
•Efforts underway in a feasibility study on City-
wide recycling and organics collection program
delivery due fall of 2023.
•Adding ReCollect Software to our webpage to
educate and communicate with customers on
reduced contamination, lower call volumes,
increased diversion, proper recycling habits,
and methods to build actionable insight.
100
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
SOLID WASTE 640- Solid Waste Fund 4,819,934 6,773,900 6,981,200 3.1 %
641 - Landfill Post Closure (33,087) 634,000 740,000 16.7 %
TOTALS 4,786,847 7,407,900 7,721,200 4.2 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
SOLID WASTE
Salaries & Benefits 1,722,989 2,055,200 2,255,000 9.7 %
Operations & Maintenance 2,027,770 2,892,800 3,309,100 14.4 %
Capital Outlay 101,824 1,426,000 660,000 -53.7 %
Debt Service/Loans — — — — %
Transfers Out 934,264 1,033,900 1,497,100 44.8 %
TOTALS 4,786,847 7,407,900 7,721,200 4.2 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
SOLID WASTE
5810-Collection Operation 4,480,033 6,135,100 6,154,200 0.3 %
5820- Recycling 339,901 638,800 827,000 29.5 %
5910- Landfill Post Closure (33,087) 634,000 740,000 16.7 %
TOTALS 4,786,847 7,407,900 7,721,200 4.2 %
Salaries & Benefits
No additions in FY24.
Operating
Changes are due to increases in fuel costs and repair & maintenance expenses as the fleet ages.
Capital2
FY24 Capital Project Listing - Solid Waste Funds
Fund Division Project #Project Name FY24
640 Solid Waste SW58 Roll Off Truck 250,000
640 Solid Waste SW59 Solid Waste Rate Study* 70,000
641 Landfill Closure Costs SW71 Landfill South SVE Wells 70,000
641 Landfill Closure Costs SW72 Landfill East SVE Wells 340,000
Solid Waste Total 730,000
Solid Waste
Salaries & Benefits
29%
Operating
43%
Capital
9%
Transfers, 19%
101
2 SW59 will not be capitalized and is included in the Operating budget.
Stormwater
Major Objectives
•Protect the public from flooding and pipe
failures
•Reduce discharge volume and improve the
quality of stormwater discharges to surface
waters
•Comply with environmental regulations
Budget Allocation
Stormwater Fund – Enterprise Fund
Storm Water Fund Revenue
1,527,575 1,634,171
2,884,347
2,119,600
2,616,600
FY20
Actual
FY21
Actual
FY22
Actual
FY23
Proj.
FY24
Adopted
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
FY23 Accomplishments
•Installed a UV-cured CIPP liner in one of
Bozeman's oldest and largest stormwater mains
•Worked with consultant to begin updating the
2008 Stormwater Facilities Plan
•Adapted processes to a new MS4 Permit
alongside MSU
•Removed over 100 tons of sediment and
pollutants from stormwater infrastructure
FY23 Strategic Plans
1.2 An Engaged Community: Community
Engagement
4.3 Strategic Infrastructure Choices
6.1 Clean Water Supplies
Performance Measurements
FY24 Strategic Plan
•4.3 Strategic Infrastructure Choices
•6 A Sustainable Environment
•Climate Vulnerability Assessment & Resiliency
Strategy
102
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
STORMWATER 670- Stormwater Fund 1,527,937 3,491,800 2,497,600 -28.5 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
STORMWATER
Salaries & Benefits 595,618 812,800 931,300 14.6 %
Operations & Maintenance 134,326 162,200 280,300 72.8 %
Capital Outlay 391,376 1,612,700 649,600 -59.7 %
Debt Service/Loans 115,538 115,500 116,400 0.8 %
Transfers Out 291,080 788,600 520,000 -34.1 %
TOTALS 1,527,937 3,491,800 2,497,600 -28.5 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
STORMWATER
4510- Admin., Enforc. & Mapping 896,529 2,935,400 2,182,500 -25.6 %
4520- Operations & Mtc. 241,235 300,000 315,100 5.0 %
4530- Construction 390,173 256,400 — -100.0 %
TOTALS 1,527,937 3,491,800 2,497,600 -28.5 %
Salaries & Benefits
No additions in FY24.
Operating
Increases to the operating budget are due to significant increases in the cost for utility locates and greater
demands for repair and maintenance on vehicles that were scheduled to be replaced but have not yet, due to the
limited availability of new vehicles.
Capital3
FY24 Capital Project Listing - Stormwater Fund
Fund Division Project #Project Name FY24
670 Stormwater STDM04 Historic Pipe Replacement Program 300,000
670 Stormwater STDM05 Annual Unplanned Pipe Rehab 49,600
670 Stormwater STDM18 Stormwater Rate Model Study* 50,000
670 Stormwater STRH01 Downtown Mech Storm 300,000
Stormwater Total 699,600
Stormwater
Salaries & Benefits
37%
Operating
11%
Capital
26%
Debt Service
5%
Transfers
21%
103
3 STDM18 will not be capitalized and is included in the Operating budget.
Street
Maintenance
Major Objectives
•Implement an efficient pavement management
plan, in turn creating yearly maintenance
programs for failing street infrastructure.
•Utilize pavement condition assessment for
planning and scheduling our repairs from
potholes to complete reconstruction
•Maintain City-owned paths, sidewalks, bike
lanes, and streets to allow all forms of
transportation to move in a safe and prudent
manner.
Budget Allocation
Street Maintenance is primarily funded by special
revenue with some street projects also funded by
the Arterial & Collector District and Street Impact
Fee funds.
Street
Maintenance
Fund
57%
Street Impact Fees
25%Street Arterial
Construction
12%
Lighting Districts
3%
Street Reconstruction
3%
FY23 Accomplishments
•Regraveled and paved sections of Mcllhattan Road
•Maintained zero pothole damage claims
•Worked with the Community Engagement
Coordinator to complete the art project at Babcock
and S. Black.
FY23 Strategic Plans
1.1 Outreach: Assisted other agencies with urban
camping cleanup
1.2 Community Engagement: Continued work with
Communications staff on temporary traffic calming
and walk audits.
Performance Measurements
FY24 Strategic Plan
1.4 Business and Institutional Partnerships: Continue
to work with HRDC for Streamline signage, Huffing
for Stuffing race for the Food Bank, and provide
space for the refrigerated trailer for Thanksgiving
turkey distribution.
6.6 Habitat: Identify wildlife corridors, Highland
Boulevard and S. 3rd signage for Wildlife Crossing to
make drivers aware of animal crossings
7.1 (b) Values-Driven Culture; Create a Culture of
Innovation: Work on new ideas to increase
productivity and decrease emissions.
104
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
STREETS
010- General Fund — — — — %
108- Community Transportation Fund 22 — — — %
110- Gas Tax Fund 2,177,017 1,901,300 — -100.0 %
111- Street Maintenance Fund 7,480,376 10,952,000 10,913,100 -0.4 %
114- Street Impact Fees 3,225,421 11,650,700 4,758,800 -59.2 %
141- Street Arterial Construction 2,007,910 4,944,900 2,245,500 -54.6 %
Various- Lighting Districts 422,391 426,400 542,500 27.2 %
500- Construction Project — 199,600 — -100.0 %
504- Street Reconstruction 236,206 1,138,700 612,000 -46.3 %
506- SID 747 Manley Road 13,372 402,200 — -100.0 %
TOTALS 15,562,716 31,615,800 19,071,900 -39.7 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
STREETS
Salaries & Benefits 1,854,856 2,560,800 2,814,900 9.9 %
Operations & Maintenance 3,052,263 3,183,800 3,676,800 15.5 %
Capital Outlay 6,633,142 22,168,900 9,468,900 -57.3 %
Debt Service/Loans 240,537 321,500 213,800 -33.5 %
Transfers Out 3,781,918 3,380,800 2,897,500 -14.3 %
TOTALS 15,562,716 31,615,800 19,071,900 -39.7 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
PUBLIC WORKS
4110- Street Operations 7,248,362 16,784,400 11,549,600 -31.2 %
4120- Street Maintenance 2,231,132 1,902,300 1,169,500 -38.5 %
4130- Street Construction 5,087,989 11,445,700 4,825,900 -57.8 %
4150- Street Lighting 534,415 526,200 643,700 22.3 %
4171- Traffic Signs & Markers 460,819 957,200 883,200 -7.7 %
TOTALS 15,562,716 31,615,800 19,071,900 -39.7 %
Salaries & Benefits
No additions in FY24.
Operating
Increase in operational costs due primarily to moving
general street maintenance including mill/overlay
from capital into the operating budget to comply
with accounting policies.
Capital
There are many capital projects planned for FY24.
See the Capital Project Listing on pages 157-160 for
the detailed capital listing for the Street
Maintenance Fund, Street Impact Fee Fund, Arterial
& Collector Fund and Construction Funds which
includes the Street Reconstruction Fund.
Street Maintenance
Salaries & Benefits
15%
Operating
19%
Capital
50%
Debt Service
1%
Transfers
15%
FY24 Street Maintenance Capital - Totals by Fund
Fund Division FY24
111 Street Maintenance 2,371,900
114 Street Impact Fee 4,400,000
141 Arterial & Collector District 2,085,000
504 Street Reconstruction 612,000
Total 9,468,900
105
Vehicle
Maintenance
Major Objectives
•To maintain vehicles and equipment in good
running condition thereby enabling various City
personnel to perform daily assignments safely
and without delay due to mechanical failure or
breakdown.
•The Division emphasizes the importance of
having a well-structured preventative
maintenance program in place for all equipment
and vehicles.
Budget Allocation
Internal Service Fund- Vehicle Maintenance Internal
Service Fund and its services are billed out to other
funds
FY23 Accomplishments
•Maintained emergency services fleet (Fire and
Police) at the highest level
•Maintained and repaired essential services
(Streets, Solid Waste, and Water/Wastewater) at
the highest level
•Responded to breakdowns, as needed
FY23 Strategic Plans
4.3(d) Strategic Infrastructure Choices: Explore
sustainable technology by pursuing and preparing
for an electric and alternative fueled fleet.
6.2 Protect Local Air Quality: Maintain a robust
preventative maintenance program so engines do
not exceed their design emission levels.
7.2 Employee Excellence: Offer the best in class work
place amenities and facilities.
Performance Measurements
•Preventative and Reactive Maintenance: Calculate and monitor
preventative vs reactive maintenance.
***Working with Asset Management to implement
the necessary system changes to be able to
accurately track this information for future years
FY24 Strategic Plan
7.2 Protect local Air Quality: Any time we diagnose
an emissions problem it is repaired.
7.2 Employee Excellence: Our mechanics are the best
in the valley maybe even the state.
7.3(c) Best Practices, Creativity & Foresight: Improve
Departmental Collaboration. Work with departments
on their vehicle purchases considering serviceability,
environmental and climate influence and alternative
propulsion systems.
106
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
VEHICLE MAINTENANCE 710- Vehicle Maintenance Fund 1,813,813 2,085,300 2,929,600 40.5 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
VEHICLE MAINTENANCE
Salaries & Benefits 678,158 840,500 1,029,200 22.5 %
Operations & Maintenance 928,218 988,000 987,900 — %
Capital Outlay — 45,000 120,000 166.7 %
Debt Service/Loans — — — — %
Transfers Out 207,438 211,800 792,500 274.2 %
TOTALS 1,813,813 2,085,300 2,929,600 40.5 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
VEHICLE MAINTENANCE 6010- Vehicle Maintenance Shop 1,813,813 2,085,300 2,929,600 40.5 %
Salaries & Benefits
No additions in FY24.
Operating
No change in budget for FY24.
Capital
FY24 Capital Project Listing - Vehicle Maintenance Fund
Fund Division Project #Project Name FY24
710 Vehicle Maintenance VM05 Vehicle Maintenance Service Truck 120,000
Vehicle Maintenance
Salaries & Benefits
35%Operating
34%
Capital
4%
107
Wastewater
Operations
Major Objectives
•Maintain over 250 miles of wastewater
collection system including manholes,
wastewater collection, and lift stations
•Clean collections system to minimize stoppages
•Video inspect sewer infrastructure to determine
problems to help troubleshoot and prioritize
repair and deferred maintenance
Budget Allocation
Operations are funded by the Wastewater Enterprise
Fund and new capacity projects are funded by the
Wastewater Impact Fee Fund.
Distribution of Wastewater Budget
Water
Reclamation
Facility, 44%Wastewater
Operations,
56%
FY23 Accomplishments
•Continued to keep a low number of sanitary
sewer overflow events by way of preventative
maintenance
•Worked with Engineering and a consulting
engineer to develop an effective mechanism to
help prioritize sewer main replacement
FY23 Strategic Plans
4.3(b) Strategic Infrastructure Choices: In a year of
challenges to get projects started, the following
projects should break ground toward the end of
FY23:
•Sewer Lining on N. 19th, south of College
•Sewer Main Replacement in Main St. area
Performance Measurements
FY24 Strategic Plan
4.1 Strategic Infrastructure Choices: Replace sewer
main from Church to Bozeman on Main Street, reline
existing 21" pipe between Oak and Rouse
7.4 (a) Performance Metrics: Continue implementing
Infoasset Planner to help us make risk-based
deferred maintenance decisions
Community Affordable Housing: Allotted $3 million
to build a new sewer lift station on Valley Center to
unlock 600 acres of developable area for a future
housing development, allotted $204,000 to install
new sewer main along N. 3rd for future housing
development.
108
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
WASTEWATER OPERATIONS
620- Wastewater Fund 2,514,068 5,616,400 10,973,550 95.4 %
621- EPA Grant — — — — %
623- Davis/Norton Lift Station 1,227,446 1,104,700 1,100,600 -0.4 %
630- Wastewater Impact Fee 192,207 331,600 302,100 -8.9 %
TOTALS 3,933,721 7,052,700 12,376,250 75.5 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
WASTEWATER OPERATIONS
Salaries & Benefits 859,710 1,222,700 1,279,100 4.6 %
Operations & Maintenance 671,110 869,400 809,300 -6.9 %
Capital Outlay 303,845 2,505,900 7,794,000 211.0 %
Debt Service/Loans 1,060,566 1,104,700 1,100,600 -0.4 %
Transfers Out 1,038,490 1,350,000 1,393,250 3.2 %
TOTALS 3,933,721 7,052,700 12,376,250 75.5 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
WASTEWATER OPERATIONS
5210- Wastewater Operations 2,551,938 4,565,700 3,859,550 -15.5 %
5220- Utilities Locates 99,739 125,700 141,000 12.2 %
5230- Wastewater Services 1,216 4,000 4,000 — %
5240- Wastewater Construction 1,244,727 2,332,700 8,329,600 257.1 %
5250- Manholes 23,802 10,000 25,000 150.0 %
5260- Televising 8,492 9,600 12,100 26.0 %
5280- Main Repairs 3,807 5,000 5,000 — %
TOTALS 3,933,721 7,052,700 12,376,250 75.5 %
Salaries & Benefits
Addition of a Water/Sewer Operator for Meters (1
FTE), funded 50% by Water and 50% by Wastewater
and reclassification of Operator to Leadworker,
funded 50% by Water and 50% by Wastewater.
Operating
Slight reduction in budgeted operating expenses in
FY24 due to one-time, contracted services expense
in FY23 related to improving the safety at four of the
lift stations.
Capital
See the Capital Project Listing on pages 157-160 for
the detailed capital listing for the Wastewater Fund
and Wastewater Impact Fee Fund.
Wastewater Operations
Salaries & Benefits
10%
Operating, 7%
Capital
63%
Debt Service
9%Transfers
11%
FY24 Wastewater Capital - Totals by Fund
Fund Division FY24
620 Wastewater 7,574,000
630 Wastewater Impact Fee 220,000
Total 7,794,000
109
Wastewater
Water Reclamation Facility
Major Objectives
•Protect and enhance the water quality of the
East Gallatin River.
•Consistently achieve compliance with all aspects
of the City’s Discharge permit (MPDES) and
operate below allotted limits.
•Comply with all EPA 503 Bio-solids requirements
and regulations, minimizing unpleasant orders.
•Maintain the mechanical reliability of the WRF to
ensure uninterrupted operations.
Budget Allocation
Distribution of Wastewater Budget
Water
Reclamation
Facility
44%Wastewater
Operations
56%
FY23 Accomplishments
•Met Montana Department of Environmental
Quality discharge permit requirements. No
permit violations.
•Maintained an aggressive, proactive
preventative vs. corrective maintenance
program with no major breakdowns.
•Continued with optimization of WRF biogas
system, saving on natural gas expense
FY23 Strategic Plan
1.3(c) Enhance our relationship with State and
Federal Agencies: The WRF has an ongoing Wetland
pilot project in partnership with MSU and MT DEQ.
6.1(a) The WRF main objective is to protect the East
Gallatin River. The Bozeman WRF discharges a best
in class product to the outflow. Because the WRF is a
biological nutrient removal facility (BNR) no
chemicals are used in the processing of the
wastewater.
Performance Measurements
FY24 Strategic Plan
1.3 Public Agencies Collaboration: WRF collaborates
with MSU and DEQ and also provides educational
tours for students of all ages.
6.1 Clean Water Supplies: The WRF will continue to
recycle the city of Bozeman wastewater to a best in
class product.
6.3 Climate Action: Continue work on the in-house
biogas optimization plan.
110
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
WATER RECLAMATION
FACILITY
620- Wastewater Fund 7,076,984 5,907,500 6,817,550 15.4 %
621- EPA Grant — — — — %
622- WW Reclamation Facility 1,620,139 1,621,700 1,627,100 0.3 %
630- Wastwater Impact Fee — — 1,200,000 — %
TOTALS 8,697,123 7,529,200 9,644,650 28.1 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
WATER RECLAMATION
FACILITY
Salaries & Benefits 1,204,969 1,454,700 1,697,100 16.7 %
Operations & Maintenance 1,928,628 2,153,700 2,099,000 -2.5 %
Capital Outlay 3,039,103 1,119,000 2,910,000 160.1 %
Debt Service/Loans 1,620,139 1,621,700 1,627,100 0.3 %
Transfers Out 904,284 1,180,100 1,311,450 11.1 %
TOTALS 8,697,123 7,529,200 9,644,650 28.1 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
WATER RECLAMATION
FACILITY
5610- WRF Operations 6,117,888 4,814,600 5,515,550 14.6 %
5620- Laboratory 518,702 466,000 634,900 36.2 %
5630- Sludge Injection 436,138 573,200 608,000 6.1 %
5640- Pretreatment 4,256 53,700 59,100 10.1 %
5650- WRF Construction 1,620,139 1,621,700 2,827,100 74.3 %
TOTALS 8,697,123 7,529,200 9,644,650 28.1 %
Salaries & Benefits
No additions in FY24.
Operating
Slight decrease in operating budget for FY24.
Capital
See the Capital Project Listing on pages 157-160 for
the detailed capital listing for the projects specific to
the Water Reclamation Facility in the Wastewater
Fund and Wastewater Impact Fee Fund.
FY24 Wastewater Capital - Totals by Fund
Fund Division FY24
620 Wastewater 1,710,000
630 Wastewater Impact Fee 1,200,000
Total 2,910,000
Water Reclamation Facility
Salaries & Benefits
18%
Operating
22%Capital
30%
Debt Service
17%
111
Water
Operations
Major Objectives
•Maintain over 300 miles of the water
transmission and distribution system.
•Locate, maintain, and repair existing water lines
and appurtenances.
•Oversee the installation of new water lines.
•Install and rotate meters and read all meters
monthly.
•Respond to water distribution problems 24
hours a day, 7 days a week.
Budget Allocation
Operations are funded by the Water Enterprise Fund
and new capacity projects are funded by the Water
Impact Fee Fund.
Distribution of Water Budget
Water
Operations,
43%
Water
Treatment
Plant, 41%
Water Conservation 5%
FY23 Accomplishments
•Fixed 18 broken valves in less than one month
during past summer
•Leak detected 2715 hydrants and fixed 10 leaks
FY23 Strategic Plans
4.3 Strategic Infrastructure Choices - Prioritize long-
term investment and maintenance for existing and
new infrastructure. (d) Explore sustainable
technology: Switched to cloud-based meter reading
software with more options to assist with
troubleshooting water issues and a broader platform
for more staff to monitor. Replaced two meter
gateways that allowed the reading of a significant
number of water meters without driving on site.
Performance Measurements
FY24 Strategic Plan
•Commission Focus on Water Conservation
•Explore and implement another leak
detection method using permanent leak
loggers located on fire hydrants. First
step will be to explore a small pilot of 25
units.
•Test satellite leak detection
•Water Service Inventory
•Identify any potential galvanized or lead
services and investigate and replace any
of these leftover service. Inventory is
required by EPA and MT DEQ and needs
to completed October 2024.
•Commission Focus on Housing
•Install a new water main adjacent to a
housing project on N. 3rd between
Peach and Tamarack.
112
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
WATER OPERATIONS 600- Water Fund 5,128,626 10,171,900 7,875,600 -22.6 %
610- Water Impact Fees 1,117,914 610,000 821,200 34.6 %
TOTALS 6,246,540 10,781,900 8,696,800 -19.3 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
WATER OPERATIONS
Salaries & Benefits 1,248,841 1,655,200 2,067,000 24.9 %
Operations & Maintenance 1,246,209 1,589,900 1,697,900 6.8 %
Capital Outlay 1,899,347 5,132,700 2,946,200 -42.6 %
Debt Service/Loans 3,511 — — — %
Transfers Out 1,848,632 2,404,100 1,985,700 -17.4 %
TOTALS 6,246,540 10,781,900 8,696,800 -19.3 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
WATER OPERATIONS
5010- Water Operations 3,364,501 6,783,600 4,656,300 -31.4 %
5020- Utility Locates 102,100 127,600 141,900 11.2 %
5030- Water Services 29,052 35,000 35,000 — %
5040- Water Construction 1,972,948 2,913,900 2,672,000 -8.3 %
5050- Reservoirs — — — — %
5060- Meter Reading 655,343 810,300 1,024,100 26.4 %
5070- Hydrants 76,016 74,000 80,000 8.1 %
5080- Water Valves 26,600 17,500 17,500 — %
5090- Main Repairs 19,980 20,000 70,000 250.0 %
TOTALS 6,246,540 10,781,900 8,696,800 -19.3 %
Salaries & Benefits
Addition of a Water/Sewer Operator for Meters (1
FTE), funded 50% by Water and 50% by Wastewater
and reclassification of Operator to Leadworker,
funded 50% by Water and 50% by Wastewater.
Operating
Increase due primarily to the need for more funds to
buy water meters.
Capital
See the Capital Project Listing on pages 157-160 for
all the detailed capital listing specific to Water
Operations in the Water Fund and Water Impact Fee
Fund.
FY24 Water Capital - Totals by Fund
Fund Division FY24
600 Water 2,261,200
610 Water Impact Fee 685,000
Total 2,946,200
Water Operations
Salaries &
Benefits, 24%
Operating
20%Capital
34%
Transfers, 23%
113
Water
Water Treatment Plant
Major Objectives:
•Protect public health through optimization of the
Sourdough and Lyman Creek Plants.
•Maintain high-quality drinking water of low
turbidity, void of contaminants, and meeting
water supply demands of the City.
•Monitor and maintain WTP facilities to ensure
current needs are met and to anticipate future
water quality and quantity needs.
Budget Allocation
Operations are funded by the Water Enterprise Fund
and new capacity projects are funded by the Water
Impact Fee Fund.
Distribution of Water Budget
Water
Operations,
43%
Water
Treatment
Plant
41%
Water Conservation 5%
FY23 Accomplishments
•Reduced overflow when using Hyalite Lake water
to 1.07 MGD
•Investigated DAF sludge recycling feasibility
•Maintained or improved recycling of backwash
water
•Reduced sludge production and 45+
MGY recycle backwash water
•Sourdough pipe phase II completed
FY23 Strategic Plans
6.1 Clean Water Supplies
7.3 Best Practices, Creativity & Foresight
7.4 Performance Metrics
Performance Measures
FY24 Strategic Plan
1.3 Public Agencies Collaboration: Partner with MSU
classes for research and innovative ideas, work with
MT DEQ to enhance data and document
management
6.1 Clean Water Supplies: Continue monitoring
watersheds for weed reduction and sediment
impacts, Sourdough Intake and Sourdough Tank
rehab projects, promote water conservation through
continued efforts to recycle as much backwash and
rinse water as possible without adversely affecting
any process or water quality.
7.3 Best Practices, Creativity & Foresight: Continue
to research more ways to meet goals while reducing
waste and chemicals, work toward minimal
discharge to Sourdough Creek
114
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
WATER PLANT
600- Water Fund 4,183,334 12,315,600 6,530,800 -47.0 %
601- Water Plant Construction 1,312,965 1,312,200 1,312,500 — %
602- Storag Tank Const-Sourdou 482,600 484,400 484,000 -0.1 %
610- Water Impact Fees 1,674,453 5,733,100 — -100.0 %
TOTALS 7,653,351 19,845,300 8,327,300 -58.0 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
WATER PLANT
Salaries & Benefits 951,539 1,136,000 1,260,300 10.9 %
Operations & Maintenance 1,565,063 1,727,700 1,940,700 12.3 %
Capital Outlay 2,329,453 13,471,100 1,597,500 -88.1 %
Debt Service/Loans 1,795,565 1,796,600 1,796,500 — %
Transfers Out 1,011,731 1,713,900 1,732,300 1.1 %
TOTALS 7,653,351 19,845,300 8,327,300 -58.0 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
WATER PLANT
4610- Water Plant Operations 4,183,334 11,815,600 6,505,800 -44.9 %
4620 - Water Plant Contruction 3,470,018 8,029,700 1,821,500 -77.3 %
4640- Water Conservation — — — — %
TOTALS 7,653,351 19,845,300 8,327,300 -58.0 %
Salaries & Benefits
Addition of one short-term worker at the Water
Treatment Plant.
Operating
Increase due to additional maintenance and
inflationary costs of materials.
Capital
See the Capital Project Listing on pages 157-160 for
the detailed capital listing specific to the Water
Treatment Plant in the Water Fund and Water
Impact Fee Fund.
FY24 Water Capital - Totals by Fund
Fund Division FY24
600 Water 1,597,500
610 Water Impact Fee —
Total 1,597,500
Water Treatment Plant
Salaries & Benefits
15%
Operating
23%
Capital
19%
Debt Service
22%
Transfers
21%
115
Water
Water Conservation
Major Objectives
•Establishing and strengthening the community’s
water conservation ethic.
•Ensuring adequate water supplies are available;
to meet current and future demands, in times of
drought, for emergency response and long term
drought mitigation
Budget Allocation
Funded by the Water Enterprise Fund
Distribution of Water Budget
Water
Operations,
43%
Water
Treatment
Plant
41%
Water Conservation 5%
FY23 Accomplishments
•Implemented permanent mandatory outdoor
watering restrictions
•Codified the City's drought contingency response
and successfully adopted 2022 Drought
Management Plan
•Launched EPA Qualified Water Efficient
Landscaper Course (QWEL)
FY23 Strategic Plans
•1.1-2 An Engaged Community: Public school
education partnership with MOSS, sprinkler
system assessments, G3 watershed wise
landscaping classes
•4.1 A Well-Planned City: Development of high
efficiency landscape and irrigation standards for
UDC, public engagement, community
presentations
•6.1 (a) A Sustainable Environment: Ongoing
drought monitoring and public education
campaign, outdoor water use efficiency
campaign
Performance Measures
FY24 Strategic Plan
•An Engaged Community: 1.1 Outreach and 1.2
Community Engagement
•A Well-Planned City: 4.3d Explore Sustainable
Technology to Advance Environmental
Sustainability
•A Sustainable Environment: 6.1a Watershed
Management
116
FY24 Budget
Department Budget by Fund
Division Category FY22 Actual FY23 Projected FY24 Adopted % Change
WATER CONSERVATION 600- Water Fund 623,754 736,900 1,083,700 47.1 %
Department Budget by Category
Division Category FY22 Actual FY23 Projected FY24 Adopted % Change
WATER CONSERVATION
Salaries & Benefits 220,285 307,500 549,500 78.7 %
Operations & Maintenance 373,493 379,400 444,200 17.1 %
Capital Outlay 22,625 50,000 40,000 -20.0 %
Debt Service/Loans 7,350 — — — %
Transfers Out — — 50,000 — %
TOTALS 623,754 736,900 1,083,700 47.1 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
WATER PLANT 4640- Water Conservation 623,754 736,900 1,083,700 47.1 %
Salaries & Benefits
No additions in FY24
Operating
Increases in operations driven primarily by additional educational programming for public landscaping classes,
public education school program, educational signage, and irrigation contractor classes as well as additional
funding for residential and commercial indoor and outdoor rebate programs.
Capital
FY24 Capital Project Listing - Water Conservation
Fund Division Project #Project Name FY24
600 Water WC08 Water Conservation Vehicle 40,000
Water Conservation
Salaries & Benefits, 51%Operating, 41%
Capital, 4%
Transfers, 5%
117
118
Public Welfare
Recreation (Parks & Recreation) - The
Recreation Division is responsible for identifying the
recreation needs of our growing community and
offering quality programs in diverse interest areas
that satisfy those needs. The division has a
committed staff that remains focused on program
quality and customer satisfaction while offering all-
inclusive opportunities in outdoor recreation,
sports, fitness, and cultural arts. The Aquatics
Division is comprised of one year-round indoor
facility, the Swim Center and one outdoor seasonal
facility, Bogert Pool.
Forestry (Parks & Recreation) - The Forestry Division is committed to providing a healthy, safe, and
aesthetically pleasing community forest. Environmental, economic, and social benefits from the urban forest raise
the standard of living for Bozeman residents.
Parks (Parks & Recreation) - The Parks Division is responsible for the overall development and maintenance of
44 public parks, 52 + miles of trails and associated sports fields and open space within the City limits.
Cemetery (Parks & Recreation) - The 73+acre Sunset Hills Cemetery, the only City owned and maintained
cemetery, is a virtual arboretum of stately pine, fir, spruce, ash, maple, cedar and various ornamental trees, which
are maintained by the Forestry Division with assistance from the Cemetery Division. The cemetery currently
contains over 16,000 burial sites, three columbaria, nine dedicated affiliation areas and ample room for
expansion.
Economic Development - Our community
strengthens and diversifies the local
economy by supporting business sectors
that create & sustain mid- to high-paying
jobs, enhancing the high quality of life in the
greater Bozeman.
Sustainability (Strategic Services) -
Coordinates with city departments and
community stakeholders to promote a
sustainable environment and reduce
greenhouse gas emissions.
Library- The Bozeman Public Library creates opportunities that inspire curiosity, exploration and connection. The
Library is the community cultural center that connects all Bozeman citizens to their neighbors and the world.
Affordable Housing (Community Development) - As Bozeman grows, the city is working to develop a long-
term plan to meet the housing needs of its residents through the Affordable Housing Program.
119
Recreation
(Parks & Recreation)
Major Objectives
•Provide diverse and inclusive recreational
opportunities and facilities that promote health
and wellness and improve the quality of life for
the Bozeman community.
•Provide recreation and fitness opportunities to
the community in an environment that
encourages and instructs individuals how to be
safe in, on, and around water.
Budget Allocation
Funded by the General Fund, making up 6% of the
fund's appropriations.
Recreation
6%General Fund
FY23 Accomplishments
•Story Mansion Paint Project
•Expanded Programming for all ages
•Developed new partnership for inclusive
programming with Eagle Mount
•Expanded Swim Center operation to Saturdays
•Resumed Saturday swim lessons and open boating
programming
•Extended Bogert operations and hours from early
June through October to accommodate the swim
community in the absence of the Swim Center
FY23/FY24 Strategic Plans
•An Engaged Community 1.4 Business and
Institutional Partnerships
•A Safe Welcoming Community 3.4 Active
Recreation
•A Creative Learning Culture 5.3 Partnerships for
Education and Learning
Performance Measures
Recreation
Aquatics
120
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
RECREATION
010- General Fund 1,666,842 3,206,400 3,120,600 -2.7 %
189- Story Mansion Operating 25,633 57,800 56,500 -2.2 %
500- Budget Contruction Proj — — 102,000,000 — %
573- Rec Bonds Construction 12,864 1,750,000 6,800,000 288.6 %
TOTALS 1,705,339 5,014,200 111,977,100 2133.2 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
RECREATION
Salaries & Benefits 1,027,573 1,425,900 1,973,400 38.4 %
Operations & Maintenance 623,121 853,100 881,400 3.3 %
Capital Outlay 49,192 2,732,000 109,122,000 3894.2 %
Debt Service/Loans 4,785 2,800 — -100.0 %
Transfers Out 668 400 300 -25.0 %
TOTALS 1,705,339 5,014,200 111,977,100 2133.2 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
PARKS AND RECREATION
8010- Recreation Operations 572,221 1,413,100 102,826,800 7176.7 %
8020- Swim Center 835,874 2,778,000 5,789,800 108.4 %
8030- Bogert Pool 52,848 120,100 1,121,500 833.8 %
8040- Facilities: Lindley, Beall & Story 199,308 649,400 2,185,700 236.6 %
8050- Recreation Programs 45,089 53,600 53,300 -0.6 %
TOTALS 1,705,339 5,014,200 111,977,100 2133.2 %
Salaries & Benefits
No additions in FY24.
Operating
Minor increase due to architectural services to explore options for family changing rooms at the Swim Center.
Recreation
Salaries & Benefits
2%
Operating
1%
Capital
97%
Capital
FY24 Capital Project Listing - Recreation
Fund Division Project #Project Name FY24
10 Recreation GF300 SMCC Gym Floor Replace 222,000
10 Recreation GF373 Bulkhead Retro-fit 100,000
Recreation Total (General Fund) 322,000
Construction Funds
500 Recreation GF355 Bozeman Community Center 102,000,000
573 Recreation GF137 Swim Center - Facility 4,050,000
573 Recreation GF209 Lindley Center - Remodel 1,750,000
573 Recreation GF238 Bogert Pool Renovation 1,000,000
Recreation Total (Construction Funds) 108,800,000
Following adopting of the FY24 Budget, Bozeman City Commission voted against including the Bozeman
Community Center on the November 2023 ballot.
121
Forestry
(Parks & Recreation)
Major Objectives
•Continue both reactive and proactive
maintenance for Bozeman’s 26,000+ public trees
in boulevards, developed city parks, and city-
owned properties.
•Manage potential risk factors through site
inspections, proper pruning, and high-risk tree
removals.
•Identify and correct encroaching vegetation
utilizing Forestry staff (public trees) and Code
Compliance (private trees).
•Maintain Cost Share while increasing Public
Outreach to improve tree diversity and resident
interaction.
Budget Allocation
Funded by the Tree Maintenance Special Revenue
Fund
FY23 Accomplishments
•Emergency Storm Response: City-wide response
to heavy snow October 23, 2022
•Installed 287 new trees, serviced 1,830 existing,
and reviewed all development plans for
compliance and appropriate tree plantings
•Maintained partnership with Gallatin Watershed
Council to evaluate planting opportunities for
equity, water quality, and urban heat island
FY23 Strategic Plans
•6.2 Sustainable Environment: Healthy
established trees and increased plantings
improve air quality
•6.3 (d) Sustainable Environment 6.3 Climate
Action: Trees reduce cooling needs, provide
habitat, reduce watering needs for turf,
sequester carbon, reduce severity of flooding/
drought
•6.5 Sustainable Environment: Tree maintenance
extends beyond boulevards into PTOS. Higher
capacity for larger, mature trees and community
engagement.
Performance Measures
FY24 Strategic Plan
6.2 Protect Local Air Quality: Healthy established
trees and increased plantings improve air quality
6.3 (d) Climate Action: Trees reduce cooling needs,
provide habitat, reduce watering needs for turf,
sequester carbon, and reduce severity of flooding
and drought
6.5 Sustainable Environment: Tree maintenance
extends beyond boulevards into PTOS.
122
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
FORESTRY 112- Tree Maintenance Fund 824,152 1,090,900 1,033,900 -5.2 %
Department Budget by Category
Department Category FY22 Actual FY23 Projected FY24 Adopted % Change
FORESTRY
Salaries & Benefits 497,266 560,800 618,900 10.4 %
Operations & Maintenance 134,115 192,800 232,700 20.7 %
Capital Outlay 96,016 235,000 55,000 -76.6 %
Debt Service/Loans — — — — %
Transfers Out 96,756 102,300 127,300 24.4 %
TOTALS 824,152 1,090,900 1,033,900 -5.2 %
Department Budget by Division
Department Division FY22 Actual FY23 Projected FY24 Adopted % Change
PARKS AND RECREATION 7710- Tree Maintenance 824,152 1,090,900 1,033,900 -5.2 %
Salaries & Benefits
No additions in FY24.
Operating
Increase in operating budget driven by 25% increase to Cost Share tree planting program.
Capital
FY24 Capital Project Listing - Tree Maintenance Fund
Fund Division Project #Project Name FY24
112 Tree Maintenance FOR19 Forestry 1-Ton Pickup 55,000
Forestry
Salaries & Benefits
60%Operating
23%
Capital
5%
Transfers
12%
123
Parks
(Parks & Recreation)
Major Objectives
•Continue adding, upgrading, and maintaining
safe and quality sports fields, trail corridors,
community gathering areas, and playground
equipment.
•Provide expanded maintenance and care to
restrooms, litter control, pet waste disposal, turf
care, and water conservation efforts.
•Improve, maintain, and expand the trail system
in coordination with development and our
partners.
Budget Allocation
With the New District Parks will be funded through a
special assessment in a special revenue fund. It’s the
fourth year of the Parks & Trails District Special
Revenue fund.
Parks & Trails Revenue
3,649,138
5,200,483
6,042,300
8,140,900
FY21
Actual
FY22
Actual
FY23 Proj.FY24
Adopted
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
FY23 Accomplishments
•Continued implementation and oversight of the
new Parks & Trails District with the division
assuming maintenance responsibilities for 37
additional neighborhood parks with over 250
acres.
•Installation of a new inclusive playground at
Christie Fields
•Installation of 7 new pickleball courts at Bogert
Park
FY23 Strategic Priorities
3.4 Active Recreation: New park added to the system
4.3 Strategic Infrastructure: Parks & Trails District
6.5 Parks, Trails & Open Space: PROST update
Performance Measures
FY24 Strategic Plan
3 A Safe, Welcoming Community: Active Recreation-
Facilitate and promote recreational opportunities
and active health programs and facilities.
(Maintaining and operating high quality playgrounds,
sports fields, trail corridors.)
4 High Quality Urban Approach Prioritize long-term
investment and maintenance for existing and new
infrastructure
6 Sustainable Environment: Support the
maintenance and expansion of the interconnected
system of parks, trails, and open space
124
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
PARKS
010 - General Fund 164 — — — %
128 - FWP Management Areas 77 100 — -100.0 %
136 - Bogert Park 365 — — — %
195 - Parks & Trails Mtc District 4,080,552 6,507,600 7,850,000 20.6 %
198- Story Mill Community Park 3,892 — — — %
199 - Sports Park 125,795 125,800 125,800 — %
563- TOP: Parks & Open Space Bond 15,010,020 358,800 — -100.0 %
566- TOP: Sports Complex 811 — — — %
568- TOP: Front St. Connectr TRL 244,398 18,000 — -100.0 %
569- TOP: Westside Connections 745 5,400 — -100.0 %
570- TOP: Frontage Pathway — 30,000 — -100.0 %
850 - Parkland Trust 1,059,203 292,700 598,700 104.5 %
TOTALS 20,526,021 7,338,400 8,574,500 16.8 %
Department Budget by Category
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
PARKS
Salaries & Benefits 1,312,758 1,643,100 2,950,900 79.6 %
Operations & Maintenance 1,980,598 2,433,600 2,813,200 15.6 %
Capital Outlay 1,750,318 2,130,100 1,660,000 -22.1 %
Debt Service/Loans 125,795 225,800 464,500 105.7 %
Transfers Out 15,356,552 905,800 685,900 -24.3 %
TOTALS 20,526,021 7,338,400 8,574,500 16.8 %
Department Budget by Division
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
PARKS AND RECREATION 7610- Parks Operations 20,526,021 7,338,400 8,574,500 16.8 %
Salaries & Benefits
The staffing plan for FY24 includes the following mid-year
reclasses:
•Contracts Coordinator to Contracts Manager
•Cemetery Foreperson to Manager
•Parks and Cemetery Superintendent to include
Forestry
•Recreation Manager to Superintendent
As these are currently not budgeted, a budget
amendment will be made, if needed, to support.
Parks
Salaries &
Benefits, 34%
Operating
33%
Capital
19%
Debt Service
5%
Transfers
8%
Operating
Increases in operational costs due primarily to the implementation of the Parks & Recreation, and Active Transportation
(PRAT) Plan including the Cash in Lieu of Parkland Grant Program and Anchor Route/Park Corridor Designs.
Capital
FY24 Capital Project Listing - Parks & Trails District
Fund Division Project #Project Name FY24
195 Parks & Trails District GF031 Park Improvement Grant 275,000
195 Parks & Trails District PTD03 Playground/Skate Park Improvements 630,000
195 Parks & Trails District PTD04 Park Vehicles 135,000
195 Parks & Trails District PTD05 Toolcat Multi Purpose 90,000
195 Parks & Trails District PTD06 Park Shelter Replacement 60,000
195 Parks & Trails District PTD09 Deferred Maintenance 100,000
195 Parks & Trails District PTD13 Sports Complex 370,000
Parks & Trails Total 1,660,000
125
Cemetery
(Parks & Recreation)
Major Objectives
Develop new cemetery blocks and lots for
internments as demand dictates. Provide an easily
accessible, safe, and serene setting for cemetery/
gravesite visitation. Continued excellence in providing
professional and dignified internment services.
Budget Allocation
Funding through the General Fund, making up 2% of
the fund's appropriations.
Cemetery
2%General Fund
FY23 Accomplishments
•Construction continuing on the Southwest
Montana Veteran’s Cemetery, with the terraced
retaining wall complete (420+ individual blocks),
rough grade established and irrigation and sod.
•Gold Star Families Memorial Monument
•GF 231-Continued find tuning of the pump station
and irrigation system in Sunset Hills Cemetery.
•Install and bring new columbarium online
FY23 Strategic Plans
•Sustainable Environment
•Climate Action-Ensure adequate supplies of clean
water for today and tomorrow
•Project GF231 - converted the cemetery
from treated water to surface water.
Saving 258 acre feet of treated water per
year on an average.
Performance Measures
FY24 Strategic Plan
6.A Sustainable Environment: We cultivate a strong
environmental ethic; protect our clean air, water,
open spaces and climate; and promote
environmentally sustainable businesses and lifestyles
6.1 Clean Water Supplies: Ensure adequate supplies
of clean water for today and tomorrow. GF 231-
Cemetery Irrigation Project
6.2 Protect Local Air Quality: The cemetery’s diverse
array of trees, turf and open space
126
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
CEMETERY 010- General Fund 504,675 852,400 1,144,800 34.3 %
Department Budget by Category
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
CEMETERY
Salaries & Benefits 341,713 464,900 450,800 -3.0 %
Operations & Maintenance 124,224 207,100 223,000 7.7 %
Capital Outlay 29,436 167,000 450,000 169.5 %
Debt Service/Loans — — — — %
Transfers Out 9,302 13,400 21,000 56.7 %
TOTALS 504,675 852,400 1,144,800 34.3 %
Department Budget by Division
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
PARKS AND RECREATION 7210- Cemetery Operations 504,675 852,400 1,144,800 34.3 %
Salaries & Benefits
No additions in FY24
Operating
Inflationary increases for supplies and materials driving slight increase in operating budget.
Capital
FY24 Capital Project Listing - Cemetery
Fund Division Project #Project Name FY24
10 Cemetery GF268 SW MT Veteran's Cemetery 450,000
Cemetery
Salaries & Benefits
39%
Operating
19%
Capital
39%
Transfers
2%
127
Library
Major Objectives
•Space - Design & Implement an expansion to
ensure that the Library has adequate space to
Bozeman's growing needs.
•Technology - Use technology & digital resources
to enhance the Library experience.
•Programming - Provide unique programming to
inform & enrich the lives of target audiences of
Library users.
•Outreach - Engage new & broader audiences in
taking advantage of the Library's resources.
Budget Allocation
Funded through the General Fund, making up 7% of
the funds's appropriations.
A construction fund is setup for Library Maintenance
which is funded by up to 2% of unspent
appropriation from the prior year. There is a
donation for the Library expansion project in the
Construction Fund as well in FY23.
Library
7%General Fund
FY23 Accomplishments
•Main Library renovations
•Increased mobile services; visits to
neighborhoods, schools, and senior homes
•Began planning the Bozeman Community
Center on the West Side that will include a
branch library. City residents will vote on the
project in November of 2023.
FY23 Strategic Plans
5.1 (a) Library Expansion Planning
Performance Measures
FY24 Strategic Plan
5.1 (a) Library Expansion Plan: Complete Library
renovation project and expand west side library
service
128
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
LIBRARY
010- General Fund 2,542,457 3,484,300 3,651,900 4.8 %
137- Library Special Revenue 39,847 35,300 — -100.0 %
561- Library Depreciation Fund 10,921 302,200 60,000 -80.1 %
TOTALS 2,593,225 3,821,800 3,711,900 -2.9 %
Department Budget by Category
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
LIBRARY
Salaries & Benefits 1,891,185 2,706,200 2,879,300 6.4 %
Operations & Maintenance 652,447 784,600 752,200 -4.1 %
Capital Outlay 30,754 297,000 60,000 -79.8 %
Debt Service/Loans 7,136 7,100 7,100 — %
Transfers Out 11,703 26,900 13,300 -50.6 %
TOTALS 2,593,225 3,821,800 3,711,900 -2.9 %
Department Budget by Division
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
LIBRARY
7810- Library Operations 961,018 1,446,600 1,165,800 -19.4 %
7820- Technical Services 313,828 462,200 491,300 6.3 %
7830- Information Services 614,677 996,100 1,201,600 20.6 %
7840- Children's Services 279,288 354,600 339,900 -4.1 %
7850- Circulation Services 424,413 562,300 513,300 -8.7 %
TOTALS 2,593,225 3,821,800 3,711,900 -2.9 %
Salaries & Benefits
No additions in FY24.
Operating
Slight decrease in cost of operation.
Capital
FY24 Capital Project Listing - Library
Fund Division Project #Project Name FY24
561 Library LIB32 Automatic Blinds 60,000
Library
Salaries &
Benefits 78%
Operating
20%
Capital
2%
129
Economic
Development
Major Objectives
•Provide opportunity for Gallatin Valley residents
•Support a diverse economy
•Build a more resilient region
Budget Allocation
Funded operationally from the General Fund.
Oversees the programming of Special Revenue
funds, including Urban Renewal Districts.
Economic Development
1%General Fund
FY23 Accomplishments/ FY23
Strategic Plan
2.1 Business Growth: We grow a diversified and
innovative economy leveraging our natural
amenities, skilled and creative people, and
educational resources to generate economic
opportunities through business growth,
infrastructure investments, and workforce
development.
2.2 Infrastructure Investments - Strategically invest
in infrastructure as a mechanism to encourage
economic development. a) Identify Commercial/
2.3 Workforce Development - Support education
and workforce development initiatives to improve
the skills of our citizens.
Performance Measures
FY24 Strategic Plan
2.1 Business Growth: Determine gaps in resources
and services for small businesses, convene service
providers to start micro-loans for underrepresented
businesses, create resource guide for small
businesses, and facilitate an underrepresented
business roundtable.
2.2 Infrastructure Investments: Explore the
development of wet lab space for bio-tech
companies, actively promote C-PACE program,
support drought tolerant landscaping in URDs, and
complete Aspen Street pedestrian bridge
construction.
2.3 Workforce Development: Promote Gallatin
College opportunities to local high schoolers, engage
middle school students and teachers with STEAM
opportunities, and support Quantum Computing
Sector Development Initiative.
130
FY24 Budget
Department Budget by Fund
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
ECONOMIC DEVELOPMENT
010- General Fund 427,413 538,300 558,200 3.7 %
116- Dowtown TIF District 933,651 1,050,300 8,645,900 723.2 %
117- Pole Yard TIF — 23,800 600,000 2421.0 %
119- Economic Development Loan 273,089 — — — %
123- Big Sky Economic Development Grant 535,000 — — — %
143- Midtown URD/TIF District 2,814,640 749,400 3,546,100 373.2 %
144-North East Urban Renewal TIF District 178,150 185,600 1,140,400 514.4 %
145-Mandeville TIF District 3,520 — 160,200 — %
176- Downtown BID 186,593 222,200 280,300 26.1 %
192- TIF South Bozeman Technology — 300 38,000 12566.7 %
571- Midtown Contruction Proj 701,734 — — — %
TOTALS 6,053,789 2,769,900 14,969,100 440.4 %
Department Budget by Category
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
ECONOMIC DEVELOPMENT
Salaries & Benefits 319,677 459,200 484,700 5.6 %
Operations & Maintenance 3,678,753 1,271,800 9,410,400 639.9 %
Capital Outlay 751,835 205,700 4,236,900 1959.7 %
Debt Service/Loans 92,000 93,000 93,000 — %
Transfers Out 1,211,524 740,200 744,100 0.5 %
TOTALS 6,053,789 2,769,900 14,969,100 440.4 %
Department Budget by Division
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
ECONOMIC DEVELOPMENT
8210- Downtown Improvement Districts 4,684,362 2,032,400 13,629,500 570.6 %
8230- Community Housing — 23,800 600,000 2421.0 %
8240- Economic Development 1,369,427 713,700 739,600 3.6 %
TOTALS 6,053,789 2,769,900 14,969,100 440.4 %
Salaries & Benefits
No additions in FY24
Operating
Increase in operating budget due primarily to
Downtown URD and Midtown TIF. Items of
significant nature in the Downtown URD budget
include planning for Structured Parking Site Plan and
Bids ($1.75 million) and $3 million allocated for
parking supply projects. Other planning projects
include $300,000 in grants and $100,000 for Side-
Streetscape Preliminary Engineering. In the Midtown
TIF fund, a $2 million workforce housing project has
been budgeted in FY24.
Economic Development
Salaries & Benefits
3%
Operating
63%
Capital
28%
Debt Service
1%
Transfers
5%
Capital
There are many capital projects planned for FY24. See the Capital Project Listing on 157-160 for the detailed
capital listing.
FY24 Economic Development Capital - Totals by Fund
Fund Division FY24
116 Downtown TIFD 2,525,000
143 Midtown TIFD 725,000
144 Northeast TIFD 986,900
Total 4,236,900
131
Sustainability
(Strategic Services)
Major Objectives
•Building partnerships to enhance community
sustainability and resiliency
•Reduce municipal and community greenhouse
gas emissions
•Advance innovative solutions for buildings,
energy, transportation, waste, and greenspace
Budget Allocation
Funded by the General Fund, making up 2% of the
fund's appropriations.
Sustainability 2%General Fund
FY23 Accomplishments
•Operationalized the Climate Plan
•PDZ, UDC, ED Plan, PRAT Plan, POA
Model Covenants
•Utility Partnership
•Green Power Program
•Stakeholder engagement (energy/
environment non-profits, commercial
customers, and other agencies)
•Energy Technical Advisory Committee
•Electrification Campaign
•DEQ rebates, website, training, case
studies, marketing with Water
Conservation
FY23 Strategic Plan
•1.2 Community Engagement: Support for
Sustainability Advisory Board
•1.3 Public Agencies Collaboration: Support
energy/climate work for legislative agenda
•2.3 Workforce Development: Partnerships
with HRDC/Weatherization Center
Performance Measures
FY24 Strategic Plan
3.2 Health & Safety Action: Explore Partnerships for
Local Food System Stakeholder and Priority Mapping
4.3 Strategic Infrastructure Choices: Develop Long-
Range Plan for Effective Citywide Transition to
Electric Vehicles
6.3 Climate Action: Support Development of a
Renewable Rate Option with NorthWestern Energy
132
FY24 Budget
Department Budget by Fund
Division Fund FY22 Actual FY23 Projected FY24 Adopted % Change
SUSTAINABILITY 10- General Fund 239,494 769,900 1,116,100 45.0 %
Department Budget by Category
Division Fund FY22 Actual FY23 Projected FY24 Adopted % Change
SUSTAINABILITY
Salaries & Benefits 182,554 318,400 369,800 16.1 %
Operations & Maintenance 55,664 306,500 341,300 11.4 %
Capital Outlay — 145,000 405,000 179.3 %
Debt Service/Loans 1,276 — — — %
Transfers Out — — — — %
TOTALS 239,494 769,900 1,116,100 45.0 %
Department Budget by Division
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
STRATEGIC SERVICES 8250- Sustainability (Strategic Services) 239,494 769,900 1,116,100 45.0 %
Salaries & Benefits
No additions in FY24
Operating
Operating costs increase due to contracted services for programs including Photovoltaics (PV)/Electric Vehicle (EV)
installs, EV Charging Station Roadmap, and Green Power Program legal services/economic analysis.
Capital
FY24 Capital Project Listing - Sustainability
Fund Division Project #Project Name FY24
10 Sustainability GF245 Energy Projects 75,000
10 Sustainability GF362 Solar Panel Arrays 330,000
Sustainability Total 405,000
Sustainability
Salaries &
Benefit 33%
Operating
31%
Capital
36%
133
Community
Housing
(Economic Development)
Major Objectives
•Creative solutions to incentivize production of
affordable housing
•Low income housing tax credits programs and
subsidized rentals
•Refocus efforts to maximize unit created at 60%
to 120% AMI targets
Budget Allocation
Funded by the Community Housing Special Revenue
Fund which is funded from General Fund mill levies.
Community Housing Revenues
1,117,912
400,985
777,566
2,353,300
1,397,300
FY20
Actual
FY21
Actual
FY22
Actual
FY23
Proj.
FY24
Adopted
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
FY23 Accomplishments
•Provided code-based density incentives for
affordable housing
•Participated in a cross-functional team on the
UDC refresh to streamline housing production
•Refocused housing efforts on facilitating
production of low-income housing tax credit
(LIHTC) units, affordable at 60% AMI
FY23 Strategic Plans
4.1(b) Develop and Align Infill Policies
4.2(b) Complete Unified Development Code
4.5 Housing Choices
Performance Measures
FY24 Strategic Plan
•4.5 Housing and Transportation Choices -
Vigorously encourage, through a wide variety of
actions, the development of sustainable and
lasting housing options for underserved
individuals and families and improve mobility
options that accommodate all travel modes.
•Vigorously encourage utilization of AHO/
PDZ
•Vigorously encourage new LIHTC
development
•Leverage TIF and URDs to develop
workforce housing
134
FY24 Budget
Department Budget by Fund
Division Fund FY22 Actual FY23 Projected FY24 Adopted % Change
COMMUNITY HOUSING 120-Community Housing Fund 1,323,574 456,200 3,552,700 678.8 %
Department Budget by Category
Division Fund FY22 Actual FY23 Projected FY24 Adopted % Change
COMMUNITY HOUSING
Salaries & Benefits 43,505 104,000 107,500 3.4 %
Operations & Maintenance 1,276,095 352,200 3,445,200 878.2 %
Capital Outlay — — — — %
Debt Service/Loans — — — — %
Transfers Out 3,974 — — — %
TOTALS 1,323,574 456,200 3,552,700 678.8 %
Department Budget by Division
Department Fund FY22 Actual FY23 Projected FY24 Adopted % Change
COMMUNITY DEVELOPMENT 8230- Community Housing 1,323,574 456,200 3,552,700 678.8 %
Salaries & Benefits
No FTE changes
Operating
Increase due to grants and loans originally anticipated to be finalized in FY23, which will now be spent in FY24.
Capital
None
Community Housing
Salaries & benefits
3%
Operating, 97%
135
Non-Departmental
About:
The Non-Departmental unit accounts for expenditures that are not associated with a specific city
department. Examples include insurance premiums paid by the City, Debt Service Funds, City sponsored
non-profit grants, and contingency funds.
Major Objectives:
To accurately budget and account for non-departmental costs.
General Fund
•General fund allocation of liability & property insurance.
•Contributions:
•City band
•Non-Profit Funding Requests (See next page for full list of requests)
•Professional services for the Landfill.
•Transfer to Landfill Monitoring Fund; Transfer to Stormwater Fund for Landfill Loan payments; and
Special revenue funds support.
•Contingency appropriation for unexpected budget requests that support City Commission priorities.
FY24 Budget
Fund Category Description FY22 Actual FY23 Projected FY24 Adopted
10 Operating GENERAL FUND 5,445,045 9,190,400 3,940,100
101 Grant AMERICAN RESCUE PLAN 1,013,635 5,051,300 4,900,200
103 Transfers HEALTH-MEDICAL INSURANCE 2,731,045 3,099,500 3,775,000
175 Operating SENIOR TRANSPORTATION 143,000 154,900 180,900
300 Transfers SID REVOLVING FUND 2,077,709 781,200 27,100
303 Debt Service GO REFUNDING SERIES 2012 — — 130,000
304 Debt Service GO PARKS OPEN SPACE BOND 1,081,888 1,079,600 1,080,000
305 Debt Service TAX INCREMENT FINANCE DIS 332,372 330,200 332,800
306 Debt Service MIDTOWN TIF 408,550 410,000 411,300
307 Debt Service GO BONDS BPSC SAFETY CNTR 2,372,200 2,371,200 2,371,300
310 Debt Service SID SUSPENSE FUND — 2,077,700 —
312-453 Debt Service SID DEBT SERVICES 319,135 318,400 307,800
720 Operating HEALTH-MEDICAL INSURANCE 5,306,064 5,261,600 6,501,100
21,230,643 30,126,000 23,957,600
136
FY24 Non-Profit Funding
Non-Profit Organization
Adopted
Funding
Big Sky Youth Empowerment $ 15,000
Bridgercare $ 40,000
Child Care Connections $ 100,000
Community Health Partners $ 75,000
Compassion Project $ 10,000
Family Promise of Gallatin Valley $ 200,000
Haven $ 40,000
Help Center, Inc.$ 100,000
HRDC IX, Bozeman $ 360,000
HRDC/Streamline $ 400,000
Montana Conservation Corps $ 10,000
Montana Immigrant Justice Alliance $ 20,000
One Valley Community Foundation $ 20,000
Roots Family Collaborative $ 15,000
Suffer Out Loud $ 15,000
United Way - kidsLINK Afterschool Program $ 50,000
World Language Initiative - Montana (WLI)$ 30,000
Total $ 1,500,000
137
138
Debt – Legal Debt Limit
In Montana, state law establishes the limit of debt a municipality can hold against its General Government
operations. With some exceptions, a municipality may incur debt up to 2.5% of the total assessed value of taxable
property within the city or town (7-7-4201, MCA).
As part of the City’s annual budget, a review of the legal debt limit was completed. Bozeman is well under its
legal debt limit for general obligations against public funds.
On June 2, 2022, Moody’s Investors Service issued an update to the City of Bozeman’s credit analysis indicating the
City’s bond rating to be Aa1.
City of Bozeman, Montana
General Fund
Statutory Test
Actual 2022 Budget 2023
Total General Fund Revenue 32,374,792 39,377,029
2% of Revenues 647,496 787,541
Max Annual Debt Service (MADS)647,496 647,496
Existing Debt Service 125,823 125,823
Remaining Debt Service Capacity 521,673 521,673
Budget 2022 Budget 2023
Budgeted Expenditure 37,899,586 43,932,934
10% of Expenditures 3,789,959 4,393,293
Maximum Par 3,789,959 3,789,959
Reference to Relevant Statute
(a) the principal amount of the obligation does not exceed 10% of the
general fund budget of the municipality in each of the 2 immediately
preceding fiscal years;
(b) at the time the obligation is to be incurred, the debt services in
the current or in any future fiscal year on the obligation and any
other outstanding obligation issued pursuant to this section do not
exceed 2% of the revenue deposited in the general fund in each of
the 2 immediately preceding fiscal years;
(c) the term of the obligation does not exceed 20 years.
139
Debt Service – FY24 Payments
General Government FY24 Debt Service
GO Bonds
Account Project Project Name FY24
304-9310-481.90-10 TOP G.O. TOP BONDS, SERIES 2013 $ 712,600
304-9310-481.90-10 TOP G.O. TOP BONDS, SERIES 2014 $ 366,600
307-9310-481.90-10 BPSC00 G.O. BOND BOZEMAN PUBLIC SAFETY CENTER, SERIES 2019 $ 2,370,900
311-3110-481.90-10 GF305 G.O. BOND FIRE STATION NO 2 RELOCATION $ 508,600
Subtotal $ 3,958,700
TIF Revenue Bonds
Account Project Project Name FY24
305-9620-480.90-10 110401 SPECIAL LIMITED OBLIGATION DOWNTOWN TIF BOND, SERIES 2020 (REFUNDED 2007)$ 332,800
144-8210-459.95-10 820901 SPECIAL LIMITED OBLIGATION NORTHEAST TIF BOND, SERIES 2018 $ 92,000
306-9620-481.90-10 822001 SPECIAL LIMITED OBLIGATION MIDTOWN TIF BOND, SERIES 2020 $ 411,300
Subtotal $ 836,100
SID Debt
Account Project Project Name FY24
453-9710-481.90-10 SID747 SPECIAL LIMITED OBLIGATION SID 747 (MANLEY ROAD) BOND, SERIES 2020 $ 270,800
438-9710-481.90-10 SID674 NOTE PAYABLE_DNRC, #WRF-05067 $ 7,700
438-9710-481.90-10 SID674 NOTE PAYABLE_DNRC, #WRF-05132 $ 31,900
Subtotal $ 310,400
Notes Payable
Account Project Project Name FY24
199-7610-453.95-10 TOP03 SPECIAL LIMITED OBLIGATION SPORTS PARK LOAN $ 125,800
850-7610-453.95-10 762201 PETE'S HILL LOAN FROM GVLT $ 235,000
Subtotal $ 360,800
Intercap Loans
Account Project Project Name FY24
111-4150-433.95-10 821505 REPLACE/UPGRADE STREET LIGHTS LOAN#2593-01 & 2593-02 $ 20,200
010-8940-471.95-10 GF266 SPORTS PARK/BRONKEN INTERCAP LOAN#2810-01 $ 42,300
Subtotal $ 62,500
Government Fund Leases
Account Project Project Name FY24
111-4110-433.95-10 STR34 2019 ELGIN BROOM BEAR SWEEPER $ 41,400
010-7810-455.95-10 LIB521 2022 TOYOTA HIGHLANDER ASSET #4404 LIBRARY $ 7,100
750-4090-431.95-10 EBEALL EAST BEALL OFFICE LEASE #4447 $ 93,300
111-4110-433.95-10 STR22 (2) 2022 CAT 150-15AWD MOTOR GRADERS $ 91,900
111-4110-433.95-10 STR34 2023 ELGIN BROOM BEAR SWEEPER $ 63,400
010-3010-421.95-10 GF293 2023 FOR TRANSIT CARGO VAN $ 17,700
Subtotal $ 314,800
General Government FY24 Debt Service Total $ 5,843,300
140
Debt Service - Amortization
Schedules
CITY OF BOZEMAN SERIES 2013
G.O. BONDS TOPS
SPECIAL LIMITED OBLIGATIONS OF THE CITY
DEBT SERVICE SCHEDULE: $9,900,000
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
1/1/2024 $0 $118,800 $118,800
7/1/2024 $475,000 2.800 %$118,800 $593,800 $5,795,000
1/1/2025 $0 $112,150 $112,150
7/1/2025 $490,000 3.250 %$112,150 $602,150 $5,305,000
1/1/2026 $0 $104,188 $104,188
7/1/2026 $505,000 3.500 %$104,188 $609,188 $4,800,000
1/1/2027 $0 $95,350 $95,350
7/1/2027 $520,000 3.750 %$95,350 $615,350 $4,280,000
1/1/2028 $0 $85,600 $85,600
7/1/2028 $540,000 4.000 %$85,600 $625,600 $3,740,000
1/1/2029 $0 $74,800 $74,800
7/1/2029 $565,000 4.000 %$74,800 $639,800 $3,175,000
1/1/2030 $0 $63,500 $63,500
7/1/2030 $585,000 4.000 %$63,500 $648,500 $2,590,000
1/1/2031 $0 $51,800 $51,800
7/1/2031 $610,000 4.000 %$51,800 $661,800 $1,980,000
1/1/2032 $0 $39,600 $39,600
7/1/2032 $635,000 4.000 %$39,600 $674,600 $1,345,000
1/1/2033 $0 $26,900 $26,900
7/1/2033 $660,000 4.000 %$26,900 $686,900 $685,000
1/1/2034 $0 $13,700 $13,700
7/1/2034 $685,000 4.000 %$13,700 $698,700 $0
TOTALS $6,270,000 $1,572,775 $7,842,775 $33,695,000
141
CITY OF BOZEMAN SERIES 2014
G.O. BONDS TOPS
SPECIAL LIMITED OBLIGATIONS OF THE CITY
DEBT SERVICE SCHEDULE: $5,100,000
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
1/1/2024 $0 $65,800 $65,800
7/1/2024 $235,000 2.500 %$65,800 $300,800 $3,235,000
1/1/2025 $0 $62,863 $62,863
7/1/2025 $245,000 2.500 %$62,863 $307,863 $2,990,000
1/1/2026 $0 $59,800 $59,800
7/1/2026 $250,000 4.000 %$59,800 $309,800 $2,740,000
1/1/2027 $0 $54,800 $54,800
7/1/2027 $260,000 4.000 %$54,800 $314,800 $2,480,000
1/1/2028 $0 $49,600 $49,600
7/1/2028 $270,000 4.000 %$49,600 $319,600 $2,210,000
1/1/2029 $0 $44,200 $44,200
7/1/2029 $280,000 4.000 %$44,200 $324,200 $1,930,000
1/1/2030 $0 $38,600 $38,600
7/1/2030 $290,000 4.000 %$38,600 $328,600 $1,640,000
1/1/2031 $0 $32,800 $32,800
7/1/2031 $305,000 4.000 %$32,800 $337,800 $1,335,000
1/1/2032 $0 $26,700 $26,700
7/1/2032 $315,000 4.000 %$26,700 $341,700 $1,020,000
1/1/2033 $0 $20,400 $20,400
7/1/2033 $325,000 4.000 %$20,400 $345,400 $695,000
1/1/2034 $0 $13,900 $13,900
7/1/2034 $340,000 4.000 %$13,900 $353,900 355000
1/1/2035 $0 $7,100 $7,100
7/1/2035 $355,000 4.000 %$7,100 $362,100 $0
TOTALS $3,470,000 $953,125 $4,423,125 $20,630,000
142
CITY OF BOZEMAN SERIES 2019
G.O. BONDS PUBLIC SAFETY CENTER
SPECIAL LIMITED OBLIGATIONS OF THE CITY
DEBT SERVICE SCHEDULE: $34,405,000
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
1/1/2024 $500,425 $500,425
7/1/2024 $1,370,000 4.000 %$500,425 $1,870,425 $28,130,000
1/1/2025 $0 $473,025 $473,025
7/1/2025 $1,425,000 4.000 %$473,025 $1,898,025 $26,705,000
1/1/2026 $0 $444,525 $444,525
7/1/2026 $1,480,000 4.000 %$444,525 $1,924,525 $25,225,000
1/1/2027 $0 $414,925 $414,925
7/1/2027 $1,540,000 4.000 %$414,925 $1,954,925 $23,685,000
1/1/2028 $0 $384,125 $384,125
7/1/2028 $1,600,000 4.000 %$384,125 $1,984,125 $22,085,000
1/1/2029 $0 $352,125 $352,125
7/1/2029 $1,665,000 4.000 %$352,125 $2,017,125 $20,420,000
1/1/2030 $0 $318,825 $318,825
7/1/2030 $1,730,000 4.000 %$318,825 $2,048,825 $18,690,000
1/1/2031 $0 $284,225 $284,225
7/1/2031 $1,800,000 4.000 %$284,225 $2,084,225 $16,890,000
1/1/2032 $0 $248,225 $248,225
7/1/2032 $1,875,000 4.000 %$248,225 $2,123,225 $15,015,000
1/1/2033 $0 $210,725 $210,725
7/1/2033 $1,950,000 4.000 %$210,725 $2,160,725 13065000
1/1/2034 $0 $171,725 $171,725
7/1/2034 $2,025,000 4.000 %$171,725 $2,196,725 11040000
1/1/2035 $0 $131,225 $131,225
7/1/2035 $2,110,000 2.250 %$131,225 $2,241,225 $8,930,000
1/1/2036 $107,488 $107,488
7/1/2036 $2,155,000 2.375 %$107,488 $2,262,488 $6,775,000
1/1/2037 $81,897 $81,897
7/1/2037 $2,205,000 2.375 %$81,897 $2,286,897 $4,570,000
1/1/2038 $55,713 $55,713
7/1/2038 $2,260,000 2.375 %$55,713 $2,315,713 $2,310,000
1/1/2039 $28,875 $28,875
7/1/2039 $2,310,000 2.500 %$28,875 $2,338,875 $0
TOTALS $29,500,000 $8,416,144 $37,916,144 $243,535,000
143
CITY OF BOZEMAN SERIES 2022
G.O. BONDS FIRE STATION NO. 2 RELOCATION
SPECIAL LIMITED OBLIGATIONS OF THE CITY
DEBT SERVICE SCHEDULE: $6,730,000
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
1/1/2024 $144,300 $144,300
7/1/2024 $220,000 5.000 %$144,300 $364,300 $508,600
1/1/2025 $138,800 $138,800
7/1/2025 $230,000 5.000 %$138,800 $368,800 $507,600
1/1/2026 $133,050 $133,050
7/1/2026 $240,000 5.000 %$133,050 $373,050 $506,100
1/1/2027 $127,050 $127,050
7/1/2027 $255,000 5.000 %$127,050 $382,050 $509,100
1/1/2028 $120,675 $120,675
7/1/2028 $265,000 5.000 %$120,675 $385,675 $506,350
1/1/2029 $114,050 $114,050
7/1/2029 $280,000 5.000 %$114,050 $394,050 $508,100
1/1/2030 $107,050 $107,050
7/1/2030 $295,000 5.000 %$107,050 $402,050 $509,100
1/1/2031 $99,675 $99,675
7/1/2031 $310,000 5.000 %$99,675 $409,675 $509,350
1/1/2032 $91,925 $91,925
7/1/2032 $325,000 5.000 %$91,925 $416,925 $508,850
1/1/2033 $83,800 $83,800
7/1/2033 $340,000 5.000 %$83,800 $423,800 $507,600
1/1/2034 $75,300 $75,300
7/1/2034 $355,000 4.000 %$75,300 $430,300 $505,600
1/1/2035 $68,200 $68,200
7/1/2035 $370,000 4.000 %$68,200 $438,200 $506,400
1/1/2036 $60,800 $60,800
7/1/2036 $385,000 4.000 %$60,800 $445,800 $506,600
1/1/2037 $53,100 $53,100
7/1/2037 $400,000 4.000 %$53,100 $453,100 $506,200
1/1/2038 $45,100 $45,100
7/1/2038 $415,000 4.000 %$45,100 $460,100 $505,200
1/1/2039 $36,800 $36,800
7/1/2039 $435,000 4.000 %$36,800 $471,800 $508,600
1/1/2040 $28,100 $28,100
7/1/2040 $450,000 4.000 %$28,100 $478,100 $506,200
1/1/2041 $19,100 $19,100
7/1/2041 $470,000 4.000 %$19,100 $489,100 $508,200
1/1/2042 $9,700 $9,700
7/1/2042 $485,000 4.000 %$9,700 $494,700 $504,400
TOTALS $6,525,000 $3,113,150 $9,638,150 $9,638,150
144
CITY OF BOZEMAN SERIES 2007 + Refi 2020
TAX INCREMENT, URBAN RENEWAL REVENUE BONDS
SPECIAL LIMITED OBLIGATIONS OF THE CITY
DOWNTOWN BOZEMAN IMPROVEMENT DISTRICT
DEBT SERVICE SCHEDULE: $4,301,000 ($3,995,000 + $306,000)
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
1/1/2024 $0 $32,415 $32,415
7/1/2024 $268,000 2.440 %$32,415 $300,415 $2,389,000
1/1/2025 $0 $29,146 $29,146
7/1/2025 $277,000 2.440 %$29,146 $306,146 $2,112,000
1/1/2026 $0 $25,766 $25,766
7/1/2026 $279,000 2.440 %$25,766 $304,766 $1,833,000
1/1/2027 $0 $22,363 $22,363
7/1/2027 $286,000 2.440 %$22,363 $308,363 $1,547,000
1/1/2028 $0 $18,873 $18,873
7/1/2028 $293,000 2.440 %$18,873 $311,873 $1,254,000
1/1/2029 $0 $15,299 $15,299
7/1/2029 $303,000 2.440 %$15,299 $318,299 $951,000
1/1/2030 $0 $11,602 $11,602
7/1/2030 $308,000 2.440 %$11,602 $319,602 $643,000
1/1/2031 $0 $7,845 $7,845
7/1/2031 $317,000 2.440 %$3,977 $320,977 $326,000
1/1/2032 $0 $3,977 $3,977
7/1/2032 $326,000 2.440 %$10,125 $336,125 $0
TOTALS $2,657,000 $336,853 $2,993,853 $11,055,000
145
CITY OF BOZEMAN SERIES 2018
TAX INCREMENT, URBAN RENEWAL REVENUE BONDS
SPECIAL LIMITED OBLIGATIONS OF THE CITY
NORTHEAST URBAN RENEWAL DISTRICT
DEBT SERVICE SCHEDULE: $1,453,000
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
1/1/2024 $21,349 4.100 %$24,651 $46,000 $1,164,363
7/1/2024 $22,119 4.100 %$23,881 $46,000 $1,142,244
1/1/2025 $22,312 4.100 %$23,688 $46,000 $1,119,931
7/1/2025 $23,088 4.100 %$22,912 $46,000 $1,096,843
1/1/2026 $23,186 4.100 %$22,814 $46,000 $1,073,657
7/1/2026 $24,029 4.100 %$21,971 $46,000 $1,049,628
1/1/2027 $24,162 4.100 %$21,838 $46,000 $1,025,466
7/1/2027 $25,009 4.100 %$20,991 $46,000 $1,000,457
1/1/2028 $25,178 4.100 %$20,822 $46,000 $975,279
7/1/2028 $25,974 4.100 %$20,026 $46,000 $949,305
1/1/2029 $26,289 4.100 %$19,711 $46,000 $923,016
7/1/2029 $27,092 4.100 %$18,908 $46,000 $895,923
1/1/2030 $27,339 4.100 %$18,661 $46,000 $868,585
7/1/2030 $28,199 4.100 %$17,801 $46,000 $840,386
1/1/2031 $28,487 4.100 %$17,514 $46,000 $811,900
7/1/2031 $29,351 4.100 %$16,649 $46,000 $782,548
1/1/2032 $29,682 4.100 %$16,318 $46,000 $752,866
1/2/2032 $30,509 4.100 %$15,491 $46,000 $722,358
1/3/2032 $30,967 4.100 %$15,033 $46,000 $691,391
1/4/2032 $31,801 4.100 %$14,199 $46,000 $659,589
1/5/2032 $32,223 4.100 %$13,777 $46,000 $627,366
1/6/2032 $33,103 4.100 %$12,897 $46,000 $594,263
1/7/2032 $33,573 4.100 %$12,427 $46,000 $560,690
1/8/2032 $34,459 4.100 %$11,541 $46,000 $526,231
1/9/2032 $34,980 4.100 %$11,020 $46,000 $491,251
1/10/2032 $35,842 4.100 %$10,158 $46,000 $455,409
1/11/2032 $36,470 4.100 %$9,530 $46,000 $418,939
1/12/2032 $37,341 4.100 %$8,659 $46,000 $381,599
1/13/2032 $37,969 4.100 %$8,031 $46,000 $343,630
1/14/2032 $38,872 4.100 %$7,128 $46,000 $304,758
1/15/2032 $39,557 4.100 %$6,443 $46,000 $265,201
1/16/2032 $40,466 4.100 %$5,534 $46,000 $224,734
1/17/2032 $41,211 4.100 %$4,789 $46,000 $183,523
1/18/2032 $42,116 4.100 %$3,884 $46,000 $141,407
1/19/2032 $42,942 4.100 %$3,058 $46,000 $98,465
1/20/2032 $43,856 4.100 %$2,144 $46,000 $54,609
1/21/2032 $44,727 4.100 %$1,273 $46,000 $9,882
1/22/2032 $9,882 4.100 %$343 $10,225 $0
TOTALS $1,185,712 $526,512 $1,712,225 $24,227,693
146
CITY OF BOZEMAN SERIES 2020
TAX INCREMENT URBAN RENEWAL REVENUE BONDS
SPECIAL LIMITED OBLIGATIONS OF THE CITY
MIDTOWN
DEBT SERVICE SCHEDULE: $6,500,000
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
1/1/2024 $110,625 $110,625
7/1/2024 $190,000 3.000 %$110,625 $300,625 $5,770,000
1/1/2025 $0 $107,775 $107,775
7/1/2025 $195,000 4.000 %$107,775 $302,775 $5,575,000
1/1/2026 $0 $103,875 $103,875
7/1/2026 $205,000 4.000 %$103,875 $308,875 $5,370,000
1/1/2027 $0 $99,775 $99,775
7/1/2027 $210,000 4.000 %$99,775 $309,775 $5,160,000
1/1/2028 $0 $95,575 $95,575
7/1/2028 $220,000 4.000 %$95,575 $315,575 $4,940,000
1/1/2029 $0 $91,175 $91,175
7/1/2029 $230,000 4.000 %$91,175 $321,175 $4,710,000
1/1/2030 $0 $86,575 $86,575
7/1/2030 $235,000 4.000 %$86,575 $321,575 $4,475,000
1/1/2031 $0 $81,875 $81,875
7/1/2031 $245,000 4.000 %$81,875 $326,875 $4,230,000
1/1/2032 $0 $76,975 $76,975
7/1/2032 $255,000 4.000 %$76,975 $331,975 $3,975,000
1/1/2033 $0 $71,875 $71,875 $0
7/1/2033 $265,000 4.000 %$71,875 $336,875 $3,710,000
1/1/2034 $0 $66,575 $66,575
7/1/2034 $275,000 4.000 %$66,575 $341,575 $3,435,000
1/1/2035 $0 $61,075 $61,075
7/1/2035 $290,000 4.000 %$61,075 $351,075 $3,145,000
1/1/2036 $0 $55,275 $55,275
7/1/2036 $300,000 4.000 %$55,275 $355,275 $2,845,000
1/1/2037 $0 $49,275 $49,275
7/1/2037 $310,000 4.000 %$49,275 $359,275 $2,535,000
1/1/2038 $0 $43,075 $43,075
7/1/2038 $325,000 4.000 %$43,075 $368,075 $2,210,000
1/1/2039 $0 $36,575 $36,575
7/1/2039 $335,000 4.000 %$36,575 $371,575 $1,875,000
1/1/2040 $0 $29,875 $29,875
7/1/2040 $350,000 4.000 %$29,875 $379,875 $1,525,000
1/1/2041 $0 $22,875 $22,875
7/1/2041 $365,000 3.000 %$22,875 $387,875 $1,160,000
1/1/2042 $0 $17,400 $17,400
7/1/2042 $375,000 3.000 %$17,400 $392,400 $785,000
1/1/2043 $0 $11,775 $11,775
7/1/2043 $385,000 3.000 %$11,775 $396,775 $400,000
1/1/2044 $0 $6,000 $6,000
7/1/2044 $400,000 3.000 %$6,000 $406,000 $0
TOTALS $5,960,000 $2,651,750 $8,611,750 $67,830,000
147
CITY OF BOZEMAN SERIES 2020
REVENUE BOND SID NO. 747
SPECIAL LIMITED OBLIGATIONS OF THE CITY
DEBT SERVICE SCHEDULE: $4,001,000
Payment Due Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
1/1/2024 $79,248 3.175 %$56,133 $135,380 $3,456,670
7/1/2024 $80,506 3.175 %$54,875 $135,380 $3,376,164
1/1/2025 $81,784 3.175 %$53,597 $135,380 $3,294,381
7/1/2025 $83,082 3.175 %$52,298 $135,380 $3,211,299
1/1/2026 $84,401 3.175 %$50,979 $135,380 $3,126,898
7/1/2026 $85,741 3.175 %$49,640 $135,380 $3,041,157
1/1/2027 $87,102 3.175 %$48,278 $135,380 $2,954,055
7/1/2027 $88,485 3.175 %$46,896 $135,380 $2,865,570
1/1/2028 $89,889 3.175 %$45,491 $135,380 $2,775,681
7/1/2028 $91,316 3.175 %$44,064 $135,380 $2,684,365
1/1/2029 $92,766 3.175 %$42,614 $135,380 $2,591,598
7/1/2029 $94,239 3.175 %$41,142 $135,380 $2,497,360
1/1/2030 $95,735 3.175 %$39,646 $135,380 $2,401,625
7/1/2030 $97,255 3.175 %$38,126 $135,380 $2,304,371
1/1/2031 $98,798 3.175 %$36,582 $135,380 $2,205,572
7/1/2031 $100,367 3.175 %$35,013 $135,380 $2,105,205
1/1/2032 $101,960 3.175 %$33,420 $135,380 $2,003,245
7/1/2032 $103,579 3.175 %$31,802 $135,380 $1,899,666
1/1/2033 $105,223 3.175 %$30,157 $135,380 $1,794,443
7/1/2033 $106,894 3.175 %$28,487 $135,380 $1,687,550
1/1/2034 $108,590 3.175 %$26,790 $135,380 $1,578,959
7/1/2034 $110,314 3.175 %$25,066 $135,380 $1,468,645
1/1/2035 $112,066 3.175 %$23,315 $135,380 $1,356,579
7/1/2035 $113,845 3.175 %$21,536 $135,380 $1,242,735
1/1/2036 $115,652 3.175 %$19,728 $135,380 $1,127,083
7/1/2036 $117,488 3.175 %$17,892 $135,380 $1,009,595
1/1/2037 $119,353 3.175 %$16,027 $135,380 $890,242
7/1/2037 $121,248 3.175 %$14,133 $135,380 $768,994
1/1/2038 $123,173 3.175 %$12,208 $135,380 $645,822
7/1/2038 $125,128 3.175 %$10,252 $135,380 $520,694
1/1/2039 $127,114 3.175 %$8,266 $135,380 $393,580
7/1/2039 $129,132 3.175 %$6,248 $135,380 $264,447
1/1/2040 $131,182 3.175 %$4,198 $135,380 $133,265
7/1/2040 $133,265 3.175 %$2,116 $135,381 $0
TOTALS $3,535,918 $1,067,013 $4,602,931 $63,677,514
148
CITY OF BOZEMAN SERIES 2019
LIMITED OBLIGATION BOND SPORTS PARK
SPECIAL LIMITED OBLIGATIONS OF THE CITY
DEBT SERVICE SCHEDULE: $1,700,000
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
1/1/2024 $34,690 3.740 %$28,208 $62,897 $1,469,633
7/1/2024 $35,415 3.740 %$27,483 $62,897 $1,434,218
1/1/2025 $36,078 3.740 %$26,820 $62,897 $1,398,141
7/1/2025 $36,825 3.740 %$26,073 $62,897 $1,361,316
1/1/2026 $37,371 3.740 %$25,526 $62,897 $1,323,945
7/1/2026 $38,208 3.740 %$24,690 $62,897 $1,285,738
1/1/2027 $38,788 3.740 %$24,109 $62,897 $1,246,949
7/1/2027 $39,643 3.740 %$23,254 $62,897 $1,207,306
1/1/2028 $40,259 3.740 %$22,638 $62,897 $1,167,047
7/1/2028 $41,073 3.740 %$21,824 $62,897 $1,125,974
1/1/2029 $41,842 3.740 %$21,056 $62,897 $1,084,132
7/1/2029 $42,680 3.740 %$20,217 $62,897 $1,041,452
1/1/2030 $43,369 3.740 %$19,529 $62,897 $998,083
7/1/2030 $44,284 3.740 %$18,613 $62,897 $953,798
1/1/2031 $45,013 3.740 %$17,885 $62,897 $908,786
7/1/2031 $45,950 3.740 %$16,948 $62,897 $862,836
1/1/2032 $46,718 3.740 %$16,179 $62,897 $816,118
7/1/2032 $47,636 3.740 %$15,262 $62,897 $768,482
1/1/2033 $48,527 3.740 %$14,371 $62,897 $719,955
7/1/2033 $49,472 3.740 %$13,426 $62,897 $670,484
1/1/2034 $50,325 3.740 %$12,572 $62,897 620158.71
7/1/2034 $51,332 3.740 %$11,565 $62,897 568826.45
1/1/2035 $52,231 3.740 %$10,666 $62,897 516595.19
7/1/2035 $53,264 3.740 %$9,634 $62,897 $463,332
1/1/2036 $54,209 3.740 %$8,688 $62,897 $409,122
7/1/2036 $55,247 3.740 %$7,651 $62,897 $353,876
1/1/2037 $56,280 3.740 %$6,617 $62,897 $297,596
7/1/2037 $57,348 3.740 %$5,550 $62,897 $240,248
1/1/2038 $58,393 3.740 %$4,505 $62,897 $181,855
7/1/2038 $59,506 3.740 %$3,391 $62,897 $122,349
1/1/2039 $60,603 3.740 %$2,294 $62,897 $61,746
7/1/2039 $61,746 3.740 %$1,151 $62,897 $0
TOTALS $1,504,322 $508,396 $2,012,719 $25,680,095
149
CITY OF BOZEMAN
INTERCAP LOANS 2593-02 & 2593-02
REPLACE/UPGRADE STREET LIGHTS
DEBT SERVICE SCHEDULE: $193,231
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
8/15/2023 $7,026 5.75 %$3,138 $10,163 $103,009
2/15/2024 $7,059 5.75 %$2,986 $10,045 $95,950
8/15/2024 $7,111 $0 $7,111 $88,839
2/15/2025 $7,150 $0 $7,150 $81,690
8/15/2025 $7,201 $0 $7,201 $74,488
2/15/2026 $7,238 $0 $7,238 $67,250
8/15/2026 $7,291 $0 $7,291 $59,959
2/15/2027 $7,330 $0 $7,330 $52,629
8/15/2027 $7,382 $0 $7,382 $45,247
2/15/2028 $7,423 $0 $7,423 $37,824
8/15/2028 $7,473 $0 $7,473 $30,352
2/15/2029 $7,517 $0 $7,517 $22,835
8/15/2029 $7,566 $0 $7,566 $15,268
2/15/2030 $7,612 $0 $7,612 $7,657
8/15/2030 $7,657 $0 $7,657 $0
TOTALS $110,035 $6,123 $116,158 782996.75
150
SPORTS PARK/BRONKEN
INTERCAP LOAN 2010-01
REPLACE/UPGRADE STREET LIGHTS
DEBT SERVICE SCHEDULE: $151,825
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
8/15/2023 $15,045 5.75 %$6,163 $21,209 $201,101
2/15/2024 $15,241 5.75 %$5,829 $21,070 $185,860
8/15/2024 $15,543 $0 $15,543 $170,317
2/15/2025 $15,772 $0 $15,772 $154,545
8/15/2025 $16,075 $0 $16,075 $138,470
2/15/2026 $16,305 $0 $16,305 $122,165
8/15/2026 $16,616 $0 $16,616 $105,549
2/15/2027 $16,864 $0 $16,864 $88,685
8/15/2027 $17,176 $0 $17,176 $71,509
2/15/2028 $17,443 $0 $17,443 $54,066
8/15/2028 $17,752 $0 $17,752 $36,315
2/15/2029 $18,042 $0 $18,042 $18,272
8/15/2029 $18,272 $0 $18,272 $0
TOTALS $216,147 $11,992 $228,139 $1,346,855
2022 TOYOTA HIGHLANDER LEASE
DEBT SERVICE SCHEDULE: $19,833
Payment Due Principal Payment Interest Payment Monthly Payment Lease Balance
7/1/2023 $556 $38 $594 $8,626
8/1/2023 $558 $36 $594 $8,068
9/1/2023 $561 $34 $594 $7,507
10/1/2023 $563 $31 $594 $6,944
11/1/2023 $565 $29 $594 $6,378
12/1/2023 $568 $27 $594 $5,810
1/1/2024 $570 $24 $594 $5,240
2/1/2024 $573 $22 $594 $4,667
3/1/2024 $575 $19 $594 $4,092
4/1/2024 $577 $17 $594 $3,515
5/1/2024 $580 $15 $594 $2,935
6/1/2024 $582 $12 $594 $2,353
7/1/2024 $585 $10 $594 $1,769
8/1/2024 $587 $7 $594 $1,181
9/1/2024 $590 $5 $594 $592
10/1/2024 $592 $2 $594 $0
TOTALS $9,182 $329 $9,504 $69,677
151
E. BEALL OFFICE LEASE
DEBT SERVICE SCHEDULE: $423,122
Payment Due Principal Payment Interest Payment Monthly Payment Lease Balance
7/1/2023 $6,299 $1,397 $7,695 $328,876
8/1/2023 $6,325 $1,370 $7,695 $322,551
9/1/2023 $6,351 $1,344 $7,695 $316,200
10/1/2023 $6,378 $1,318 $7,695 $309,822
11/1/2023 $6,404 $1,291 $7,695 $303,418
12/1/2023 $6,431 $1,264 $7,695 $296,987
1/1/2024 $6,458 $1,237 $7,695 $290,529
2/1/2024 $6,485 $1,211 $7,695 $284,044
3/1/2024 $6,512 $1,184 $7,695 $277,532
4/1/2024 $6,848 $1,156 $8,005 $270,684
5/1/2024 $6,877 $1,128 $8,005 $263,807
6/1/2024 $6,906 $1,099 $8,005 $256,901
7/1/2024 $6,934 $1,070 $8,005 $249,967
8/1/2024 $6,963 $1,042 $8,005 $243,004
9/1/2024 $6,992 $1,013 $8,005 $236,012
10/1/2024 $7,021 $983 $8,005 $228,990
11/1/2024 $7,051 $954 $8,005 $221,940
12/1/2024 $7,080 $925 $8,005 $214,860
1/1/2025 $7,109 $895 $8,005 $207,750
2/1/2025 $7,139 $866 $8,005 $200,611
3/1/2025 $7,169 $836 $8,005 $193,442
4/1/2025 $7,518 $806 $8,324 $185,924
5/1/2025 $7,550 $775 $8,324 $178,374
6/1/2025 $7,581 $743 $8,324 $170,793
7/1/2025 $7,613 $712 $8,324 $163,181
8/1/2025 $7,644 $680 $8,324 $155,537
9/1/2025 $7,676 $648 $8,324 $147,860
10/1/2025 $7,708 $616 $8,324 $140,152
11/1/2025 $7,740 $584 $8,324 $132,412
12/1/2025 $7,773 $552 $8,324 $124,639
1/1/2026 $7,805 $519 $8,324 $116,834
2/1/2026 $7,837 $487 $8,324 $108,997
3/1/2026 $7,870 $454 $8,324 $101,127
4/1/2026 $8,236 $421 $8,657 $92,891
5/1/2026 $8,270 $387 $8,657 $84,621
6/1/2026 $8,305 $353 $8,657 $76,316
7/1/2026 $8,339 $318 $8,657 $67,977
8/1/2026 $8,374 $283 $8,657 $59,603
9/1/2026 $8,409 $248 $8,657 $51,194
10/1/2026 $8,444 $213 $8,657 $42,750
11/1/2026 $8,479 $178 $8,657 $34,271
12/1/2026 $8,514 $143 $8,657 $25,757
1/1/2027 $8,550 $107 $8,657 $17,207
2/1/2027 $8,586 $72 $8,657 $8,621
3/1/2027 $8,621 $36 $8,657 $0
TOTALS $335,175 $33,917 $369,092 $7,804,967
152
TWO (2) 2022 CAT 150-15AWD MOTOR GRADERS
DEBT SERVICE SCHEDULE: $584,900
Payment Due Principal Payment Interest Payment Annual Payment Lease Balance
2/21/2024 $53,341 $38,542 $91,883 $531,559
2/21/2025 $54,359 $37,524 $91,883 $477,200
2/21/2026 $58,159 $33,724 $91,883 $419,042
2/21/2027 $62,224 $29,559 $91,783 $356,818
2/21/2028 $356,818 $26,745 $383,563 $0
TOTALS $584,900 $166,095 $750,995 $1,784,619
2023 ELGIN BROOM BEAR SWEEPER
DEBT SERVICE SCHEDULE: $277,720
Payment Due Principal Payment Interest Payment Annual Payment Lease Balance
4/1/2024 $49,053 $14,317 $63,370 $167,490
4/1/2025 $52,296 $11,074 $63,370 $115,194
4/1/2026 $55,754 $7,616 $63,370 $59,440
4/1/2027 $59,440 $3,930 $63,370 $0
TOTALS $216,543 $36,937 $253,480 $342,124
2023 FORD TRANSIT VAN
DEBT SERVICE SCHEDULE: $66,602
Payment Due Principal Payment Interest Payment Annual Payment Lease Balance
5/24/2024 $15,187 $2,557 $17,743 $16,415
5/24/2025 $16,415 $1,328 $17,743 $0
TOTALS $31,602 $3,885 $35,486 $16,415
153
154
Capital Improvement Program (CIP)
The CIP includes any planned expenditure of $25,000 or greater, that results in the acquisition of an asset with a
useful life of 3 years or more. There are a couple of “exceptions” or “extensions” of this definition that we have
found helpful and necessary in past years:
•Specific plans that involve pre-engineering or preliminary design of facilities are often (but not always)
included in the CIP.
•Software purchases that could potentially be “software as a service”. Cloud based services are beginning
to replace purchases of outright software and hardware. In the CIP, we have treated the software projects
as a capital outlay purchase.
State law and City charter require the City to prepare the CIP. State Law requires the City to maintain a Capital
Improvement Plan for our Development Impact Fee programs. Under Montana Code Annotated (MCA), this
Capital Improvement Plan provides the schedules and cost projections required under MCA §7-6-1602(2)(k)(i-iv).
In Article 5.06 of the adopted City Charter, the City Manager is responsible for preparing and submitting a multi-
year capital program to the City Commission no later than December 15 for the ensuing fiscal year. The latest CIP
Plan was adopted by the City Commission on December 13, 2022.
The five-year plan includes long-range plans for our current facilities while keeping in mind level of service
standards. In a community with relatively high cost of living, the ability of citizens to afford the needed utility rate,
fee, and assessment levels is of concern. At the same time, the City strives to keep existing facilities properly
maintained — and not pass deferred maintenance costs and problems on to future generations.
Once adopted, the Capital Improvements Plan became the basis of the budget for FY24. The City will continue to
invest in capital infrastructure in order to keep Bozeman a vibrant and active city. We are a resilient, enterprising,
and creative community. The 2024-2028 CIP is a plan to provide efficient and effective services, and to achieve the
Commission’s vision and priorities set out in the Strategic Plan for the City of Bozeman. The Plan can be found on
the City website: CIP FY24-FY28.
155
FY24 Capital Projects Summary Costs:
Approximately $151 million in capital spending and commitments are planned in FY24, primarily for construction
projects. The most significant driver is $102 million planned for the Bozeman Community Center (GF355). Three
million of this project is planned to be supported by the Library Foundation and the remaining $99 million will be
placed on the ballot for voter approval of a general obligation bond. Other projects include investments in
recreational facilities already approved by voters, including the Swim Center, Bogert Pool, and Lindley Center. In
addition Fire Station 2 is under contract and expected to be completed in the next year or two.
Capital Appropriations by Fund
General Fund, 3%
Fire Impact Fee, 1%
Parks & Trails District, 1%
Street Arterial Construction District, 1%
Street Impact Fee, 3%
Street Maintenance District, 2%
Downtown TIFD, 2%
Capital Projects, 75%
Water Fund, 3%
Wastewater Fund, 7%
Wastewate Impact Fee, —%
Solid Waste Fund, —%
Following adopting of the FY24 Budget, Bozeman City Commission voted against including the Bozeman
Community Center on the November 2023 ballot.
156
FY24 Capital Project Listing by Fund
FY24 Capital Project Listing
Fund Division Project #Project Name FY24
General Fund
10 Facilities GF001 Elevator Replacement 275,000
10 Facilities GF328 Vehicle Replacement 49,000
10 Facilities GF329 Vehicle Replacement 49,000
10 Facilities GF346 Facility Condition Invent 50,000
10 Facilities GF360 LED Lighting Upgrade - Prof Building 40,000
10 Facilities GF365 Senior Center Parking Lot 45,100
10 Facilities GF366 Professional Building Parking Lot 42,900
10 Facilities GF367 Service Worker Vehicle 49,000
10 Facilities GF368 Site FCA Repairs 236,500
10 Facilities GF369 Facility Needs Assessment 150,000
10 Facilities GF370 City Hall Renovations 1,500,000
10 Information Technology GF080 City-Wide Switches and Routers 55,000
10 Information Technology GF265 Server Replacement Genera Fund 25,000
10 Police GF053 Patrol Car & Equipment Replacement 308,200
10 Police GF294 Patrol Car - Additional 74,000
10 Police GF316 Police Body Camera System* 67,000
10 Cemetery GF268 SW MT Veteran's Cemetery 450,000
10 Recreation GF300 SMCC Gym Floor Replace 222,000
10 Recreation GF373 Bulkhead Retro-fit 100,000
10 Sustainability GF245 Energy Projects 75,000
10 Sustainability GF362 Solar Panel Arrays 330,000
General Fund Total 4,192,700
Planning Fund
100 Planning CD08 Office Reconfigurations 25,000
Planning Fund Total 25,000
Street Maintenance Fund
111 Street Maintenance ICEWEL Relocate Ice Well FS1 100,000
111 Street Maintenance STR20 Annual Bike Path Improvements 100,000
111 Street Maintenance STR22 Streets Operations Grader Lease 120,000
111 Street Maintenance STR30 Annual Median & Boulevard Projects 100,000
111 Street Maintenance STR34 Sweepers 115,000
111 Street Maintenance STR49 Sanders Street Dept 5Yrs 40,000
111 Street Maintenance STR58 Tandem Axle Dump Truck 320,000
111 Street Maintenance STR71 Street Improvements Mill+Overlay 819,900
111 Street Maintenance STR75 Annual Pedestrian Ramp Rehab 110,000
111 Street Maintenance STR84 Plug In Electric Work Truck 70,000
111 Street Maintenance STR90 Chip Seal* 811,300
111 Street Maintenance STR92 Oak St Median Landscaping 60,000
111 Street Maintenance STR114 Mag Chloride Containment 75,000
111 Street Maintenance STR123 Light Duty Fleet Addition 70,000
111 Street Maintenance STR125 Lowboy Equipment Trailer 100,000
111 Street Maintenance STR133 Replace Sand Shed Panels 40,000
111 Street Maintenance STR134 Ice Breaker Attachments 100,000
111 Street Maintenance STR135 Diesel Fuel Tank & Kiosk 32,000
Street Maintenance Fund Total 3,183,200
*Project will not be capitalized and is included in the Operating budget.
157
FY24 Capital Project Listing
Fund Division Project #Project Name FY24
Tree Maintenance Fund
112 Tree Maintenance FOR19 Forestry 1-Ton Pickup 55,000
Tree Maintenance Fund Total 55,000
Fire Impact Fee Fund
113 Fire Impact Fee FIF06 Fire Station 4 Land Acquisition & Design 1,500,000
Fire Impact Fee Fund Total 1,500,000
Fire Capital & Equipment Fund
187 Fire Capital & Equip FE12 Personal Protective Equipment 43,000
Fire Capital & Equipment Fund Total 43,000
Street Impact Fee Fund
114 Street Impact Fee A&C012 Cottonwood Rd/Fallon 750,000
114 Street Impact Fee SIF001 Right Of Way Acquisition 2,450,000
114 Street Impact Fee SIF147 Oak & 19Th Intersection 750,000
114 Street Impact Fee SIF152 N 27Th - Baxter - Cattail 450,000
Street Impact Fee Fund Total 4,400,000
Building Inspection Fund
115 Building Inspection BI05 Building Vehicle 50,000
115 Building Inspection CD08 Office Reconfigurations 25,000
Building Inspection Fund Total 75,000
Arterial & Collector District Fund
141 Arterial & Collector A&C007 Shared Use Path-Valley Center 300,000
141 Arterial & Collector A&C012 Cottonwood Rd/Fallon 750,000
141 Arterial & Collector A&C026 Bike/Ped Gap Analysis 100,000
141 Arterial & Collector SIF145 Kagy/Sourdough Intersection 85,000
141 Arterial & Collector SIF147 Oak & 19Th Intersection 250,000
141 Arterial & Collector SIF152 N 27Th - Baxter - Cattail 450,000
141 Arterial & Collector SIF188 Oak St Intersections 150,000
Arterial & Collector Fund Total 2,085,000
Parks & Trails District Fund
195 Parks & Trails District GF031 Park Improvement Grant 275,000
195 Parks & Trails District PTD03 Playground/Skate Park Improvements 630,000
195 Parks & Trails District PTD04 Park Vehicles 135,000
195 Parks & Trails District PTD05 Toolcat Multi Purpose 90,000
195 Parks & Trails District PTD06 Park Shelter Replacement 60,000
195 Parks & Trails District PTD09 Deferred Maintenance 100,000
195 Parks & Trails District PTD13 Sports Complex 370,000
Parks & Trails District Total 1,660,000
Midtown TIFD
143 Midtown TIFD Westlake BMX Park Improvements 300,000
143 Midtown TIFD Codify Design Standards for N. 7th Avenue Streetscape 50,000
143 Midtown TIFD 5th Ave. Trail 325,000
143 Midtown TIFD Food Truck Development Code and Standards 50,000
Midtown TIFD Total 725,000
158
FY24 Capital Project Listing
Fund Division Project #Project Name FY24
Northeast TIFD*
144 Northeast TIFD Pedestrian Bridge/East Aspen Street Construction 405,000
144 Northeast TIFD Pocket Park - North Church Right-of-Way Design 25,000
144 Northeast TIFD Fencing along Depot Trail - West Side 20,000
144 Northeast TIFD Quiet Zone Construction 436,900
144 Northeast TIFD Public Art 30,000
144 Northeast TIFD Identification of Undeveloped Public Properties 20,000
144 Northeast TIFD Parking Structure 50,000
Northeast TIFD Total 986,900
Downtown TIFD*
116 Downtown TIFD Street Furniture/Streetscape Improvements 50,000
116 Downtown TIFD Park Improvements (Soroptimist/NBPP) 25,000
116 Downtown TIFD Alley Improveents 250,000
116 Downtown TIFD Intersection Cable Anchor Repairs 25,000
116 Downtown TIFD Parklet Infrastructure 20,000
116 Downtown TIFD Sidestreet Infrastructure Improvements 300,000
116 Downtown TIFD Streetscape, Life-Safety & Fiber Grant Programs 90,000
116 Downtown TIFD Wayfinding & Parking Signage 15,000
116 Downtown TIFD Alternative Transportation Projects 50,000
116 Downtown TIFD Streetlamp Power Reconfiguration Project (SILD) 100,000
116 Downtown TIFD Workforce Housing Project - Fire Station One 1,600,000
Downtown TIFD Total 2,525,000
Construction Funds
500 Recreation GF355 Bozeman Community Center 102,000,000
504 Streets SCR01 Curb Spot Repair 105,000
504 Streets SCR26 Bogert Place - Church to Story 507,000
561 Library LIB32 Automatic Blinds 60,000
572 Fire GF305 Fire Station 2- Relocate 6,895,700
573 Recreation GF137 Swim Center - Facility 4,050,000
573 Recreation GF209 Lindley Center - Remodel 1,750,000
573 Recreation GF238 Bogert Pool Renovation 1,000,000
Construction Funds Total 116,367,700
Water Funds
600 Water ICEWEL Relocate Ice Well in FS1 50,000
600 Water W03 Annual Water Pipe Replacement 25,000
600 Water W04-24 Water Pipe Replacement Projects 1,200,000
600 Water W79 Hyalite Dam & Reservoir Optimization Improvements 262,500
600 Water W89 Membrane Replacement 500,000
600 Water W93 Truck Replacement 60,000
600 Water W97 Replace 1-Ton Truck 58,300
600 Water W101 WTP Tank Outlet Monitor 110,000
600 Water W104 Replace Backhoe 160,900
600 Water W113 Tracked Skid Loader 150,000
600 Water W133 Trans Main WTP to Nash 110,000
600 Water W136 New 3/4 Ton Meter Truck 55,000
600 Water W141 South Press Zone Pre-Design 350,000
600 Water W142 Sourdough Trail Drain Improvements 30,000
600 Water W145 N 3rd Water Main Improvements 212,000
600 Water WC08 Water Conservation Vehicle 40,000
600 Water WIF52 Water Main Cottonwood 525,000
610 Water Impact Fee WIF52 Water Main Cottonwood 475,000
610 Water Impact Fee WIF56 Blackwood Groves Water Main 210,000
Water Funds Total 4,583,700
* No funding for public art can be spent out of this fund until the City has a public art policy established by City Commission.
159
FY24 Capital Project Listing
Fund Division Project #Project Name FY24
Wastewater Funds
620 Wastewater ICEWEL Relocate Ice Well in FS1 50,000
620 Wastewater WW07 Annual Wastewater Pipe Replacement 25,000
620 Wastewater WW08 Wastewater Pipe Replacement 1,000,000
620 Wastewater WW09 Annual Wastewater Pipe Replacement 500,000
620 Wastewater WW69 Small Works Projects 150,000
620 Wastewater WW70 WRF Facility Engineering and Optimization 60,000
620 Wastewater WW104 Replace Sewer TV Van 320,000
620 Wastewater WW111 E Gallatin Streambank Erosion 150,000
620 Wastewater WW112 E Gallatin River Data Collection 60,000
620 Wastewater WW122 SCADA Motor Control #2 90,000
620 Wastewater WW126 Bobcat Toolcat 80,000
620 Wastewater WW129 WRF Base Hydraulic Ph 1 1,000,000
620 Wastewater WW130 WRF Effluent Filt Pre-Design 25,000
620 Wastewater WW133 Riverside Lift Station 2,500,000
620 Wastewater WW134 Valley Center Lift Station 3,000,000
620 Wastewater WW135 N 3rd Sewer Main Improvements 204,000
620 Wastewater WWIF50 Joint MSE/DEQ Pilot 70,000
630 Wastewater Impact Fee WWIF44 WRF Interceptor 1,200,000
630 Wastewater Impact Fee WWIF52 Blackwood Groves Sewer 220,000
Wastewater Funds Total 10,704,000
Solid Waste Funds
640 Solid Waste SW58 Roll Off Truck 250,000
640 Solid Waste SW59 Solid Waste Rate Study* 70,000
641 Landfill Closure Costs SW71 Landfill South SVE Wells 70,000
641 Landfill Closure Costs SW72 Landfill East SVE Wells 340,000
Solid Waste Funds Total 730,000
Parking Fund
650 Parking Fund P030 Mobile LPR Technology 100,000
650 Parking Fund P031 Crack Repair Bridger Garage 250,000
650 Parking Fund P034 Fixed LPR Technology 150,000
Parking Fund Total 500,000
Stormwater Fund
670 Stormwater STDM04 Historic Pipe Replacement Program 300,000
670 Stormwater STDM05 Annual Unplanned Pipe Rehab 49,600
670 Stormwater STDM18 Stormwater Rate Model Study* 50,000
670 Stormwater STRH01 Downtown Mech Storm 300,000
Stormwater Fund Total 699,600
Vehicle Maintenance Fund
710 Vehicle Maintenance VM05 Vehicle Maintenance Service Truck 120,000
Vehicle Maintenance Fund Total 120,000
GIS/Asset Management
750 Public Works Administration GIS04 Aerial Photography 65,000
750 Public Works Administration GIS09 LiDAR 65,000
750 Public Works Administration GIS10 Land Cover Acquisition 65,000
Public Works Administration Fund Total 195,000
Total Capital Projects for All Funds 151,118,900
*Project will not be capitalized and is included in the Operating budget.
160
Appendix A: Economic Conditions Assessment
Appendix B: Fiscal Budget Policies
Appendix C: Long Range Planning
Appendix D: Glossary of Key Terms
Appendix E: State Submission Documents
161
Economic & Planning Systems | Bridge Economic Development
Bozeman Economic Assessment |1
TABLE OF CONTENTS
1. Summary of Findings …………………………………………………………………… 2
2. Community Profile ………………………………………………………………………. 8
3. Economy …………………………………………………………………………………………11
4. Industry Clusters ………………………………………………………………………… 20
5. Economic Equity ………………………………………………………………………… 22
Appendix …………………………………………………………………………………………… 29
163
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1.SUMMARY OF FINDINGS
Introduction and Purpose
This economic assessment describes the economy and
demographics of Bozeman and Gallatin County. The
information is intended to inform participants in the
Economic Development Strategic Plan process. The analysis
also compares Bozeman and Gallatin County to several
comparison communities that Bozeman sometimes
competes with for economic development.
Regional Economy
The economy of Bozeman, Gallatin County and the Gallatin
Valley (Greater Bozeman) are closely related. About half of the
jobs in the County are in Bozeman, and a large majority of the
jobs are in the Gallatin Valley comprised of Bozeman, Gallatin
Gateway, Four Corners, Belgrade, and Manhattan. While this
plan is being prepared by the City of Bozeman, it is
anticipated to result in regional partnerships to carry it
forward. The success of each community in the region
contributes to the overall economic vitality because of their
proximity, single labor force, and economic relationships.
Bozeman Economic Assessment | 2Economic & Planning Systems | Bridge Economic Development
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1.SUMMARY OF FINDINGS
Economy and Trends
▪Growth – Bozeman is growing rapidly with 3.8% annual population growth (+6,400
people 2015-2019) and 2.5% annual job growth (+6,900 jobs 2015-2019). The COVID-19
pandemic has increased the appeal of high-amenity places for remote and
knowledge workers and firms which is contributing to these trends.
▪Economic base – Bozeman’s economy is most heavily concentrated in tourism and
retail type jobs (tourism and local sectors) that have lower wages than traded sector
jobs.
▪Economic evolution – Bozeman and Gallatin County are experiencing strong
growth in knowledge-based industries (professional and technical services) and in
manufacturing. These trends can be leveraged to further diversify the economy and
raise average wages.
▪Wages – Tight labor supply conditions and a rising cost of living have resulted in
5.4% annual wage growth across all industries. Knowledge based industries had
wage growth in the 7 to 8% range annually which suggests that the area is
attracting high value talent and that the composition of firms is changing.
▪Labor force – The labor supply is extremely tight with 1.1% unemployment (4.0 to
5.0% is considered healthy). The labor shortage may moderate as people reenter the
labor force as the pandemic stabilizes. Access to housing (high costs, limited supply)
is also a contributing factor.
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1.SUMMARY OF FINDINGS
Industry Clusters
Industry clusters are groups of similar and
related businesses that share common
markets, technologies, worker skill needs,
and which are often linked by buyer-seller
relationships. Industry clusters represent
distinct qualities of a community and help
define what makes one community
different from another.
The Economic Development Strategy is
likely to recommend a focus on traded
sector industry clusters due to their higher
economic impact than local sectors.
The table shows the industry sectors
according to the National Industrial
Classification System (NAICS) that align
with the specific industry clusters.
Industry Sector (NAICS) Industry Cluster Private Wage and
Salary Jobs (Gallatin County)
•Photonics
•Outdoor equipment
•Biotechnology
•Niche manufacturing
3,600
•Health care 6,000
•Residential and nonresidentialconstruction and trades
•Heavy civil construction
6,400
•Outdoor industry (ski areas,guide/tour services 1,700
17,000
31,100
•Retail, restaurants, hotels
4,800
8,400
•Photonics
•Quantum computing
•Technology / IT
•Biotechnology
Traded Sectors
Manufacturing
Professional and technical services
Total
Local Sectors
Health Care
Construction
Arts, entertainment, and recreation
Retail, accommodations and food services
Total
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1.SUMMARY OF FINDINGS
Factor Implications
Strengths/Opportunities
Rapid population and job growth •Market supports investment.
•Need to keep up with housing demand.
Bozeman brand and quality of life •Attracts companies and workers that share that identity.
•May be exacerbating housing costs and inequalities.
Growth in more diverse sectors (professional services, •Bozeman becoming established as a location for knowledgemanufacturing) based and high value manufacturing industries.
•Need to ensure current residents have pathways into thesecareers.
MSU is classified as an R1 Doctoral University (very high research •Technology transfer and entrepreneurship opportunities fromactivity), the top research activity classification MSU faculty, staff, and graduates.
Weaknesses/Threats
Large portion of jobs in tourism, retail, and food and beverage •Lower wages, less economic productivity, mismatch betweenindustries wages and housing costs.
Rapid increase in housing and real estate costs •Will constrain labor force availability.
•May constrain business expansion or relocation (cost of space).
Education and opportunity gap between white and non-white •Invest in career paths into higher paying jobs.
population
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1.SUMMARY OF FINDINGS
Comparison Communities
The consultant team and City staff developed a list of
comparison areas to benchmark Bozeman and Gallatin
County against. First, the comparison communities have a
major university. Second, they are communities that
Bozeman competes with for new company site selection.
▪Missoula, MT – in Missoula County, Montana. Missoula has
a population of 76,713 and is the home of the University of
Montana, which has an enrollment of 10,015 students.
Missoula County’s largest employment industries include
Health Care, Retail Trade, and Accommodations and Food
Services.
▪Fort Collins, CO – Located in Larimer County, Colorado.
Fort Collins has a population of 173,035 and is the home of
Colorado State University, which has an enrollment of
32,646 students. Larimer County’s largest employment
industries include Retail Trade, Health Care, and
Accommodations and Food Services.
▪Boulder, CO – Located in Boulder County, Colorado.
Boulder has a population of 105,479 and is the home of the
University of Colorado Boulder, which has an enrollment of
34,975 students. Boulder County’s largest employment
industries include Professional and Technical Services,
Health Care, and Manufacturing.
▪Bend, OR – Located in Deschutes County, Oregon. Bend
has a population of 97,283 and is the home of Oregon State
University–Cascades, which has an enrollment of 1,374
students. Deschutes County’s largest employment
industries include Health Care, Retail Trade, and
Accommodations and Food Services.
▪Ogden, UT – Located in Weber County, Utah. Ogden has a
population of 89,694 and is the home of Weber State
University, which has an enrollment of 29,596 students.
Weber County’s largest employment industries include
Manufacturing, Health Care, and Retail Trade.
▪Boise, ID – Located in Ada County, Idaho. Boise has a
population of 240,333 and is the home of Boise State
University, which has an enrollment of 24,103 students. Ada
County’s largest employment industries include Health
Care, Retail Trade, and Administration and Waste Services.
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1. SUMMARY OF FINDINGS
How do we compare?
Measure * Indicates City only metric; other metrics are County
Bozeman/ Gallatin County Missoula/ Missoula County
Fort Collins/ Larimer County Boulder/ Boulder County Bend/ Deschutes County
Ogden/ Weber County Boise/ Ada County
Population* (2021) 51,405 76,713 173,035 105,479 97,283 89,694 240,333
Population Annual Growth Rate (5 years)* (2010-2021)
2.9% 1.2% 1.6% 0.7% 2.2% 0.7% 1.3%
Jobs 59,022 58,735 158,006 179,056 81,429 107,658 250,270
Annual Job Growth Rate (2015-2020) 2.5% 0.5% 1.4% 0.7% 2.4% 1.7% 2.9%
Largest 3 industries (2020) Retail Trade
Accomm. Construction
Health Care
Retail Trade Accomm.
Retail Trade
Health Care Accomm.
Prof. & Tech. Svcs.
Health Care Manufacturing
Health Care
Retail Trade Accomm.
Manufacturing Health Care
Retail Trade
Health Care Retail Trade
Admin.& Waste Svcs.
Average Annual Wage (2020) $51,400 $47,469 $58,425 $78,383 $52,936 $46,698 $56,192
Gross Regional Product (Output) per Job (2020) $95,912 $84,341 $117,875 $148,666 $112,162 $98,984 $103,445
% Bachelor’s Degree or Higher* (2019) 59% 48% 55% 76% 44% 21% 42%
Median Home Price* (Dec. 2021) $700,000 $517,497 $534,978 $940,000 $683,000 $360,000 $554,933
% White-Non Hispanic / All Other Races* (2019) 92% / 8% 91% / 9% 88% / 12% 87% / 13% 93% / 7% 84% / 16% 89% / 11%
Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment | 7 169
2.COMMUNITY PROFILE
Population and Growth Rates
Why we measure
Population growth comes from job growth, in-
migration, and natural increase (births and deaths).
It is a broad indicator of economic vitality, the
appeal of a place, and community change and
evolution. Population growth also drives demand
for housing.
Key Findings
▪Bozeman had the fastest population
growth rate among the comparison
communities, at 2.9% per year. The City
added 14,051 people from 2010-2021.
▪Bend, OR was the second fastest growing
at 2.2% per year.
▪Fort Collins, Boise, and Missoula are
growing at a more moderate pace of
1.2 to 1.6% per year.
▪Bozeman surpassed 50,000 population which is
a threshold that makes the City eligible for new
federal funding sources. The official population
estimates from the US Census Redistricting
process is 53,293.
Description 2010 2021 Total Ann. # Ann. %
Population
Bozeman 37,354 51,405 14,051 1,277 2.9%
Bend 76,652 97,283 20,631 1,876 2.2%
Fort Collins 144,693 173,035 28,342 2,577 1.6%
Boise 208,726 240,333 31,607 2,873 1.3%
Missoula 67,533 76,713 9,180 835 1.2%
Ogden 82,905 89,694 6,789 617 0.7%
Boulder 97,968 105,479 7,511 683 0.7%
Households
Bozeman 15,777 22,051 6,274 570 3.1%
Bend 31,795 40,021 8,226 748 2.1%
Fort Collins 58,113 69,655 11,542 1,049 1.7%
Boise 86,978 102,110 15,132 1,376 1.5%
Missoula 29,406 33,965 4,559 414 1.3%
Ogden 29,667 32,338 2,671 243 0.8%
Boulder 41,522 44,389 2,867 261 0.6%
Source: ESRI; Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-Demographics.xlsx]T_Pop&HHs_New
2010-2021
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Index
120%
118%
116%
114%
112%
110%
108%
106%
104%
102%
100%
2015 2016
Source: QCEW; Economic & Planning Systems
2017 2018 2019 2020
2.COMMUNITY PROFILE
Total Jobs and Growth Rates
Why we measure
Job growth is an indicator of the strength of an
economy. Jobs are created from the growth of
existing businesses, and new business
formation and entrepreneurship.
The best employment data is only available at
the county level. Most of the economic analysis
that follows is for the counties in which the
comparison communities are located.
Key Findings
▪Jobs in Gallatin County grew at a 2.5%
annual rate, the second-highest of the
comparison areas. The County added nearly
7,000 jobs between 2015 and 2020.
▪Population in Gallatin County is growing
faster than jobs. Possible explanations
include:
–In-migration is not tied to a local job (e.g.,
remote workers, retirees)
–Jobs of new residents are recorded
elsewhere
▪Ada County (Boise) had the fastest job
growth at 2.9% per year. Deschutes County
(Bend) was slightly behind Bozeman at 2.4%
per year.
Description County 2015 2020 Total Ann. # Ann. %
Total, All Industries
Boise Ada 216,678 250,270 33,592 6,718 2.9%
Bozeman Gallatin 52,059 59,022 6,963 1,393 2.5%
Bend Deschutes 72,423 81,429 9,006 1,801 2.4%
Ogden Weber 98,729 107,658 8,929 1,786 1.7%
Fort Collins Larimer 147,455 158,006 10,551 2,110 1.4%
Boulder Boulder 172,735 179,056 6,321 1,264 0.7%
Missoula Missoula 57,337 58,735 1,398 280 0.5%
Source: QCEW; Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-QCEW.xlsx]T-All_TotalGrowth
2015-2020
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2. COMMUNITY PROFILE
Universities
Universities are centers of research and innovation. They spin
off entrepreneurs, technology, and ideas that support jobs
and innovation in the local economy. Universities are also
major employers on their own. The student population also
influences the housing and retail markets in their host
communities.
Research Classification
There are 146 institutions classified as “R1: Doctoral
Universities – Very High Research Activity” as of 2021. This
status indicates a high level of research activity per capita. Of
the peer communities, only Montana State University,
University of Colorado Boulder, Colorado State University, and
the University of Montana share this status.
`
Description Boulder Ogden Bozeman Fort Collins Missoula Boise Bend
Major Colleges/Universities University of
Colorado
Weber State
University
Montana State
University
Colorado State
University
University of
Montana
Boise State
University
Oregon State
University
Research Classification
R1-Very High
Research
Activity
---R1-Very High
Research
Activity
R1-Very High
Research
Activity
R1-Very High
Research
Activity
R2-High
Research
Activity
---
Enrollment (Fall 2020)34,975 29,596 16,249 32,646 10,015 24,103 1,374
% of Total Population 33.2% 33.0% 31.6% 18.9% 13.1% 10.0%1.4%
Source: Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-Demographics.xlsx]T-University Bozeman Economic Assessment | 10Economic & Planning Systems | Bridge Economic Development
172
Trade
Hotel/Restaurant
Construction
Health Care
Prof. & Tech Services
Manufacturing
Other
Admin/Waste Mgmt
Wholesale Trade
Finance/Insurance
Arts/Rec
Transport./Warehousing
Real Estate
Education
Ag./Forest/H u ntin g
Information
■ Bozeman ■ Gallatin County
Total Jobs
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000
,k@.j
¥.ml I
=iti€I
Source: Bureau of Labor Statistics; MT Dept. of Labor; Economic & Planning Systems
3.ECONOMY
Jobs by Industry, 2020
Why we measure
The types of jobs in an economy influence demographic
factors such as household income and education levels.
Available job types affect economic mobility and career
opportunities as well. The economic mix also affects the
built environment and real estate markets – the types of
buildings and housing that are in demand.
Key Findings
▪The largest industries in Bozeman and Gallatin
County are:
–Retail trade
–Hotels and restaurants
–Construction
–Health care
–Professional and technical services
–Manufacturing
▪Greater Bozeman is a gateway to Yellowstone
National Park and other outdoor recreation assets
that attract national and international visitors.
Tourism and retail sectors are therefore a large part
of the economy.
▪Note: these figures are private wage and salary jobs
and do not include state and federal government or
MSU jobs. State and local government employs
approximately 10,700 people in Gallatin County
including about 4,200 faculty and staff at MSU.
Bozeman Economic Assessment | 11Economic & Planning Systems | Bridge Economic Development
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SECTOR
-OPPPORTUNIY
ONRAMP
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1. OP N -... _, . ..
3. ECONOMY
Definitions: Traded and Local
Sectors
Traded Sector
Traded sectors export goods and services and bring
new money into the economy. This injection of new
money helps support local traded sector businesses.
Traded sector jobs also tend to have higher wages and
larger multiplier effects (spinoff or indirect impacts)
than local sectors. Manufacturing and knowledge-
based industries are among the traded sectors in the
Gallatin Valley.
Local Sectors
Local sectors are generally goods and services needed
by local residents. Local sectors include retail stores,
restaurants, health care, personal care services, and
repair and maintenance services. There are
entrepreneurship and business ownership
opportunities in many local sectors with lower barriers
to entry compared to traded sectors, making them a
good “on ramp” for opportunity. Local sectors tend to
have lower wages in comparison to traded sectors.
Role of Tourism
Since tourism is an important part of the economy,
some local sectors are also exports because they serve
visitors and second homeowners. These include hotels,
restaurants and retail, property management,
construction, and outdoor recreation.
Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment | 12 174
Prof. & Tech Services
Health Care
Retail Trade
Manufacturing
Admin/Waste Mgmt
Other
Real Estate
Wholesale Trade
Education
Finance/Insurance
Ag./Forest/Hu nting
Information
■ Bozeman ■ Gallatin County
Job Growth
-200 0 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000
-fkl ·m I
Iii ·1 I
llml ·m
Im ·m
E
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1,659
Source: Bureau of Labor Statistics; MT Dept. of Labor; Economic & Planning Systems
3.ECONOMY
Change in Jobs 2015-2020
Why we measure
The change in jobs by industry is a forward-looking
indicator of where the economy is trending. These
data can inform strategies on which industries to
support for growth or to prevent or manage decline.
Key Findings
▪Construction is booming as Greater Bozeman
grows and major resort projects are underway in
Big Sky.
▪Professional and technical services had the most
growth outside of construction. This is a
significant change and shows that companies in
Greater Bozeman are expanding, and new firms
are being formed or attracted. The area is
attracting knowledge-based companies and
workers.
▪Manufacturing also had significant growth which
is rare in small metro areas. Manufacturing is a
diverse and important sector in Greater
Bozeman.
▪Health care also grew significantly, which is
consistent with national trends. People are living
longer, more people have health insurance, and
the large baby boomer population is aging and
increasing health care demand.
Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment | 13 175
3.ECONOMY
Location Quotients
Why we measure
A location quotient (LQ) measures the concentration of
an industry in an area compared to the U.S. It is a ratio
calculated as the percentage of jobs in the analysis area
divided by the percentage in the U.S. From this we can
compare the concentrations of industries across different
areas and asses local industry strengths or specializations.
How to interpret: “Construction jobs in Gallatin County
are 2.09 times more concentrated than the U.S. average.”
Key Findings
▪Bozeman has lower concentrations in most traded
sectors than the comparison communities and higher
concentrations in local sectors.
▪As larger cities/metros, Boulder and Boise have more
diverse economies.
▪Boulder and Boise/Ada County have higher
concentrations of jobs in knowledge and financial
industries.
▪Ogden, UT/Weber County has more than twice the
manufacturing concentration than Bozeman
(aerospace, defense, outdoor products, advanced
materials)
▪Boulder and Fort Collins also have higher
concentrations of manufacturing at 1.29 and 1.02.
Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment | 14
Bozeman/Gallatin Highest
Industry Location Quotient Concentration
Traded Sectors
Agriculture, forestry, fishing and hunting 1.33 Corvallis/Benton 3.21
Mining, quarrying, and oil and gas extraction 0.82 Bozeman/Gallatin 0.82
Information 0.63 Boise/Ada 1.14
Management of companies and enterprises 0.24 Boise/Ada 1.05
Professional and technical services 1.20 Boulder/Boulder 2.47
Wholesale trade 0.76 Boise/Ada 1.22
Manufacturing 0.70 Ogden/Weber 1.61
Transportation and warehousing 0.55 Boise/Ada 0.70
Finance and insurance 0.63 Boise/Ada 1.14
Local Sectors
Utilities 0.50 Boise/Ada 1.03
Construction 2.09 Bozeman/Gallatin 2.09
Retail trade 1.31 Bozeman/Gallatin 1.31
Real estate and rental and leasing 1.30 Bozeman/Gallatin 1.30
Administrative and waste services 0.62 Boise/Ada 1.38
Educational services 0.72 Boulder/Boulder 0.79
Health care and social assistance 0.72 Missoula/Missoula 1.22
Arts, entertainment, and recreation 1.99 Bozeman/Gallatin 1.99
Accommodation and food services 1.47 Bozeman/Gallatin 1.47
Other services, except public administration 1.39 Missoula/Missoula 1.57
Source: Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-QCEW.xlsx]T-LQ vs Peers176
Bozeman ■ Gallatin County
Total Jobs
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000
Retail Trade
Hote 1/Resta u rant
Construction
Health Care
Prof. & Tech Services
Manufacturing
Other
Admin/Waste Mgmt
Wholesale Trade
Finance/Insurance
Arts/Rec
Transport./Warehousing
Real Estate
Education
Ag./Forest/Hu nting
Information
-1
$.19,
$~400
Source: Bureau of Labor Statistics; MT Dept. of Labor; Economic & Planning Systems
26600
I
Z:\Shared\Projects\OEN\223016-Bozeman MT Economic Development Strategy\Data\(213051-City County 2dig NAJCS
3.ECONOMY
Wages by Industry
Why we measure
The wage earned by a worker translates directly
to their income, ability to support family
members, pay for housing, and invest in
education and/or retirement. Wages in an
industry are also an indicator of the value
creation and worker skills in that industry.
Higher paying jobs typically require more
education and training, which can be a barrier
to low-income populations and people of color.
Key Findings
▪There are more jobs with lower wages than
there are with higher wages, which is a
typical pattern.
▪Tourism and local sectors have lower wages
than traded or economic base sectors.
▪The average wage in retail is $40,100
($19.27/hr) and $26,600 ($12.78) in hotel and
restaurant jobs (not including tips).
▪In comparison, the average annual wage for
professional and technical services is $79,200
($38.08/hr).
Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment | 15 177
3.ECONOMY
Change in Wages by Industry
Why we measure
At the industry level wages change due to a
variety of factors such as competition for workers
and talent (labor supply) and changes in the mix
of companies and products within an industry.
Key Findings
▪Greater Bozeman has experienced strong
wage growth likely due to a tight labor supply
and rising cost of a living. Wages grew at an
average of 5.4% per year.
▪Some of the highest wage growth was in
information, finance/insurance, and
professional and technical services. This
suggests that:
–There is competition for talent
–Bozeman is attracting higher value service
firms and employees
–The economy is evolving and producing
higher value services and products
▪Local and tourism sectors also had strong
wage growth indicating a tight supply of labor
and more leverage for workers to command
higher wages.
Industry 2015 2020 % Change Growth Rate % of Jobs
Economic Base/Traded Sectors
Ag./Forest/Hunting $33,800 $46,300 37.0%6.5%1.5%
Mining $74,900 $86,500 15.5%2.9%0.3%
Utilities D D D D 0.0%
Manufacturing $41,500 $53,500 28.9%5.2%7.1%
Wholesale Trade $56,100 $68,100 21.4%4.0%3.4%
Transport./Warehousing $33,500 $45,200 34.9%6.2%2.5%
Information $56,500 $82,400 45.8%7.8%1.3%
Finance/Insurance $63,400 $89,800 41.6%7.2%3.1%
Prof. & Tech Services $66,700 $87,500 31.2%5.6%9.2%
Mgmt. of Companies $60,100 $74,700 24.3%4.4%0.4%
Admin/Waste Mgmt $32,400 $39,000 20.4%3.8%4.4%
Subtotal 33.3%
Local Sectors
Construction $46,900 $59,900 27.7%5.0%12.4%
Retail Trade $29,300 $38,000 29.7%5.3%16.2%
Real Estate $34,800 $50,900 46.3%7.9%2.4%
Education $25,900 $36,000 39.0%6.8%1.7%
Health Care $44,900 $56,100 24.9%4.6%11.8%
Arts/Rec $25,800 $28,700 11.2%2.2%3.0%
Hotel/Restaurant $18,300 $24,300 32.8%5.8%14.8%
Other $30,100 $39,400 30.9%5.5%4.5%
Subtotal 66.7%
Overall Averages $39,600 $51,400 29.8%5.4% 100.0%
Note: "D" indicates not disclosed for privacy requirements.
Source: Bureau of Labor Statistics QCEW; Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[213051-City County 2dig NAICS Employment Data_10-01-21.xlsx]T-2015-2021Wages
Change in WagesWages
Bozeman Economic Assessment | 16Economic & Planning Systems | Bridge Economic Development
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Rate
8.0%
7.0%
6.0%
5.0%
Bend, 3.1%
Fort Collins, 3.1%
Boulder, 2.8%
Missoula, 2.0%
Ogden, 1.8%
4.0%
3.0%
2.0%
1.0%
0.0%
-----------------------------------------l-B.o.is.e,..1.6%
Bozeman, 1.1%
2015 2016 2017 2018 2019 2020 Dec . 2021
Source: BLS LAUS; Economic & Planning Systems
3.ECONOMY
Unemployment Rate
Why we measure
The unemployment rate measures the supply and demand
relationship between employers and workers. When
unemployment is high, there are not enough jobs for people
in the labor force and visa versa. It is another good indicator
of the health of an economy. However low unemployment is
an indicator of labor shortages and can lead to inflation and
constrain business growth.
Key Findings
▪Unemployment rates are at historic lows nationally due to
a drop in labor force participation related to the
Pandemic.
▪Bozeman has the lowest unemployment rate of the
comparison communities at 1.1%, which is not sustainable.
Economists generally view a “healthy” unemployment
rate as 4.0 to 5.0%.
▪The unemployment rate is expected to rise if more people
reenter the labor force as the pandemic stabilizes, and if
wages increase to create enough incentive.
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$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
Boulder
(Boulder)
Source: Economic & Planning Systems
Fort Collins Bend
(Larimer) (Deschutes)
Boise (Ada) Ogden
(Weber)
Bozeman
(Gallatin)
Missoula
(Missoula)
3.ECONOMY
Gross Regional Product (GRP)
per Job
Why we measure
Gross Regional Product (GRP) is the local or regional
equivalent of GDP (Gross Domestic Product). GRP is the
value of all goods and services produced in an economy. GRP
per job is a measure of the productivity of the labor force and
firms in the economy – the value of the output created from
each worker.
Key Findings
▪Boulder, CO has the most productive economy with
nearly $150,000 in annual output per worker, followed by
Fort Collins, CO at $118,000.
▪Bozeman and Gallatin County are at the lower end of the
spectrum of the comparison communities due to the
higher concentration of tourism and local serving jobs.
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Total SBIR & STIR Awards,
2015-2021
$300,000,000
$250,000,000
$200,000,000
$150,000,000
$100,000,000
$50,000,000
$0
Boulder Fort Collins
Source: SBIR; STTR; Economic & Planning Systems
Total SBIR & STIR Awards,
Per Employee, 2015-2021
$4,500
$4,009
$4,000
$3,500
$3,000
$2,500
$2,000
$1,500
$1,000
$500
$0
Boulder Bozeman
Source: SBIR; STIR; ESRI; Economic & Planning Systems
Bozeman
Fort Collins
$9,462,352 $8,092,932 $1,856,201 $947,230
Missoula Boise Bend Ogden
$n,,_ ____ $_6_4 _____ $_3_s _____ $_23 __
Missoula Boise Bend Ogden
3. ECONOMY
Technology Transfer Awards
Why we measure
The Small Business Innovation Research
(SBIR) and Small Business Technology
Transfer (STTR) programs are highly
competitive federal research funds designed
to stimulate R&D and technological
innovation for small businesses. STTR/SBIR
programs and funding are an indicator of
innovation among small businesses in
communities.
Key Findings
▪Boulder, CO was awarded the most SBIR
and STTR funding, with $242 million, or
$4,009 per employee since 2015.
▪Bozeman received the second-most
funding per employee of the peer
communities.
▪Bozeman has a large concentration of
R&D and tech-centric businesses that are
catalyzed by MSU’s Tech Transfer Office
and MilTech, which help commercialize
and provide a gateway for industry
partners to access MSU technology.
Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment | 19 181
4.INDUSTRY CLUSTERS
Definition
Industry clusters are groups of similar and
related businesses that share common
markets, technologies, worker skill needs,
and that are often linked by buyer-seller
relationships. Industry clusters represent
distinct qualities of a community and help
define what makes one community
different from another.
As they convey distinct qualities, it is
important to be specific in the definition of
a cluster. For example, rather than
promoting “high-tech,” a community
should focus on “software or photonics” to
convey the type of product being
manufactured and its unique workforce
and supply chain needs.
The Economic Development Strategy is
likely to recommend a focus on traded
sector industries in terms of the City’s role
and investment of resources. Traded
sectors industries have higher wages and
greater economic impact than local
sectors.
The table shows the industry sectors
according to the North American Industry
Classification System (NAICS) that align
with the specific industry clusters.
Industry Sector (NAICS) Industry Cluster Private Wage and
Salary Jobs (Gallatin County)
•Photonics
•Outdoor equipment and
clothing
•Biotechnology
•Niche manufacturing
3,600
•Health care 6,000
•Residential and nonresidentialconstruction and trades
•Heavy civil construction
6,400
•Outdoor industry (ski areas,guide/tour services 1,700
17,000
31,100
•Retail, restaurants, hotels
4,800
8,400
•Photonics
•Quantum computing
•Technology / IT
•Biotechnology
Traded Sectors
Manufacturing
Professional and technical services
Total
Local Sectors
Health Care
Construction
Arts, entertainment, and recreation
Retail, accommodations and food services
Total
Bozeman Economic Assessment | 20Economic & Planning Systems | Bridge Economic Development
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4.INDUSTRY CLUSTERS
Traded Sector Industry Clusters
▪Photonics – The science and technology of generating, detecting, and
controlling light. It has numerous everyday consumer and industrial
applications. Photonics companies were created from MSU grads and
related R&D programs. There are at least 35 companies and 800 jobs in
Photonics.
▪Biotechnology – Biotechnology includes medical and drug research
and manufacturing. The cluster is oriented around MSU R&D and
numerous startup companies in the Gallatin Valley. The area’s strength
is in the R&D, trial, and identifying commercial use stages of biotech.
▪Quantum computing – Quantum computing uses atomic motion to
perform computing operations. It is a major national security and
technology priority. MSU has received $20M in federal grants to expand
quantum research. There are relationships with the local photonics
cluster in quantum research as well.
▪Technology / IT – The Gallatin Valley has a thriving and growing
segment of technology (programming and information technology)
companies stemming from spinoffs from RightNow Technologies,
Oracle, and Bozeman’s quality of life that attracts startup entrepreneurs
and venture capital.
▪Outdoor equipment – Bozeman is known throughout the U.S. as an
outdoor recreation destination. It also attracts Outdoor companies that
capitalize on the Bozeman brand and identity. Companies such as
Simms Fishing, Oboz Shoes, Mystery Ranch (formerly Dana Design),
Spark R&D and numerous smaller companies are in the Gallatin Valley.
▪Manufacturing and niche products – Manufacturing is a diverse sector
in the Gallatin Valley. Products made here include electronic
components, metal products, musical instruments, food and
beverages, and wood products and building materials.
▪Creative Arts – Sectors whose goods and services are based on
intellectual property. Individual creativity is the main source of value
and cause of a transaction. The creative arts industry cluster for Gallatin
Valley includes the following sectors: publishing; advertising and
marketing; film, TV; and photography; design; and performing arts.
Economic & Planning Systems | Bridge Economic Development Bozeman Economic Assessment | 21 183
of Jobs above Self•
Sufficiency Wage, 2020
70%
60% 61%
50%
40%
30%
20%
10%
0%
Boulder
■ 50%
I I I
I
Ogden
49%
I I 44% I 42%
I I I I I I I I I
Bend Missoula Boise
Source: QCEW; MIT Living Wage Calculator, Economic & Planning Systems
39% 37%
I I I I I
Fort Collins Bozeman
5. ECONOMIC EQUITY
Self Sufficiency Wage
Why we measure
The federal poverty definition only accounts for a basic food
budget and does not include other costs such as childcare
and housing. The MIT Living Wage calculator estimates the
wage needed for a household to afford food, childcare,
health insurance, housing, transportation, and basic
necessities (clothing, hygiene items). As stated in its
definitions, the “living wage is the minimum income
standard that, if met, draws a very fine line between the
financial independence of the working poor and the need to
seek out public assistance or suffer consistent and severe
housing and food insecurity.”
The MIT Living Wage calculator estimates the living
wage in Gallatin County at $21.68 for a family of four
with two working adults and two children. The chart
shows the percentage of jobs in each county that
are above the self sufficiency wage.
Key Findings
Due to the high cost of housing and large concentration of
tourism and local sector jobs, Bozeman and Gallatin County
are at the bottom of the comparison communities with the
lowest percentage of jobs above the self sufficiency
threshold.
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of Population, 2019
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
16%
84%
Ogden
■ 13%
■ 87% ■ ■ ■ ■ ■ ■ ■ ■
Boulder
Source: US Census; Economic & Planning Systems
■ White Non-Hispanic ■ All Other Races
■ 12% ■ 11% ■ 9% ■ 8% ■ 7%
■ ■ ■ 91% ■ 92% ■ 93% 88% 89%
■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■
Fort Collins Boise Missoula Bozeman Bend
5.ECONOMIC EQUITY
Race and Ethnicity
Why we measure
Looking at the racial composition of a place helps us
evaluated the presence of disparities in economic
opportunity by race. There are persistent gaps between
income, wealth, and education between non-Hispanic
whites and people of color and white Hispanic and
Latinx people.
Key Findings
The white non-Hispanic population comprises 92% of the
population of Bozeman, which is similar to most of the
comparison communities. Larger cities within larger metro
areas such as Ogden and Boulder have slightly more
diverse populations.
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of Employer Firms
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
16%
84%
Missoula
■ 14%
■ ■ 86%
■ ■ ■ ■ ■ ■ ■
Boulder
■ White Non-Hispanic ■ All Other Races
■ 14% ■ 13% ■ 13% ■ ■ ■ 87% ■ 87% ■ ■ 86% ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■
Boise Ogden Fort Collins
Source: US Census 2017 Annual Business Survey; Economic & Planning Systems
12% ■ 10%
88% ■ 90%
■ ■ ■ ■ ■ ■ ■ ■
Bend Bozeman
5.ECONOMIC EQUITY
Business Owner Demographics
Why we measure
Looking at the racial composition of business owners helps
to further evaluate the presence of disparities in economic
opportunity and wealth building by race.
Key Findings
From the data, there do not appear to be significant
differences between the racial and ethnic composition of
business owners and the overall population in Bozeman or
in the comparison communities.
A caveat is that there is a margin of error in these data, and
people of color may be underrepresented in Census data.
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9' Bachelor's Degree or Higher,
2019 ■White Non-Hispanic ■ All Other Races
90%
D1:1.44
80%
70%
60%
50%
40%
30%
20%
10%
0%
Boulder Bozeman Fort Collins Missoula Bend Boise Ogden
Source: us Census; Economic & Planning Systems
5.ECONOMIC EQUITY
Educational Attainment
Why we measure
Comparing the level of education achieved to the overall
population is another indicator of disparities in economic
opportunity and wealth building.
Key Findings
Boulder is the most highly educated community. Bozeman
and Fort Collins have similar levels of education with about
60% of the population having a Bachelor’s degree or higher.
Ogden, Utah has the lowest levels of education.
There are differences in educational attainment by race and
ethnicity in each community. Boulder, Bozeman, and Fort
Collins have the highest educational disparities. In Boulder,
white non-Hispanics are about 1.44 times more likely to have
a college degree or higher and 1.36 times more likely in
Bozeman.
The disparity in educational attainment is partly explained by
the presence of large universities, particularly in Boulder,
Bozeman, and Fort Collins. The predominately white faculty
in each case increases the number of white advanced
degree holders in the community.
DI: Disparity Index
(%White Non-Hispanic/% All Other)
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% Cost Burdened, 2019
70%
60%
50%
40%
30%
20%
10%
0%
Boulder Fort Collins
Source: US Census; Economic & Planning Systems
Median Home Price
$1,000,000
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
Source: Economic & Planning Systems
2019
■ Renter Households ■ Owner Households
Bozeman Bend Missoula
---------------
2020
Boise Ogden
------Boulder, $940,000
Bozeman, $7001000
Bend, $683,000
Bois , "554;!H3-
Fort Collins, $534,978
Ogden, $360,000
2021
5. ECONOMIC EQUITY
Housing Costs and Access
Why we measure
Housing costs are a large factor in quality of
life, access to home ownership, wealth
building, and labor force attraction and
retention. High housing costs and low supply
can constrain economic growth when the
labor force cannot find adequate housing. A
person or household is “cost burdened” when
they are paying more than 30% of their
income towards rent or mortgage payments.
Key Findings
In Bozeman, 54% or renters are cost
burdened making it the third most
unaffordable city for renters of the
comparison communities. Boulder and Fort
Collins are even less affordable for renters
while Boise and Ogden are more affordable
with a lower percentage of cost burdened
renters and owners.
Bozeman has the second highest median
home price at about $700,000, second only to
Boulder at $940,000. Home prices in
Bozeman have increased at alarming rates
due to strong job and in-migration of wealth,
and a housing supply that has not kept up.
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5.ECONOMIC EQUITY
Relating Wages to Home Prices
Why we measure
Wages are the primary source of household income for
working people. In a balanced housing market, home prices
are related to wages and local household incomes. Bozeman
however has a complex housing market influenced by the
influx of remote workers, second homeowners, early retirees,
and a smaller pool of builders than larger metro area
markets. The supply has not been able to keep up with
demand as exhibited by the rapidly rising home prices.
These influences have detached home prices from local
wages.
Key Findings
Towards the end of 2021, the median home price in the city
was about $700,000, which required an annual income of
approximately $162,000 to afford and is 220% of area median
income (AMI). The table on the next page shows average
wages for each major industry. For a household with one
earner, the average wage is equivalent to the household
income. The table also shows the household income if there
are 1.5 (one full one half time) or 2.0 workers in the household
earning the same wage.
The green shaded cells show the incomes and industries
that pay enough to afford the median home price. Only in
the highest paying industries with two earners is the median
home price affordable.
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-
5.ECONOMIC EQUITY
Relating Wages to Home Prices
Income needed to afford $700,000: $162,000 (220% of AMI
Description Ann. Income % AMI Ann. Income % AMI Ann. Income % AMI
Area Median Income $62,250 $88,900 $88,900
1-person household 4-person household 4-person household
Traded Sectors
Ag./Forest/Hunting $46,300 74.4%$69,450 78.1%$92,600 104.2%
Mining $86,500 139.0%$129,750 146.0%$173,000 194.6%
Utilities D N/A N/A N/A N/A N/A
Manufacturing $53,500 85.9%$80,250 90.3%$107,000 120.4%
Wholesale Trade $68,100 109.4%$102,150 114.9%$136,200 153.2%
Transport./Warehousing $45,200 72.6%$67,800 76.3%$90,400 101.7%
Information $82,400 132.4%$123,600 139.0%$164,800 185.4%
Finance/Insurance $89,800 144.3%$134,700 151.5%$179,600 202.0%
Prof. & Tech Services $87,500 140.6%$131,250 147.6%$175,000 196.9%
Mgmt. of Companies $74,700 120.0%$112,050 126.0%$149,400 168.1%
Admin/Waste Mgmt $39,000 62.7%$58,500 65.8%$78,000 87.7%
Local Sectors
Construction $59,900 96.2%$89,850 101.1%$119,800 134.8%
Retail Trade $38,000 61.0%$57,000 64.1%$76,000 85.5%
Real Estate $50,900 81.8%$76,350 85.9%$101,800 114.5%
Education $36,000 57.8%$54,000 60.7%$72,000 81.0%
Health Care $56,100 90.1%$84,150 94.7%$112,200 126.2%
Arts/Rec $28,700 46.1%$43,050 48.4%$57,400 64.6%
Hotel/Restaurant $24,300 39.0%$36,450 41.0%$48,600 54.7%
Other $39,400 63.3%$59,100 66.5%$78,800 88.6%
Public Admin D N/A N/A N/A N/A N/A
Unclassified D N/A N/A N/A N/A N/A
Source: Economic & Planning Systems
Z:\Shared\Projects\DEN\223016-Bozeman MT Economic Development Strategy\Data\[223016-Self Sufficiency Wages.xlsx]T-AMISector
1-Earner
1-Person Household
1.5-Earner
4-Person Household
2-Earner
4-Person Household
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APPENDIX
191
♦ Mesa Laboratories
0 2 mi
Legend
♦ Bioscience Co mpanies
Boundaries
City Limits
Urban Boundary
Downtown Boze man
Montana State University
j
APPENDIX: BIOTECHNOLOGY COMPANIES
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Laser La
Blackmore Sensors and Analyti(/
Quantum Composers
mi
-+-r
searc
Legend
♦ Photonics Comp anies
Boundaries
Parks
City Limits
Urban Boundary
Downtown Bozeman
Montana State University
}
ments Corporation
ctronics
R / Scientific Materials Corporati
w ort I LX Li htwave
APPENDIX: PHOTONICS COMPANIES
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♦21 13 ..
Legend
♦ Software co mpanies
Boundaries
City Limits
Urban Boundary
Downtown Bozeman
Montana State University
j
APPENDIX: SOFTWARE COMPANIES
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APPENDIX: DETAILED LOCATION QUOTIENTS
Bozeman Boulder Boise Corvallis Bend Fort Collins Missoula Ogden Highest Location
Industry Gallatin Boulder Ada Benton Deschutes Larimer Missoula Weber Concentration Quotient
Traded Sectors
Agriculture, forestry, fishing and hunting 1.33 0.38 0.33 3.21 1.12 0.67 1.00 0.43 Corvallis/Benton 3.21
Mining, quarrying, and oil and gas extraction 0.82 0.25 0.17 0.14 0.21 0.79 0.15 0.10 Bozeman/Gallatin 0.82
Information 0.63 0.53 1.14 0.44 0.59 0.49 0.80 1.09 Boise/Ada 1.14
Management of companies and enterprises 0.24 0.54 1.05 0.00 0.73 0.39 0.26 0.24 Boise/Ada 1.05
Professional and technical services 1.20 2.47 1.01 0.92 0.83 1.04 0.91 0.67 Boulder/Boulder 2.47
Wholesale trade 0.76 0.90 1.22 0.00 0.66 0.81 0.85 0.90 Boise/Ada 1.22
Manufacturing 0.70 1.29 0.78 0.91 0.75 1.02 0.47 1.61 Ogden/Weber 1.61
Transportation and warehousing 0.55 0.23 0.70 0.31 0.56 0.57 0.00 0.55 Boise/Ada 0.70
Finance and insurance 0.63 0.53 1.14 0.44 0.59 0.49 0.80 1.09 Boise/Ada 1.14
Local Sectors
Utilities 0.50 0.33 1.03 0.00 1.02 0.45 0.00 0.49 Boise/Ada 1.03
Construction 2.09 0.58 1.39 0.66 1.66 1.35 1.19 1.34 Bozeman/Gallatin 2.09
Retail trade 1.31 0.87 1.05 0.93 1.31 1.10 1.28 1.08 Bozeman/Gallatin 1.31
Real estate and rental and leasing 1.30 0.94 0.95 0.76 1.04 1.24 1.00 0.57 Bozeman/Gallatin 1.30
Administrative and waste services 0.62 0.56 1.38 0.00 0.90 0.81 0.78 1.18 Boise/Ada 1.38
Educational services 0.72 0.79 0.53 0.61 0.62 0.53 0.47 0.66 Boulder/Boulder 0.79
Health care and social assistance 0.72 0.86 1.05 1.21 1.18 0.73 1.22 0.88 Missoula/Missoula 1.22
Arts, entertainment, and recreation 1.99 1.16 1.46 0.78 1.80 1.13 1.66 1.08 Bozeman/Gallatin 1.99
Accommodation and food services 1.47 0.94 1.02 1.05 1.42 1.21 1.28 0.85 Bozeman/Gallatin 1.47
Other services, except public administration 1.39 0.95 0.96 1.32 1.27 1.04 1.57 0.79 Missoula/Missoula 1.57
Source: Economic & Planning Systems
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APPENDIX: INDUSTRY DETAIL
MANUFACTURING
3 Digit NAICS Industry Name Sector Total
(Disclosable)
% Total LQ vs. U.S.Avg. Ann.
Wage
Includes
Photonics?
Description
Total Private Wage & Salary Jobs 50,672
Total Manufacturing Sector 3,598 7.1%0.70
339 Miscellaneous Manufacturing 532 1.0%2.16 $55,574 Medical equip, sporting goods, musical instr.
334 Computer and Electronic Product Manufacturing 402 0.8%0.90 $88,788 Y Computer, electronic, instrumentation, measuring/controlling, photonics
332 Fabricated Metal Product Manufacturing 391 0.8%0.67 $48,961 Forging, stamping, bending, forming, and machining
312 Beverage and Tobacco Product Manufacturing 367 0.7%3.16 $30,203 Breweries, distilleries, etc.
327 Nonmetallic Mineral Product Manufacturing 290 0.6%1.72 $63,779 Stone, tile, cement products
326 Plastics and Rubber Products Manufacturing 257 0.5%0.87 $43,929 Plastic containers, hardware, plumbing
311 Food Manufacturing 248 0.5%0.37 $36,480 Bakeries, coffee, tea, dairy products
336 Transportation Equipment Manufacturing 150 0.3%0.22 $58,928 Boats, trailers, vehicle parts
337 Furniture and Related Product Manufacturing 144 0.3%0.94 $44,262 Furniture, cabinetry
335 Electrical Equipment, Appliance, and Component
Manufacturing
114 0.2%0.71 $59,485 Y Lighting, electrical, communications, appliances
323 Printing and Related Support Activities 99 0.2%0.62 $38,849 Y Printing, data imaging
314 Textile Product Mills 93 0.2%2.18 $32,668 Textile manufacturing
333 Machinery Manufacturing 88 0.2%0.20 $73,874 Y Optical instruments and lenses, photographic equipment, commercial
laundry and dry-cleaning machinery, office machinery, automotive
maintenance equipment (except mechanics' hand tools), and
commercial-type cooking equipment
321 Wood Product Manufacturing 81 0.2%0.48 $49,465 Wood bldg. materials, manufactured structures
315 Apparel Manufacturing 5 0.0%0.13 $32,572 Apparel
316 Leather and Allied Product Manufacturing 4 0.0%0.39 $18,653 Leather products
Source: Bureau of Labor Statistics; Economic & Planning Systems
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APPENDIX: INDUSTRY DETAIL
PROFESSIONAL & TECHNICAL SERVICES
4 Digit NAICS Industry Name Sector Total
(Disclosable)
% Total LQ vs. U.S.Avg. Ann.
Wage
Includes
Photonics?
Description
Total Private Wage & Salary Jobs 50,672
Total Prof. & Tech. Svcs. Sector 4,828 9.5%1.20
5415 Computer Systems Design and
Related Services
1,346 2.7%1.44 $141,037 Programming, IT
5413 Architectural, Engineering, and
Related Services
1,094 2.2%1.72 $71,547
5416 Management, Scientific, and
Technical Consulting Services
618 1.2%0.95 $71,652 Environmental, management, administrative,
other scientific consulting
5412 Accounting, Tax Preparation,
Bookkeeping, and Payroll Services
449 0.9%1.04 $53,752
5419 Other Professional, Scientific, and
Technical Services
424 0.8%1.35 $40,502 Marketing, photography, veterinary, other
5417 Scientific Research and
Development Services
337 0.7%1.04 $94,689 Y R&D in life and social sciences.
5411 Legal Services 327 0.6%0.68 $68,183
5418 Advertising, Public Relations, and
Related Services
133 0.3%0.71 $60,349
5414 Specialized Design Services 100 0.2%1.78 $60,754 Y Specialized design except architectural,
engineering, and computer systems design
Source: Bureau of Labor Statistics; Economic & Planning Systems
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APPENDIX: INDUSTRY DETAIL
CONSTRUCTION
3 Digit NAICS Industry Name Sector Total
(Disclosable)
% Total LQ vs. U.S.Avg. Ann.
Wage
Description
Total Private Wage & Salary Jobs 50,672
Total Construction Sector 6,401 12.6%2.09
237 Heavy and Civil Engineering Construction 659 1.3%1.50 $101,284 Roads, infrastructure
236 Construction of Buildings 1,837 3.6%2.72 $59,216 Residential and nonresidential buildings
238 Specialty Trade Contractors 3,906 7.7%2.01 $53,269 Concrete, site preparation, plumbing,
painting, and electrical
Source: Bureau of Labor Statistics; Economic & Planning Systems
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APPENDIX: INDUSTRY DETAIL
TOURISM, RETAIL, AND OUTDOOR RECREATION
3 Digit NAICS Industry Name Sector Total
(Disclosable)
% Total LQ vs. U.S.Avg. Annual
Wage
Description
Total Private Wage & Salary Jobs 50,672
Retail 3,598 7.1%1.31 Retail stores
Recreation 1,819 3.6%1.99 Recreation businesses including ski areas
Accommodations & Food Services 8,190 16.2%1.47 Hotels and restaurants
Cluster Total 13,607 26.9%
Retail
445 Food and beverage stores 1,541 3.0%1.18 $31,786
444 Building material and garden supply stores 1,193 2.4%2.08 $45,429
452 General merchandise stores 1,107 2.2%0.89 $32,580
441 Motor vehicle and parts dealers 1,036 2.0%1.29 $60,870
453 Miscellaneous store retailers 784 1.5%2.52 $31,388
451 Sports, hobby, music instrument, book stores 674 1.3%3.37 $23,189
447 Gasoline stations 541 1.1%1.39 $25,669
442 Furniture and home furnishings stores 392 0.8%2.26 $49,206
448 Clothing and clothing accessories stores 341 0.7%0.83 $25,758
446 Health and personal care stores 250 0.5%0.61 $34,298
454 Nonstore retailers 221 0.4%0.89 $60,018
443 Electronics and appliance stores 110 0.2%0.59 $43,276
Recreation, Hotels, Restaurants
722 Food services and drinking places 5,054 10.0%1.23 $20,992
721 Accommodation 1,857 3.7%3.13 $33,408
713 Amusements, gambling, and recreation 1,216 2.4%2.27 $26,058 Includes ski areas
711 Performing arts and spectator sports 124 0.2%0.88 $36,767
712 Museums, historical sites, zoos, and parks 116 0.2%---$45,924
712 Museums, historical sites, zoos, and parks 116 0.2%---$45,924
Source: Bureau of Labor Statistics; Economic & Planning Systems
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APPENDIX: INDUSTRY DETAIL
CREATIVE ARTS
Industry 3 Digit
NAICS
NAICS Description Private
Total
Establish-
ments
% of
Disclosable
Total
LQ vs. U.S.Avg. Ann.
Wage
Hourly on
2080 Hours
Total Private Wage & Salary Jobs 50,672 100.00%
Publishing 323 Printing and related support activities 99 9 0.20%0.62 $38,849 $18.68
Film/TV/Media 512 Motion picture and sound recording industries 73 70 0.14%0.58 $43,148 $20.74
5418 Advertising, pr, and related services 133 40 0.26%0.71 $60,349 $29.01
54192 Photographic services 24 32 0.05%1.60 $37,168 $17.87
Design 5419 Other professional and technical services 424 83 0.84%1.35 $40,502 $19.47
5414 Specialized design services 100 43 0.20%1.78 $60,754 $29.21
Performing Arts 711 Performing arts and spectator sports 124 46 0.24%0.88 $36,767 $17.68
7111 Performing arts companies 35 8 0.07%1.06 $18,147 $8.72
All other Performing arts and spectator sports 89 38 0.18%---------
Museums and Galleries 1 712 Museums, non-retail galleries, historical sites, and similar institutions 127 10 0.25%1.96 $49,504 $23.80
Total Creative Cluster 1,104 333 2.18%$41,241 $19.83
1 Museums and Galleries includes publicly owned facilities such as Museum of the Rockies housed at MSU which skews wages upward.
Source: U.S. Bureau of Labor Statistics; Economic & Planning Systems
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Appendix B: Budget and Financial
Policies
The overall goal of the City's financial policies is to establish and maintain effective management of the City's
financial resources. Formal policy statements and major objectives provide the foundation for achieving this goal.
Accordingly, this section outlines the policies used in guiding the preparation and management of the City's
overall budget and the major objectives to be accomplished. In addition, the rationale, which led to the
establishment of the fiscal policy statements, is also identified.
Budget Development & Administration
1.A comprehensive annual budget will be prepared for all funds expended by the City.
State law provides that “Local government officials may not make a disbursement or an expenditure or incur an
obligation in excess of the total appropriations for a fund.” (MCA 7-6-4005(1)) Inclusion of all funds in the budget
enables the commission, the administration, and the public to consider all financial aspects of City government
when preparing, modifying, and monitoring the budget, rather than deal with the City's finances on a "piece meal"
basis.
2.The budget will be prepared in such a manner as to facilitate its understanding by citizens and
elected officials.
The budget presents a picture of the City government operations and intentions for the year to the citizens of
Bozeman. Presenting a budget document that is understandable to the citizens furthers the goal of effectively
communicating local government finance issues to both elected officials and the public.
3.Budgetary emphasis will focus on providing those basic municipal services which provide the
maximum level of services, to the most citizens, in the most cost effective manner, with due
consideration being given to all costs--economic, fiscal, and social.
Beyond adherence to this basic philosophy, Montana’s Constitution states that taxes shall be levied for public
purposes. The citizens of Bozeman should be assured that its government and elected officials are responsive to
the basic needs of the citizens and that its government is operated in an economical and efficient manner for
public purposes.
4.The budget will provide for adequate maintenance of capital, plant, and equipment and for their
orderly replacement.
All governments experience prosperous times as well as periods of economic decline. In periods of economic
decline, proper maintenance and replacement of capital, plant, and equipment is generally postponed or
eliminated as a first means of balancing the budget. Recognition of the need for adequate maintenance and
replacement of capital, plant, and equipment, regardless of the economic conditions, will assist in maintaining the
government's equipment and infrastructure in good operating condition.
5.The City will avoid budgetary practices that balance current expenditures at the expense of
meeting future years' expenses.
State law provides that "The final budget must be balanced so that appropriations do not exceed the projected
beginning balance plus the estimated revenue of each fund for the fiscal year." (MCA 7-6-4030(2)) The City is
committed to long-term financial planning and ensuring that the current budget does not expend funds that may
be needed to avoid significant rate or assessment increases in future years. The City uses six-year financial models
for major funds to ensure that revenues and expenditures balance throughout the years not just in the current
fiscal year.
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6. The City will give highest priority in the use of one-time revenues to the funding of capital assets
or other non-recurring expenditures.
Utilizing one-time revenues to fund on-going operational expenditures results in incurring annual expenditure
obligations which could become unfunded in future years. Using one-time revenues to fund capital assets or other
non-recurring expenditures is best practice to ensure that funding is maintained for annual expenditures.
7. The City will maintain a budgetary control system to help it adhere to the established budget.
The budget passed by the Commission establishes the legal spending limits for the City in alignment with City
Code section 2.06.150. A budgetary control system is essential in order to insure legal compliance with the City's
budget.
8. The City will exercise budgetary control (maximum spending authority) through City Commission
approval of appropriation authority for each appropriated budget unit.
Exercising budgetary control for each appropriated budget unit satisfies requirements of State law and assures
compliance with the City’s Code, Division 2, established for the budget. It also assists the commission in
monitoring current year operations and acts as an early warning mechanism when departments deviate in any
substantive way from the original budget.
9. Reports comparing actual revenues and expenditures to budgeted amounts will be prepared
monthly.
The City's budget is ineffective without a system to regularly monitor actual spending and revenue collections
with those anticipated at the beginning of the year. Monthly reports comparing actual revenues and expenditures
to budget amounts provide the mechanism for the Commission and the administration to regularly monitor
compliance with the adopted budget and are a requirement of City Code section 2.06.170.
Revenue Collection
1. The City will seek to maintain a diversified and stable revenue base.
A City dependent upon a few volatile revenue sources is frequently forced to suddenly adjust tax rates or alter
expenditure levels to coincide with revenue collections. Establishment of a diversified and stable revenue base,
however, serves to protect the City from short-term fluctuations in any one major revenue source.
2. The City will estimate revenues in a realistic and conservative manner.
Aggressive revenue estimates significantly increase the chances of budgetary shortfalls occurring during the year--
resulting in either deficit spending or required spending reductions. Realistic and conservative revenue estimates,
on the other hand, will serve to minimize the adverse impact of revenue shortfalls and will also reduce the need
for mid-year spending reductions.
3. The City will pursue an aggressive policy of collecting revenues.
An aggressive policy of collecting revenues will help to ensure the City's revenue estimates are met, all taxpayers
are treated fairly and consistently, and delinquencies are kept to a minimum.
4. The City will aggressively pursue opportunities for Federal or State grant funding.
An aggressive policy of pursuing opportunities for federal or state grant funding provides citizens assurance that
the City is striving to obtain all state and federal funds to which it is entitled, thereby reducing dependence on
local taxpayers for the support of local public services.
5. User fees and charges will be used, as opposed to general taxes, when distinct beneficiary
populations or interest groups can be identified.
User fees and charges are preferable to general taxes because user charges can provide clear demand signals
which assist in determining what services to offer, their quantity, and their quality. User charges are also more
equitable, since only those who use the service must pay--thereby eliminating the subsidy provided by nonusers
to users, which is inherent in general tax financing.
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6. User fees will be collected only if it is cost-effective and administratively feasible to do so.
User fees are often times costly to administer. Prior to establishing user fees, the costs to establish and administer
the fees will be considered in order to provide assurance that the City's collection mechanisms are being operated
in an efficient manner.
Expenditures and Payments
1. On-going expenditures will be limited to levels which can be supported by current revenues.
Utilization of reserves to fund on-going expenditures will produce a balanced budget; however, this practice will
eventually cause severe financial problems. Once reserve levels are depleted, the City would face elimination of
on-going costs in order to balance the budget. Therefore, the funding of on-going expenditures will be limited to
current revenues.
2. Minor capital projects or recurring capital projects, which primarily benefit current residents, will
be financed from current revenues.
Minor capital projects or recurring capital projects represent relatively small costs of an on-going nature, and
therefore, should be financed with current revenues rather than utilizing debt financing. This policy also reflects
the view that those who benefit from a capital project should pay for the project.
4. Major capital projects, which benefit future residents, will be financed with other financing
sources (e.g. debt financing).
Major capital projects represent large expenditures of a non-recurring nature which primarily benefit future
residents. Debt financing provides a means of generating sufficient funds to pay for the costs of major projects.
Debt financing also enables the costs of the project to be supported by those who benefit from the project, since
debt service payments will be funded through charges to future residents.
5. Construction projects and capital purchases of $25,000 or more will be included in the Capital
Improvement Plan (CIP); minor capital outlays of less than $25,000 will be included in the regular
operating budget.
The Capital Improvement Plan (CIP) differentiates the financing of high cost long-lived physical improvements
from low cost "consumable" equipment items contained in the operating budget. CIP items may be funded
through debt financing or current revenues while operating budget items are annual or routine in nature and
should only be financed from current revenues.
6. Minor and major capital replacement and construction projects must be adopted in compliance
with City Code section 5.07 where the City’s capital program is established.
https://library.municode.com/mt/bozeman/codes/code_of_ordinances
7. Spending Policy:
The City will spend its resources in the following order. Resources will be categorized according to Generally
Accepted Accounting Principles (GAAP) for state and local governments, with the following general definitions.
More detail around each resource category is included in the Reserves and Fund Balances section of this policy.
•Restricted - Amounts constrained to specific purposes by their providers (such as grantors, bondholders, and
higher levels of government) through constitutional provisions or by enabling legislation.
•Committed - Amounts constrained to specific purposes by the City Commission; to be reported as committed,
amounts cannot be used for any other purpose unless the City Commission takes action to remove or change
the constraint.
•Assigned - Amounts the City intends to use for a specific purpose; intent can be expressed by the Commission
or by an official or body to which the Commission delegates the authority. The City Commission delegates this
authority to the City Manager.
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•Unassigned - Amounts that are available for any purpose; these amounts are reported only in the General
Fund.
When both restricted and unrestricted resources are available, spending will occur in the following order, for the
identified fund:
Fund Type Order of Spending
General Fund 1.Restricted
2.Committed
3.Assigned
4.Unassigned
The City Commission and the City Manager, individually, have the authority to express
assignments in the General Fund.
Special Revenue
Funds
1.Restricted
2.Committed
3.AssignedThe City Commission and the City Manager, individually, have the authority to express
assignments in Special Revenue Funds.
Debt Service
Funds
1.Assigned
2.Committed
3.Restricted
The City Commission and the City Manager, individually, have the authority to express
assignments in Debt Service Funds.
Capital Projects
Funds
1.Restricted
2.Committed
3.Assigned
The City Commission and the City Manager, individually, have the authority to express
assignments in Capital Project Funds.
Debt Administration
1. The City will limit long-term debt to capital improvements, which cannot be financed from current
revenues.
Incurring long-term debt serves to obligate future taxpayers. Therefore, conscientious use of long-term debt will
provide assurance that future residents will be able service the debt obligations left by former residents.
2. The City will repay borrowed funds, used for capital projects, within a period not to exceed the
expected useful life of the project.
This policy reflects the view that those residents who benefit from a project should pay for the project. Adherence
to this policy will also help prevent the government from over-extending itself with regard to the incurrence of
future debt.
3. The City will not use long-term debt for financing current operations.
This policy reflects the view that those residents who benefit from a service should pay for the service. Utilization
of long-term debt to support current operations would result in future residents supporting services provided to
current residents.
4. The City of Bozeman will adhere to a policy of full public disclosure with regard to the issuance of
debt.
Full public disclosure with regard to the issuance of debt provides assurance that the incurrence of debt, for which
the public is responsible, is based upon a genuine need and is consistent with underwriters’ guidelines.
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5. The City of Bozeman will adhere to state of Montana General Fund limitations for municipalities.
For the General Fund, Montana Code Annotated section 7-7-4101 allows the City to issue an obligation so long as
10% of the General Fund budget in each of the two immediately preceding fiscal years is not exceeded, debt
services in the current or any future fiscal year do not exceed 2% of revenue deposited in each of the two
immediately preceding fiscal years in the Fund, and the term of an obligation cannot exceed 20 years.
Reserves and Fund Balances
1. Reserves and Fund Balances will be properly designated into the following categories:
•Nonspendable fund balance -- Amounts that are not in a spendable form (such as inventory) or are
required to be maintained intact (such as the corpus of an endowment fund).
•Restricted fund balance -- Amounts constrained to specific purposes by their providers (such as
grantors, bondholders, and higher levels of government) through constitutional provisions or by
enabling legislation.
•Committed fund balance -- Amounts constrained to specific purposes by the City Commission; to be
reported as committed, amounts cannot be used for any other purpose unless the City Commission
takes action to remove or change the constraint.
•Assigned fund balance -- Amounts the City intends to use for a specific purpose; intent can be
expressed by the Commission or by an official or body to which the Commission delegates the
authority.
•Unassigned fund balance -- Amounts that are available for any purpose; these amounts are reported
only in the General Fund.
2. A minimum level of General Fund undesignated reserve equal to 16.67% of annual revenues will
be maintained by the City. This reserve is committed to be used for: cash flow purposes, accrued
employee payroll benefits which are not shown as a liability, unanticipated equipment acquisition
and replacement, and to enable the City to meet unexpected expenditure demands or revenue
shortfalls.
Property taxes represent the City's primary source of General Fund revenue. Property taxes are collected in
November and May of each fiscal year. Since the City's fiscal year begins on July 1st, the City must maintain an
adequate cash balance in order to meet its expenditure obligations between July 1st and the commencement of
the collection of property taxes in November. The City’s Municipal Code section 2.06.108 requires the City
Manager to recommend a budget that results in a year-end General Fund unreserved fund balance of no less than
16.67% of estimated General Fund revenues. The intention of reserve as adopted by the City Commission is to
ensure availability of funds and at the same time compliance with the City’s Code. At no time may a budget be
adopted or amended in a manner that results in a year-end General Fund unreserved balance of less than five
percent of estimated General Fund reserves. This limit does not apply in case of an emergency, pursuant to state
law. Accrued employee payroll benefits represent a bona fide obligation of the City. The City will maintain
sufficient reserves to meet its annual expenditure obligations. The City is subject to revenue shortfalls and
unexpected expenditure demands during the fiscal year. An undesignated General Fund reserve will be
maintained to be able to offset these revenue shortfalls or meet unexpected demands occurring during the year,
without suddenly adjusting tax rates or reducing expenditures.
Financial Reporting & Accounting
1. The City will manage and account for its financial activity in accordance with Generally Accepted
Accounting Principles (GAAP), as set forth by the Governmental Accounting Standards Board (GASB).
GASB is recognized as the authority with respect to governmental accounting. Managing the City's finances in
accordance with GAAP and in accordance with the rules set forth by GASB provides Bozeman citizens assurance
that their public funds are being accounted for in a proper manner.
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2. The City will maintain its accounting records for general governmental operations on a modified
accrual basis, with revenues recorded when available and measurable, and expenditures recorded
when services or goods are received and liabilities incurred. Accounting records for proprietary fund
types and similar trust funds will be maintained on an accrual basis, with all revenues recorded when
earned and expenses recorded at the time liabilities are incurred, without regard to receipt or
payment of cash.
Adherence to this policy will enable the City to prepare its financial statements in accordance with GAAP as set
forth by the GASB.
3. The City of Bozeman will prepare an Annual Comprehensive Financial Report (ACFR) in
conformance with Generally Accepted Accounting Principles (GAAP). The report will be made
available to the general public. The ACFR shall be prepared in accordance with the standards
established by the GFOA for the Certificate of Achievement for Excellence in Financial Reporting
Program
The Certificate of Achievement represents a significant accomplishment for a government and its financial
management. The program encourages governments to prepare and publish an easily readable and
understandable annual comprehensive financial report covering all funds and financial transactions of the
government during the year. The ACFR provides users with a wide variety of information useful in evaluating the
financial condition of a government. The program also encourages continued improvement in the City's financial
reporting practices.
4. The City will ensure the conduct of timely, effective, and annual audit coverage of all financial
records in compliance the local, state, and federal law.
Audits of the City's financial records provide the public assurance that its funds are being expended in accordance
with Local, State, and Federal law and in accordance with GAAP. Audits also provide management and the
Commission with suggestions for improvement in its financial operations from independent experts in the
accounting field.
5. The City of Bozeman will maintain a policy of full and open public disclosure of all financial
activity.
Full and open public disclosure of all financial activity provides the public with assurance that its elected officials
and administrators communicate fully all financial matters affecting the public.
6. The modified accrual basis of accounting and budgeting is used for the governmental funds.
Under the modified accrual basis of accounting, revenues are recorded when susceptible to accrual, i.e., both
measurable and available. Available means collectible within the current period or soon enough thereafter to be
used to pay liabilities of the current period. Expenditures are recorded when the related liability is incurred.
Employee compensated absences and principal and interest on long-term debt expenditures are recorded when
due in the current period. The accrual basis of accounting is used for proprietary funds. Under this method,
revenues are recorded when earned and expenses are recorded when the related liability is incurred. For budget
preparation and presentation, the proprietary funds’ expenses are converted to expenditures and follow the same
budget format as the government fund types. Capital outlays in the enterprise funds are presented as expenses
for budget basis, but are recorded as assets along with associated depreciation expense on the GAAP basis. Debt
service principal payments in the enterprise funds are accounted for as expenses for budget purposes, but are
reported as reduction of long-term debt liability on the GAAP basis. Recording capital outlays as expenditures and
principal payments on long-term debt for budget purposes, presents a clearer picture of the City’s financial
operations, is easier to administer for cash flow purposes, and is easier for the lay person to understand.
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Appendix C: Long Range Financial
Planning
Six-year Financial Plans: Each year, the City prepares and maintains financial plans for the current year and at
least the ensuing five years for the following funds:
•Street Maintenance Fund
•Arterial & Collector Fund
•Tree Maintenance Fund
•Parks & Trails District Fund
•Water Fund
•Wastewater Fund
•Stormwater Fund
These plans are developed as a part of the annual budget process and are based on current and future estimates
of staffing levels, estimated increases in operating costs such as supplies, fuel, chemicals, and capital plans. The
plans project revenue requirements, expenditure levels, and estimated reserve levels for each of the five years.
Expenditures in all long-term financial models may differ from FY24 Adopted appropriations because Montana
Local Budget Law requires the City Commission to appropriate funds prior to the expenditure being committed.
Long range financial plans are on a cash basis and therefore expenditures are estimated based on when they will
be paid rather than committed.
Special Revenue Funds
Street Maintenance District:
The Street Maintenance long-term plan continues to show increases in assessments to meet the needs of the
capital plan and growth. Assessment increases over the financial plan are estimated to be between 5% and 8% per
year. Assessment increases have been between 5% and 17% over the last 5 years. The cost of the Street
Maintenance assessment on the typical homeowner in Bozeman is estimated to be $284.31 annually in FY24.
Assessment increases were adopted by City Commission on August 22, 2023.
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Arterial & Collector District (A&CD) Fund
The long-term plan for the Arterial & Collector District Fund continues to show increases in assessments to meet
the needs of the capital plan and growth. Assessment increases over the financial plan are estimated to be
approximately 8% per year. The fund balance is currently projected to go negative in FY26 due to significant
capital projects, but the fund will be balanced by FY27. The cost of the A&CD assessment on the typical
homeowner in Bozeman is estimated to be $60.08 annually for FY24. Assessment increases were adopted by City
Commission on August 22, 2023.
Parks & Trails District Fund
Parks & Trails District Fund plan as approved by the Commission is a five-year ramp up to Silver level of service.
The current plan includes 6-8% increases annually over the next five years to complete the adopted CIP. The cost
of the Parks & Trails District assessment on the typical homeowner is estimated to be $208.67 annually for FY24.
Assessment increases were adopted by City Commission on August 22, 2023.
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Tree Maintenance District (Forestry) Fund
The long-range plan for the Tree Maintenance District includes 4% increases annually over the next five years to
complete the adopted CIP. The cost of the assessment on the typical homeowner in Bozeman is estimated to be
$30.53 annually in FY24. Assessment increases were adopted by City Commission on August 22, 2023.
Enterprise Funds
Water Fund
Residential single family water rates, which make up approximately 50% of Water Fund rate revenues, have been
held flat since FY19. The next largest portion of water rates is multi-family, which make up approximately 25% of
rate revenues and have been held to modest 1% rate increases over the same period of time. Rate increases
adopted were consistent with the rate study presented to the City Commission in January 2019, and updated in
FY21. Meanwhile, the cost of providing water services has continued to increase each year compared to the FY21
projections included in the study. Updated financial models are showing the need for significant rate increases to
address the cost of the adopted CIP and operations over the next five years. Revenue increases of 12% are needed
for FY24 and FY25, and rate increases in future years are anticipated to be approximately 8%. A rate study is
planned to be performed prior to the FY26 budget process to inform future rates by customer classes, and ensure
proper revenue coverage and reserve amounts, including a drought reserve. Water rate increases were adopted
by City Commission on August 22, 2023.
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Wastewater Fund
Residential single family wastewater rates, which make up approximately 25% of Wastewater Fund rate
revenues, have been held flat since FY19. The next largest portion of wastewater rates is multi-family, which
make up approximately 25% of rate revenues and have been held to modest 2% rate increases over the same
period of time. Rate increases adopted were consistent with the rate study presented to the City Commission in
January 2019, and updated in FY21. Meanwhile, the cost of providing wastewater services has continued to
increase each year compared to the FY21 projections included in the study. Updated financial models are
showing the need for significant rate increases to address the cost of the adopted CIP and operations over the
next five years. A revenue increase of 12% is adopted for FY24, and rate increases in future years are anticipated
to be approximately 3%. A rate study is planned to be performed to inform future rates by customer classes and
ensure proper revenue coverage and reserve amounts. Wastewater rate increases were adopted by City
Commission on August 22, 2023.
Stormwater Fund
The long-term plan for the Stormwater Utility includes increases in assessments to meet the needs of the capital
plan and growth. Assessment increases over the financial plan are estimated to be approximately 8% per year.
The annual cost for Stormwater services for the typical homeowner in Bozeman is estimated to be $54.30
annually in FY24. Stormwater rate increases were adopted by City Commission on August 22, 2023.
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Appendix D: Glossary of Key Terms
ACCRUAL BASIS - A basis of accounting in which transactions are recognized at the time they are incurred, as
opposed to when cash is received or spent.
APPROPRIATION- Legal authorization granted by City Commission to make expenditures and incur obligations.
ASSESSED VALUATION - A value that is established for real and personal property for use as a basis for levying
property taxes. (For the City of Bozeman, the Montana Department of Revenue establishes Property values.)
ASSET - Resources owned or held by a government having monetary value.
BALANCED BUDGET - Refers to a budget where appropriations do not exceed the projected beginning balance
plus the estimated revenue of each fund for the fiscal year.
BOND - A written promise to pay a sum of money on a specific date at a specified interest rate. The most common
types of bonds are general obligation, revenue, and special assessment district bonds. These are most frequently
used for construction of large capital projects such as buildings, streets, and water and waste water lines.
BOND RATING - An evaluation of a bond issuer’s credit quality and perceived ability to pay the principal and
interest on time and in full.
BOND REFINANCING - The payoff and re-issuance of bonds, to obtain better interest rates and/or bond
conditions.
BUDGET - Plan of financial operation, embodying an estimate of proposed expenditures for a given period (City of
Bozeman’s budget is for a fiscal year July 1—June 30) and the proposed means of financing them. Upon approval
by Commission, the appropriation ordinance is the legal basis for incurring expenditures.
BUDGET AMENDMENT- A procedure to revise the appropriation ordinance through action by the City
Commission.
BUDGET CALENDAR - The schedule of key dates or milestones which the City follows in the preparation, adoption,
and administration of the budget.
BUDGET MESSAGE - The opening section of the budget which provides the City Commission and the public with a
general summary of the most important aspects of the budget, changes from the current and previous fiscal
years, and recommendations regarding the financial policy for the upcoming period.
BUDGETARY BASIS - This refers to the form of accounting utilized throughout the budget process. These generally
take one of three forms: GAAP, Cash, and Modified Accrual.
BUDGETARY CONTROL - The control or management of a government or enterprise in accordance with an
approved budget for the purpose of keeping expenditures within the limitations of available appropriations and
available revenues.
CAPITAL BUDGET - The Capital Budget comprises the capital improvements that are funded in the current budget
year.
CAPITAL EXPENDITURE - The item has a unit cost over $5,000, benefits future periods, has a normal useful life of 1
year or more, has an identity that does not change with use (i.e. retains its identity throughout its useful life), and
is identifiable and can be accounted for separately. Improvements to existing assets must add life and value to be
included as a capital item.
CAPITAL IMPROVEMENTS - Expenditures related to the acquisition, expansion, or rehabilitation of an element of
the government’s physical plant; sometimes referred to as infrastructure.
CAPITAL IMPROVEMENTS PROGRAM (CIP) - A plan for capital expenditures needed to maintain, replace, and
expand the City’s heavy equipment and public infrastructure (for example streets, parks, buildings, etc.) The CIP
projects these capital equipment and infrastructure needs for a set number of years (5 years for City of Bozeman’s
Program) and is updated annually to reflect the latest priorities, cost estimates and changing financial estimates or
211
strategies. The first year of the adopted CIP becomes the basis of the City’s capital budget. Construction projects
and capital purchases of $25,000 or more will be included in the Capital Improvement Program. Minor and major
capital replacement and construction projects must be adopted in compliance with City Code section 5.07 where
the City’s Capital Program is established.
CAPITAL OUTLAY - Items that cost more than $5,000 and have a useful life of one year or more. For budgeting
purposes, capital outlays of less than $25,000 will be included in the regular operating budget, but will still be
included in the CIP.
CAPITAL PROJECT - New facility, technology system, land or equipment acquisition, or improvements to existing
facilities beyond routine maintenance. Capital projects are included in the CIP and typically become fixed assets.
Projects are categorized as either minor or major:
MINOR CAPITAL PROJECTS or reoccurring capital projects primarily benefit current residents.
MAJOR CAPITAL PROJECTS benefit future, as well as current residents and can represent large
expenditures of a non-recurring nature which primarily benefit future residents.
CASH BASIS - A basis of accounting in which transactions are recognized only when cash is increased or decreased.
CDBG - Community Development Block Grant, a federally funded grant program for specific national objectives
related to housing, infrastructure, and economic development.
CONTINGENCY - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise
budgeted.
CONTRACTED SERVICES - Expenditures for services performed by firms, individuals, not other city departments.
DEBT LIMIT - The maximum amount of gross or net debt which is legally permitted.
DEBT RATIO - Ratios which provide a method of assessing debt load and the ability to repay debt which plays a
part in the determination of credit ratings. They are also used to evaluate the City’s debt position over time and
against its own standards and policies.
DEBT SERVICE - Payment of principal and interest related to long term loans or bonds.
DEBT SERVICE FUND - A fund established to account for the accumulation of resources for, and the payment of,
general long-term debt principal and interest.
DEBT SERVICE FUND REQUIREMENT - The amounts of revenue which must be provided for a Debt Service Fund so
that all principal and interest payments can be made in full and on schedule.
DEFICIT - The excess of an entity’s liabilities over its assets or the excess of expenditures over revenues during a
single accounting period.
DEPARTMENT- A major administrative division of the City which indicates overall management responsibility for
an operation or a group of related operations within a functional area.
DEPRECIATION - Expiration in the service life of fixed assets, attributable to wear and tear, deterioration, action of
physical elements, inadequacy, and obsolescence.
DISTINGUISHED BUDGET PRESENTATION AWARD - A voluntary awards program administered by the Government
Finance Officers Association to encourage governments to prepare effective budget documents.
DIVISION - A group of homogenous cost centers within a department.
ENTERPRISE FUND - A fund established to account for operations that are financed and operated in a manner
similar to private business enterprises - where the intent of the governing body is that the costs (expenses,
including depreciation) of providing goods or services to the general public on a continuing basis be financed or
recovered primarily through user charges.
212
ESTIMATE - The most recent prediction of current year revenue and expenditures. Estimates are based upon
many months of actual expenditure and revenue information and are prepared to consider the impact of
unanticipated costs or other economic changes
ESTIMATED REVENUE - The amount of projected revenue to be collected during the fiscal year.
EXPENDITURES - Decreases in net financial resources.
FIDUCIARY FUND - A Fiduciary Fund is used in governmental accounting to report on assets held in trust for
others.
FISCAL YEAR - The time period signifying the beginning and ending period for recording financial transactions. The
City's fiscal year begins on July 1 and ends on June 30 of each year.
FIXED ASSETS - Assets of long-term character which are intended to continue to be held or used, such as land,
buildings, machinery, furniture and other equipment.
FTE - See Full Time Equivalent.
FULL FAITH AND CREDIT- A pledge of a government’s taxing power to repay debt obligations.
FULL TIME EQUIVALENT Also referred to as FTE. - The yearly personnel hours worked by a position divided by the
total available work hours for a full year (2080).
FUND - An accounting entity with a self-balancing set of accounts which are segregated for the purpose of
carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or
limitations.
FUND BALANCE - The excess of assets over liabilities. The beginning fund balance is the residual funds brought
forward from the previous fiscal year. Beginning in the FY23 Budget, unassigned Fund Balance and undesignated
reserves are specifically called out.
NON-SPENDABLE FUND BALANCE - Amounts that are not in a spendable form (such as inventory) or are
required to be maintained intact (such as the corpus of an endowment fund).
RESTRICTED FUND BALANCE - Amounts constrained to specific purposes by their providers (such as
granters, bondholders, and higher levels of government) through constitutional provisions or by enabling
legislation.
COMMITTED FUND BALANCE - Amounts constrained to specific purposes by a government itself using its
highest level of decision-making authority; to be reported as committed, amounts cannot be used for any
other purpose unless the government takes the same highest-level action to remove or change the
constraint.
ASSIGNED FUND BALANCE - Amounts a government intends to use for a specific purpose; intent can be
expressed by the governing body or by an official or body to which the governing body delegates the
authority.
UNASSIGNED FUND BALANCE - Amounts that are available for any purpose; these amounts are reported
only in the General Fund.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP) - A collection of commonly followed accounting rules
and standards for financial reporting.
GENERAL FUND - The fund used to account for all of the City’s financial resources except those required to be
accounted for in another fund.
GENERAL OBLIGATION BONDS (G.O. Bonds) - Bonds for the payment of which the full faith and credit of the
issuing government are pledged. These bonds usually require voter approval and finance a variety of public
projects such as roads, buildings, parks and improvements.
GOAL - A statement of broad direction, purpose or intent based on the needs of the community.
213
GOVERNMENTAL FUNDS - Funds generally used to account for tax-supported activities. Governmental funds
include: general, special revenue, debt service, capital projects, and permanent funds.
GOVERNMENT FINANCE OFFICERS ASSOCIATION (GFOA) - Represents public finance officials through the United
States and Canada who publish best practices in local government finance.
GRANT - A contribution by one government unit or funding source to another. The contribution is usually made to
aid in the support of a specified function (e.g. public safety or drug enforcement,) but is sometimes for general
purposes.
IMPROVEMENT DISTRICT - Special assessment districts formed by property owners who desire and are willing to
pay for mutually enjoyed improvements such as lighting or street maintenance.
INFRASTRUCTURE - Facilities that support the daily life and growth of the city, for example, streets, public
buildings, wastewater treatment, parks.
INTER-GOVERNMENT REVENUE - Funds received from federal, state, and other local government sources in the
form of grants, shared revenues, and payments in lieu of taxes.
INTERNAL SERVICE FUND - A fund used to account for the financing of goods or services provided by one
department or agency to other departments on a cost-reimbursement basis.
LEASE-PURCHASE AGREEMENT - Contractual agreements, which are termed “leases”, but which in substance,
amount to purchase contracts for equipment and machinery.
LEVY - (Verb) To impose taxes, special assessments, or service charges for the support of governmental activities.
(Noun) The total amount of taxes, special assessments, or service charges imposed by a government.
LINE-ITEM BUDGET - A budget that lists each expenditure category (salary, materials, telephone service, travel,
etc.) separately, along with the dollar amount budgeted for each specific category.
LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issuance.
MANDATE - Legislation passed by the state or federal government requiring action or provision of services and/or
programs by the City. Examples include the Americans with Disabilities Act, which requires such actions as physical
facility improvements and provision of specialized equipment for public recreation and transportation.
MILL LEVY - Rate applied to Assessed Valuation to determine property taxes. A mill is 1/10th of a penny or $1.00
of tax for each $1,000 of assessed valuation. In Montana, there are three categories of Mills:
NON-VOTED (FLOATING) MILL - Annual mills capped by statewide law based in certified taxable values
and inflation.
PERMISSIVE MILL - Annual mills allowed by Montana state law to be levied for specific purposes to raise
needed funds (Permissive medical levy and some school levies, for example)
VOTED DOLLAR AMOUNT OR MILL - Taxpayer approved specific mills or mills calculated to meet voter
approved specific dollars for activities
OBJECT - As used in expenditure classification, this term applies to the article purchased or the service obtained
(as distinguished from the results obtained from expenditures). Examples are personnel services, contracted
services, and supplies and materials.
OBJECTIVE - Desired outcome-oriented accomplishments that can be measured and achieved within a given time
frame, and advances the activity or organization toward a corresponding goal.
OPERATING BUDGET - The portion of the budget pertaining to daily operations that provides basic governmental
services. The operating budget contains appropriations for such expenditures as personnel, supplies, utilities,
materials, and services.
ORDINANCE - A formal legislative enactment by the City Commission. If it is not in conflict with any higher form of
law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries
of the City.
214
OUTSTANDING BONDS - Bonds not yet retired through principal payment.
OVERLAPPING DEBT - The City’s proportionate share of the debt of other local governmental units, which either
overlap it or underlie it. The debt is generally apportioned based on relative assessed value
PAYMENT IN LIEU OF TAXES - Also referred to as PILT. Payments made in lieu of taxes from another government
or entity.
PERFORMANCE BUDGET - A budget that focuses on departmental goals and objectives rather than line items,
programs, or funds. Workload and unit cost data are collected in order to assess effectiveness and efficiency of
services.
PERSONNEL SERVICES - Items of expenditures in the operating budget for salaries and wages paid for services
performed by City employees, as well as the fringe benefit costs.
PROPERTY TAX - A levy upon each $100 of assessed valuation of real and personal property within the City of
Bozeman.
PROPRIETARY FUND- Funds that focus on the determination of operating income, changes in net position (or cost
recovery) financial position, and cash flows. Proprietary funds include enterprise and internal service funds.
RESOLUTION- A special or temporary order of a legislative body (City Commission) requiring less legal formality
than an ordinance or statute.
RESERVE (UNDESIGNATED) - Funds to be used for undesignated, unexpected expenses. Beginning in the FY23
budget, unassigned fund balance and undesignated reserves are specifically called out.
RESOURCES - Total amounts available for appropriation including estimated revenues, fund transfers, and
beginning fund balances.
REVENUE - Funds that the government receives as income. It includes items such as tax payments, fees for
specific services, receipts from other governments, fines, forfeitures, grants, shared revenues and interest income.
REVENUE BONDS - Bonds sold for constructing a project that will produce revenue for the government. That
revenue is pledged to pay the principal and interest of the bond.
RISK MANAGEMENT - An organized attempt to protect a government’s assets against accidental loss in the most
economical method.
SPECIAL IMPROVEMENT DISTRICT (SID) - An area defined and designated for improvements, often financed with
bond proceeds that specifically benefit the property owners within the area of the district. Debt is repaid through
annual assessments to property owners.
SPECIAL REVENUE FUND - A fund used to account for the proceeds of specific revenue sources (other than special
assessments, expendable trusts, or of major capital projects) that are legally restricted to expenditure for
specified purposes.
STATE SHARED REVENUE - Revenues levied and collected by the state but shared with local governments as
determined by state government. Entitlement funds received by the City form the state of Montana is the largest
State Shared Revenue.
TAXES - Compulsory charges levied by a government for the purpose of financing services performed for the
common benefit. This term does not refer to specific charges made against particular property for current or
permanent benefits, such as special assessments.
TIF- Tax Increment Financing. A method of using incremental increases in property tax values to fund the
improvements or efforts of a designated area.
TRANSFERS IN/OUT - Amounts transferred from one fund to another to assist in financing the services from the
recipient fund.
UNDESIGNATED RESERVE - The portion of a fund’s balance that is set aside for non-specific purposes to address
unforeseen expenses within the budget year and is available for general appropriation.
215
UNRESERVED FUND BALANCE - The portion of a fund’s balance that is not restricted for a specific purpose and is
available for general appropriation.
USER CHARGES OR FEES - The payment of a fee for direct receipt of a public service by the party benefiting from
the service.
WORKING CAPITAL - The different between current assets and current liabilities.
WORKLOAD INDICATOR - A unit of work to be done (e.g. number of permit applications received for the number
of burglaries to be investigated.)
WRF - Water Reclamation Facility; commonly referred to in the past as a Wastewater Treatment Plant.
216
Appendix E: City Commission
Adoptions
217
RESOLUTION 5486
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN, MONTANA,
APPROPRIATING FUNDS FOR VARIOUS BUDGET UNITS, AND FURTHER ESTIMATING REVENUE
NECESSARY TO OPERATE AND MAINTAIN SERVICES OF MUNICIPAL GOVERNMENT FOR THE
FISCAL YEAR ENDING JUNE 30, 2024.
WHEREAS, the City Commission did, on the 6th day of June, 2023, receive the City
Manager’s Budget Recommendations for Fiscal Year 2023-2024 (FY24); and
WHEREAS, the City Commission did, on June 13th and June 27th hold Budget Work
Sessions that were open to the public to discuss the details of the Recommended Budget and
make changes to the same; and
WHEREAS, the City Commission did, on the 11th day of July, 2023, after due and proper
legal notice, conduct a public hearing on the proposed municipal budget.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of Bozeman,
Montana, as follows:
Section 1
The City Commission of the City of Bozeman, Montana, does hereby authorize and
appropriate expenditures of governmental fund types (general fund, special revenues funds,
debt service funds and capital project funds) and expenses for proprietary fund types (enterprise
funds and internal service funds) and fiduciary fund types (permanent funds) for budget units
and purposes set forth below, in the amounts designated herein, as follows. The City Commission
further authorizes and re-appropriates the unexpended balance of Capital Improvement
DocuSign Envelope ID: 42E23EA0-1CDC-4B63-B91B-7260A2A01114
Resolution 5486, Appropriating Funds for Fiscal Year ending June 30, 2024
2
Program & repair and equipment items as approved by the City Manager which were previously
budgeted and have not been completed.
Budget Unit Appropriations
General Fund 55,707,000$
Special Revenue Funds 72,303,400
Debt Service Funds 5,169,900
Construction Funds 116,367,700
Enterprise Funds 52,270,300
Internal Service Funds 16,221,900
Permanent Funds -
Grand Total - Appropriations 318,040,200$
Section 2
The City Commission of the City of Bozeman, Montana does hereby estimate revenues for
the various funds, as follows:
Budget Unit Estimated Revenues
General Fund 53,523,200$
Special Revenue Funds 58,617,000
Debt Service Funds 5,532,200
Construction Funds 115,711,700
Enterprise Funds 56,591,900
Internal Service Funds 21,188,600
Permanent Funds 86,700
Grand Total - Estimated Revenues 311,251,300$
DocuSign Envelope ID: 42E23EA0-1CDC-4B63-B91B-7260A2A01114
Resolution 5486, Appropriating Funds for Fiscal Year ending June 30, 2024
3
Section 3
That budget information contained in the "City Manager's Recommended Budget for
Fiscal Year 2023-2024" document pertaining to Policy Direction, Fiscal Policy, and the specific
information concerning budgeting for each fund, as may be subsequently amended prior to final
adoption of the budget, are hereby incorporated into the document entitled "Approved Budget
for Fiscal Year 2023-2024" and are hereby adopted as reference.
Section 4
Annual appropriations and transfer out for various departments for Fiscal Year 2023-2024 will
be controlled and monitored for budgetary compliance at the budget unit level.
Section 5
Pursuant to Sections 7-6-4006 and 7-6-4012, M.C.A., the City Commission hereby delegates
appropriation and budget amendment authority to the City Manager for the expenditures from the
following funds: debt service funds; fee-based budgets; trust funds; federal, state and private grants
accepted and approved by the City Commission; special assessments; monies borrowed during the year;
proceeds from sale of land; and funds for gifts or donations.
Section 6
Pursuant to Section 7-6-4030, M.C.A., this resolution, upon its passage, shall be in full force
and effect as of July 1, 2023.
Section 7
That upon this resolution becoming effective, as provided in Section 6 above, all resolutions
and parts thereof in conflict herewith are hereby repealed.
Section 8
That should it be found by any court of competent jurisdiction that any section, clause, portion,
sentence, word, or phrase of this resolution is deemed to be contrary to any existing law or regulations,
that in this instance, it is the intent of the City Commission of the City of Bozeman, Montana, that all
other portions, sections, words, clauses, phrases, or paragraphs of this document shall remain in full
force and effect.
DocuSign Envelope ID: 42E23EA0-1CDC-4B63-B91B-7260A2A01114
Resolution 5486, Appropriating Funds for Fiscal Year ending June 30, 2024
Page 4 of 4
PASSED, APPROVED, AND ADOPTED by the City Commission of the City of Bozeman, Montana,
at a regular session thereof held on the 11th day of July, 2023.
_______________________________________
Cynthia L. Andrus
Mayor
ATTEST:
_____________________________________
Mike Maas
City Clerk
APPROVED AS TO FORM:
________________________________________
GREG SULLIVAN
City Attorney
DocuSign Envelope ID: 42E23EA0-1CDC-4B63-B91B-7260A2A01114
1. 2023
2. 2023
3. 2023
4. 2023
5. 2023
6. TIF Districts
Total Incremental Value
Date
I. Value Included in "newly taxable" property
II. Total value exclusive of "newly taxable" property
Note
SOUTH BOZEMAN TECHN 98,650 417 98,233
POLE YARD URD 2,266,003 1,137,056 1,128,947
BOZEMAN MIDTOWN UR 8,905,551 3,507,723 5,397,828
NORTH PARK URBAN REN 329,639 244,332 85,307
1,328,695 13,789,647
NORTHEAST URBAN REN 1,805,712 423,054 1,382,658
For Information Purposes Only
2023 taxable value of centrally assessed property having a market value of $1 million or more, which has
transferred to a different ownership in compliance with 15-10-202(2), MCA.
-$
-$
Special district resolutions must be delivered to the department by the first Thursday after the first Tuesday
in September, 09/07/2023, or within 30 calendar days after the date on this form 7-11-1025(8), MCA.
The county clerk and recorder must provide mill levies for each taxing jurisdiction to the department by the
second Monday in September, 09/11/2023, or within 30 calendar days after the date on this form 15-10-
305(1)(a), MCA.
21,882,620$
Preparer Terri Smith 8/7/2023
1Market value does not include class 1 and class 2 value
2Taxable value is calculated after abatements have been applied
3This value is the taxable value less total incremental value of all tax increment financing districts
4The taxable value of class 1 and class 2 is included in the taxable value totals
BOZEMAN DOWNTOWN 15,118,342
Taxable Value less Incremental Taxable Value3……………………………………………247,105,759$
Taxable Value of Net and Gross Proceeds4
-$ (Class 1 and Class 2)…………………………………………………………………………………
Tax Increment
District Name
Current Taxable
Value2
Base Taxable
Value
Incremental
Value
Total Market Value1………………………………………………………………………………………17,730,663,050$
Total Taxable Value2………………………………………………………………………………………268,988,379$
Taxable Value of Newly Taxable Property……………………………………………………13,462,518$
2023 Certified Taxable Valuation Information
(15-10-202, MCA)
Gallatin County
CITY OF BOZEMAN
Certified values are now available online at property.mt.gov/cov
MONTANA
Form AB-72T
Rev. 6-23
1. 2023
2. 2023
3. 2023
4. 2023
5. 2023
6. TIF Districts
Total Incremental Value
Date
I. Value Included in "newly taxable" property
II. Total value exclusive of "newly taxable" property
Note
SOUTH BOZEMAN TECHN 98,650 417 98,233
POLE YARD URD 2,266,003 1,137,056 1,128,947
BOZEMAN MIDTOWN UR 8,905,551 3,507,723 5,397,828
NORTH PARK URBAN REN 329,639 244,332 85,307
1,328,695 13,789,647
NORTHEAST URBAN REN 1,805,712 423,054 1,382,658
For Information Purposes Only
2023 taxable value of centrally assessed property having a market value of $1 million or more, which has
transferred to a different ownership in compliance with 15-10-202(2), MCA.
-$
-$
Special district resolutions must be delivered to the department by the first Thursday after the first Tuesday
in September, 09/07/2023, or within 30 calendar days after the date on this form 7-11-1025(8), MCA.
The county clerk and recorder must provide mill levies for each taxing jurisdiction to the department by the
second Monday in September, 09/11/2023, or within 30 calendar days after the date on this form 15-10-
305(1)(a), MCA.
21,882,620$
Preparer Terri Smith 8/7/2023
1Market value does not include class 1 and class 2 value
2Taxable value is calculated after abatements have been applied
3This value is the taxable value less total incremental value of all tax increment financing districts
4The taxable value of class 1 and class 2 is included in the taxable value totals
BOZEMAN DOWNTOWN 15,118,342
Taxable Value less Incremental Taxable Value3……………………………………………247,105,759$
Taxable Value of Net and Gross Proceeds4
-$ (Class 1 and Class 2)…………………………………………………………………………………
Tax Increment
District Name
Current Taxable
Value2
Base Taxable
Value
Incremental
Value
Total Market Value1………………………………………………………………………………………17,730,663,050$
Total Taxable Value2………………………………………………………………………………………268,988,379$
Taxable Value of Newly Taxable Property……………………………………………………13,462,518$
2023 Certified Taxable Valuation Information
(15-10-202, MCA)
Gallatin County
BOZEMAN (CITY) PLANNING DISTRICT
Certified values are now available online at property.mt.gov/cov
MONTANA
Form AB-72T
Rev. 6-23
FISCAL YEAR
ENTITY-WIDE TAXABLE
VALUATION
%INCREASE
(DECREASE)
FROM
PREVIOUS
YEAR
TOTAL CURRENT YEAR
AUTHORIZED MILL LEVY
(Includes Prior Year Carry
Forward Mills)
CURRENT YEAR ACTUAL
MILL LEVY
CARRY FORWARD
MILLS AVAILABLE (May
be levied in a
subsequent year)
FY's 2012-2013 through 2016-2017
enter number of mills from prior year
budget-page 9.
FY's 2017-2018 and forward enter
number of mills from line (14) of the
applicable Mill Levy Determination
Form.
FY's 2012-2013 through 2016-
2017 enter number of mills from
prior year budget - page 9.
FY's 2017-2018 & forward enter
number of mills from line (16) of
the applicable Mill Levy
Determination Form.
The Carry Forward in this
column is not cumulative - the
current fiscal year carry
forward mills available are the
full amount that may be levied
in a subsequent year. These
mills will be included in the
next year's total authorized
mill levy.
2014 - 2015 92,081,322 159.49 147.34
2015 - 2016 90,787,797 -1.40%173.59 160.40
2016 - 2017 94,102,761 3.65%173.61 156.77
2017 - 2018 106,224,806 12.88%160.41 142.44 17.97
2018 - 2019 109,713,782 3.28%161.67 145.78 15.89
2019 - 2020 133,582,036 21.76%142.37 132.62 9.75
2020 - 2021 137,983,427 3.29%144.15 112.36 31.79
2021 - 2022 166,838,141 20.91%128.89 107.23 21.66
2022 - 2023 171,848,622 3.00%145.24 133.94 11.30
2023 - 2024 268,988,379 56.53%105.13 93.02 12.11
FISCAL YEAR TAXABLE VALUATION
%INCREASE
(DECREASE)
FROM
PREVIOUS
YEAR
TOTAL CURRENT YEAR
AUTHORIZED MILL LEVY
(Includes Prior Year Carry
Forward Mills)
CURRENT YEAR ACTUAL
MILL LEVY
CARRY FORWARD
MILLS AVAILABLE (May
be levied in a
subsequent year)
2014 - 2015
2015 - 2016 #DIV/0!
2016 - 2017 #DIV/0!
2017 - 2018 #DIV/0!0.00
Taxable Valuation/Mill Levy
Enter Fund Name (example: County Road Fund)
City of Bozeman
Ten-Year History and Analysis
NOTE: The analysis below includes only entity-wide levies subject to the limitations of Section 15-10-420, MCA
If applicable, a separate analysis is provided for levies subject to the limitations of Section 15-10-420, MCA that are authorized and actually imposed using a
different taxable valuation.
Analyses contained in this report do not include voted or permissive levies. Voted and/or permissive mills levied in the current year are listed below.
-9-
2018 - 2019 #DIV/0!0.00
2019 - 2020 #DIV/0!0.00
2020 - 2021 #DIV/0!0.00
2021 - 2022 #DIV/0!0.00
2022 - 2023 #DIV/0!0.00
2023 - 2024 #DIV/0!0.00
Number of Mills levied
4
12
14
4.49
10.15
2.18
10.88
Description
Fire Department Equipment & Maintenance
Fire Staffing
Voted/Permissive mills levied in the current fiscal year:
Parks & Trails GO Bond
Public Safety Center GO Bond
Police Staffing
Fire Station 2 Relocation GO Bond
Health Insurance Premiums (Permissive)
-9-
Page | 1
FY24 Tax Levy (2023 Tax Year) Analysis for Resolution 5500
Background
Montana State Law allows local governments to levy three types of mills: all-purpose, permissive, and voted mills.
All-purpose mill levies are floating mills, which means the number of mills available to levy are not fixed. Local
governments are restricted by MCA 15-10-420 to collecting an amount equal to last year’s actual tax revenue collected,
plus ½ the average rate of inflation for the last three years, plus newly taxable value. This means that as appraised
values go up, allowable millage rates for all-purpose levies go down and local government tax bills to property owners
do not rise at the same rate as their appraised values.
Permissive mills are allowed by state law that are not subject to the limits in MCA 15-10-420. The City levies one levy
which is permissive for health/medical insurance for general government employees. The permissive levy for
health/medical insurance recommended for FY24 is 10.88 mills and is calculated subject to MCA 15-10-420(9).
Voted mill levies are approved by the voters for specific purposes. Most recently, Bozeman citizens approved a General
Obligation Bond to fund the Public Safety Center. Voted levies for debt service are calculated to recover the amount of
revenue needed to pay for the debt service on the outstanding bonds each year. Typically, debt service is a flat dollar
amount over the life of the loan, so the number of mills levied would decreases from year to year, as the mill value rises.
Voted levies can also be approved as a total number of mills.
Adopted Budget
The FY24 budget was approved by the City Commission via
Resolution 5486 on July 11, 2023, prior to the publication of
certified values for the tax year. The budget included estimated
mill values based on historical trends. However, Resolution 5500
recommends establishing and affixing mill values that are less
than those included in the adopted budget, due to higher than
anticipated increase in mill values. The estimated mill value
included in the budget was $190,436. The actual mill value is
$247,106.
Certified Values and Maximum Mill Levy
On August 1, 2023, the City received its official certification of
taxable values for FY24 (2023 tax year/calendar year), issued by
the Department of Revenue (DOR). The certification showed that
taxable value went up by 56.5%. The certification also showed an
increase of $13.5 million from new construction (newly taxable
property). The final certified values result in an actual mill value of
$247,106. Resolution 5500 proposes that the City Commission
levy a total of 150.72 mills city-wide. The General Fund all-purpose
levy, as provided by Sections 7-6-4451 and 15-10-420 MCA, is
proposed to be 93.02 mills of 105.13 total available as the maximum levy. Mill Levies have been reduced in this resolution
to generate the same amount of revenue included in the adopted budget. With approval of Resolution 5500, the City will
maintain its commitment of 9.0 floating mills being held back in alignment with Resolution No. 3954 (911 mills) and leaves
12.11 available floating General Fund mills unlevied.
All Purpose Levy:
General Fund 83.30
Community/Workforce Housing 5.89
City Planning 1.46
Senior Transportation 0.77
Story Mill Landfill Monitoring 1.60
Total All Purpose Levy 93.02
Permissive Levies:
Health/Medical Insurance 10.88
Total Permissive Levies 10.88
Voted Levies:
Fire Equiment 4.00
Fire Staffing 12.00
Police Staffing 14.00
Parks & Trails GO Bonds 4.49
Bozeman Public Safety Center Bonds 10.15
Fire Station #2 Relocation GO Bonds 2.18
Total Voted Levies:46.82
Grand Total Levied 150.72
Mill Levy Fiscal Year 2023-2024 (FY24)
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The charts below show the percentage change in taxable value city-wide, and the total property taxes levied through the
all-purpose property tax levy. Although taxable values increased by more than 55%, revenues to the City from all-purpose
property tax levies are expected to increase by only 8%.
*Denotes years of valuation. Montana valuates property every other year.
12.9%
3.3%
21.8%
3.3%
20.9%
3.0%
56.5%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
2018*2019 2020*2021 2022*2023 2024*
Percent Change in Taxable Value
14,338,536 15,192,508 16,567,749
13,767,060
16,675,179
20,623,353 21,842,278
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
2018 2019 2020 2021 2022 2023 2024
All Purpose Property Tax Revenues
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Tax Increment Financing Districts (TIFD)
Tax increment financing districts have also seen significant increases in incremental values. The additional revenue can be
used to fund projects within each respective district. Expenditures of additional revenue that was not anticipated when
the budget was adopted will require a budget amendment.
3,769,917 4,159,996 5,987,410 6,247,663 7,893,562 8,245,319
13,789,647
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
2018 2019 2020 2021 2022 2023 2024
Downtown TIFD
Base Value Incremental Value
223,765 229,047 457,274 477,252 636,368 660,471
1,382,658
-
500,000
1,000,000
1,500,000
2,000,000
2018 2019 2020 2021 2022 2023 2024
Northeast TIFD
Base Value Incremental Value
948,716 982,574 1,714,155 1,707,571 2,589,893 2,751,885
5,397,828
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
2018 2019 2020 2021 2022 2023 2024
Midtown TIFD
Base Value Incremental Value
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87,633
20,749 -13,824 53,750 37,133 85,307
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
2018 2019 2020 2021 2022 2023 2024
North Park TIFD
Base Value Incremental Value
56,410 56,410
98,233
-
20,000
40,000
60,000
80,000
100,000
120,000
2018 2019 2020 2021 2022 2023 2024
South Bozeman Technology TIFD
Base Value Incremental Value
255,655 315,388
1,128,947
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
2018 2019 2020 2021 2022 2023 2024
Pole Yard TIFD
Base Value Incremental Value