HomeMy WebLinkAboutFiscal Year 2025-2026 Approved Biennium Budget, City of BozemanPage Intentionally Left Blank
Table of Contents
Budget in Brief 6 Public Works 101
Budget Message 10 Public Works Administration 102
Reader's Guide 13 Engineering 106
Introductory Section 15 GIS/Asset Management 108
Purpose of this Document 16 Solid Waste 110
Awards and Accomplishments 16 Stormwater Fund 114
Organizational Chart 17 Transportation 118
Funding Structure 18 Vehicle Maintenance Fund 126
Budget Policies 20 Wastewater Fund 129
Budget Process 21 Water Fund 135
Strategic Plan 23 Public Welfare 143
Commission Priorities 25 Recreation 144
Performance Measures 25 Forestry/Tree Maintenance Fund 148
City-Wide Financial Summary 27 Parks & Trails District 152
Budget Summary 28 Cemetery 156
City-wide Revenues 36 Library 160
City-wide Appropriations 38 Neighborhood Services 164
Estimated Citizen Impact 40 Economic Development 166
Changes in Fund Balance 43 Sustainability 170
Full-Time Equivalent (FTE) Schedule 46 Community Housing 172
Adopted Budgets 49 Non-Departmental 176
General Fund 50 Debt Service Funds 178
Adopted Budgets by Department 55 Debt 181
General Government 57 Legal Debt Limit 183
City Commission 58 Debt Schedules & Amortization Tables 184
City Manager 60 Capital Improvement Program (CIP)211
City Clerk 62 Appendices 223
City Attorney 65 (A) Statistical Section 225
Finance 68 (B) Long-Range Financial Planning 227
Facilities 70 (C) Fiscal Policies 233
Information Technology 72 (D) Glossary of Key Terms 245
Human Resources 74 (E) City Commission Adoptions 251
Municipal Court 76 Strategic Plan 253
Planning Fund 78 2024-2026 City Commission Priorities 265
Public Safety 81
Police 82
Fire 88
Building Inspection Fund 94
Parking Fund 98
3
Page Intentionally Left Blank
4
Budget in Brief
5
2025 Biennium Budget in Brief
The Budget in Brief provides an overview of the City of Bozeman's inaugural 2025 Biennium Budget. Key
points include a summary of estimated resources and appropriations as well as highlights on personnel,
operating, and capital supported by the budget. Additional information including revenue and
appropriation trends is included in the City-wide Financial Summary section on page 27.
Resources
Including beginning fund balance, resources over the biennium total $557.3 million.
Resources by Budget Unit
Special
Revenue, 32%
Enterprise, 29%
General
Fund, 23%
Internal
Service, 7%
Construction
Projects, 6%Debt Service, 2%
Permanent, 0%
Resources by Source
Charges for
Services, 31%Taxes, 17%
Debt
Proceeds,
10%
Internal
Charges, 6%
State Shared, 3%
Transfers
In, 3%
Intergovernmental, 3%
Licenses &
Permits, 2%
Miscellaneous
Revenue, 2%
County
Shared, 1%Interfund
Loan
Proceeds, 0%
Fund Balance,
21%
Appropriations
Appropriations over the biennium total $485.1 million.
Appropriations by Budget Unit
Special
Revenue, 32%
Enterprise, 27%
General
Fund, 24%
Internal
Service, 8%
Construction
Projects, 7%Debt Service, 2%
Appropriations by Type
Capital
Outlay, 31%
Salaries &
Benefits, 30%
Operations &
Maintenance,
23%
Transfers
Out, 11%
Debt Service/
Loans, 5%
6
2025 Biennium Budget in Brief
Personnel
The 2025 Biennium Adopted Budget supports 557.7
full-time equivalent (FTE) employees by the end of
the biennial, resulting in approximately 9.2 FTE per
1,000 residents.
Personnel by Service Area
General
Government,
18.6%
Public
Safety,
32.3%
Public
Works,
30.6%
Public
Welfare,
18.6%
Capital Outlay
The 2025 Biennium Adopted Budget includes $148.6 million in Capital Outlay.
Capital by Budget Unit
Special
Revenue
42%
Enterprise
32%
Construction
Projects
22%
General Fund
4%
Capital by Type
Infrastructure
67%
Buildings
24%
Machinery &
Equipment,
6%
Vehicles, 2%
Other, 1%
Capital Outlay Appropriation by Fund
$37.7M$32.6M$23.7M$18.8M$12.7M$6.6M$5.8M$2.7M$2.4M$2.2M$1.7M$0.7M$0.6M$0.2M$0.1M$0.1M$0.1M
Street Impact FeeCapital ProjectsWastewater FundWater FundArterial & CollectorStreet Maintenance DistrictGeneral FundSolid Waste FundParks & Trails DistrictStormwater FundUrban Renewal DistrictsParking FundFire Department EquipmentPark Land TrustBuilding Inspection FundTree Maintenance DistrictVehicle Maintenance
7
2025 Biennium Budget in Brief
Estimated Residential Impact Summary
Estimated Annual Service Cost for a Household Based on
Taxable Value of $652,100 (FY24) +3% in FY25 + 14% in FY26
7,500 SQFT lot with water use of 7.5-HCF
Fiscal Year (FY) 24 Fiscal Year (FY) 25 Budget Fiscal Year (FY) 26 Budget FY25 Increase $FY26 Increase $FY25 % Change FY26 % Change
Property Taxes $ 1,326.84 $ 1,376.24 $ 1,469.03 $ 49.40 $ 92.79 3.7 % 6.7 %
Street Assessment 284.31 292.84 301.62 8.53 8.78 3.0 % 3.0 %
Arterial Street Assessment 60.08 61.88 63.74 1.80 1.86 3.0 % 3.0 %
Tree (Forestry) Assessment 30.53 31.45 32.39 0.92 0.94 3.0 % 3.0 %
Parks & Trails Assessment 208.67 214.94 221.39 6.27 6.45 3.0 % 3.0 %
Water Service 477.78 535.11 588.62 57.33 53.51 12.0 % 10.0 %
Sewer Service 593.46 664.68 717.85 71.22 53.17 12.0 % 8.0 %
Stormwater Service 54.36 55.99 57.67 1.63 1.68 3.0 % 3.0 %
Garbage Service 195.12 214.63 227.51 19.51 12.88 10.0 % 6.0 %
Annual Total $ 3,231.15 $ 3,447.76 $ 3,679.82 $ 216.61 $ 232.06 6.7 % 6.7 %
Monthly Total $ 269.26 $ 287.31 $ 306.65 $ 18.05 $ 19.34
8
City Manager's Recommended Budget
Message
9
May 31, 2024
To the Bozeman City Commission:
We are pleased to present to you the City Manager Recommended Budget for the 2025 Biennium. As we
embark on our inaugural biennium budget cycle, we are excited to highlight the benefits that this strategic shift
offers to our City.
Transitioning to a biennium budget reflects our commitment to prudent financial management and longer-term
planning. This approach provides us with greater stability and predictability in resource allocation over a two-
year period, allowing us to focus more effectively on planning and preparing for the future of Bozeman and how
to continue to efficiently provide essential services. Streamlining the budget process will significantly reduce the
administrative burden on many staff, including the City Commission, involved in the budgetary process and will
create additional capacity to focus on proactively responding to community needs and external changes
impacting City services. This milestone marks a significant step forward in our efforts to ensure the fiscal
sustainability and resilience of our City for years to come.
Rooted in Basics, Rising in Excellence
As we approach the upcoming biennium, it is critical that we refocus our efforts on existing City services that
have long served as the foundation of our success. Our foremost priority must be ensuring the stability and
sustainability of existing City services that our residents rely on daily.
Unprecedented challenges brought about by the growing popularity of Bozeman and exacerbated by the
pandemic have pulled the City in many directions as we grapple with high inflation rates and a booming
population. The population of Bozeman increased by over 17% in just five years and City departments are
struggling to maintain service levels with current staffing, leading to high levels of turnover and burnout. In
addition, challenges in hiring and retention have resulted in a City workforce in which approximately 50% of
employees have less than five years of service. Significant vacancy rates combined with losses of institutional
knowledge result in an overall reduction in productivity and efficiency, which needs to be acknowledged and
addressed.
Providing public services accessibly, efficiently, and effectively is critical. We must make time to be innovative, to
modernize and professionalize our processes, and proactively address the needs and concerns of the public. One
focus area is response to public comments and questions. The City receives hundreds of contacts from our
residents which deserve thoughtful and accurate responses. Although we work hard to be responsive, we are
falling behind. This leads to frustration and perceptions of a local government that does not care about its
residents; nothing is further from the truth. Additionally, departmental capacity to do basic tasks like write
procedure manuals to guide staff, maintain City websites with current contact information and links, report out
on progress toward Commission and community priorities, and generally share information transparently is
limited while we focus on the next deadline.
Public trust in local government is built through excellence in public service. Continuing at our current pace is
simply not sustainable. The City’s service quality, public perception, performance, and ability to retain valuable
staff are at risk. This budget aims to strike a balance by sustaining our community partnerships while increasing
our internal capacity to deliver services more effectively.
10
Staff: Our Most Valuable Asset
Our employees are invaluable, offering expertise, productivity, adaptability, and a steadfast commitment to
public service. Recognizing that many areas within the City currently lack the necessary capacity to address our
most pressing priorities, this budget prioritizes capacity. It includes line items in each department for new staff,
training and professional development, along with reasonable adjustments to compensation aimed at bolstering
employee retention and facilitating the recruitment of additional staff to help the City become a high performing
organization.
New positions included would increase capacity to existing services by approximately 4% per year. The budget
includes several new city service workers in the streets division to help clean, plow, and maintain the City’s
transportation system, which has seen the addition of 26 street miles over the past two years, with another 50
miles anticipated to be added over the next five years. Engineers and planners are included in this budget to
help prepare for Bozeman’s future design and infrastructure needs, including an engineer dedicated to
Bozeman’s water resources. Also included are additional parks and recreation staff to further enhance
community recreation services, facilities staff to help keep our facilities running, and public safety positions,
both sworn and non-sworn, to ensure Bozeman is a safe and welcoming community.
In order to provide services to the residents of Bozeman, we rely on departments like human resources, finance,
and information technology to help us hire exceptional employees, grow services in a fiscally responsible way,
and support those services with technologies needed to do the work. In the last five years, only 4.5 positions
have been added in these foundational internal service areas while our customer base and services have
continued to expand. Our human resources department is stretched thin, with only one recruiter handling hiring
of qualified employees and vacancy management in an organization with over 550 total positions. Similarly, just
one budget analyst, with support from various City departments, has spent the last five months meticulously
reviewing department budgets, projecting revenues, creating long-term financial plans, analyzing rate impacts,
and compiling the budget document before you.
The addition of new employees in these critical areas will inherently increase capacity when positions are filled,
but the additions will also help prevent burnout and support the retention of our exceptional employees who
continue to demonstrate their commitment to the City of Bozeman and our residents.
Fiscal Challenges
As our small city continues to experience rapid growth, we are presented with new and multifaceted challenges.
The strain on public safety, infrastructure, housing, and increased traffic congestion that result from growth
demand our immediate attention. Federal and state grant revenue, including American Rescue Plan Act (ARPA)
funds, supported previous budgets in addressing these issues by funding infrastructure projects and providing
significant support to community partners. These one-time revenue streams are no longer available to help
balance the City’s budgets. Maintaining the same level of funding allocations to our community partners would
cost taxpayers over $3.0 million dollars over the biennium. Despite the reduction in available grant funding for
community partners, this budget still proposes an increase in discretionary General Fund dollars to support our
community partners. This budget is our attempt to strike a balance between supporting our community partners
and adding resources to support the City’s existing services. We are dedicated to supporting our partners and
working together to tackle the challenges brought by rapid growth, inflation, and the changing economic
landscape.
Over the last five years, the City has experienced an average annual increase of 10-15% in construction cost
estimates for utility and transportation projects. Between 2022 and 2023 alone, cost increases by linear foot for
11
water renovations, sewer renovations, and street reconstructions were 15%, 22% and 24% respectively,
significantly increasing the cost of completing our capital improvement program. Meanwhile, prior to FY24 the
rates charged to customers of these services remained largely flat. Because of this, rate, and assessment
increases between 3.0% and up to 12.0% are needed in the biennium to continue to provide essential services
like water, wastewater, and solid waste disposal to the community. Capital projects are included in the budget
to maintain and improve aging infrastructure, with some water pipes and sewer mains reaching over 100 years
old. The budget also includes investments in optimizing existing water supplies to manage this precious
resource.
City General Fund expenses are projected to rise at a rate slightly higher than operating revenues due to state
level limitations on property tax increases capped at half the rate of inflation for the last three years. The
Governor’s Property Tax Task Force was created this year and will present recommendations to the Governor in
August of 2024. Local governments are listening, and collaborating to help propose solutions that provide
property tax relief to Montanans without risking the future of local government services. The future is dynamic,
evolving, and uncertain.
Planning for Bozeman’s Future
As we navigate the uncertainties and challenges ahead, this two-year budget cycle presents a unique
opportunity for the City of Bozeman. By implementing the recommended budget, we can bolster the capacity of
our departments to effectively deliver public services, proactively address community concerns, and enhance
the City's reputation for trustworthiness and customer service.
Our City employees demonstrate a strong commitment to public service and strive for excellence in their roles.
Beyond merely maintaining our current service levels, this budget enables us to invest in the future of Bozeman.
By addressing staffing needs, enhancing operational efficiency, and prioritizing community engagement, we will
lay the groundwork for sustained growth and prosperity.
We look forward to collaboration with the City Commission, residents, and community partners to implement a
budget that ensures a prosperous future for Bozeman. Together, we can build a stronger, more resilient city that
meets the needs of its residents and continues to thrive in the years to come.
Thank you for your dedication to our City's well-being.
Chuck Winn
City Manager
Melissa Hodnett
Finance Director
12
Reader
13
Page Intentionally Left Blank
14
Introductory Section
15
Purpose of this Document
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, 2023. The City has received this award for each budget it has prepared in the past 32 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 award.
16
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
17
Funding Structure
The City has two main financial reporting structures.
1.Service Areas organize the City's financials by their impact on the community. The majority of this budget
document detail will be presented and organized by Service Area.
2.Budget Units divide the organization up into units with the same or similar revenue streams. The budget
is formally adopted by Resolution of the City Commission at the Budget Unit level to provide appropriate
flexibility in managing City budgets according to their associated funding sources.
Service Areas and Departments:
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:
Service Area, Departments, and Divisions.
Service Area: Service Area 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.
The chart below outlines the City's Service Areas and the Departments that fall under each Service area.
18
Budget Units:
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. Funds are classified as Governmental, Proprietary, or Fiduciary.
Within those classifications, funds are further grouped by Budget Unit. There are eight unique Budget Units
including General Fund, Special Revenue Funds, Debt Service Funds, Construction Project Funds, Permanent
Funds, Enterprise Funds, Internal Service Funds, and Trust Funds. The chart below outlines the Budget Units
within each Fund Type. All funds identified are appropriated in this budget.
Governmental Fund Types:
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. The General Fund is a major governmental fund.
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, 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.
19
Tax Increment Financing District (TIFD) Bonds 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. 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. The SID Revolving Fund secures debt for the SIDs
and the cash balance must equal 10% of the principal amount of bonds outstanding.
Construction Project 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.
Permanent Funds: Permanent Funds are used to account for restricted endowment funds.
Proprietary Fund Types:
Proprietary funds are a group of funds that account for activities that are often seen in the private sector and are
operated in a similar manner as in the private sector. This group of funds uses a full accrual basis of accounting
and focuses on net income and capital maintenance.
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. The City's Enterprise Funds include Water,
Wastewater, Solid Waste, Stormwater, and Parking funds. The Water and Wastewater Funds are major
proprietary funds. A more detailed description of these funds can be found on pages 129 and 135.
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 7-6-40. 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 by fund, 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. Per MCA, the budget is considered balanced when
appropriations do not exceed the projected beginning balance plus the estimated revenue of each fund for the
fiscal year. 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 Appendix B for
Administrative Order 2024-02 Bozeman Financial Policies with more information on the City's Financial Policies.
20
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. 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).
All funds appropriated in this budget are included in the audited financial statements.
Budget Process
The 2025 Biennium Adopted Budget serves as the City of Bozeman's first biennial budget. The process of
developing this budget began following the adoption of the City's FY2024 Budget. Per the City Charter, the City of
Bozeman is required to adopt a multi-year capital program annually by December 15th for the ensuing fiscal year.
The FY25-29 Capital Improvement Plan (CIP) can be found on the City's Budget and Financial Reports page. The
process to adopt the CIP includes public noticing and multiple presentations to City Commission with numerous
opportunities for public input on the proposed plan. Once adopted, the CIP serves as the basis of the budget.
Beginning in January, the City Commission work on priority setting to inform the budget while City staff prepare
operating and maintenance budget requests for existing programs for each year of the biennium. The Finance
department develops revenue projects, debt schedules, and updating long-term financial models to inform the
next step of reviewing and balancing budgets. Commission priorities are incorporated into the budget.
Once the budgets are balanced, the budget document is prepared and made available to the public, City
Commission, and City Staff. Typically, beginning in May and through the end of June, budget presentations are
made to the City Commission providing detail on what has been included in the budget and the main drivers for
those decisions. These presentations of the budget are appropriately noticed per Montana Code Annotated
(MCA), and members of the public are provided multiple opportunities to comment on the recommended budget.
The preliminary annual budget in brief, as required by MCA, is prepared and published for each year of the
biennium. The final step is the City Commission's formal adoption by Resolution of the first year of the biennial
budget. The public hearing for the adoption of the budget is also noticed, and City Commission accepts public
comment on the budget up until adoption. Once adopted, the first year of the biennial budget process is
concluded.
The second year of the budget process begins similarly with the adoption of the CIP by December 15th. However,
the development process for the remainder of the budget is far less intensive than the first year. Beginning in
March, City staff will perform a budget-to-actual analysis to inform projections for both the first and second year
of the budget. Once completed, the City Commission is presented with any changes to the FY26 budget. This
public hearing properly noticed and provides an opportunity for the public to comment on recommended changes
to the second year of the biennium. The budget process is concluded with City Commission's adoption of the
second year's budget with approved changes. However, budget amendments can be made according to MCA, or
at any City Commission meeting by resolution, with appropriate noticing and pubic comment opportunity.
The following charts outline our process and timing for the budget over the two years of the biennium.
21
Year 1:
Year 2:
22
Bozeman Strategic Plan
In 2016, the City of Bozeman embarked on crafting its Strategic Plan. Over the subsequent two years, with the
support of HDR Engineering, the City developed a comprehensive plan to address both its long-term ambitions
and short-term objectives. This plan was shaped by the preferences of the City Commission, as well as the
availability of staff and financial resources. It aims to focus the City’s efforts on achieving the most critical goals
identified by both the Commission and the community. After numerous work sessions involving discussions on
priorities, methods, and public feedback, the City’s first Strategic Plan was officially adopted on April 16, 2018. The
plan outlines a Vision, Vision Statements, and Strategies to guide the City's future initiatives.
The entire Strategic Plan is located Appendix E: City Commission Adoptions beginning on page 251, and the
document can also be found on the City website. Below are some of the efforts towards the Strategic Plan
included in the budget:
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 and build public trust by using our adopted communication plan for the organization
to expand community outreach and community engagement. The City's focus is to continually increase capacity to
perform our existing services in a way that builds trust in the community.
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. In addition, 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
23
Plan Update. See Capital Improvements Program section on page 211 for a capital improvement program
summary and a detailed list of City-wide planned projects.
3) A Safe, Welcoming Community. The budget includes steps toward an inclusive City with training and the
implementation of our Belonging in Bozeman Team, and Equity & Inclusion Plan. New positions that support this
plan include an Equity and Inclusion Program Coordinator in the City Manager's office and a Community Liaison in
the Police Department. The adopted budget includes a new Fire Station #4, assumed to be funded by a bond levy,
which is consistent with the Fire Master Plan and would help Fire respond to a wider area. 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. See Capital Improvements
Program section on page 211 for a capital improvement program summary and a detailed list of City-wide planned
projects.
4) A Well-planned City. The Parks, Recreation, and Active Transportation (PRAT) Master Plan
implementation began in FY22 and continues through the biennium. Community Housing will continue the
implementation of its action plan, which will provide more affordable housing including a commitment of $2.0
million in this budget. Planning & land use initiatives are supported with the newly created Metropolitan Planning
Organization (MPO), 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. All road infrastructure projects scheduled in the Street Impact Fee Fund will
include investments in bike lanes. Funding for the acquisition of LIDAR data for land management, planning, and
engineering projects is 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.
Additional 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
focuses on ensuring equitable access to training opportunities across all departments, and increasing
departmental capacity to allow for those training opportunities to take place.
6) A Sustainable Environment. This Budget looks at Climate Action Plan Implementation and continues to
increase the Sustainability Division’s budget. The Sustainability Division budget includes the addition of EV
charging stations within City limits. 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. The budget also includes money to install solar panels at select City facilities. All City vehicles
included in the CIP will explore hybrid or electric options where available.
7) A High Performance Organization. Recognizing that many areas within the City currently lack the
necessary capacity to address our most pressing priorities, this budget prioritizes capacity. It includes line items in
each department for new staff, training and professional development, along with reasonable adjustments to
compensation aimed at bolstering employee retention and facilitating the recruitment of additional staff to help
the City become a high performing organization. New positions included would increase capacity to existing
services by approximately 4% per year.
24
City Commission Priorities
In alignment with the adopted Strategic Plan, Bozeman City Commission adopts priorities every two years. In
conjunction with other adopted plans such as the Climate Action Plan, Community Affordable Housing Plan, and
the growth policy, these priorities also guide goals and projects identified in the 2025 Biennium Adopted Budget.
For the 2024-2026 priority cycle, Commission has identified the following priorities:
•Foster and build public trust, support, and
pride in local government
•Develop a Tenant's Right to Counsel Program
•Develop a comprehensive regional strategy
on homelessness
•Implement at least eight (8)
recommendations from the Belonging in
Bozeman Plan
•Rework and restore a new Historic
Preservation Policy - including trees and
landmarks
•Encourage the creation of Accessory
Dwelling Units (ADUs) in our city through an
ADU Incentive Program
•Create an Affordable Housing Preservation
Policy
•Ramp up the SAFE Plan and become a Gold-
level Bike Friendly Community
•Create a Bozeman Creek Resiliency Plan
The complete 2024-2026 City Commission Priorities document is available in Appendix E: City Commission
Adoptions on page 251.
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 Strategic Plan 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.
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 Department detail 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.
25
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.
Performance measures for each department are provided in the Adopted Budgets portion of this document,
beginning on page 49. The data provided includes results from the past two years, the current year’s projection,
and estimates for the upcoming biennium. Additionally, where applicable, targets are included. Each metric is
linked to the specific departmental goal it supports. Visual representations of these performance measures are
also provided.
26
City-Wide Financial Summary
27
2025 Biennium Adopted Budget Financial Summary
The City of Bozeman’s 2025 Biennium Adopted Budget estimates the collection of approximately $439.7 million in
revenue. Beginning fund balance, also a resource included in the table below, is projected to be $117.6 million
resulting in total resources of $557.3 million available for the biennium. Budget appropriations over the biennium
are projected at $485.1 million. This will support 557.70 full-time equivalent employees and $148.6 million in
capital spending.
2025 Biennium Adopted Budget
Biennium
Budget
RESOURCES
General Fund $ 130,626,800
Special Revenue Funds 177,951,000
Debt Service Funds 13,337,400
Construction Funds 34,979,400
Enterprise Funds 159,857,200
Internal Service Funds 38,474,300
Permanent Funds 2,122,700
TOTAL RESOURCES $ 557,348,800
Biennium
Budget
REQUIREMENTS
General Fund $ 117,946,900
Special Revenue Funds 157,589,000
Debt Service Funds 10,302,500
Construction Funds 32,904,800
Enterprise Funds 128,647,700
Internal Service Funds 37,688,500
Permanent Funds —
TOTAL REQUIREMENTS $ 485,079,400
Per Montana Code Annotated (MCA), the budget resolution must establish legal spending limits at the level of
detail in the resolution. The budget resolution adopted by the City Commission is at the Budget Unit level, as
detailed in the requirement table above. Per MCA, the budget must be balanced so that appropriations do not
exceed the projected beginning balance plus the estimated revenue (also called total resources) of each fund for
the fiscal year. The above tables indicate that the adopted budget meets that requirement over the biennium.
The following pages present fiscal year (FY) summaries of resources categorized by major type and appropriations
broken down by spending component for each Budget Unit. The summaries include actual figures for FY23,
projected amounts for FY24, and budget estimates for FY25 and FY26, as well as the Biennium Budget.
28
Fiscal Year (FY) 23 Actual
FY23 Actual
General Fund Special Revenue Debt Service Construction Projects Enterprise Internal Service Permanent All Funds
RESOURCES
Beginning Balance $ 9,051,626 $ 43,964,538 $ 5,832,070 $ 9,328,065 $ 56,362,683 $ 2,578,235 $ 1,684,117 $ 128,801,334
Taxes $ 23,164,839 $ 10,342,453 $ 3,736,222 $ — $ — $ — $ — $ 37,243,514
State Shared 5,122,791 1,035,386 — — — — — $ 6,158,176
County Shared 3,339,118 — — — — — — $ 3,339,118
Special Assessments — 724,122 569,230 — 115 — — $ 1,293,467
Licenses & Permits 381,922 3,160,265 — — 665,191 7,675 — $ 4,215,052
Intergovernmental 23,496 7,302,250 — — 1,303,737 — — $ 8,629,483
Charges for Services 941,649 23,571,904 — — 34,950,606 5,957,109 93,173 $ 65,514,441
Fines & Forfeitures 1,009,840 59,429 — — 338,418 — — $ 1,407,688
Interest Income 171,669 1,214,529 78,348 243,848 1,247,257 64,885 38,710 $ 3,059,246
Loan/Lease Repayments — — — — 47,470 — — $ 47,470
Miscellaneous Revenue 3,126,126 1,722,518 10,405 — 164,585 71,775 — $ 5,095,408
Debt Proceeds 66,602 862,620 — — — — — $ 929,222
Interfund Loan Proceeds — — — — — — — $ —
Internal Charges 5,365,523 164,263 — — — 7,791,275 — $ 13,321,061
Transfers In 10,854,877 4,047,971 2,268,893 6,727,225 2,083,940 — — $ 25,982,906
Total Revenues $ 53,568,452 $ 54,207,708 $ 6,663,098 $ 6,971,073 $ 40,801,318 $ 13,892,720 $ 131,883 $ 176,236,253
TOTAL RESOURCES $ 62,620,078 $ 98,172,246 $ 12,495,168 $ 16,299,138 $ 97,164,001 $ 16,470,955 $ 1,816,000 $ 305,037,587
General Fund Special Revenue Debt Service Construction
Projects Enterprise Internal Service Permanent All Funds
REQUIREMENTS
Salaries & Benefits $ 28,117,588 $ 9,600,708 $ — $ — $ 8,949,353 $ 4,896,260 $ — $ 51,563,909
Operations & Maintenance 9,122,838 9,140,679 — 687,491 11,174,265 8,246,043 — $ 38,371,315
Capital Outlay 3,107,361 10,751,143 — 4,059,642 5,498,765 176,948 — $ 23,593,859
Debt Service/Loans 78,978 640,312 5,216,202 — 4,638,371 89,680 — $ 10,663,543
Interfund Loans — — — — — — — $ —
Transfers Out 6,894,414 15,944,105 5,521,866 977,705 8,049,476 838,824 — $ 38,226,390
TOTAL REQUIREMENTS $ 47,321,178 $ 46,076,946 $ 10,738,068 $ 5,724,838 $ 38,310,231 $ 14,247,755 $ — $ 162,419,017
29
Fiscal Year (FY) 24 Projection
FY24 Projection
General Fund Special Revenue Debt Service Construction Projects Enterprise Internal Service Permanent All Funds
RESOURCES
Beginning Balance $ 15,298,900 $ 52,095,300 $ 1,757,100 $ 10,574,300 $ 58,806,300 $ 2,223,200 $ 1,816,000 $ 142,571,100
Taxes $ 27,014,900 $ 10,866,500 $ 4,001,500 $ — $ — $ — $ — $ 41,882,900
State Shared 5,340,200 4,639,500 — — — — — $ 9,979,700
County Shared 3,361,700 — — — — — — $ 3,361,700
Special Assessments 100 690,600 588,700 — 100 — — $ 1,279,500
Licenses & Permits 474,200 4,070,400 — — 731,600 12,000 — $ 5,288,200
Intergovernmental 494,600 5,035,200 — — 2,519,300 20,000 — $ 8,069,100
Charges for Services 1,184,900 28,478,500 — — 43,032,100 6,669,200 79,800 $ 79,444,500
Fines & Forfeitures 946,100 63,100 — — 351,300 — — $ 1,360,500
Interest Income 100,000 393,900 27,200 382,800 1,788,400 165,400 20,000 $ 2,877,700
Loan/Lease Repayments — — — — — — — $ —
Miscellaneous Revenue 221,500 3,379,200 — — 358,500 79,400 — $ 4,038,600
Debt Proceeds 4,148,000 6,037,800 — 2,424,100 2,040,000 — — $ 14,649,900
Interfund Loan Proceeds — — — — — — — $ —
Internal Charges 6,384,700 161,000 — — — 8,657,300 — $ 15,203,000
Transfers In 6,989,300 3,796,800 744,100 6,868,900 1,693,800 227,600 — $ 20,320,500
Total Revenues $ 56,660,200 $ 67,612,500 $ 5,361,500 $ 9,675,800 $ 52,515,100 $ 15,830,900 $ 99,800 $ 207,755,800
TOTAL RESOURCES $ 71,959,100 $ 119,707,800 $ 7,118,600 $ 20,250,100 $ 111,321,400 $ 18,054,100 $ 1,915,800 $ 350,326,900
General Fund Special Revenue Debt Service Construction
Projects Enterprise Internal Service Permanent All Funds
REQUIREMENTS
Salaries & Benefits $ 31,980,400 $ 10,817,700 $ — $ — $ 9,814,200 $ 5,037,000 $ — $ 57,649,300
Operations & Maintenance 12,135,700 14,869,900 — 521,600 12,535,100 9,212,000 — $ 49,274,300
Capital Outlay 10,500,200 20,222,300 — 15,263,700 34,512,900 315,000 — $ 80,814,100
Debt Service/Loans 67,300 816,500 5,014,800 — 4,640,600 93,300 — $ 10,632,500
Interfund Loans — — — — — — — $ —
Transfers Out 1,939,400 20,716,700 — 2,068,600 8,640,900 976,800 — $ 34,342,400
TOTAL REQUIREMENTS $ 56,623,000 $ 67,443,100 $ 5,014,800 $ 17,853,900 $ 70,143,700 $ 15,634,100 $ — $ 232,712,600
30
Fiscal Year (FY) 25 Budget Financial Summary
Fiscal Year (FY) 25 Budget
General Fund Special Revenue Debt Service Construction
Projects Enterprise Internal Service Permanent All Funds
RESOURCES
Beginning Balance $ 15,336,100 $ 52,264,700 $ 2,103,800 $ 2,396,200 $ 41,177,700 $ 2,420,000 $ 1,915,800 $ 117,614,300
Taxes $ 29,734,800 $ 10,011,200 $ 4,139,000 $ — $ — $ — $ — $ 43,885,000
State Shared 5,453,200 3,037,100 — — — — — $ 8,490,300
County Shared 3,396,600 — — — — — — $ 3,396,600
Special Assessments 100 396,400 549,900 — 100 — — $ 946,500
Licenses & Permits 500,900 5,006,000 — — 753,500 12,000 — $ 6,272,400
Intergovernmental 674,400 1,082,600 — — 689,800 — — $ 2,446,800
Charges for Services 1,215,200 29,237,400 — — 45,805,000 7,036,000 82,200 $ 83,375,800
Fines & Forfeitures 952,800 63,100 — — 361,800 — — $ 1,377,700
Interest Income 100,000 368,500 28,300 41,600 1,788,400 165,400 20,000 $ 2,512,200
Loan/Lease Repayments — — — — — — — $ —
Miscellaneous Revenue 221,500 1,015,500 — — 204,000 45,000 — $ 1,486,000
Debt Proceeds 3,511,300 3,436,200 — 18,000,000 13,416,100 — — $ 38,363,600
Interfund Loan Proceeds — — — — 1,186,900 — — $ 1,186,900
Internal Charges 7,139,500 165,800 — — — 9,488,500 — $ 16,793,800
Transfers In 4,124,400 2,238,500 745,900 1,000,000 272,100 345,600 — $ 8,726,500
Total Revenues $ 57,024,700 $ 56,058,300 $ 5,463,100 $ 19,041,600 $ 64,477,700 $ 17,092,500 $ 102,200 $ 219,260,100
TOTAL RESOURCES $ 72,360,800 $ 108,323,000 $ 7,566,900 $ 21,437,800 $ 105,655,400 $ 19,512,500 $ 2,018,000 $ 336,874,400
General Fund Special Revenue Debt Service Construction Projects Enterprise Internal Service Permanent All Funds
REQUIREMENTS
Salaries & Benefits $ 38,276,000 $ 14,498,400 $ — $ — $ 10,898,200 $ 5,929,500 $ — $ 69,602,100
Operations & Maintenance 12,558,900 25,914,100 — — 12,010,300 9,859,200 — $ 60,342,500
Capital Outlay 3,608,800 27,389,000 — 19,000,400 24,696,000 — — $ 74,694,200
Debt Service/Loans 349,200 1,335,500 5,155,800 — 4,907,000 97,200 — $ 11,844,700
Interfund Loans 1,186,900 — — — — — — $ 1,186,900
Transfers Out 2,683,600 9,731,600 — — 11,501,000 2,284,500 — $ 26,200,700
TOTAL REQUIREMENTS $ 58,663,400 $ 78,868,600 $ 5,155,800 $ 19,000,400 $ 64,012,500 $ 18,170,400 $ — $ 243,871,100
31
Fiscal Year (FY) 26 Budget Financial Summary
Fiscal Year (FY) 26 Budget
General Fund Special Revenue Debt Service Construction
Projects Enterprise Internal Service Permanent All Funds
RESOURCES
Taxes $ 33,570,400 $ 11,887,400 $ 4,447,600 $ — $ — $ — $ — $ 49,905,400
State Shared 5,568,600 3,097,200 — — — — — $ 8,665,800
County Shared 3,443,200 — — — — — — $ 3,443,200
Special Assessments 100 836,800 550,000 — 100 — — $ 1,387,000
Licenses & Permits 529,800 5,992,500 — — 776,100 12,000 — $ 7,310,400
Intergovernmental 749,700 10,945,000 — — — — — $ 11,694,700
Charges for Services 1,246,400 30,394,700 — — 49,982,600 7,739,600 84,700 $ 89,448,000
Fines & Forfeitures 959,500 63,100 — — 372,700 — — $ 1,395,300
Interest Income 100,000 368,900 29,500 41,600 1,788,400 165,400 20,000 $ 2,513,800
Loan/Lease Repayments — — — — — — — $ —
Miscellaneous Revenue 221,500 1,042,200 — — 207,600 49,600 — $ 1,520,900
Debt Proceeds 894,600 2,865,900 — 13,000,000 433,500 — — $ 17,194,000
Interfund Loan Proceeds — — — — — — — $ —
Internal Charges 7,631,700 170,800 — — — 10,638,400 — $ 18,440,900
Transfers In 3,350,500 1,963,500 743,400 500,000 640,800 356,800 — $ 7,555,000
TOTAL RESOURCES $ 58,266,000 $ 69,628,000 $ 5,770,500 $ 13,541,600 $ 54,201,800 $ 18,961,800 $ 104,700 $ 220,474,400
General Fund Special Revenue Debt Service Construction Projects Enterprise Internal Service Permanent All Funds
REQUIREMENTS
Salaries & Benefits $ 41,173,000 $ 15,656,100 $ — $ — $ 11,652,900 $ 6,830,500 $ — $ 75,312,500
Operations & Maintenance 12,319,300 16,167,900 — 260,000 11,680,500 10,638,500 — $ 51,066,200
Capital Outlay 2,193,300 34,706,800 — 13,644,400 23,295,300 52,000 — $ 73,891,800
Debt Service/Loans 811,900 1,747,800 5,146,700 — 6,428,700 101,000 — $ 14,236,100
Interfund Loans — — — — — — — $ —
Transfers Out 2,786,000 10,441,800 — — 11,577,800 1,896,100 — $ 26,701,700
TOTAL REQUIREMENTS $ 59,283,500 $ 78,720,400 $ 5,146,700 $ 13,904,400 $ 64,635,200 $ 19,518,100 $ — $ 241,208,300
32
2025 Biennium Adopted Budget Financial Summary
2025 Biennium Adopted Budget
General Fund Special Revenue Debt Service Construction
Projects Enterprise Internal Service Permanent All Funds
RESOURCES
Beginning Balance $ 15,336,100 $ 52,264,700 $ 2,103,800 $ 2,396,200 $ 41,177,700 $ 2,420,000 $ 1,915,800 $ 117,614,300
Taxes $ 63,305,200 $ 21,898,600 $ 8,586,600 $ — $ — $ — $ — $ 93,790,400
State Shared 11,021,800 6,134,300 — — — — — $ 17,156,100
County Shared 6,839,800 — — — — — — $ 6,839,800
Special Assessments 200 1,233,200 1,099,900 — 200 — — $ 2,333,500
Licenses & Permits 1,030,700 10,998,500 — — 1,529,600 24,000 — $ 13,582,800
Intergovernmental 1,424,100 12,027,600 — — 689,800 — — $ 14,141,500
Charges for Services 2,461,600 59,632,100 — — 95,787,600 14,775,600 166,900 $ 172,823,800
Fines & Forfeitures 1,912,300 126,200 — — 734,500 — — $ 2,773,000
Interest Income 200,000 737,400 57,800 83,200 3,576,800 330,800 40,000 $ 5,026,000
Loan/Lease Repayments — — — — — — — $ —
Miscellaneous Revenue 443,000 2,057,700 — — 411,600 94,600 — $ 3,006,900
Debt Proceeds 4,405,900 6,302,100 — 31,000,000 13,849,600 — — $ 55,557,600
Interfund Loan Proceeds — — — — 1,186,900 — — $ 1,186,900
Internal Charges 14,771,200 336,600 — — — 20,126,900 — $ 35,234,700
Transfers In 7,474,900 4,202,000 1,489,300 1,500,000 912,900 702,400 — $ 16,281,500
Total Revenues $ 115,290,700 $ 125,686,300 $ 11,233,600 $ 32,583,200 $ 118,679,500 $ 36,054,300 $ 206,900 $ 439,734,500
TOTAL RESOURCES $ 130,626,800 $ 177,951,000 $ 13,337,400 $ 34,979,400 $ 159,857,200 $ 38,474,300 $ 2,122,700 $ 557,348,800
General Fund Special Revenue Debt Service Construction Projects Enterprise Internal Service Permanent All Funds
REQUIREMENTS
Salaries & Benefits $ 79,449,000 $ 30,154,500 $ — $ — $ 22,551,100 $ 12,760,000 $ — $ 144,914,600
Operations & Maintenance 24,878,200 42,082,000 — 260,000 23,690,800 20,497,700 — $ 111,408,700
Capital Outlay 5,802,100 62,095,800 — 32,644,800 47,991,300 52,000 — $ 148,586,000
Debt Service/Loans 1,161,100 3,083,300 10,302,500 — 11,335,700 198,200 — $ 26,080,800
Interfund Loans 1,186,900 — — — — — — $ 1,186,900
Transfers Out 5,469,600 20,173,400 — — 23,078,800 4,180,600 — $ 52,902,400
TOTAL REQUIREMENTS $ 117,946,900 $ 157,589,000 $ 10,302,500 $ 32,904,800 $ 128,647,700 $ 37,688,500 $ — $ 485,079,400
33
Summary of Changes from Recommended Budget to Adopted Budget
City Commission Approved Amendments to Recommended Budget
1.Allocate $50,000 of recommended budget for implementing the Belonging in Bozeman Plan to fund a 10-
hour-per-week Disability Community Liaison in Fiscal Year 2026 (FY26).
2.Change title of the Equity and Inclusion Program Coordinator to Belonging in Bozeman Program
Coordinator.
3.Allocate $360,000 of budgeted $500,000 of City Commission's budget in FY25 to Human Resource
Development Council (HRDC) to support operations of the year-round warming center.
4.Allocate an additional $250,000 from the General Fund to the Community Housing Fund for the purpose
of supporting community efforts to relocate urban campers from City right-of-way to transitional or
permanent housing, funded by a reduction to the personnel budget based on anticipated vacancy savings
rather than in increase in property taxes.
5.Allocate an additional $50,000 to annual, multimodal projects in the Street Maintenance Fund.
6.Reduce funding for Parking Fund project P07 Rouse Lot Improvements by $400,000 in FY26. Retain
$400,000 budget in FY26 for other parking projects.
7.Allocate $50,000 of recommended budget in Parkland Trust Fund to fund trail improvement projects
bolstered by community partners.
8.Allocate $50,000 of the recommend budget in the Parks & Trails District Fund in FY 2025 and 2026 for an
engineering study of Bozeman Creek and a land use analysis of future park property along Bozeman
Creek.
Quantitative Changes Resulting from Commission Amendments
•Reduced FY25 Salaries & Benefits and increased FY25 Transfers Out in General Fund by $250,000 with a
corresponding increase in resources and appropriations in the Community Housing Fund per amendment
number 4 above.
•Increased FY25 and FY26 Capital budget in Street Maintenance Fund $50,000 as a result of amendment
number 5 above.
34
Summary of Changes (continued)
Fiscal Year (FY) 25 Budget
Resources Appropriations
City Manager
Recommended
Budget
City Commission
Adopted Budget
Increase/
(Decrease)
Percent
Change
City Manager
Recommended
Budget
City Commission
Adopted Budget
Increase/
(Decrease)
Percent
Change
General Fund $ 72,360,800 $ 72,360,800 $ — — %$ 58,663,400 $ 58,663,400 $ — — %
Special Revenue Funds 108,073,000 108,323,000 $ 250,000 0.23 % 78,568,600 78,868,600 $ 300,000 0.38 %
Debt Service Funds 7,566,900 7,566,900 $ — — % 5,155,800 5,155,800 $ — — %
Construction Funds 21,437,800 21,437,800 $ — — % 19,000,400 19,000,400 $ — — %
Enterprise Funds 105,655,400 105,655,400 $ — — % 64,012,500 64,012,500 $ — — %
Internal Service Funds 19,512,500 19,512,500 $ — — % 18,170,400 18,170,400 $ — — %
Permanent Funds 2,018,000 2,018,000 $ — — % — — $ — — %
TOTAL $ 336,624,400 $ 336,874,400 $ 250,000 0.07 %$ 243,571,100 $ 243,871,100 $ 300,000 0.12 %
Fiscal Year (FY) 26 Budget
Resources Appropriations
City Manager
Recommended
Budget
City Commission
Adopted Budget
Increase/
(Decrease)
Percent
Change
City Manager
Recommended
Budget
City Commission
Adopted Budget
Increase/
(Decrease)
Percent
Change
General Fund $ 58,266,000 $ 58,266,000 $ — — %$ 59,283,500 $ 59,283,500 $ — — %
Special Revenue Funds 69,628,000 69,628,000 $ — — % 78,670,400 78,720,400 $ 50,000 0.06 %
Debt Service Funds 5,770,500 5,770,500 $ — — % 5,146,700 5,146,700 $ — — %
Construction Funds 13,541,600 13,541,600 $ — — % 13,904,400 13,904,400 $ — — %
Enterprise Funds 54,201,800 54,201,800 $ — — % 64,635,200 64,635,200 $ — — %
Internal Service Funds 18,961,800 18,961,800 $ — — % 19,518,100 19,518,100 $ — — %
Permanent Funds 104,700 104,700 $ — — % — — $ — — %
TOTAL $ 220,474,400 $ 220,474,400 $ — — %$ 241,158,300 $ 241,208,300 $ 50,000 0.02 %
2025 Biennium Adopted Budget
Resources Appropriations
City Manager
Recommended
Budget
City Commission
Adopted Budget
Increase/
(Decrease)
Percent
Change
City Manager
Recommended
Budget
City Commission
Adopted Budget
Increase/
(Decrease)
Percent
Change
General Fund $ 130,626,800 $ 130,626,800 $ — — %$ 117,946,900 $ 117,946,900 $ — — %
Special Revenue Funds 177,701,000 177,951,000 $ 250,000 0.14 % 157,239,000 157,589,000 $ 350,000 0.22 %
Debt Service Funds 13,337,400 13,337,400 $ — — % 10,302,500 10,302,500 $ — — %
Construction Funds 34,979,400 34,979,400 $ — — % 32,904,800 32,904,800 $ — — %
Enterprise Funds 159,857,200 159,857,200 $ — — % 128,647,700 128,647,700 $ — — %
Internal Service Funds 38,474,300 38,474,300 $ — — % 37,688,500 37,688,500 $ — — %
Permanent Funds 2,122,700 2,122,700 $ — — % — — $ — — %
TOTAL $ 557,098,800 $ 557,348,800 $ 250,000 0.04 %$ 484,729,400 $ 485,079,400 $ 350,000 0.07 %
35
City-wide Revenues
Total revenue estimated in the 2025 Biennium
Adopted Budget is $439.7 million, $219.3 million in
FY25, a $11.5 million increase or equivalent to a 6%
increase over FY24 Projected Revenues. Fiscal Year
(FY) 26 Budget includes $220.5 million in revenue, a
$1.2 million increase or less than 1% increase over
FY25 Budget.
The increase in FY25 is primarily due to additional
debt proceeds anticipated to fund capital projects,
including $18.0 million to fund construction of Fire
Station #4, $10.2 million in Wastewater revenue
bonds, and other debt proceeds that would cover
capital projects or equipment. The increase is offset
by a reduction in transfer revenue and grant
revenue. In FY24 the remaining American Rescue
Plan Act (ARPA) Grant Funds were recognized and
transferred to other funds to support approved
projects.
Revenue by Source for All
Funds
Charges for
Services, 39%
Taxes, 21%
Debt Proceeds, 13%
Transfers In, 12%
Intergovernmental,
9%
Licenses &
Permits, 3%Miscellaneous
Revenue, 3%
Charges for services are the largest category of City revenue at 39%. Of the $172.8 million included in the budget,
46% is designated to enterprise funds for utilities such as water, wastewater, stormwater, and solid waste.
Revenue projections are based on rates set to meet the adopted expenditure budgets and capital improvement
program, and include assumptions for expected customer growth. Comprehensive financial models are used to
forecast long-term resources and expenditures for each of these funds. More information is provided in the Long-
Range Financial Planning Appendix on page 227.
Assessments make up 22% of charges for services.
The City has four special districts which collect
assessment revenue, Street Maintenance, Street
Arterial & Collector, Parks & Trails, and Tree
Maintenance. Similar to utility rates, revenue is
calculated based on the adopted operational and
capital costs of each district.
Impact Fees are fees charged to developers which
are intended to fund infrastructure projects
necessary to support growth. Impact fees for water,
wastewater, transportation, and fire make up 17% of
charges for services. Revenues are projected based
on anticipated development trends.
Other charges for services include revenue from
activities such as development reviews in
Community Development, cemetery plot sales, City
pool admissions, facility rentals, library book sales,
and insurance premiums. Revenue projections for
these sources are based on trend analysis from
previous years and input from the respective
program managers.
Charges for Service by Department
Water, 23%
Streets, 23%
Wastewater, 20%
Solid Waste, 10%
Health/Medical
Insurance, 9%
Parks & Trails, 8%
Stormwater, 3%Community
Development,
2%
36
Property Taxes are the next largest portion of City
revenues. The adopted budget includes estimates of
mill levies necessary to generate sufficient revenue
to cover budgeted expenditures and meet reserve
requirements. Certified property values from the
Department of Revenue are typically received by
cities on August 1, after the budget has been
adopted. Based on these values, the City
Commission may choose to amend the budget as
needed.
Property tax bills, mailed to homeowners by Gallatin
County, are made up of multiple mill levies based on
the location of your property. The property’s
appraised value is multiplied by the tax rate, and
then multiplied by the total number of applicable
mills. One mill is equal to 1/10th of one cent. The
City receives approximately 31% of each dollar of
property tax paid by property owners (based on
FY24 mill levies).
Property taxes primarily support the City's General
Fund and are made up of all-purpose mills,
permissive mills, and voted mill levies. Details of the
mill allocations by year are below:
MILL LEVIES & MILL VALUES
FISCAL YEAR FY21 FY22 FY23 FY24 FY25 Budget FY26 Budget
MILL VALUE (net of URD's)$ 129,537 $ 155,353 $ 159,782 $247,166 $254,401 $305,418
MILL VALUE (net of URD's) PERCENTAGE CHANGE 3 % 20 % 3 % 55 % 3 % 20 %
GENERAL FUND:
All-Purpose 106.18 98.66 115.79 83.30 93.00 86.00
DEDICATED MILLS (non-debt service):
City Planning 2.00 2.00 2.00 1.46 2.00 2.00
Health/Med Insurance 21.37 17.66 21.21 10.88 10.49 9.55
Public Safety Staffing, Fire Dept Equip & Maint. 4.00 4.00 30.00 30.00 30.00 30.00
Transfer to Stormwater - Landfill Project 0.77 1.25 1.24 — — —
Transfer to Landfill Closure - Monitoring 2.41 2.32 1.91 1.60 — —
Senior Transportation 1.00 1.00 1.00 0.77 — —
Community Housing 3.00 5.00 8.00 5.89 — —
TOTAL DEDICATED MILLS 34.55 33.23 65.36 50.60 42.49 41.55
DEBT SERVICE:
Bozeman Public Safety Center GO Bonds 18.31 15.27 15.38 10.15 8.96 7.76
Park & Trail G.O.Bonds 8.31 6.96 7.00 4.49 4.64 3.55
Library G.O. Bonds 2.13 — — — — —
Fire Station #2 G.O. Bonds — — 0.97 2.18 2.68 3.26
Rec G.O. Bonds * to be issued in FY2024 — — — — — —
TOTAL DEBT SERVICE 28.75 22.23 23.35 16.82 16.28 14.57
TOTAL MILLS LEVIED 169.48 154.12 204.50 150.72 151.77 142.12
Percentage Change in Mills -9.9 % -8.2 % 29.7 % -34.9 % 0.5 % -40.5 %
TOTAL PROPERTY TAXES LEVIED $ 21,953,931 $ 23,943,004 $ 32,675,419 $ 37,252,252 $ 38,610,440 $ 43,406,006
Percentage Change in Dollars -7.1 % 9.1 % 36.5 % 14.0 % 3.6 % 12.4 %
37
Debt Proceeds make up 13% of budgeted revenue over the biennium. These projections are based on the projects
that the City intends to debt fund. Over the two years, projects of significant nature include:
•Fire Station 4 (GF355) - $18.0 million
•Shops Complex (SHOPS) - $13.0 million
•Water Reclamation Facility Base Hydraulic Project, Phases 1 & 2 (WW129, WW131) - $10.1 million
More information on planned capital expenditures can be found in the Capital Improvement Plan section of this
document on page 211, including an indication of which projects are planned to be debt funded.
Transfers In together account for 12% of the budgeted revenues. This category represents the movement of
resources between City funds, including internal charges. The City maintains three Internal Service Funds (ISFs):
Health-Medical Insurance, Vehicle Maintenance, and Public Works Administration. Internal Charges cover the cost
of services provided by one fund to another and are allocated based on the proportional usage of these services.
The revenue for internal services is budgeted according to the cost of providing these services, which is
distributed among the funds based on their share of service usage. For example, the projected internal charges in
the Public Works Administration Fund for the biennium are based on the anticipated cost to operate the ISF over
two years.
Intergovernmental revenues amount to 9% of anticipated revenues. The majority of this revenue comes from the
State, including $11.0 million in State Entitlement Share revenue which is the City's apportionment of taxes and
fees collected at the State level. The State also remits Gas Tax to cities, which is estimated in the budget to be $5.7
million over the biennium. Other revenues included in this category are Bozeman's portion of motor vehicle taxes
and funding for the library, collected and remitted by Gallatin County. Revenue projections for these funding
sources are based on reporting from the State and trend analysis. The City applies a conservative inflationary
increase to previous collections. Other revenues in this category include state and federal grants. Projections are
based on awarded grant funding.
Licenses and Permits, making up 3% of budgeted revenues, are from the collection of permit fees. These revenues
include fees for business licenses, parking permits, building permits, and street cut permits. Projected revenue for
licenses and permits is based on historical trends and permit fee changes.
Miscellaneous Revenue, accounting for the final 3%, is made up of primarily of cash in lieu of parks and
infrastructure. Projections for miscellaneous revenue vary year to year based on specific projects.
38
City-wide Appropriations
Appropriations in the 2025 Biennium Adopted 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. Appropriations in the 2025 Biennium Adopted Budget total $485.1 million. In Fiscal Year
(FY) 25, budgeted appropriations total $243.9 million, an increase of 11.2 million or approximately 5% over FY24
Projected. In Fiscal Year (FY) 26, budgeted appropriations total $241.2 million, a decrease of $2.7 million or
approximately 1.1% over FY25. The graph below shows the relative percentage of the budgeted expenditures for
all funds included in the 2025 Biennium Adopted Budget.
Appropriation by Type for All Funds
Salaries & Benefits
30%
Operations &
Maintenance
23%
Capital Outlay
31%
Debt Service/Loans
5%
Transfers Out
11%
Salaries & Benefits
The 2025 Biennium Adopted Budget includes 29.12
new FTE in FY25 and 13.00 in FY26. See the Full-Time
Equivalents Schedule for complete list of staffing
changes on page 46. Other changes are a result of
bargaining unit contracts, anticipated salary
adjustments, and increases to the cost of providing
benefits. The FY24 Projections shown in the
following pages also include vacancy savings realized
so far this year.
Capital
The greatest portion of appropriated funds is
budgeted for Capital Outlay. Significant capital
projects include $18 million for Fire Station 4, $13.7
million for the Shops Complex, and $10.1 million for
the Water Reclamation Facility Based Hydraulic
project. See the Capital Improvements Program
section on page 215 for detailed list of planned
capital outlay and a link to the Capital Improvement
Program.
Operations
Operations & maintenance costs are primarily made
up of contracted services. The next largest category
is project contributions, most of which are in urban
renewal districts (URDs). The urban renewal district
annual work plans were adopted by City Commission
on May 14, 2024 and links to the adopted work plans
can be found on page 166. Community Housing ($4.3
million) and the City Commission ($1.0 million)
departments make up the remaining contributions.
Insurance is the third largest category at 17%
followed closely by supplies & materials at 15%.
Operations & Maintenance Costs for All Funds
Contracted
services
29%
Project
contributions
(housing, URD,
nonprofits)
20%
Insurance
17%
Supplies &
materials
15%
Utilities
8%
Maintenance
3%
Travel/training
2%Taxes &
assessments
2%
Other
4%
Transfers
Transfers are a category of expenditures that result
in revenues in a different City fund. Transfers are
mostly made up of internal charges for services that
support the Internal Service Funds like Vehicle
Maintenance.
39
City-wide Operating Expenditure Trends
Operating expenditures are total expenditures, minus Capital Outlay, Transfers Out, and City Commission
approved grant funding to outside agencies. Operating expenditures are more representative of the true changes
to City budgets over time. Fluctuations in major capital projects cause significant swings in year to year budgets.
Transfers to other funds are also excluded since they are not truly expenditures on a City-wide level.
Appropriations reserved for grants to other agencies also fluctuate significantly from year to year depending on
availability of funding.
Operating expenditure increases of 13.7% in FY25 and 6.1% in FY26 are primarily a result of increases to Personnel
costs due to a reduction in anticipated vacancy savings, collective bargaining agreements, health insurance cost
increases, and newly budgeted positions. Inflationary increases are included in Operations budgets for contracts
for services like consulting, janitorial, software, and others. The increase in FY26 is offset by reductions primarily in
consulting as the City anticipates completing a number of significant projects in FY25 or carrying those funds into
FY26.
City-wide Operating Expenditure Trends
$97.5M $111.4M $126.7M $134.5M
Operating Expenditures
FY23 FY24 Projected FY25 Budget FY26 Budget
$0.0M
$50.0M
$100.0M
$150.0M
40
Estimated Residential Impact Summary
It is estimated that a typical single-family residential property owner will see an increase of 6.7% per year in total
taxes and assessments. That equates to $18.05 per month in FY25 and $19.34 per month in FY26. This estimated
annual service cost is based on a 7,500 square foot lot with an average water usage of 7.5 HCF per month.
Property tax estimates include a 3% growth in the City's certified taxable value. It also assumes a taxable assessed
value (TAV) of $652,100, the median value for a single-family residential home in FY24, plus an estimated 3%
increase in TAV in FY25, and a 14% increase in FY26. Actual increases in taxable values are determined by the
Department of Revenue and Montana State Statute and will be determined later in the calendar year. Estimates
are based on historical median values by year in Bozeman City limits.
Estimated Annual Service Cost for a Household Based on
Taxable Value of $652,100 (FY24) +3% in FY25 + 14% in FY26
7,500 SQFT lot with water use of 7.5-HCF
Fiscal Year
(FY) 24
Fiscal Year
(FY) 25 Budget
Fiscal Year
(FY) 26 Budget
FY25
Increase $
FY26
Increase $
FY25 %
Change
FY26 %
Change
Property Taxes $ 1,326.84 $ 1,376.24 $ 1,469.03 $ 49.40 $ 92.79 3.7 % 6.7 %
Street Assessment 284.31 292.84 301.62 8.53 8.78 3.0 % 3.0 %
Arterial Street Assessment 60.08 61.88 63.74 1.80 1.86 3.0 % 3.0 %
Tree (Forestry) Assessment 30.53 31.45 32.39 0.92 0.94 3.0 % 3.0 %
Parks & Trails Assessment 208.67 214.94 221.39 6.27 6.45 3.0 % 3.0 %
Water Service 477.78 535.11 588.62 57.33 53.51 12.0 % 10.0 %
Sewer Service 593.46 664.68 717.85 71.22 53.17 12.0 % 8.0 %
Stormwater Service 54.36 55.99 57.67 1.63 1.68 3.0 % 3.0 %
Garbage Service 195.12 214.63 227.51 19.51 12.88 10.0 % 6.0 %
Annual Total $ 3,231.15 $ 3,447.76 $ 3,679.82 $ 216.61 $ 232.06 6.7 % 6.7 %
Monthly Total $ 269.26 $ 287.31 $ 306.65 $ 18.05 $ 19.34
41
Page Intentionally Left Blank
42
2025 Biennium Adopted Budget Summary of Changes in Fund Balance
Beginning fund balance are residual funds brought forward from the previous year. Ending fund balance is calculated by
adding revenues to the beginning fund balance and subtracting expenditures. More information on types of fund
balance can be found in the Glossary of Key Terms, beginning on page 245.
Beginning
Fund Balance
2025
Biennium
Revenues
2025
Biennium
Expenditures
Net Change Ending Fund
Balance
% Change in
Fund Balance
Governmental
Major Funds
General Fund 15,336,100 115,290,700 117,946,900 (2,656,200) 12,679,900 (17.32) %
Nonmajor in Aggregate 58,680,500 169,710,000 200,796,300 (31,086,300) 27,594,200 (52.98) %
Total Governmental 74,016,600 285,000,700 318,743,200 (33,742,500) 40,274,100 (45.59) %
Proprietary
Major Funds
Water Funds 30,501,200 43,653,000 47,167,700 (3,514,700) 26,986,500 (11.52) %
Wastewater Funds 8,563,200 45,274,300 50,081,400 (4,807,100) 3,756,100 (56.14) %
Nonmajor in Aggregate 4,533,300 65,806,500 69,087,100 (3,280,600) 1,252,700 (72.37) %
Total Proprietary 43,597,700 154,733,800 166,336,200 (11,602,400) 31,995,300 (26.61) %
Total 117,614,300 439,734,500 485,079,400 (45,344,900) 72,269,400 (38.55) %
The following pages include detailed changes in fund balance by fund and detailed explanations of the changes.
43
2025 Biennium Adopted Budget Changes in Fund Balance by Fund
Beginning fund balance are residual funds brought forward from the previous year. Ending fund balance is calculated by adding revenues to the beginning fund
balance and subtracting expenditures. More information on types of fund balance can be found in the Glossary of Key Terms, beginning on page 245.
Fund Beginning Fund
Balance
2025 Biennium
Resources
2025 Biennium
Appropriations Net Change Ending Fund
Balance
% Change
in Fund
Balance
Analysis of Changes > 10% and >$10,000
General Fund
General Fund 15,336,100 115,290,700 117,946,900 (2,656,200) 12,679,900 (17.3)%
Majority of use of fund balance is for a loan to Solid Waste fund which will be
repaid over 5-10 years depending on the results of the Solid Waste fee study.
One time capital projects are also funded with fund balance.
Total General Fund 15,336,100 115,290,700 117,946,900 (2,656,200) 12,679,900 (17.3)%
Special Revenue Funds
American Rescue Plan — — — — — N/A
Health-Medical Insurance 486,400 6,026,000 6,512,400 (486,400) — (100.0)%
This fund is not intended to carry fund balance. We levy mills to cover the cost
of health insurance for governmental fund employees. Fund balance results
from vacancy savings, which reduces the amount we need to levy in future
years.
Building Inspection Fund 1,019,300 10,882,200 10,071,900 810,300 1,829,600 79.5%Anticipated growth of reserves in the Building Fund.
Community Development/Planning 2,891,400 6,482,100 7,696,700 (1,214,600) 1,676,800 (42.0)%Anticipated use of fund balance to help spread permit fee increases over time.
Community Housing Fund 1,780,600 2,277,400 4,058,000 (1,780,600) — (100.0)%
The Community Housing Fund is used to build up fund balance to support large
development projects. The budget assumes projects are identified and all
available funds are spent in the biennium. Spending on projects requires
additional City Commission approval.
Fire Department Equipment 651,400 2,270,300 2,173,700 96,600 748,000 14.8%Anticipated growth in reserves in the Fire Department Equipment Fund.
Fire Impact Fee 339,400 1,344,900 173,200 1,171,700 1,511,100 345.2%Impact fees can only be used for growth related capital improvement projects.
Fund balance is intended to build until larger projects can be funded.
Parks & Trails District 2,793,100 14,737,700 17,321,200 (2,583,500) 209,600 (92.5)%Anticipated use of fund balance to help hold assessment increases to 3%.
Park Land Trust 2,231,700 1,728,200 1,068,800 659,400 2,891,100 29.5%Cash in lieu of park land is accounted for in this fund. Fund balance builds until
projects are identified that benefit the areas that have paid in.
Tree Maintenance District 476,400 2,040,600 2,288,500 (247,900) 228,500 (52.0)%Anticipated use of fund balance to help hold assessment increases to 3%.
Gas Tax Fund — — — — — N/A
Street Arterial Construction District 3,560,000 10,209,200 13,375,000 (3,165,800) 394,200 (88.9)%Anticipated use of fund balance to help hold assessment increases to 3%.
Street Impact Fee 17,211,800 27,359,000 38,658,100 (11,299,100) 5,912,700 (65.6)%Impact fees can only be used for growth related capital improvement projects.
Fund balance is intended to build until larger projects can be funded.
Street Maintenance District 3,616,500 25,086,000 27,984,700 (2,898,700) 717,800 (80.2)%Anticipated use of fund balance to help hold assessment increases to 3%.
MPO 417,500 1,015,700 1,217,900 (202,200) 215,300 (48.4)%
The budget assumes we receive the entire federal grant allocation available to
the MPO in FY24, resulting in a fund balance beginning the biennium. All
money must be spent on eligible MPO projects.
Department Special Revenue Funds 3,547,400 1,219,500 1,404,200 (184,700) 3,362,700 (5.2)%
Lighting Districts 415,400 629,400 1,044,800 (415,400) — (100.0)%Anticipated use of fund balance to help hold assessment increases down.
Downtown Improvement District 5,600 528,500 529,300 (800) 4,800 (14.3)%
44
Fund Beginning Fund
Balance
2025 Biennium
Resources
2025 Biennium
Appropriations Net Change Ending Fund
Balance
% Change
in Fund
Balance
Analysis of Changes > 10% and >$10,000
Urban Renewal Districts 10,820,800 11,849,600 22,010,600 (10,161,000) 659,800 (93.9)%
URD funds build up fund balance to support larger projects to improve the
areas. The budget assumes projects are identified and all available funds are
spent in the biennium. Spending on projects requires additional City
Commission approval.
Total Special Revenue Funds 52,264,700 125,686,300 157,589,000 (31,902,700) 20,362,000 (61.0)%
Debt Service Funds
GO Bonds (330,000) 8,586,600 8,271,400 315,200 (14,800) (95.5)%Budget assumes collection of property taxes in excess of debt service
budgeted to gradually recover negative fund balance.
URD Bonds — 1,489,300 1,489,300 — — N/A
Special Improvement Districts (SIDs) 1,810,700 1,157,700 541,800 615,900 2,426,600 34.0%Assessment revenue from SIDs is accounted for in this fund and used to pay
debt service if issued, or to cash flow future SIDs.
SID Revolving Fund 623,100 — — — 623,100 —%
Total Debt Service Funds 2,103,800 11,233,600 10,302,500 931,100 3,034,900 44.3%
Construction Funds
Capital Projects 2,396,200 32,583,200 32,904,800 (321,600) 2,074,600 (13.4)%Anticipated use of fund balance on capital projects and to spread rate
increases over time.
Total Capital Projects Funds 2,396,200 32,583,200 32,904,800 (321,600) 2,074,600 (13.4)%
Enterprise Funds
Water Fund 30,501,200 43,653,000 47,167,700 (3,514,700) 26,986,500 (11.5)%
Anticipated use of fund balance on capital projects and to spread rate
increases over time. Fund balance also includes impact fees which can only be
used for growth related capital improvement projects.
Wastewater Fund 8,563,200 45,274,300 50,081,400 (4,807,100) 3,756,100 (56.1)%
Anticipated use of fund balance on capital projects and to spread rate
increases over time. Fund balance also includes impact fees which can only be
used for growth related capital improvement projects.
Stormwater Fund 582,600 5,945,600 6,317,300 (371,700) 210,900 (63.8)%Anticipated use of fund balance to reduce rate impacts.
Solid Waste Fund 155,600 21,416,700 21,530,300 (113,600) 42,000 (73.0)%Anticipated use of fund balance until a fee study can be conducted.
Parking Fund 1,375,100 2,389,900 3,551,000 (1,161,100) 214,000 (84.4)%Anticipated use of fund balance until a fee study can be conducted, and to
reconstruct the Rouse Lot.
Total Enterprise Funds 41,177,700 118,679,500 128,647,700 (9,968,200) 31,209,500 (24.2)%
Internal Service Funds
Health-Medical Insurance ISF — 14,871,000 14,871,000 — — N/A
Public Works Administration 2,396,000 15,589,400 17,199,600 (1,610,200) 785,800 (67.2)%ISFs are paid for by other departments through internal charges for services.
Fund balance is used to reduce those charges.
Vehicle Maintenance 24,000 5,593,900 5,617,900 (24,000) — (100.0)%
Total Internal Service Funds 2,420,000 36,054,300 37,688,500 (1,634,200) 785,800 (67.5)%
Permanent Funds
Cemetery Perpetual Care 1,915,800 206,900 — 206,900 2,122,700 10.8%Fund balance is accumulated to pay for the Cemetery once it is full and no
longer collecting fees for services.
Total Permanent Funds 1,915,800 206,900 — 206,900 2,122,700 10.8%
Total All Funds 117,614,300 439,734,500 485,079,400 (45,344,900) 72,269,400 (38.6)%
45
2025 Biennium Adopted Budget 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. The 2025 Biennium Adopted Budget includes 29.12 new FTE in FY25
and 13.00 in FY26. Short-term workers are not included in this schedule.
FY23 FY24 FY25 Adds FY25 FY26 Adds FY26
General Government
City Manager 8.00 9.00 3.00 12.00 — 12.00
City Attorney 13.00 14.00 1.25 15.25 1.00 16.25
Finance 8.25 10.25 2.00 12.25 — 12.25
Facilities Management 8.00 9.50 1.00 10.50 1.00 11.50
Information Technology 9.00 10.00 — 10.00 1.00 11.00
Human Resources 6.00 6.00 1.00 7.00 — 7.00
Planning 21.00 20.00 — 20.00 1.25 21.25
Municipal Court 12.25 12.25 — 12.25 — 12.25
Subtotal - General Govt 85.50 91.00 8.25 99.25 4.25 103.50
Public Safety
Police 83.30 88.80 7.00 95.80 — 95.80
Fire 48.00 51.00 1.00 52.00 — 52.00
Building Inspection 23.25 23.25 2.00 25.25 0.25 25.50
Parking 6.17 5.82 1.00 6.82 — 6.82
Subtotal - Public Safety 160.72 168.87 11.00 179.87 0.25 180.12
Public Works
Public Works Admin 31.25 30.25 2.00 32.25 2.50 34.75
Street Maintenance 26.10 26.10 2.00 28.10 2.00 30.10
Metropolitan Planning Org 1.00 1.00 2.00 — 2.00
Stormwater 8.75 8.75 — 8.75 — 8.75
Water 31.55 32.55 1.00 33.55 — 33.55
Wastewater 27.45 27.45 — 27.45 — 27.45
Solid Waste 21.40 21.40 1.00 22.40 — 22.40
Vehicle Maintenance 9.50 9.50 — 9.50 2.00 11.50
Subtotal - Public Works 156.00 157.00 7.00 164.00 6.50 170.50
Public Welfare
Parks & Recreation 55.16 60.16 1.62 61.78 2.00 63.78
Library 26.87 26.87 1.25 28.12 — 28.12
Neighborhood Services 4.85 — 4.85 — 4.85
Economic Development 3.83 3.83 — 3.83 — 3.83
Sustainability 3.00 3.00 — 3.00 — 3.00
Subtotal - Public Welfare 88.86 98.71 2.87 101.58 2.00 103.58
Total Employees 491.08 515.58 29.12 544.70 13.00 557.70
46
2025 Biennium Budget Explanation of New Full-time Equivalent (FTE)
Adds Position Title(s)Explanation
General Government
City Manager 3.00 Graphic Designer (1 FTE), Belonging in Bozeman Program
Coordinator (1 FTE), Records Coordinator (1 FTE)
To enhance communications with the public, implement the Belonging in Bozeman
Plan, and add capability to maintain records promptly.
City Attorney 2.25 Assistant City Attorney (1 FTE), Legal Intern (0.25 FTE),
Procurement/Contracts Analyst (1 FTE)
To expand capacity to do more proactive work and ensure compliance with
procurement and contracting policies and laws
Finance 2.00 Budget Analyst (2 FTE)
To expand department capacity to do more proactive work including participation in
fee studies, more robust financial modeling, and provide more support for
departments in budget management
Facilities Management 2.00 Facilities Worker (1 FTE), Project Coordinator (1 FTE)
To increase coordination and capacity to respond to internal service requests and
provide additional support in project management for significant construction
projects
Information Technology 1.00 Cyber Security Specialist (1 FTE)To ensure security of the City's networks and data
Human Resources 1.00 HR Associate - Recruitment (1 FTE)To expedite filling of vacant and new positions
Planning 1.25 Planner III (1 FTE), Systems Analyst/Special Projects (0.25
FTE)
Recent state legislation has increased the workload for Planning staff, resulting in the
need for additional capacity.
Public Safety
Police 7.00
Police Officer (3 FTE), Detective (1 FTE), Community Liaison
(1 FTE), Special Services Supervisor (1 FTE), Special Services
Officer (1 FTE)
To support the Belonging in Bozeman plan, expand the capacity of the patrol and
detective divisions, and to add non-sworn positions to respond to incidents that may
not require law enforcement
Fire 1.00 Battalion Chief-Support Service (1 FTE)To support accreditation of the Fire Department and expand capacity to train and
develop staff
Building Inspection 2.25 Assistant Building Official (1 FTE), Plans Examiner - Fire (1
FTE), Systems Analyst/Special Projects (0.25 FTE)
To support increasing volume of permits, reviews, and inspections on increasingly
complex construction types
Parking 1.00 Parking Compliance Officer (1 FTE)To meet increasing demand from the community for parking management services in
neighborhoods
Public Works
Public Works Admin 4.50
Engineering Technician (1 FTE), Engineer I/II - Transportation
(1 FTE), Systems Analyst/Special Projects (0.5 FTE), GIS
Analyst (1 FTE), Admin Assistant I (1 FTE)
To support increasing workload in permitting, traffic impact analysis, and engineering
studies
Street Maintenance 4.00 Streets Operator (2 FTE), Streets Operator (2 FTE)Street maintenance aims to return to 1 FTE per 13 miles of roadway. The number of
miles has grown in recent years to 1 per 18 miles.
Metropolitan Planning Org 1.00 Planner I/II (1 FTE)To manage new Metropolitan Planning Organization (MPO) projects
Water 1.00 Engineer I/II (1 FTE)To support projects to expand and protect the City's water supply
Solid Waste 1.00 Admin Assistant I (1 FTE)To support existing administrative work and roll out of organics program in FY25
Vehicle Maintenance 2.00 Mechanic (2 FTE)To address City vehicle downtimes and increase level of service
Public Welfare
Parks & Recreation 3.62 Assistant Parks & Rec Director (1 FTE), Rec Leader I Reclass
(1.24 FTE), Lifeguard II (1.38 FTE)
To support existing programs and expand departmental capabilities to focus on
policy, partnerships, leadership, and strategic planning
Library 1.25 Librarian I - Collections (1.25 FTE)To manage growing physical and e-resources in the library
Total Employees 42.12
47
Page Intentionally Left Blank
48
Adopted Budgets
49
General Fund
The General Fund budget will be presented multiple times throughout this document. Departmental expenditures
in the General Fund will be presented again in more detail in the General Government, Public Safety, and Public
Welfare Service Areas. 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.
High Level Budget Summary by Appropriation Category
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 15,298,900 $ 15,336,100 $ 15,336,100
Total Revenues $ 53,568,452 $ 56,660,200 $ 57,024,700 $ 58,266,000 $ 115,290,700
Expenditures by Category
Salaries & Benefits $ 28,117,588 $ 31,980,400 $ 38,276,000 $ 41,173,000 $ 79,449,000
Operations & Maintenance 9,122,838 12,135,700 12,558,900 12,319,300 24,878,200
Capital Outlay 3,107,361 10,500,200 3,608,800 2,193,300 5,802,100
Debt Service/Loans 78,978 67,300 349,200 811,900 1,161,100
Interfund Loans — — 1,186,900 — 1,186,900
Transfers Out 6,894,414 1,939,400 2,683,600 2,786,000 5,469,600
Total Expenditures $ 47,321,178 $ 56,623,000 $ 58,663,400 $ 59,283,500 $ 117,946,900
Reserved for Future Expenditures $ — $ 3,559,600 $ (712,400) $ 2,847,200
Undesignated Ending Balance $ 15,336,100 $ 10,137,800 $ 9,832,700 $ 9,832,700
General Fund Revenues
The 2025 Biennium Adopted Budget includes an estimate of $115.3 million in total General Fund revenue over the
two year period, with the largest sources of external revenue coming from property taxes, internal charges for
services, and state shared revenue. Nineteen percent of General Fund revenue comes from transfers in from
other funds, which includes the mill levy that supports payments for health and medical 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
Taxes, 55%
State Shared, 10%
Licenses & Permits, 1%
Intergovernmental, 1%
County Shared, 6%
Charges for Services, 2%
Fines & Forfeitures, 2%
Transfers In, 6%
Internal Charges, 13%
Debt Proceeds, 4%
50
General Fund Appropriations
The 2025 Biennium Adopted Budget General Fund budget has $117.9 million in appropriated expenditures over
the two-year period. Salaries & Benefits expenses are the highest portion at $79.4 million, followed by operations
at $24.9 million. Capital outlays are $5.8 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%
Operations & Maintenance
21%
Capital Outlay
5%
Debt Service/Loans
1%
Interfund Loans
1%
Transfers Out
5%
Appropriations by department shows the greatest portion of anticipated General Fund expenses is for Public
Safety, with Police at 27% followed by Fire at 16%. Non-Departmental is where funding has been allocated for the
City Commission to approve grants to non-profit agencies that serve Bozeman citizens. Non-departmental also
includes city-wide insurance payments.
General Fund Operating Appropriations by Department
(Salaries & Benefits, Operations & Maintenance, & Capital Outlay)
City Commission; 2%
City Manager; 4%
City Clerk; 1%
Municipal Court; 4%City Attorney; 5%
Finance; 4%
Facilities; 7%
Information Technology; 5%
Human Resources; 2%
Police; 27%
Fire; 16%
Cemetery; 2%
Library; 7%
Recreation; 6%
Neighborhood Services; 2%
Economic Development; 1%
Sustainability; 2%
Non-Departmental; 3%
51
General Fund Reserves
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 2025 Biennium Adopted Budget is in compliance with this policy. The General Fund is expected to
have $9.8 million of undesignated reserves or 16.9% of revenues at the end of the 2025 Biennium. Designated
reserves for future capital projects and programs are $2.8 million. Designated reserves are kept for a future Quick
Response Vehicle Program in the Fire Department.
General Fund Six Year Financial Model
Revenue Expenditures Ending Fund Balance
2023 2024 Projected FY25 Budget FY26 Budget FY27 Projection FY28 Projection FY29 Projection FY30 Projection
0
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
52
2025 Biennium Adopted Budget General Fund - by Category
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 15,298,900 $ 15,336,100 $ 15,336,100
Revenues
Taxes 23,164,839 27,014,900 29,734,800 33,570,400 63,305,200
State Shared 5,122,791 5,340,200 5,453,200 5,568,600 11,021,800
Licenses & Permits 381,922 474,200 500,900 529,800 1,030,700
Intergovernmental 23,496 494,600 674,400 749,700 1,424,100
County Shared 3,339,118 3,361,700 3,396,600 3,443,200 6,839,800
Charges for Services 941,649 1,184,900 1,215,200 1,246,400 2,461,600
Fines & Forfeitures 1,009,840 946,100 952,800 959,500 1,912,300
Interest Income 171,669 100,000 100,000 100,000 200,000
Miscellaneous Revenue 3,126,126 221,600 221,600 221,600 443,200
Transfers In 10,854,877 6,989,300 4,124,400 3,350,500 7,474,900
Internal Charges 5,365,523 6,384,700 7,139,500 7,631,700 14,771,200
Debt Proceeds 66,602 4,148,000 3,511,300 894,600 4,405,900
Interfund Loan Proceeds — — — — —
Total Revenues $ 53,568,452 $ 56,660,200 $ 57,024,700 $ 58,266,000 $ 115,290,700
Expenditures by Category
Salaries & Benefits $ 28,117,588 $ 31,980,400 $ 38,276,000 $ 41,173,000 $ 79,449,000
Operations & Maintenance 9,122,838 12,135,700 12,558,900 12,319,300 24,878,200
Capital Outlay 3,107,361 10,500,200 3,608,800 2,193,300 5,802,100
Debt Service/Loans 78,978 67,300 349,200 811,900 1,161,100
Interfund Loans — — 1,186,900 — 1,186,900
Transfers Out 6,894,414 1,939,400 2,683,600 2,786,000 5,469,600
Total Expenditures $ 47,321,178 $ 56,623,000 $ 58,663,400 $ 59,283,500 $ 117,946,900
Reserved for Future Expenditures $ — $ 3,559,600 $ (712,400) $ 2,847,200
Undesignated Ending Balance $ 15,336,100 $ 10,137,800 $ 9,832,700 $ 9,832,700
53
2025 Biennium Adopted Budget General Fund - by Department
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
2025
Biennium
Adopted
Budget
Beginning Balance $ 15,298,900 $ 15,336,100 $ 15,336,100
Revenues
Taxes $ 23,164,839 $ 27,014,900 $ 29,734,800 $ 33,570,400 $ 63,305,200
State Shared $ 5,122,791 $ 5,340,200 $ 5,453,200 $ 5,568,600 $ 11,021,800
Licenses & Permits 381,922 474,200 500,900 529,800 1,030,700
Intergovernmental 23,496 494,600 674,400 749,700 1,424,100
County Shared 3,339,118 3,361,700 3,396,600 3,443,200 6,839,800
Charges for Services 941,649 1,184,900 1,215,200 1,246,400 2,461,600
Fines & Forfeitures 1,009,840 946,100 952,800 959,500 1,912,300
Interest Income 171,669 100,000 100,000 100,000 200,000
Miscellaneous Revenue 3,126,126 221,600 221,600 221,600 443,200
Transfers In 10,854,877 6,989,300 4,124,400 3,350,500 7,474,900
Internal Charges 5,365,523 6,384,700 7,139,500 7,631,700 14,771,200
Debt Proceeds 66,602 4,148,000 3,511,300 894,600 4,405,900
Total Revenues $ 53,568,452 $ 56,660,200 $ 57,024,700 $ 58,266,000 $ 115,290,700
Expenditures by Department
City Commission $ 281,943 $ 414,300 $ 775,100 $ 947,300 $ 1,722,400
City Manager 1,368,502 2,149,900 2,150,700 2,541,800 4,692,500
City Clerk 382,682 400,900 649,400 623,700 1,273,100
Municipal Court 1,393,264 1,577,500 1,922,100 2,016,600 3,938,700
City Attorney 2,000,717 2,294,100 2,665,400 2,855,900 5,521,300
Finance 1,187,979 1,522,300 2,055,500 2,176,300 4,231,800
Facilities 2,341,719 5,308,000 3,559,700 3,826,900 7,386,600
Information Technology 2,431,181 2,450,000 2,357,300 2,755,700 5,113,000
Human Resources 845,700 961,700 1,193,500 1,249,400 2,442,900
Police 10,769,839 11,938,200 15,020,300 14,970,100 29,990,400
Fire 7,237,539 7,819,200 8,816,400 9,247,100 18,063,500
Cemetery 656,222 1,138,400 1,154,000 751,000 1,905,000
Library 3,074,837 3,388,100 3,991,600 3,878,500 7,870,100
Recreation 3,833,472 8,837,600 3,803,600 3,259,400 7,063,000
Neighborhood Services — 364,400 886,100 908,300 1,794,400
Economic Development 473,844 478,100 524,000 539,600 1,063,600
Sustainability 384,931 1,043,400 1,102,900 1,297,000 2,399,900
Non-Departmental 1,683,416 2,530,200 1,816,100 1,841,000 3,657,100
Debt Service/Loans 78,978 67,300 349,200 811,900 1,161,100
Interfund Loans $ — $ — $ 1,186,900 $ — $ 1,186,900
Transfers Out $ 6,894,414 $ 1,939,400 $ 2,683,600 $ 2,786,000 $ 5,469,600
Total Expenditures $ 47,321,178 $ 56,623,000 $ 58,663,400 $ 59,283,500 $ 117,946,900
Reserved for Future Expenditures $ — $ 3,559,600 $ (712,400) $ 2,847,200
Undesignated Ending Balance $ 15,336,100 $ 10,137,800 $ 9,832,700 $ 9,832,700
54
Adopted Budgets by Department
The remaining adopted budgets are organized first by Service Area and then by Department. In many cases, a
department also corresponds with a self-balancing fund.
55
Page Intentionally Left Blank
56
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 responsible for financial planning,
budgeting, accounting, and treasury, including utility billing. The Finance
Department provides support to other departments for all financial matters.
Facilities Management (Strategic Services) - Facilities Management is
responsible for all facility needs throughout the organization, including routine
maintenance, 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 legal
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.
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.
57
City Commission
(General Fund)
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.
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 and internal transfers,
making up 2% of operating expenditures.
City Commission
2%General
Fund
Department Goals
1.Dramatically increase transparency and
create access to all city documents (Strategic
Plan 1.1 Outreach)
2.The adopted biennial budget is guided by
adopted plans and goals, including:
o Foster and build public trust, support, and
pride in local government
o Develop a Tenant's Right to Counsel Program
o Develop a comprehensive regional strategy
on homelessness
o Implement at least eight (8)
recommendations from the Belonging in
Bozeman Plan
o Rework and restore a new Historic
Preservation Policy - including trees and
landmarks
o Encourage the creation of Accessory Dwelling
Units (ADUs) in our city through an ADU
Incentive Program
o Create an Affordable Housing Preservation
Policy
o Ramp up the SAFE Plan and become a Gold-
level Bike Friendly Community
o Create a Bozeman Creek Resiliency Plan
Commission Member Term
Mayor Terry Cunningham
Elected Term:
Jan., 2024 - Jan., 2026
Deputy Mayor Joey Morrison
Elected Term:
Jan., 2024 - Jan., 2026
Commission Jennifer Madgic
Elected Term:
Jan., 2024 - Jan., 2028
Commissioner Douglas Fischer
Appointed Term:
Nov., 2023 - Dec., 2025
Commissioner Emma Bode
Appointed Term:
June 4, 2024 - Dec., 2025
58
2025 Biennium Adopted Budget
The City Commission budget is accounted for in the General Fund.
City Commission
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 190,141 $ 207,600 $ 233,500 $ 247,500 $ 481,000
Operations & Maintenance 61,537 175,200 541,600 699,800 1,241,400
Capital Outlay 30,265 31,500 — — —
Total Expenditures $ 281,943 $ 414,300 $ 775,100 $ 947,300 $ 1,722,400
Salaries & Benefits
No FTE Changes
Operations
Beginning in FY25, City Commission's operating
budget includes an annual $500k appropriation for
Commission priorities and grants for community
partners. At budget adoption, the City Commission
allocated $360,000 of this funding in FY25 to Human
Resource Development Council (HRDC) to support
operations of the year-round warming center.
Commission's operating budget fluctuates year to
year based on the election cycle. With FY24 and FY26
being election years, the operating budget is
elevated to cover election expenses.
Capital
None
City Commission Budget by
Category
Salaries &
Benefits
28%
Operations
& Maintenance
72%
59
City Manager(General Fund)
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.
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.
Budget Allocation
Funded by the General Fund and internal transfers,
making up 4% of operating expenditures.
2025 Biennium Adopted Budget
The City Manager's office is accounted for only in the General Fund.
City Manager
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 1,030,775 $ 1,540,900 $ 1,502,900 $ 1,857,000 $ 3,359,900
Operations & Maintenance 326,149 609,000 647,800 684,800 1,332,600
Capital Outlay 11,578 — — — —
Total Expenditures $ 1,368,502 $ 2,149,900 $ 2,150,700 $ 2,541,800 $ 4,692,500
Salaries & Benefits
Addition of 2 FTE:
•Graphic Designer (1 FTE) and Belonging in
Bozeman Program Coordinator (1 FTE) in
FY25
At budget adoption of the budget, the City
Commission added a $250,000 transfer to
Community Housing to be funded using vacancy
savings, resulting in the decline in salaries & benefits
shown between FY24 and FY25. More information
on this and other amendments made by Commission
can be found in the Summary of Changes from City
Manager Recommended to Adopted Budget on page
34.
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
Inflationary increases to operating expenses. The
budget also includes $30k for community outreach
and education, some or all of which might be used
for ballot education for a possible public safety mill
levy later this year.
During budget adoption, City Commission allocated
$360,000 of the FY25 budget to grant to HRDC to
ensure the warming center is operating and open
year round.
Capital
None
City Manager Budget by
Category
Salaries &
Benefits
72%
Operations
& Maintenance
28%
60
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Hire City Manager and Assistant City
Manager
1.4 A Well-Planned City
2.Hire Communications personnel 1.1 An Engaged Community
3.Implement Belonging in Bozeman Plan 1.3 A Safe, Welcoming Community
4.Build trust, both among City Staff and with
the public
1.1 An Engaged Community
5.Continue to engage the community through
engagement projects
1.1 An Engaged Community
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Percent Update Reports Delivered to City
Commission On-Time
3,4 100%98%95%95%95%90%
Percent Staff Satisfaction with Communication
Delivery
2, 4 79%82%80%80%80%85%
Percent of City Staff Attended "Talk It Up" Session
with City Manager
4 70%4%63%63%62%85%
61
City Clerk (General Fund - 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.
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 and internal transfers,
making up 1% of operating expenditures.
2025 Biennium Adopted Budget
The City Clerk's Office is accounted for only in the General Fund.
City Clerk
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 184,302 $ 223,300 $ 333,100 $ 353,000 $ 686,100
Operations & Maintenance 198,380 177,600 266,300 270,700 537,000
Capital Outlay — — 50,000 — 50,000
Total Expenditures $ 382,682 $ 400,900 $ 649,400 $ 623,700 $ 1,273,100
Salaries & Benefits
Addition of 1 FTE:
•Records Coordinator (1 FTE) in FY25
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
Reduction in FY24 Projection due to one-time
expense for upgrade in high-definition streaming
through the City's meeting streaming service in FY23.
Increase in both years of biennium due to the
addition of $50k for contracted scanning services.
Contracted services through Laserfiche are also
projected higher in both FY25 and FY26 as there is a
greater need anticipated for record scanning and
retention over the biennium.
Capital
Records Request Software (GF378) in FY25 for
$50,000. See Capital Improvements Program section
on page211 for a capital improvement program
summary and a detailed list of City-wide planned
projects.
City Clerk Budget by Category
Salaries &
Benefits
54%
Operations
& Maintenance
42%
Capital Outlay
4%
62
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Identify key systems that if integrated would improve efficiency
and effectiveness
7.3 Best Practices, Creativity, and Foresight
2 Identify opportunities to improve collaboration between City
departments and create subgroups on communications,
community interactions, long-range planning, and other matters
of common concern
7.3 Best Practices, Creativity, and Foresight
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Percent of Commission-Approved-for-Signature
Documents Processed 1 90%9%99%75%75%99%
Percent of Approved Documents Processed to
Laserfiche within 30 Days 1 81%58%95%50%50%95%
Percent Comcate Submissions Completed On
Time 2 44%67%75%75%75%100%
Average Comcate Submission Resolution Time
(Days)1 12 3 3 3 3 3
63
Page Intentionally Left Blank
64
City Attorney(General Fund & Victim/ Witness Advocate Fund)
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.
Major Objectives
•To 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,
management team 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.
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Continue to prioritize increasing the efficiency and
effectiveness of the prosecution team
7.3 Best Practices, Creativity & Foresight
2.Prioritize cooperation with the Bozeman Police
Department through coaching, preparing for trial,
and shift briefings
1.7 A High Performance Organization
3.Continue to lead efforts to address issues related
to the unhoused
3.2 Health & Safety Action
4.Prioritize efforts related to affordable housing 3.2 Health & Safety Action
5.Continue to protect the legal interests of and
direct legal operations of the City
7.3 Best Practices, Creativity & Foresight
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Total Cases 1 1,278 1,497 1,795 1,970 2,165 N/A - Workload Indicator
Completed Confidential Criminal
Justice Information (CCJI) Requests 1 22 35 60 60 60 40
MMIA Claims Filed 5 32 39 40 40 40 25
65
Budget Allocation
Funded mainly from the General Fund, making up 5% of the fund's operating expenditures.
2025 Biennium Adopted Budget
City Attorney
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
General Fund $ 2,000,717 $ 2,294,100 $ 2,665,400 $ 2,855,900 5,521,300
Victim/Witness Advocate Fund 122,658 72,600 130,300 136,600 266,900
Total Expenditures 2,123,375 2,366,700 2,795,700 2,992,500 5,788,200
The General Fund is used to account for the majority of the City Attorney budget.
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 1,829,056 $ 2,015,100 $ 2,354,900 $ 2,599,200 $ 4,954,100
Operations & Maintenance 126,563 279,000 310,500 256,700 567,200
Capital Outlay 45,098 — — — —
Total Expenditures $ 2,000,717 $ 2,294,100 $ 2,665,400 $ 2,855,900 $ 5,521,300
Salaries & Benefits
Addition of 2.25 FTE:
•Assistant City Attorney (1 FTE) and Legal
Intern (0.25 FTE) in FY25
•Procurement/Contracts Analyst (1 FTE) in
FY26
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
City Attorney General Fund
Budget by Category
Salaries &
Benefits
90%
Operations
& Maintenance
10%
Operations
Increase in FY24 Projection due to moving
anticipated costs for case management software
from capital projection to operating projection
($60k). Other increases due to scheduled computer
replacements in FY24. Increase in FY25 for budgeted
Telecom project ($50k) as well as planned desk
replacements in City Hall ($18k). Telecom project is
one-time planned cost which results in a reduction in
FY26. Inflationary increases in FY26 have also been
incorporated.
Capital
None
66
The Victim/Witness Advocate Fund is used to account for the salaries, benefits, and operating expenses to
provide a Victim/Witness Advocate. Occasionally, the fund supports travel expenses for a victim to testify in trial.
Per Montana Code Annotated (MCA)(46-18-236.7), the City is able to retain charges for payment of the expenses
of a victim and witness advocate program. Code allows for $50 each misdemeanor and felony charge, which
serves as the primary source of revenue for this fund.
Victim/Witness Advocate Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 346,800 $ 342,500 $ 342,500
Revenues
Fines & Forfeitures $ 59,429 $ 63,100 $ 63,100 $ 63,100 $ 126,200
Interest Income 8,831 5,200 5,200 5,200 10,400
Total Revenues $ 68,260 $ 68,300 $ 68,300 $ 68,300 $ 136,600
Expenditures
Salaries & Benefits — 52,600 110,300 116,600 226,900
Operations & Maintenance 122,658 20,000 20,000 20,000 40,000
Total Expenditures $ 122,658 $ 72,600 $ 130,300 $ 136,600 $ 266,900
Ending Balance $ 342,500 $ 280,500 $ 212,200 $ 212,200
Salaries & Benefits
No new FTEs. A Victim Services Coordinator was
hired mid way through FY24. The increase in FY25 is
based on a full year of personnel expenditures. FY26
increases are based on negotiated contracts and
anticipated increases to the cost of providing health
benefits.
Operations
Prior to FY24, the City was supporting a Victim
Witness Program provided by Gallatin County.
Beginning in FY24, the City created its own program
and shifted expenditures appropriately to both
Salaries & Benefits and Operations & Maintenance.
Transitioning from providing match to supporting
our own program resulted in a change in how
expenses are accounted for as well as a reduction in
overall cost of the program to the City.
Capital
None
Victim/Witness Advocate Fund
Budget by Category
Salaries &
Benefits
85%
Operations
& Maintenance
15%
67
Finance (General Fund)
The Finance Department is responsible for financial
planning, budgeting, accounting, and treasury,
including utility billing. The Finance Department
provides support to other departments for all
financial matters.
Budget Allocation
Funded by the General Fund, making up 4% of
operating expenditures.
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
2025 Biennium Adopted Budget
The Finance Department is accounted for only in the General Fund.
Finance
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 885,024 $ 1,016,100 $ 1,550,800 $ 1,659,300 $ 3,210,100
Operations & Maintenance 302,956 506,200 504,700 517,000 1,021,700
Total Expenditures $ 1,187,979 $ 1,522,300 $ 2,055,500 $ 2,176,300 $ 4,231,800
Salaries & Benefits
Addition of 2 FTE:
•Budget Analysts (2 FTE) in FY25
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
Decrease from FY24 Projected to FY25 due primarily
to preparation of annual financial report in-house,
offset by increases to contracted services budgets to
support ongoing contract with municipal advisors,
and finance's share of the Enterprise Resource
Management (ERP) contract. Increase of 2.6% from
FY25 to FY26 due to contracted services anticipated
inflation.
Finance Budget by Category
Salaries & Benefits
76%
Operations
& Maintenance
24%
68
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Improve financial reporting internally 7.3 Best Practices, Creativity & Foresight
2.Modernize finance processes, continuous improvement 7.3 Best Practices, Creativity & Foresight
3.Cross train staff, increasing department resiliency 7.2 Employee Excellence
4.Identify long-term revenue solutions for General Fund,
Planning Fund, Parking Fund, and others
7.5 Funding and Delivery of City Services
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Invoices Processed Annually 2 27,692 29,218 29,802 30,398 31,006 N/A - Workload
Indicator
Total Annual Budget 1 $158.3M $182.7M $318.0M $242.5M $241.7M N/A - Workload
Indicator
Utility Bills Issued & Processed
Annually
2 205,092 208,259 212,424 216,673 221,006 N/A - Workload
Indicator
69
Facilities(Strategic Services / General Fund)
Facilities Management is responsible for all facility needs throughout the organization, including routine
maintenance, 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.
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 7% of
operating expenditures.
2025 Biennium Adopted Budget
Facilities is accounted for only in the General Fund.
Facilities
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 606,579 $ 762,900 $ 1,092,100 $ 1,167,200 $ 2,259,300
Operations & Maintenance 1,694,216 2,009,600 1,956,600 1,864,000 3,820,600
Capital Outlay 40,924 2,535,500 511,000 795,700 1,306,700
Total Expenditures $ 2,341,719 $ 5,308,000 $ 3,559,700 $ 3,826,900 $ 7,386,600
Salaries & Benefits
Addition of 2 FTE:
•Facilities Worker (1 FTE) in FY25
•Project Coordinator (1 FTE) in FY26
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
FY24 was the first year of full operating costs of the
Bozeman Public Safety Center. Reductions in FY25
and FY26 are due to a modification in budgeting
practices to align with historical actuals. Inflationary
costs have been incorporated in both years of the
biennium.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Facilities Budget by Category
Salaries
& Benefits
31%Operations &
Maintenance
52%
Capital Outlay
18%
70
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Manage construction activities in preparation of construction on Lindley
Center, Bogert Pool, and Swim Center
3.4 Active Recreation
2.Oversee pre-construction of Fire Station 4 3.1 Public Safety
3.Continue to focus on priority repairs identified by Facility Condition
Assessments
7.4 Performance Metrics
4.Continue to manage and maintain the organization's facilities 4.3 Strategic Infrastructure Choices
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Preventative Maintenance (percent of total
work)3 27%32%34%34%34%40%
Median Response Time for Service Requests
(hours)4 3 4 4 4 4 <24
FCI Score: Emergency and Essential Services1 3 ND2 0.08 0.08 0.08 0.07 0.05
FCI Score: Core City Services and Functions 3 ND 0.11 0.10 0.09 0.08 0.08
FCI Score: Secondary Services and Functions 3 ND 0.32 0.32 0.18 0.18 0.10
71
1 Facility Condition Index (FCI) is a percentage score that measures a building's condition by comparing the cost of
repairs to the building's replacement value
2 ND: No data available
Information Technology (General Fund)
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.
Budget Allocation
Funded by the General Fund, making up 5% of
operating expenditures.
IT
5%General Fund
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.
2025 Biennium Adopted Budget
The Information Technology Department is accounted for only in the General Fund.
Information Technology (IT)
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 1,184,344 $ 1,282,700 $ 1,452,600 $ 1,677,600 $ 3,130,200
Operations & Maintenance 597,441 972,500 844,700 746,100 1,590,800
Capital Outlay 649,396 194,800 60,000 332,000 392,000
Total Expenditures $ 2,431,181 $ 2,450,000 $ 2,357,300 $ 2,755,700 $ 5,113,000
Salaries & Benefits
Addition of Cyber Security Specialist (1 FTE) in FY26.
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
Reductions in FY25 and FY26 are due to timing of
maintenance contracts and updated budgeting
practices to split IT contracts between the funds and
departments using the service. Updated budgeting
more accurately accounts for annual Enterprise
Resource Planning software resulting in a reduction
to the IT budget. Not all quotes for future years were
available for budget entry and future contracts could
come in slightly above the biennium budget.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Information Technology
Department Budget by Category
Salaries &
Benefits
61%
Operations &
Maintenance
31%
Capital Outlay
8%
72
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Manage and operate the City’s enterprise applications, hardware, and
networking services 7.3 Best Practices, Creativity & Foresight
2.Continue to push ADA Compliance 1.1 Outreach
3.Improve Emergency Preparedness: Update IT plan, finish Disaster
Recovery Plan 3.1 Public Safety
4.Get Fire Station 2 operational 3.1 Public Safety
5.Move departmental drives to SharePoint, get all users on same version
of Microsoft Office 7.3 Best Practices, Creativity & Foresight
6.Prepare for Enterprise Resource Planning (ERP) Software Replacement 7.3 Best Practices, Creativity & Foresight
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Emergency-Rated Service Request Response
Time (Days)1 1.3 2.0 0.5 0.5 0.5 0.5
High-Rated Service Request Response Time
(Days)1 5.6 6.8 1.0 1.0 1.0 1.0
Normal-Rated Service Request Response Time
(Days)1 9.4 7.8 3.0 3.0 3.0 3.0
Low-Rated Service Request Response Time
(Days)1 14.7 16.9 5.0 5.0 5.0 5.0
Percentage of Deployments Completed 1 56 % 100 % 100 % 100 % 100 % 100 %
Number of City Staff per IT Full-Time
Equivalent 1 59.86 64.11 64.11 59.97 55.97 75.00
73
Human Resources (General Fund)
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 legal information, sound
recruitment practices, and protects the employment rights of the City and its employees.
Budget Allocation
Funded by the General Fund, making up 2% of the
operating expenditures.
HR
2%General Fund
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
2025 Biennium Adopted Budget
The Human Resources Department is accounted for only in the General Fund.
Human Resources
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 703,971 $ 758,400 $ 945,600 $ 1,002,700 $ 1,948,300
Operations & Maintenance 141,729 203,300 247,900 246,700 494,600
Total Expenditures $ 845,700 $ 961,700 $ 1,193,500 $ 1,249,400 $ 2,442,900
Salaries & Benefits
Addition of 1 HR Associate for Recruitment in FY25
Other increases are based on anticipated increases
to total compensation.
Operations
Addition of a software module to support hiring and
onboarding, and a City-wide compensation study
anticipated to kick off in FY25.
Human Resources Budget by Category
Salaries &
Benefits
80%
Operations &
Maintenance
20%
74
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Increase internal staff capacity to adequately support all City
departments
7.2 Employee Excellence
2.“Back to basics” – audits of internal processes and procedures to
ensure accuracy and efficiency
7.3 Best Practices, Creativity & Foresight
3.Update City’s Employee Handbook and Hiring Practices 7.2 Employee Excellence
4.Implement a bi-weekly payroll process 7.3 Best Practices, Creativity & Foresight
5.Cross train and seek professional development for HR staff 7.2 Employee Excellence
6.Continue to attract, select, and hire the best candidates for job
vacancies within the organization
7.2 Employee Excellence
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Average Recruitment Cycle Time
(post-final offer)1 22 35 30 25 20 30
Turnover Rate 3 0.18 0.16 0.15 0.15 0.15 0.20
Selection Ratio3 6 0.15 0.27 0.15 0.15 0.15 0.15
Workers Compensation Modification Factor4 1 0.95 1.05 1.04 1.00 1.00 1.00
75
3 Ratio of the number of people hired to the number of minimally qualified applicants
4 The ratio of the City's actual workers' compensation claims compared to the expected costs for comparable
organizations
Municipal Court (General Fund)
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.
Budget Allocation
Funded mainly by the General Fund, Municipal Court
makes up 4% of the operating expenditures.
Municipal Court4%
General Fund
Major Objectives
•Continue providing an up-to-date court docket
•Utilize funding for the implementation of the
BRIDGERS DUI Treatment Court.
•Moving towards e-filing to facilitate filing
efficiency
2025 Biennium Adopted Budget
Municipal Court is accounted for only in the General Fund.
Municipal Court
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 1,271,773 $ 1,389,100 $ 1,592,800 $ 1,652,600 $ 3,245,400
Operations & Maintenance 121,491 188,400 329,300 364,000 693,300
Total Expenditures $ 1,393,264 $ 1,577,500 $ 1,922,100 $ 2,016,600 $ 3,938,700
Salaries & Benefits
No FTE changes. Other increases are based on
negotiated contracts and anticipated increases to
the cost of providing health benefits.
Operations
The overall driver of increases in FY24 and the 2025
biennium are related to the newly established
BRIDGERS DUI Court. FY25 serves as the first full-
year of costs associated with the program. These
expenses will be covered by grant funding. FY26
operational increases are primarily due to expanding
DUI court participant testing capacity.
Municipal Court Budget by
Category
Salaries &
Benefits
82%
Operations &
Maintenance
18%
76
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Complete courtroom technology installation in the Bozeman
Public Safety Center
3.1 Public Safety
2.Provide high-level training for staff 7.2 Employee Excellence
3.Restructure staffing to support high-level projects 7.2 Employee Excellence
4.Develop partners in the community to support treatment
courts
3.2 Health & Safety Action
5.Use the community liaison model with the treatment courts to
increase equitable and inclusive outcomes
3.2 Health & Safety Action
6.Maintain efficient collection of fines and restitution 3.1 Public Safety
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Restitution Collected 6 110,423 153,696 130,000 160,000 165,000
N/A - Workload
Indicator
Officer Citations 6 5,452 4,753 6,500 6,500 6,500
N/A - Workload
Indicator
Total Citations 6 5,617 4,919 7,000 7,000 7,000 8,000
Number of Appeals Annually 5, 6 7 4 7 5 5 8
77
Planning Fund(Community Development Department)
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.
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 community.
Planning Fund Financial Trends
$4.0M
$4.8M
$2.8M
$3.7M$3.4M $3.3M $3.9M $3.7M
Revenue Expenditures
FY23 Actual FY24 Projected FY25 Budget FY26 Budget
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Improve online resources for customers 7.1 Values-Driven Culture
2 Implement code updates, consistent with state law and Commission
direction
7.3 Best Practices, Creativity & Foresight
3 Review and update cross-departmental processes 7.3 Best Practices, Creativity & Foresight
4 Initiate Land Use Plan 4.1 A Well-Planned City
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Average number of days a small project
spends in 1st cycle of staff review5 1, 2, 3 11 13 12 14 14 15
Average number of days a large project
spends in 1st cycle of staff review6 1, 2, 3 14 18 17 18 18 20
Total number of Planning applications
submitted 2 461 215 225 275 300 450
78
5 Small projects – Administrative applications (Director decision)6 Large projects – Legislative applications (City Commission decision)
2025 Biennium Adopted Budget
The Planning Fund is a special revenue fund that accounts for expenditures related to community planning and
zoning operations. There are two major revenue sources for the fund: property taxes and planning fees. Planning
fees are budgeted to increase by approximately 15% per year in the biennium to support staff and operations.
Planning Fund (Community Development)
Community Development/Planning Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 1,417,800 $ 2,891,400 $ 2,891,400
Revenues
Taxes $ 319,373 $ 370,800 $ 619,100 $ 1,266,100 $ 1,885,200
Licenses & Permits 65,250 101,500 104,500 107,600 212,100
Intergovernmental 12,400 6,000 6,200 6,400 12,600
State Shared 134,472 149,500 152,700 155,900 308,600
Charges for Services 1,110,987 1,060,900 1,220,000 1,403,100 2,623,100
Interest Income 9,872 14,000 14,400 14,800 29,200
Miscellaneous Revenue 59,771 81,100 83,500 86,000 169,500
Internal Charges 164,263 161,000 165,800 170,800 336,600
Transfers In 2,100,029 2,838,900 436,900 468,300 905,200
Total Revenues $ 3,976,416 $ 4,783,700 $ 2,803,100 $ 3,679,000 $ 6,482,100
Expenditures
Salaries & Benefits 2,255,983 2,259,800 2,546,300 2,872,700 5,419,000
Operations & Maintenance 580,722 486,100 897,000 350,600 1,247,600
Capital Outlay 90,571 65,000 13,000 — 13,000
Transfers Out 428,824 499,200 491,300 525,800 1,017,100
Total Expenditures $ 3,356,100 $ 3,310,100 $ 3,947,600 $ 3,749,100 $ 7,696,700
Ending Balance $ 2,891,400 $ 1,746,900 $ 1,676,800 $ 1,676,800
Salaries & Benefits
Addition of a Planner III in FY26 (1 FTE), and a
Systems Analyst/Special Projects (0.25 FTE) split
between Planning (25%), Building Inspection (25%),
and Transportation & Engineering (50%) in FY26.
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
Significant increase in FY25 due primarily to
contracted services for work on the Land Use Plan
(formerly Growth Policy) for $500k.
Capital
Includes half of a printer replacement for
Community Development. See Capital Improvements
Program section on page 211 for a capital
improvement program summary and a detailed list
of City-wide planned projects.
Planning Fund Budget by Category
Salaries & Benefits
70%
Operations &
Maintenance
16%
Transfers Out
13%
79
Page Intentionally Left Blank
80
Public Safety
Police - The Police Department budget accounts for costs associated with
providing law enforcement services within the city of Bozeman. The General Fund
budget primarily supports operations. Officers 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 Fund (Community Development) - The Building
Inspection Department accounts for expenditures utilized to monitor construction
projects within the city of Bozeman jurisdictional area as allowed by state law. The
intent of this department 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 Fund - The Parking Fund has responsibility for managing and enforcing
public parking within the city of Bozeman, including 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.
81
Police (General Fund, Multiple Others)
The Police Department budget accounts for costs
associated with providing law enforcement services
within the city of Bozeman. The General Fund
budget primarily supports operations. Officers are
responsible for detecting, preventing, and
investigating all crimes occurring within the city as
well as providing a broad range of public safety
services.
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
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Recruit high-quality officers and retain current officers with
improved workload management and wellness programs.
Increase training for officers and detectives to maintain
essential skills and develop knowledge into specialty areas.
7.2 Employee Excellence
2 Identify and transcribe important documents into languages
such as Spanish that assist minority communities.
3.2 Health & Safety Action
3 Work with a dedicated PD Community Liaison and City
Communications Specialist to better inform the public about
police events and emergency messages.
3.2 Health & Safety Action
4 Implement additional software systems in areas such as
training and forensics that increase efficiency.
7.3 Best Practices, Creativity & Foresight
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Crime Rate per 1,000 Citizens 1 51 64 65 65 65 Annual Reduction
Average Crime Rate per 1000
Citizens of Comparable MT
Communities7 1 87 136 136 136 136
Total Calls for Service 1 50,174 45,511 51,000 51,000 51,000
N/A - Workload
Indicator
Mental Health-Related Calls for
Service 1 957 971 900 950 950
N/A - Workload
Indicator
82
7 Provided for comparison purposes
Performance Measurements (continued)
Budget Allocation
Funded primarily by the General Fund with
additional programs funded by special revenue
funds. Police makes up 27% of operating
expenditures.
Police
27%
General Fund
2025 Biennium Adopted Budget
The Police Department is primarily accounted for in the General Fund. Other Police Department Funds are
included in the table below. Each fund is then broken out into a detailed budget with a description of its purpose.
Police
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
General Fund $ 10,769,839 $ 11,938,200 $ 15,020,300 $ 14,970,100 $ 29,990,400
Drug Forfeiture Fund 254,639 262,300 287,000 305,200 592,200
Police Special Revenue Fund 402,739 11,900 5,400 17,000 22,400
Drug Forfeiture: City/County Fund — 45,700 — — —
Bozeman Public Safety Center Capital
Construction Fund 2,159,875 — — — —
Total Expenditures $ 13,587,092 $ 12,258,100 $ 15,312,700 $ 15,292,300 $ 30,605,000
Department Expenditure Budget by
Category FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 9,473,387 $ 10,337,400 $ 12,641,700 $ 13,584,700 $ 26,226,400
Operations & Maintenance 1,847,177 1,330,300 1,404,800 1,347,100 2,751,900
Capital Outlay 2,266,528 590,400 1,265,200 359,500 1,624,700
Transfers Out — — 1,000 1,000 2,000
Total Expenditures $ 13,587,092 $ 12,258,100 $ 15,312,700 $ 15,292,300 $ 30,605,000
83
Salaries & Benefits
Addition of 7 FTE in the General Fund in FY25:
•Non-sworn Community Liaison (1 FTE)
•Non-sworn Special Services officer (1 FTE)
•Non-sworn Special Services Supervisor (1
FTE)
•Police Officers (3 FTE)
•Detective (1 FTE)
Other increases in salaries & benefits are based on
negotiated contracts and anticipated increases to
the cost of providing health benefits. FY26 positions
are assumed to be part of a Public Safety Mill Levy.
Operations
Police operating expenses are primarily accounted
for the General Fund. Increase in FY24 Projection
due to the necessary but unanticipated replacement
of tasers. Increase in FY25 resulting primarily from
the costs to outfit new staff. This cost results in a
slight reduction in FY26 as there are no new FTEs
approved. The overall department projection for
FY24 indicates a decrease due to the completion of
the Bozeman Public Safety Center construction. FY23
Operations & Maintenance costs in the capital
construction fund were roughly $680k with no
operational expenses in that fund for FY24.
Operating in the General Fund is projected to
decrease from FY25 to FY26 due to fewer new FTE to
outfit. An increase in the Police Special Revenue
Fund for replacements vests in FY26 results in an
overall increase in the department's adopted budget
from FY25 to FY26.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Police Total Department Budget by
Category
Salaries &
Benefits
86%
Operations &
Maintenance
9%
Capital Outlay
5%
The General Fund accounts for the majority of Police expenditures that are not funded by a special source.
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 9,225,729 $ 10,081,700 $ 12,361,300 $ 13,286,100 $ 25,647,400
Operations & Maintenance 1,150,461 1,266,100 1,393,800 1,324,500 2,718,300
Capital Outlay 393,649 590,400 1,265,200 359,500 1,624,700
Total Expenditures $ 10,769,839 $ 11,938,200 $ 15,020,300 $ 14,970,100 $ 29,990,400
84
The Drug Forfeiture Fund is used to account for two officers assigned to the Missouri River Drug Task Force
(MRDTF). MRDTF provides a federal grant that pays the two officers' salary, excluding overtime, up to
approximately $70k per year. These officers also work overtime for the High Intensity Drug Trafficking Areas
(HIDTA) program which is a State grant pass-through from Gallatin County. This only covers overtime when
applicable and is relatively minimal ($2k-$5k) each year. All other expenses are paid by the General Fund and
meet the match requirement of MRDTF. Given that the City is likely to receive the grant award but not
guaranteed, the adopted budget does not account for grant revenue in the biennium. Once awarded, a budget
amendment will be taken to Commission.
Drug Forfeiture Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ (3,900) $ — $ —
Revenues
Intergovernmental $ 73,204 $ 52,600 $ — $ — $ —
Interest Income (5,817) — — — —
Miscellaneous Revenue — 2,500 — — —
Transfers In 369,895 211,100 287,000 305,200 592,200
Total Revenues $ 437,282 $ 266,200 $ 287,000 $ 305,200 $ 592,200
Expenditures
Salaries & Benefits $ 247,658 $ 255,700 $ 280,400 $ 298,600 $ 579,000
Operations & Maintenance 6,981 6,600 5,600 5,600 11,200
Transfers Out — — 1,000 1,000 2,000
Total Expenditures $ 254,639 $ 262,300 $ 287,000 $ 305,200 $ 592,200
Ending Balance $ — $ — $ — $ —
The Police Special Revenue Fund is used for non-payroll related federal grants received by the Police
Department. For example, the department receives an annual grant for the purchase of bullet proof vests. The
grant revenue and associated expenditures are accounted for in this fund each year.
Police Special Revenue Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 245,900 $ 239,300 $ 239,300
Revenues
Intergovernmental $ 396,233 $ 2,300 $ — $ — $ —
Interest Income 5,260 3,000 3,000 3,000 6,000
Miscellaneous Revenue 2,590 — — — —
Total Revenues $ 404,083 $ 5,300 $ 3,000 $ 3,000 $ 6,000
Expenditures
Operations & Maintenance $ 9,799 $ 11,900 $ 5,400 $ 17,000 $ 22,400
Capital Outlay 392,939 — — — —
Total Expenditures $ 402,739 $ 11,900 $ 5,400 $ 17,000 $ 22,400
Ending Balance $ 239,300 $ 236,900 $ 222,900 $ 222,900
85
The Drug Forfeiture: City/County Fund was another special revenue fund used to account for grant funding
from the Missouri River Task Force. This fund will be closed out in fiscal year 2024. Any remaining fund balance at
fiscal year end will be transferred to the Drug Forfeiture Fund detailed above.
Drug Forfeiture: City/County Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 135,800 $ — $ —
Revenues
Interest Income 2,927 — — — —
Total Revenues $ 2,927 $ — $ — $ — $ —
Expenditures
Operations & Maintenance $ — $ 45,700 $ — $ — $ —
Transfers Out — 90,100 — — —
Total Expenditures $ — $ 135,800 $ — $ — $ —
Ending Balance $ — $ — $ — $ —
The Bozeman Public Safety Center Capital Construction Fund is used to account for the revenue and
expenditures solely related to the construction of the Bozeman Public Safety Center. The Police, Fire, and
Municipal Courts are all located in this building which was funded primarily with a mill levy approved by voters in
November 2018.
Bozeman Public Safety Center Capital
Construction Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 316,500 $ — $ —
Revenues
Interest Income $ (823) $ — $ — $ — $ —
Transfers In 4,063,705 — — — —
Total Revenues $ 4,062,882 $ — $ — $ — $ —
Expenditures
Operations & Maintenance $ 679,936 $ — $ — $ — $ —
Capital Outlay 1,479,940 — — — —
Transfers Out — 316,500 — — —
Total Expenditures $ 2,159,875 $ 316,500 $ — $ — $ —
Ending Balance $ — $ — $ — $ —
86
Page Intentionally Left Blank
87
Fire (General Fund, Multiple)
The Fire Department provides fire, rescue, hazardous materials, and emergency medical services, and fire
prevention strategy throughout Bozeman.
Major Objectives
•Provide response to fire, hazardous
materials, technical rescue, EMS, and other
undefined emergencies across the city.
Ensure members are trained to national
standards to safely and effectively perform
their job.
•Provide plan review and permitting for new
buildings. Ensure existing buildings meet life
safety codes. Deliver car seat program and
other community education programs
•Provide EMS Transport when private third
party is not available
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Complete self assessment document and site visit and update
fire department strategic plan for accreditation
3.1 Public Safety
2 Implement new records management system and data
analytics software
7.3 Best Practices, Creativity & Foresight
3 Open Fire Station #2 3.1 Public Safety
4 Oversee progress on Fire Station #4 including the
development of the ballot question, design, and construction.
3.1 Public Safety
5 Implement Quick Response Vehicle (QRV) program 3.1 Public Safety
6 Implement a formal emergency management program 3.1 Public Safety
7 Update Fire Department permit and plan review fees 3.1 Public Safety
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Total Calls 5, 6 4,668 4,189 4,500 4,800 5,100
N/A - Workload
Indicator
Total Runs (all apparatus)5, 6 5,367 4,923 5,200 5,400 5,600
N/A - Workload
Indicator
Number of Overlapping Incidents 6 1,965 1,556 1,800 2,000 2,200
N/A - Workload
Indicator
Average Emergency Response for
Call Processing (CP) in minutes
3, 4,
5, 6 2:22 2:52 1:00 1:00 1:00 1:00
Average Emergency Response
Turnout (TO) in minutes
3, 4,
5, 6 1:07 1:45 1:00 1:00 1:00 1:00
Average Emergency Response Time
(RP) in minutes
3, 4,
5, 6 4:54 5:54 4:00 4:00 4:00 4:00
Average Emergency Response Total
(CP+TO+RP in minutes)
3, 4,
5, 6 8:23 10:31 6:00 6:00 6:00 6:00
Number of average training hours
per Fire Fighter 1 286 392 240 240 240 2408
88
8 Target based on Insurance Service Office and National Fire Protection Association standard of 240 hours per
member per calendar year
Performance Measurements (continued)
Budget Allocation
Fire is supported operationally primarily through the
General Fund, making up 16% of operating
expenditures.
Fire
16%
General Fund
2025 Biennium Adopted Budget
The Fire Department is primarily accounted for in the General Fund. Other Fire Department Funds are included in
the table below. Each fund is then broken out into a detailed budget with a description of its purpose.
Fire
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
General Fund $ 7,237,539 $ 7,819,200 $ 8,816,400 $ 9,247,100 $ 18,063,500
Fire Impact Fee Fund 30,279 5,332,000 84,800 88,400 173,200
Fire Department Equipment Fund 1,317,737 6,602,000 1,228,000 945,700 2,173,700
Budget Capital Construction Fund (For Fire
Station 4) — — 18,000,000 — 18,000,000
Fire Station #2 Capital Construction Fund 1,517,666 12,318,500 — — —
Total Expenditures $ 10,103,221 $ 32,071,700 $ 28,129,200 $ 10,281,200 $ 38,410,400
89
Department Expenditure Budget by Category FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits 6,326,756 6,920,500 7,889,500 8,414,400 16,303,900
Operations & Maintenance 996,280 1,004,400 980,900 889,400 1,870,300
Capital Outlay 1,613,047 17,501,300 18,434,000 151,700 18,585,700
Debt Service/Loans — — 794,000 794,000 1,588,000
Transfers Out 1,167,138 6,645,500 30,800 31,700 62,500
Total Expenditures $ 10,103,221 $ 32,071,700 $ 28,129,200 $ 10,281,200 $ 38,410,400
Salaries & Benefits
All Fire department salaries & benefits are accounted
for in the General Fund. The addition of a Battalion
Chief-Support Service (1 FTE) is included in FY25.
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
Fire operating expenses are primarily accounted for
the General Fund. An EMS inventory system is a new
purchase for FY25 in the General Fund. The increase
is offset by a decline in external vehicle repair costs
in the same fund, and a reduction in O&M related to
the Fire Impact Fee Fund resulting in an overall
decrease for the department in FY25. The General
Fund budget also includes $25k for ballot education
for a possible public safety mill levy later this year.
Decrease in FY26 budget from reduction in supplies
and materials for EMS inventory system budgeted in
the General Fund. Additional decreases in
anticipated cost for contracted services for
equipment testing in FY26.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Fire Total Department Budget by
Category
Salaries &
Benefits 42%
Operations &
Maintenance
5%Capital
Outlay
48%
Debt Service/
Loans
4%
The General Fund accounts for the majority of Fire expenditures that are not funded by a special source.
Fire
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 6,326,756 $ 6,920,500 $ 7,889,500 $ 8,414,400 $ 16,303,900
Operations & Maintenance 893,183 898,700 926,900 832,700 1,759,600
Capital Outlay 17,600 — — — —
Total Expenditures $ 7,237,539 $ 7,819,200 $ 8,816,400 $ 9,247,100 $ 18,063,500
90
The Fire Impact Fee Fund accounts for the collection and expenditure of fire impact fees. Impact fees are
charged to new developments in Bozeman to fund capital costs associated with providing the additional services
these new developments create.
Fire Impact Fee Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 4,880,800 $ 339,400 $ 339,400
Revenues
Charges for Services $ 522,006 $ 743,200 $ 615,800 $ 634,300 $ 1,250,100
Interest Income 101,857 47,400 47,400 47,400 94,800
Total Revenues $ 623,864 $ 790,600 $ 663,200 $ 681,700 $ 1,344,900
Expenditures
Operations & Maintenance $ 4,179 $ 4,100 $ 54,000 $ 56,700 $ 110,700
Capital Outlay — 1,500,000 — — —
Transfers Out 26,100 3,827,900 30,800 31,700 62,500
Total Expenditures $ 30,279 $ 5,332,000 $ 84,800 $ 88,400 $ 173,200
Ending Balance $ 339,400 $ 917,800 $ 1,511,100 $ 1,511,100
The Fire Department Equipment Fund is used to account for the Public Safety mill levy tax revenues for fire
department capital and equipment.
Fire Department Equipment Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 383,800 $ 651,400 $ 651,400
Revenues
Taxes $ 640,306 $ 734,500 $ 1,023,800 $ 1,228,100 $ 2,251,900
Interest Income 18,926 9,200 9,200 9,200 18,400
Miscellaneous Revenue — 1,000,000 — — —
Debt Proceeds — 5,125,900 — — —
Total Revenues $ 659,232 $ 6,869,600 $ 1,033,000 $ 1,237,300 $ 2,270,300
Expenditures
Operations & Maintenance $ 98,518 $ 100,600 $ — $ — $ —
Capital Outlay 78,182 3,683,800 434,000 151,700 585,700
Debt Service/Loans — — 794,000 794,000 1,588,000
Transfers Out 1,141,038 2,817,600 — — —
Total Expenditures $ 1,317,737 $ 6,602,000 $ 1,228,000 $ 945,700 $ 2,173,700
Ending Balance $ 651,400 $ 456,400 $ 748,000 $ 748,000
The Budget Capital Construction Fund is used to budget for large capital projects that are anticipated be debt
funded. In relation to the Fire department, the budget in this fund is for Fire Station 4.
Budget Capital Construction Fund (For Fire
Station 4)FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ — $ — $ —
Revenues
Debt Proceeds — — 18,000,000 — 18,000,000
Total Revenues $ — $ — $ 18,000,000 $ — $ 18,000,000
Expenditures
Capital Outlay — — 18,000,000 — 18,000,000
Total Expenditures $ — $ — $ 18,000,000 $ — $ 18,000,000
Ending Balance $ — $ — $ — $ —
91
The Fire Station #2 Capital Construction Fund is used to account for the revenue and expenditures solely
related to the construction of Fire Station #2. The Fire Station is expected to be complete by the end of the first
quarter of FY25. As the project spans two fiscal years, any unexpended budget from FY24 will be carried into FY25
to cover the remainder of the project.
Fire Station #2 Capital Construction Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 5,664,200 $ — $ —
Revenues
Interest Income $ 146,763 $ 36,700 $ — $ — $ —
Transfers In 141,038 6,617,600 — — —
Total Revenues $ 287,800 $ 6,654,300 $ — $ — $ —
Expenditures
Operations & Maintenance $ 400 $ 1,000 $ — $ — $ —
Capital Outlay 1,517,266 12,317,500 — — —
Total Expenditures $ 1,517,666 $ 12,318,500 $ — $ — $ —
Ending Balance $ — $ — $ — $ —
92
Page Intentionally Left Blank
93
Building Inspection Fund(Community Development Department)
The Building Inspection Department accounts for expenditures utilized to monitor construction projects within the
city of Bozeman jurisdictional area as allowed by state law. The intent of this department 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.
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 consistent inspections even as new
construction methods are introduced to the
community.
Building Inspection Fund
Financial Trends
$3.1M
$4.0M
$4.9M
$5.9M
$3.8M $4.0M
$4.9M $5.2M
Revenue Expenditures
FY23 Actual FY24
Projected
FY25 Budget FY26 Budget
2025 Biennium Adopted Budget
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. A phase-in of fee
increases is ongoing and in line with the International Code Council Valuation & Fee Calculation Resolutions
adopted by the City Commission.
Building Inspection Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 1,015,200 $ 1,019,300 $ 1,019,300
Revenues
Licenses & Permits $ 3,057,482 $ 3,940,100 $ 4,870,000 $ 5,852,100 $ 10,722,100
Charges for Services 32,400 47,900 49,300 50,800 100,100
Interest Income 25,806 10,000 10,000 10,000 20,000
Miscellaneous Revenue 2 19,100 19,700 20,300 40,000
Total Revenues $ 3,115,690 $ 4,017,100 $ 4,949,000 $ 5,933,200 $ 10,882,200
Expenditures
Salaries & Benefits 2,287,224 2,556,000 3,478,800 3,728,700 7,207,500
Operations & Maintenance 696,189 876,300 793,300 888,700 1,682,000
Capital Outlay 421,400 115,000 65,000 54,100 119,100
Transfers Out 387,240 465,700 514,800 548,500 1,063,300
Total Expenditures $ 3,792,054 $ 4,013,000 $ 4,851,900 $ 5,220,000 $ 10,071,900
Ending Balance $ 1,019,300 $ 1,116,400 $ 1,829,600 $ 1,829,600
94
Salaries & Benefits
Addition of 2.25 FTE:
•Assistant Building Official (1 FTE) in FY25
•Plans Examiner - Fire (1 FTE) in FY25
•Systems Analyst/Special Projects (0.25 FTE)
in FY26.
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
Reduction from FY24 Projected to FY25 Budget
resulting from an effort to reduce 3rd party reviews.
Increase in FY26 due to laptop lifecycle
replacements.
Capital
The CIP includes two vehicle replacements, one in
each year of the biennium, and half of a new printer
for Community Development. See Capital
Improvements Program section on page 211 for a
capital improvement program summary and a
detailed list of City-wide planned projects.
Building Inspection Fund
Budget by Category
Salaries & Benefits
72%
Operations &
Maintenance
17%
Capital Outlay
1%
Transfers Out
11%
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Continue to automate processes and reduce dependence
on paper
6.3 Climate Action
2.Improve online resources for customers 7.1 Values-Driven Culture
3.Review and update processes 7.3 Best Practices, Creativity & Foresight
4.Implement code updates 7.3 Best Practices, Creativity & Foresight
5.Provide guidance related to and enforce the minimum
building code standards to promote public safety
7.3 Best Practices, Creativity & Foresight
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Residential Permits Issued 1, 3, 5 1,773 2,428 2,000 2,500 2,625 N/A - Workload Indicators
Residential Permits In Review 1, 3, 5 309 357 500 350 368 N/A - Workload Indicators
Total Residential Permits 1, 3, 5 2,077 2,785 2,500 2,850 2,993 N/A - Workload Indicators
Commercial Permits Issued 1, 3, 5 594 1,119 550 1,000 1,050 N/A - Workload Indicators
Commercial Permits In Review 1, 3, 5 118 197 350 200 210 N/A - Workload Indicators
Total Commercial Permits 1, 3, 5 708 1,316 900 1,200 1,260 N/A - Workload Indicators
Total Permits 1, 3, 5 2,785 4,101 3,400 4,050 4,253 Varies, see line below
Total Permits Target 1, 3 3,000 3,000 3,000 3,500 3,675 N/A
Building Permit Valuation
(Residential and Commercial)5 $685M $882M $950M $980M $1,029M Varies, see line below
Building Permit Valuation Target 5 $700M $700M $700M $1,000M $1,000M N/A
Average Daily Inspections per
Inspector 4, 5 8.25 13 15 13 13 15
95
Performance Measurements (continued)
96
Page Intentionally Left Blank
97
Parking Fund
The Parking Fund 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.
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 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.
Parking Fund Permit & Fine
Revenue
$1.0M $1.0M $1.1M $1.1M $1.1M
FY22 FY23 FY24
Projected
FY25
Budget
FY26
Budget
2025 Biennium Adopted Budget
The Parking Fund is an enterprise fund that accounts for revenues and expenditures associated with the Parking
Department. An enterprise fund is a self-supporting fund that provides good and services to the public for a fee.
Parking Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 1,950,300 $ 1,375,100 $ 1,375,100
Revenues
Licenses & Permits $ 665,191 $ 731,600 $ 753,500 $ 776,100 $ 1,529,600
Charges for Services (35,567) 1,100 1,100 1,100 2,200
Fines & Forfeitures 338,418 351,300 361,800 372,700 734,500
Interest Income 43,718 58,800 58,800 58,800 117,600
Miscellaneous Revenue (2,358) 8,000 3,000 3,000 6,000
Total Revenues $ 1,009,402 $ 1,150,800 $ 1,178,200 $ 1,211,700 $ 2,389,900
Expenditures
Salaries & Benefits 503,476 495,700 651,800 695,700 1,347,500
Operations & Maintenance 527,868 668,500 609,700 466,600 1,076,300
Capital Outlay 119,230 430,000 97,000 570,500 667,500
Transfers Out 127,499 131,800 223,200 236,500 459,700
Total Expenditures $ 1,278,072 $ 1,726,000 $ 1,581,700 $ 1,969,300 $ 3,551,000
Ending Balance $ 1,375,100 $ 971,600 $ 214,000 $ 214,000
98
Salaries & Benefits
Parking Compliance Officer (1 FTE) added in FY25.
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
One-time expenditures approved and projected in
FY24 result in reduction in operations in the FY25
budget. One-time expenses include: license plate
reading (LPR) technology, Rouse Lot upgrades, and
pay station replacements. The FY25 Budget also
includes $150k for consulting services to update the
Strategic Parking Plan.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Parking Fund Budget by Category
Salaries &
Benefits
38%
Operations &
Maintenance
30%
Capital
Outlay
19%
Transfers
Out, 13%
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Regulate the use of on-street and off-street public
parking to promote public safety 3.1 Public Safety
2.Keeping up-to-date equipment (LPR both mobile and
fixed, pay stations, vehicles)
7.3 Best Practices, Creativity & Foresight
3.Training for driving and de-escalation for all officers 7.2 Employee Excellence
4.Being consistent with safety violations (2am-7am,
No-Parking, Fire Hydrants)
7.5 Funding and Delivery of City Services
5.Implementing the Garage Maintenance Manual 4.2 High Quality Urban Approach
6.Updating the garage (Putting a roof on the garage,
adding electric charging stations)
4.3 Strategic Infrastructure Choices
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Percent Paid Citations 1 71%65%64%100%100%100%
Percent Unpaid Citations 1 29%35%36%—%—%—%
Violation Fees 1 $415,057 $476,848 $360,911 $460,000 $475,000 N/A - Workload Indicator
Added Violation Fees 9 1 $46,620 $158,480 $80,480 $0 $0 $0
Amount of Fees Paid 1 $449,074 $415,860 $244,504 $415,000 $425,000 N/A - Workload Indicator
Number of Towed Vehicles 1 204 224 57 240 255 N/A - Workload Indicator
Safety Violations 1 ND10 1,402 1,020 1,000 1,000 N/A - Workload Indicator
99
9 Additional fees are accrued on original fees if payment is delinquent.
10 ND: No data available
Performance Measurements (continued)
100
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 department proudly serves the City of
Bozeman Solid Waste customers by providing them with programs and services
that effectively and efficiently manage municipal solid waste generated within
the Bozeman City limits.
Stormwater Fund - Manages 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.
Transportation - The goal of the Transportation department 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 Fund - The Vehicle Maintenance department 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 Fund –Providing and maintaining a wastewater collection system for the City, including an operations
division and the Water Reclamation Facility (WRF).
Water Fund– Operating and maintaining the City’s water transmission and distribution system. Includes an
operations division, the Water Treatment Plant (WTP) and water conservation.
101
Public Works Administration
(Internal Service Fund / Capital Projects Fund)
Public Works (PW) Administration is a Department that includes three divisions which will be presented separately on
the following pages: PW Admin, Engineering, and GIS/Asset Management. The department also includes both the
Public Works Administration Fund and the Shops Complex Capital Projects Fund. Both fund budgets are
shown on the next page. The divisions within the Public Works Administration Fund are primarily funded by internal
charges for services revenue from other City departments that utilize their services.
Public Works Admin Fund
Budget by Department
Public Works Administration
32%
Engineering, 43%
G.I.S., 25%
102
2025 Biennium Adopted Budget
Public Works
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
Public Works Administration Fund $ 5,962,664 $ 6,465,600 $ 8,437,900 $ 8,761,700 $ 17,199,600
Shops Complex Capital Construction Fund — 100,000 156,000 13,780,000 13,936,000
Total Expenditures $ 5,962,664 $ 6,565,600 $ 8,593,900 $ 22,541,700 $ 31,135,600
Public Works Administration Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 3,104,100 $ 2,396,000 $ 2,396,000
Revenues
Licenses & Permits $ 7,675 $ 12,000 $ 12,000 $ 12,000 $ 24,000
Intergovernmental — 20,000 — — —
Interest Income 77,836 184,200 184,200 184,200 368,400
Miscellaneous Revenue 41,602 26,400 — — —
Transfers In — 227,600 345,600 356,800 702,400
Internal Charges 5,660,363 5,287,300 6,837,400 7,657,200 14,494,600
Total Revenues $ 5,787,476 $ 5,757,500 $ 7,379,200 $ 8,210,200 $ 15,589,400
Expenditures
Salaries & Benefits $ 4,076,115 $ 4,092,000 $ 4,873,500 $ 5,582,700 $ 10,456,200
Operations & Maintenance 1,044,149 1,382,600 1,582,300 1,628,700 3,211,000
Capital Outlay 125,690 195,000 — — —
Debt Service/Loans 89,680 93,300 97,200 101,000 198,200
Transfers Out 627,029 702,700 1,884,900 1,449,300 3,334,200
Total Expenditures $ 5,962,664 $ 6,465,600 $ 8,437,900 $ 8,761,700 $ 17,199,600
Ending Balance $ 2,396,000 $ 1,337,300 $ 785,800 $ 785,800
The Shops Complex Capital Construction Fund is used to account for the financing and construction of the Shops
Complex. The project is anticipated to be funded primarily by debt with some transfers in from the Public Works
Administration Fund. Construction is anticipated to span multiple fiscal years with design efforts primarily in Fiscal Year
2025. Operations & Maintenance expenses in Fiscal Year 2026 are related to the cost to issue debt. More information on
the project can be found in the City's 2025-2029 Capital Improvement Plan on page 263.
SHOPS COMPLEX FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 3,104,100 $ 3,004,100 $ 3,004,100
Revenues
Transfers In $ — $ — $ 1,000,000 $ 500,000 $ 1,500,000
Debt Proceeds — — — 13,000,000 13,000,000
Total Revenues $ — $ — $ 1,000,000 $ 13,500,000 $ 14,500,000
Expenditures
Operations & Maintenance $ — $ — $ — $ 260,000 $ 260,000
Capital Outlay — 100,000 156,000 13,520,000 13,676,000
Total Expenditures $ — $ 100,000 $ 156,000 $ 13,780,000 $ 13,936,000
Ending Balance $ 3,004,100 $ 3,848,100 $ 3,568,100 $ 3,568,100
103
Public Works
Admin Division
(Public Works Administration Fund)
The Public Works Admin Division is a division of the
Public Works Administration Fund. The Fund includes
three divisions in total including PW Admin,
Engineering, and GIS/Asset Management.
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.
Department Goals
1.Onboard new Admin for Solid Waste (Strategic Plan
7.2 Employee Excellence)
2.Implement Engineering Fee updates and additions
(Strategic Plan 7.5 Funding and Delivery of City
Services)
3.Complete Public Works Shops Complex planning &
preliminary design (Strategic Plan 4.3 Strategic
Infrastructure Choices)
Performance Measurements
This function oversees the performance of all of Public
Works. See following division pages for performance
measures specific to each division of Public Works
Admin.
Public Works Administration Division
Budget by Category
Salaries &
Benefits
42%
Operations &
Maintenance
12%
Debt Service/
Loans, 4%
Transfers
Out, 42%
104
2025 Biennium Adopted Budget
The Public Works Administration Division of the Public Works Administration Fund accounts for
the oversight of all Public Works divisions while also providing support to all other Public Works departments.
Public Work Administration Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Public Works Administration Division
Expenditures
Salaries & Benefits $ 1,174,242 $ 1,048,500 $ 1,078,800 $ 1,249,000 $ 2,327,800
Operations & Maintenance 151,711 144,200 345,300 338,900 684,200
Debt Service/Loans 89,680 93,300 97,200 101,000 198,200
Transfers Out 627,029 702,700 1,203,600 1,107,600 2,311,200
Total Expenditures $ 2,042,662 $ 1,988,700 $ 2,724,900 $ 2,796,500 $ 5,521,400
Salaries & Benefits
No new FTE. Other increases are based on negotiated contracts and anticipated increases to the cost of providing health
benefits.
Operations
PW Admin has been coordinating with the City Clerks' Office for ongoing digitization of historic records to provide
greater transparency and efficiency in information retention and storage. In FY24, the scanning vendor terminated
services, resulting in a reduction in contracted services. The increase in FY25 is due in part for resumption of the
scanning project as well as an increase in contracted services for graffiti removal. The scanning project and graffiti
removal will continue in FY26. The slight reduction from FY25 is due to fewer computer replacements in FY26.
105
Engineering Division (Public Works Administration Fund)
The Engineering Division is a division of the Public Works Administration Fund. The Fund includes three divisions in
total including PW Admin, Engineering, and GIS/Asset Management. This division provides professional level
technical support to the other Public Works divisions and other City Departments.
Major Objectives
•Provide professional level technical support to
the other Public Works divisions and other City
Departments.
•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
2025 Biennium Adopted Budget
Public Works Administration Internal Service
Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Engineering Division
Expenditures
Salaries & Benefits $ 2,012,919 $ 2,199,400 $ 2,799,000 $ 2,936,200 $ 5,735,200
Operations & Maintenance 342,275 693,800 517,300 481,100 998,400
Capital Outlay 100,080 — — — —
Transfers Out — — 430,600 216,000 646,600
Total Expenditures $ 2,455,274 $ 2,893,200 $ 3,746,900 $ 3,633,300 $ 7,380,200
Salaries & Benefits
Addition of 2.5 FTE:
•Engineering Technician (1 FTE) and an
Engineer I/II - Transportation (1 FTE) in FY25
•Systems Analyst/Special Projects (0.50 FTE)
split between Planning (25%), Building
Inspection (25%), and Transportation &
Engineering (50%) in FY26
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
Decrease in FY25 budget due to reduction in
contracted services with the completion of
engineering design standards update. Decrease from
FY25 to FY26 due primarily to the mobile field
maintenance & inspection planned in FY25.
Capital
None
Engineering Division
Budget by Category
Salaries & Benefits
78%
Operations &
Maintenance
14%
Transfers Out, 9%
106
Division Goals and Performance Measurements
Division Goals
Goal Strategic Plan
1.Update facility plans for compliance with SB 382: Create the
Montana Land Use Planning Act
4.3 Strategic Infrastructure Choices
2.Increase in-house design capacity – PM, water resources,
transportation and traffic calming
7.5 Funding and Delivery of City Services
3.Water supply availability dashboard 1.1 Outreach
4.Continue to provide professional level technical support to the
other Public Works divisions and other City Departments
7.3 Best Practices, Creativity & Foresight
Performance Measurements
Measure Div.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Value of Professional Services Contracts 4 $2.9M $3.8M $5.0M $6.8M $6.5M Variable Nature
Value of Internal Design Work (Street
Maintenance, ADA, & Stormwater
Projects)4 $1.9M $1.8M $2.1M $2.1M $2.3M Variable Nature
Value of Public Construction Projects 4 $21.6M $22.0M $22.9M $22.9M $21.4M Variable Nature
Development Application Reviews per
FTE 2 74 76 80 84 88 70
107
GIS/Asset Management
(Public Works Administration Division/Strategic Services)
GIS/Asset Management is a division of the Public Works Administration Fund. The Fund includes three divisions in
total including PW Admin, Engineering, and GIS/Asset Management. Geographic Information System (GIS)
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.
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
2025 Biennium Adopted Budget
Public Works Administration Internal Service
Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
G.I.S. and Asset Management Division
Expenditures
Salaries & Benefits $ 888,954 $ 844,100 $ 995,700 $ 1,397,500 $ 2,393,200
Operations & Maintenance 462,224 524,600 719,700 808,700 1,528,400
Capital Outlay 25,610 195,000 — — —
Debt Service/Loans — — — — —
Transfers Out — — 250,700 125,700 376,400
Total Expenditures $ 1,376,789 $ 1,563,700 $ 1,966,100 $ 2,331,900 $ 4,298,000
Salaries & Benefits
Addition of 2 FTE:
•Systems GIS Analyst (1 FTE) in FY26
•Administrative Assistant (1 FTE) in FY26
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
Increase in operating budgets over the biennium due
primarily to moving previously planned capital
projects for Aerial Photography, LiDAR, and Land
Cover data from the capital budget to operating
budget under contracted services.
Capital
None
GIS/Asset Management Division
Budget by Category
Salaries &
Benefits
56%
Operations &
Maintenance
36%
Transfers Out,
9%
108
Division Goals and Performance Measurements
Division Goals
Goal Strategic Plan
1.Support Branch Out Bozeman 6.3 Climate Action
2.Support Engineering Design Standards Update, Transportation Plan
effort, GIS Overhaul
7.3 Best Practices, Creativity & Foresight
3.Implement CityWorks for Water Treatment Plant 7.3 Best Practices, Creativity & Foresight
4.Assist Engineering Division with updates & migrations for all modeling
efforts
7.3 Best Practices, Creativity & Foresight
5.Continue to manage, analyze, utilize, and provide spatial data to
support decision-making and operations
7.3 Best Practices, Creativity & Foresight
Performance Measurements
Measure Div.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Number of Cityworks Users 3 140 152 160 165 170 125
Annual Uses of ArcGis Online (AGOL)5 1,245,456 1,400,423 1,495,081 1,589,738 1,881,170
Annual
Increase
Annual Uses of Portal 5 409,510 502,870 520,277 537,684 576,475
Annual
Increase
Annual Uses of Vertigis 5 75,760 78,315 79,084 79,852 81,449
Annual
Increase
109
Solid Waste
The Solid Waste department 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.
The Solid Waste department encompasses activities that are accounted for in the Solid Waste Fund as well as the
Landfill Post-Closure Fund.
In Fiscal Year 2024, the City's Solid Waste department received a $1,605,660 grant from the U.S. Environmental
Protection Agency (EPA) to develop a sustainable organics management program. The goal of the program is to
provide year-round recycling and composting services to the city of Bozeman. The receipt of this grant heavily
informs the adopted biennium budget for the Solid Waste department.
Major Objectives
•Offer quality service to the residents of Bozeman
•Promote waste reduction thru recycling efforts
•Optimize operational efficiencies
•Operate and maintain post-closure remediation
systems for closed landfill
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Provide services that effectively and efficiently manage
municipal solid waste generated within the Bozeman City
limits
6.3 Climate Action
2 Expand year-round organics services to include food scraps
utilizing EPA Grant for $1.6M 6.3 Climate Action
3 Expand co-mingle recycling program 6.3 Climate Action
4 Provide urban camper garbage removal 3.2 Health & Safety Action
5 Promote bear resistant containers 3.1 Public Safety
6 Continue to properly maintain and monitor closed landfill 3.2 Health & Safety Action
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Tonnage Diverted from Landfill:
Residential Recycling 1 1,234 1,233 1,309 2,067 2,129 Annual Increase
Tonnage Diverted from Landfill:
Commercial Recycling 1 844 871 904 966 1,014 Annual Increase
Tonnage Diverted from Landfill:
Compost 1 1,056 586 1,172 1,500 2,550 Annual Increase
Customers with Recycling & Refuse
Collection 1 5,980 6,231 6,975 10,481 10,795 Annual Increase
Customers with only Refuse
Collection11 1 6,273 6,156 6,278 2,155 1,967 Annual Decrease
110
11 Target is to see annual decrease resulting from customers adding recycling to their services, not unsubscribing
from the program all together.
Performance Measurements (continued)
2025 Biennium Adopted Budget
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 the fall. Solid Waste rate increases
were adopted by City Commission on August 13,
2024. This department includes the Landfill Post-
Closure Fund, additional details on this fund's budget
follow the description of the Solid Waste Fund.
Solid Waste Department
Budget by Category
Salaries &
Benefits
24%
Operations &
Maintenance
35%
Capital Outlay
12%
Debt Service/
Loans, 1%
Transfers Out,
27%
Solid Waste
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
Solid Waste Fund $ 6,033,877 $ 9,206,700 $ 11,026,900 $ 9,590,500 $ 20,617,400
Landfill Post-Closure Fund $ 1,673,602 $ 698,200 $ 272,100 $ 640,800 912,900
Total Expenditures $ 7,707,479 $ 9,904,900 $ 11,299,000 $ 10,231,300 $ 21,530,300
111
Solid Waste Fund
Solid Waste Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 307,600 $ 155,600 $ 155,600
Revenues
Intergovernmental $ — $ 1,451,800 $ 153,900 $ — $ 153,900
Charges for Services 5,872,630 6,636,500 8,026,500 8,664,300 16,690,800
Interest Income 4,602 2,900 2,900 2,900 5,800
Miscellaneous Revenue 33,285 69,300 44,000 47,600 91,600
Interfund Loan Proceeds — — 1,186,900 — 1,186,900
Transfers In — 894,100 — — —
Debt Proceeds — — 1,941,100 433,500 2,374,600
Special Assessments 94 100 100 100 200
Total Revenues $ 5,910,612 $ 9,054,700 $ 11,355,400 $ 9,148,400 $ 20,503,800
Expenditures
Salaries & Benefits 1,903,368 2,152,500 2,523,400 2,692,200 5,215,600
Operations & Maintenance 2,817,307 3,184,800 3,469,100 3,595,200 7,064,300
Capital Outlay 279,311 2,372,300 1,903,000 425,000 2,328,000
Debt Service/Loans — — — 301,000 301,000
Transfers Out 1,033,892 1,497,100 3,131,400 2,577,100 5,708,500
Total Expenditures $ 6,033,877 $ 9,206,700 $ 11,026,900 $ 9,590,500 $ 20,617,400
Ending Balance $ 155,600 $ 484,100 $ 42,000 $ 42,000
Salaries & Benefits
Addition of an Administrative Assistant I (1 FTE)
in FY25. Two new operators are included in the
FY24 projection to support the pilot organics
management program. Other increases are
based on negotiated contracts and anticipated
increases to the cost of providing health
benefits.
Operations
Increases are a result of the addition of an
organics program, with some expenditures
beginning in the FY24 projection, and a rate
study planned for FY25. Other increases are
Inflationary.
Capital
See Capital Improvements Program section on
page 211 for a capital improvement program
summary and a detailed list of City-wide planned
projects.
Solid Waste Fund by Category
Salaries & Benefits
25%
Operations &
Maintenance
34%
Capital Outlay
11%
Debt Service/
Loans, 1%
Transfers Out, 28%
Solid Waste Fund Charges for
Services Revenue
$5.4M $5.9M
$6.6M
$8.0M $8.7M
FY22
Actual
FY23
Actual
FY24
Projected
FY25
Budget
FY26
Budget
112
The Landfill Post-Closure Fund is used to account for activities related to the City's municipal solid waste landfill.
State and Federal laws and regulations require the City to place a final cover on its landfill site when it stops
accepting waste and to perform certain maintenance and monitoring functions at the site for 30 years after final
closure. The City stopped accepting waste effective June 30, 2008. The final capping of the cells is still pending.
The Landfill Post-Closure Fund is funded by a mill levy for the ongoing monitoring of the landfill, transferred in
from the General Fund. Expenditures are solely related to the continued monitoring and maintenance of the site.
Landfill Post-Closure Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 240,400 $ — $ —
Revenues
Interest Income $ 3,896 $ — $ — $ — $ —
Transfers In 295,000 457,800 272,100 640,800 912,900
Total Revenues $ 298,896 $ 457,800 $ 272,100 $ 640,800 $ 912,900
Expenditures
Operations & Maintenance $ 1,673,602 $ 288,200 $ 272,100 $ 289,300 $ 561,400
Capital Outlay — 410,000 — 351,500 351,500
Total Expenditures $ 1,673,602 $ 698,200 $ 272,100 $ 640,800 $ 912,900
Ending Balance $ — $ — $ — $ —
Operations
Increases are inflationary based on the cost to
contract monitoring services.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Landfill Post-Closure Fund by
Category
Operations &
Maintenance
61%
Capital Outlay
39%
113
Stormwater Fund
Manages 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.
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
Storm Water Fund Charges for
Services Revenue
$1.7M $1.9M $2.1M $2.2M $2.3M
FY22
Actual
FY23
Actual
FY24
Projected
FY25
Adopted
FY26
Adopted
2025 Biennium Adopted Budget
The City’s Stormwater Fund is an enterprise fund where rates charged to users are based on impervious area and
existing infrastructure are collected in order to cover the cost to provide the service. Considering the costs of
inflation and the current adopted Capital plan, which accounts for growth in the City, a 3.0% rate increase in each
year of the biennium has been included in the adopted budget. The impact on the typical homeowner is
approximately $1.63 to $1.68 annually. See the Estimated Citizen Impact section on page 40 for more information.
The most recent stormwater rate increases were adopted by City Commission on August 13, 2024.
Stormwater Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 1,932,300 $ 582,600 $ 582,600
Revenues
Charges for Services $ 1,883,096 $ 2,093,800 $ 2,212,700 $ 2,338,300 $ 4,551,000
Interest Income 41,202 59,800 59,800 59,800 119,600
Miscellaneous Revenue — 12,400 — — —
Transfers In 190,784 — — — —
Debt Proceeds — — 1,275,000 — 1,275,000
Total Revenues $ 2,115,082 $ 2,166,000 $ 3,547,500 $ 2,398,100 $ 5,945,600
Expenditures
Salaries & Benefits 848,624 835,300 881,300 942,800 1,824,100
Operations & Maintenance 172,337 349,800 223,100 247,800 470,900
Capital Outlay 373,669 1,697,600 1,055,100 1,184,500 2,239,600
Debt Service/Loans 115,475 116,400 116,200 281,000 397,200
Transfers Out 484,548 516,600 666,100 719,400 1,385,500
Total Expenditures $ 1,994,653 $ 3,515,700 $ 2,941,800 $ 3,375,500 $ 6,317,300
Ending Balance $ 582,600 $ 1,188,300 $ 210,900 $ 210,900
114
Salaries & Benefits
No FTE changes. Increases are based on negotiated
contracts and anticipated increases to the cost of
providing health benefits.
Operations
FY24 projection contains significant one time
expenditures including the Stormwater Facility Plan
and a catch up payment for monthly operating costs
at E. Beall for 2023 and 2024. Inflationary increases
to ongoing operational expenditures are
incorporated in FY25 and FY26.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Stormwater Fund Budget by Category
Salaries &
Benefits
29%
Operations &
Maintenance
7%Capital Outlay
35%
Debt Service/
Loans
6%
Transfers Out
22%
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Complete Stormwater Facilities Plan Update and incorporate
its guidance
7.3 Best Practices, Creativity & Foresight
2.Modernize policy and plan for the next 20 years 7.3 Best Practices, Creativity & Foresight
3.Continue streamlining processes such as permit review and
inspections
7.3 Best Practices, Creativity & Foresight
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Stormwater Facility Management
Program: Facility Inspection Rate 3 3%12%8%15%18%20%
Stormwater Facility Management
Program: Facility Compliance Audit
Score 3 67%66%65%65%65%90%
Construction Site Management
Program: Site Inspection Rate 3 18%36%25%40%40%20%
Construction Site Management
Program: Site Compliance Audit Score 3 67%64%70%70%70%90%
Stormwater River Impact Report
Card12 1 D (60%)F (59%)B (81%)B (81%)B (81%)Letter Grade
Increase per Year
115
12 Grade is calculated based on the overall effectiveness of the program and compares to the criteria below:
Grade = A: No stormwater impact on receiving waters, allowing for a continuation of administrative programs and reduction of TMDL Action Plan investment
to maintain grade.
Grade = B: Low stormwater impact to receiving waters, requiring continuation of administrative programs and TMDL Action Plan investment to increase
grade.
Grade = C: Moderate stormwater impact on receiving waters, requiring an expansion of administrative programs and continuation of TMDL Action Plan
investment to increase grade.
Grade = D: Significant stormwater impact on receiving waters, requiring an expansion of administrative programs and TMDL Action Plan investment to
increase grade.
Grade = F: Major stormwater impact on receiving waters, reassessment of administrative programs and TMDL Action Plan investment strategy required.
Performance Measurements (continued)
116
Page Intentionally Left Blank
117
Transportation
The goal of the Transportation Department 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.
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.
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Work with MDT and Gallatin County to provide a
seamless transition from state and county road into
the city infrastructure
1.3 Public Agencies Collaboration
2 Plan for future growth to keep meeting our service
goals
7.5 Funding and Delivery of City Services
3 Support all modes of transportation 4.2 High Quality Urban Approach
4 Provide a workspace that promotes longevity and
employee growth
7.2 Employee Excellence
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Mileage per Streets FTE 1, 2, 3 17 17 18 17 16 13
Number of Paid Pothole
Related MMIA Claims13 1, 3 0 0 0 0 0 0
Number of Potholes Filled
per Street Mile 1, 3 4 4 9 9 9 Tracking to sustain zero
MMIA pothole claims
11813 Montana Municipal Interlocal Authority (MMIA)
2025 Biennium Adopted Budget
The Transportation Department is accounted for in multiple funds, as outlined in the table below. The funds
within the Transportation Department are primarily funded by assessment revenue, impact fees, and other special
revenue sources. These funds are differentiated primarily by funding source although certain transportation
projects receive appropriations from multiple funds. For example, many capital street projects involve a certain
aspect of improvement while also addressing the demands of growth in the community. This circumstance tends
to result in the portion of the project that addresses capacity expansion to be funded with impact fees and the
remainder funded by street assessment revenue. More information on each fund is broken out below with a
detailed budget and description of its purpose.
Transportation
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
Street Maintenance Fund $ 9,729,585 $ 13,114,300 $ 13,752,700 $ 14,232,000 $ 27,984,700
Street Impact Fee Fund 4,934,967 5,097,900 16,826,900 21,831,200 38,658,100
Arterial & Collector Street District Fund 1,238,372 3,973,100 4,616,100 8,758,900 13,375,000
Metropolitan Planning Organization Fund — 15,400 596,400 621,500 1,217,900
Lighting District Funds 470,545 510,800 512,400 532,400 1,044,800
Street Reconstruction Fund 673,663 619,900 582,400 124,400 706,800
Total Expenditures $ 17,047,132 $ 23,331,400 $ 36,886,900 $ 46,100,400 $ 82,987,300
Transportation Department Budget by Fund
Street Maintenance Fund
34%
Street Impact Fee Fund
47%
Arterial & Collector Street District Fund
16%
Metropolitan Planning
Organization Fund
1%
Lighting District Funds
1%
Street Reconstruction Fund
1%
The Street Maintenance District Fund is a special revenue fund that accounts for the City's Street
Maintenance District. The District was created in 1990 and encompasses the entirety of City limits. The District is
funded by special assessments paid by property owners in the district. Beginning in FY24, this fund also accounts
for revenues from state gasoline taxes that can be used on street maintenance, street arterial & collector capital
projects, or street reconstruction projects. Special assessments that fund this district are charged to property
owners based on lot size. The 2025 Biennium Adopted Budget includes annual 3.0% increases in the assessment
rates to keep up with construction cost inflation. The annual increase to a typical single-family lot size of 7,500
square-feet is approximately $8.53 in FY25 and in $8.78 FY26. See the Estimated Citizen Impact section on page 40
for more information.
119
Street Maintenance Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 1,865,400 $ 3,616,500 $ 3,616,500
Revenues
Licenses & Permits $ 37,033 $ 28,000 $ 30,000 $ 31,000 $ 61,000
State Shared — 4,432,900 2,827,300 2,884,200 5,711,500
Charges for Services 8,220,620 9,060,700 9,425,800 9,805,700 19,231,500
Interest Income 41,037 20,000 20,000 20,000 40,000
Miscellaneous Revenue 451,977 800 1,000 1,000 2,000
Transfers In — 391,400 — — —
Debt Proceeds 862,620 911,900 — — —
Special Assessments 17,716 19,700 20,000 20,000 40,000
Total Revenues $ 9,631,002 $ 14,865,400 $ 12,324,100 $ 12,761,900 $ 25,086,000
Expenditures
Salaries & Benefits $ 2,425,976 $ 2,542,600 $ 3,091,300 $ 3,464,000 $ 6,555,300
Operations & Maintenance 2,693,337 4,249,900 3,610,500 3,588,500 7,199,000
Capital Outlay 2,155,172 3,229,400 3,427,300 3,142,000 6,569,300
Debt Service/Loans 322,517 364,700 323,500 323,800 647,300
Transfers Out 2,132,584 2,727,700 3,300,100 3,713,700 7,013,800
Total Expenditures $ 9,729,585 $ 13,114,300 $ 13,752,700 $ 14,232,000 $ 27,984,700
Ending Balance $ 3,616,500 $ 2,187,900 $ 717,800 $ 717,800
Salaries & Benefits
Addition of two Streets Operators (2 FTE) in each
year of the biennium. Other increases are based on
negotiated contracts and anticipated increases to
the cost of providing health benefits.
Operations
Street preservation efforts including annual mill &
overlay projects happen on a construction season
which typically spans two fiscal years. Depending on
whether work falls before or after June 30th can
cause large fluctuations in the total operational
expenditures. FY25 includes a one-time project costs
for the Bike and Pedestrian Project.
Capital
Capital increases generally support the effort to
purchase equipment and move more street
maintenance work in house due to rapid inflation
and contractor availability.
With the adoption of the budget, City Commission
approved an increase of $50,000 to annual,
multimodal projects (STR20). For more information,
see Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Street Maintenance Fund
Budget by Category
Salaries &
Benefits
23%
Operations &
Maintenance
26%
Capital Outlay
23%
Debt Service/
Loans
2%
Transfers Out
25%
Street Maintenance Fund
Financial Trends
9.6M
14.9M
12.3M 12.8M
9.7M
13.0M 13.7M 14.2M
Revenue Expenditures
FY23 Actual FY24
Projected
FY25 Budget FY26 Budget
120
The Street Impact Fee Fund accounts for impact fees collected from developers for capacity expanding road
improvements. Impact fees are charged to new developments in Bozeman to fund capital costs associated with
providing the additional streets these new developments create. The FY26 Budget includes $10.5 million in grant
revenue in the intergovernmental category. The City has been awarded a $24 million grant through the
Multimodal Project Discretionary Grant (MPDG) Program for the Kagy Improvements projects. The $10.5 million is
the portion of the projects planned in the Street Impact Fee Fund. Appropriations are based on the Capital
Improvement Plan and total approximately $37.7 million over the biennium.
STREET IMPACT FEE FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 14,002,800 $ 17,211,800 $ 17,211,800
Revenues
Intergovernmental $ — $ — $ — $ 10,500,000 $ 10,500,000
Charges for Services 5,205,583 8,174,900 8,174,900 8,420,100 16,595,000
Interest Income 311,234 132,000 132,000 132,000 264,000
Transfers In 202,070 — — — —
Total Revenues $ 5,718,887 $ 8,306,900 $ 8,306,900 $ 19,052,100 $ 27,359,000
Expenditures
Operations & Maintenance 53,334 239,700 50,000 50,000 100,000
Capital Outlay 4,621,353 4,549,400 16,368,200 21,360,200 37,728,400
Transfers Out 260,279 308,800 408,700 421,000 829,700
Total Expenditures $ 4,934,967 $ 5,097,900 $ 16,826,900 $ 21,831,200 $ 38,658,100
Ending Balance $ 17,211,800 $ 8,691,800 $ 5,912,700 $ 5,912,700
Operations
The FY24 projection is higher than other years due to
consulting services related to the Fowler Connection
Design. $50K per year is a placeholder for possible
consulting services that may be required as projects
begin.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Street Impact Fee Fund
Budget by Category
Capital Outlay
98%
Transfers Out
2%
Street Impact Fee Fund Financial
Trends
$5.7M
$8.3M $8.3M
$19.1M
$4.9M $5.1M
$16.8M
$21.8M
Revenue Expenditures
FY23 Actual FY24 Projected FY25 Budget FY26 Budget
121
The Arterial & Collector Street District Fund is funded by special assessments to property owners based on
their property's square footage. The assessments pay for the “local share” of some street construction projects in
advance of development. Impact fees can only be used to pay for the percentage of an improvement caused by
new development. The remaining share must be paid by the City. The City also has the ability to create payback
districts to recover the “local share” once an adjacent project is developed. An 3.0% rate increase in each year of
the biennium is included in the 2025 Biennium Adopted Budget to keep up with construction inflation and the
adopted capital improvement plan. The annual increase to a typical single-family lot size of 7,500 square-feet is
approximately $1.80 in FY25 and in $1.86 FY26. See the Estimated Citizen Impact section on page 40 for more
information.
Street Arterial & Collector Street District
Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 4,366,200 $ 3,560,000 $ 3,560,000
Revenues
Intergovernmental $ — $ — $ 573,900 $ — $ 573,900
Charges for Services 1,662,399 1,816,500 1,883,000 1,906,000 3,789,000
Interest Income 85,529 20,000 20,000 20,000 40,000
Miscellaneous Revenue — 1,326,400 100,000 100,000 200,000
Debt Proceeds — — 2,885,400 2,712,900 5,598,300
Special Assessments 3,936 4,000 4,000 4,000 8,000
Total Revenues $ 1,751,864 $ 3,166,900 $ 5,466,300 $ 4,742,900 $ 10,209,200
Expenditures
Operations & Maintenance 42,404 174,300 156,600 153,200 309,800
Capital Outlay 1,140,493 3,798,800 4,459,500 8,279,700 12,739,200
Debt Service/Loans — — — 326,000 326,000
Transfers Out 55,475 — — — —
Total Expenditures $ 1,238,372 $ 3,973,100 $ 4,616,100 $ 8,758,900 $ 13,375,000
Ending Balance $ 3,560,000 $ 4,410,200 $ 394,200 $ 394,200
Operations
Increase in FY24 Projection resulting from consulting
services for capital projects including the Bicycle
Boulevard Study and Bike/Pedestrian Connectivity
Study. Budget over the biennium remains elevated
for additional consulting on the Bike/Pedestrian
Gaps Analysis (FY25) and the Transportation Master
Plan (TMP) in both FY25 and FY26.
Arterial & Collector Street District
Fund Budget by Category
Operations &
Maintenance
2%
Capital Outlay
95%
Debt Service/
Loans
2%
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Arterial & Collector Street District Fund
Financial Trends
$1.8M
$3.2M
$5.5M $4.7M
$1.2M
$4.0M $4.6M
$8.8M
Revenue Expenditures
FY23 Actual FY24 Projected FY25 Budget FY26 Budget
122
The Metropolitan Planning Organization (MPO) Fund is used to account for the revenue and expenditures
specifically associated with the new Metropolitan Planning Organization for the Bozeman area. An MPO is an
agency created by federal law to provide local elected officials input into the planning and implementation of
federal transportation funds to metropolitan areas with populations greater than 50,000. This MPO will be
administrated by the City, but decisions are made by board members from the City of Belgrade, Gallatin County,
Montana Department of Transportation, and Streamline Transit in addition to the City of Bozeman.
Metropolitan Planning Organization Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ — $ 417,500 $ 417,500
Revenues
Intergovernmental $ — $ 417,500 $ 502,500 $ 438,600 $ 941,100
Transfers In — 15,400 74,600 — 74,600
Total Revenues $ — $ 432,900 $ 577,100 $ 438,600 $ 1,015,700
Expenditures
Salaries & Benefits $ — $ — $ 288,100 $ 304,800 $ 592,900
Operations & Maintenance — 15,400 308,300 316,700 625,000
Total Expenditures $ — $ 15,400 $ 596,400 $ 621,500 $ 1,217,900
Ending Balance $ 417,500 $ 398,200 $ 215,300 $ 215,300
Salaries & Benefits
Addition of 1 FTE in FY25 for Planned I/II. Other
increases are based on negotiated contracts and
anticipated increases to the cost of providing health
benefits.
Operations
The Metropolitan Planning Organization (MPO) Fund
was created in FY24. A significant portion of the
operating budget over the biennium is for
contracted services for development of the Long-
Range Transportation Plan, the Public Participation
Plan, and grant support. Other operating costs are
for general office supplies.
MPO Fund Budget by Category
Salaries &
Benefits
49%
Operations &
Maintenance
51%
MPO Fund Financial Trends
$—K
$433K
$577K
$439K
$—K $15K
$596K $622K
Revenue Expenditures
FY23 Actual FY24 Projected FY25 Budget FY26 Budget
123
Lighting District Funds are used to account for the special assessment revenues levied, received, and expended
for street and public highway lighting provided to specific property owners.
Lighting District Funds FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 504,900 $ 415,400 $ 415,400
Revenues
Interest Income $ 10,618 $ — $ — $ — $ —
Special Assessments 466,394 421,300 97,000 532,400 629,400
Total Revenues $ 477,012 $ 421,300 $ 97,000 $ 532,400 $ 629,400
Expenditures
Operations & Maintenance $ 470,545 $ 510,800 $ 512,400 $ 532,400 $ 1,044,800
Total Expenditures $ 470,545 $ 510,800 $ 512,400 $ 532,400 $ 1,044,800
Ending Balance $ 415,400 $ — $ — $ —
Operations
Increases in operating costs associated with
increased electricity costs.
Lighting District Funds
Budget by Category
Operations &
Maintenance
100%
Lighting District Funds Financial Trends
$477K $421K
$97K
$532K$471K $511K $512K $532K
Revenue Expenditures
FY23 Actual FY24 Projected FY25 Budget FY26 Budget
124
The Street Reconstruction Fund is used to account for the use of Street Maintenance dollars dedicated to the
reconstruction of streets and curbs. The Commission adopted Resolution No. 4507 which sets the City's policy for
required matches with Special Improvement Districts (SIDs). The program was last updated May 18, 2020 with
Commission adoption of Resolution No. 5174. Each project is dependent upon the creation of a SID to pay for a
share of the project costs.
Street Reconstruction Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 2,742,300 $ 2,154,500 $ 2,154,500
Revenues
Interest Income $ 67,399 $ 32,100 $ 32,100 $ 32,100 $ 64,200
Total Revenues $ 67,399 $ 32,100 $ 32,100 $ 32,100 $ 64,200
Expenditures
Operations & Maintenance $ 1,943 $ 464,900 $ — $ — $ —
Capital Outlay 671,720 155,000 582,400 124,400 706,800
Total Expenditures $ 673,663 $ 619,900 $ 582,400 $ 124,400 $ 706,800
Ending Balance $ 2,154,500 $ 1,604,200 $ 1,511,900 $ 1,511,900
Operations
FY24 Projected costs for consulting services for the
reconstruction of South 6th from Babcock to
Cleveland. There are no anticipated operating costs
over the biennium.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Street Reconstruction Fund
Budget by Category
Capital Outlay
100%
Street Reconstruction Fund Financial
Trends
$67K $32K $32K $32K
$674K $620K $582K
$124K
Revenue Expenditures
FY23 Actual FY24 Projected FY25 Budget FY26 Budget
125
Vehicle Maintenance Fund (Internal Service Fund)
The Vehicle Maintenance Fund is an internal service fund that accounts for the costs of repairing and maintaining
vehicles of the City. Charges are assessed against departments when they have vehicles repaired in the internal
shop.
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.
•Emphasize the importance of having a well
structured preventative maintenance program in
place for all equipment and vehicles.
Vehicle Maintenance Fund
Budget by Category
Salaries & Benefits
41%
Operations &
Maintenance
43%
Capital Outlay
1%
Transfers, 15%
2025 Biennium Adopted Budget
The Vehicle Maintenance Fund is primarily funded by internal charges for services revenue from other City
departments.
Vehicle Maintenance Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ (880,900) $ 24,000 $ 24,000
Revenues
Interest Income $ (13,185) $ (19,200) $ (19,200) $ (19,200) $ (38,400)
Miscellaneous Revenue 12,513 10,000 — — —
Internal Charges 2,130,913 3,370,000 2,651,100 2,981,200 5,632,300
Total Revenues $ 2,130,241 $ 3,360,800 $ 2,631,900 $ 2,962,000 $ 5,593,900
Expenditures
Salaries & Benefits $ 820,145 $ 945,000 $ 1,056,000 $ 1,247,800 $ 2,303,800
Operations & Maintenance 1,281,133 1,116,800 1,195,500 1,220,200 2,415,700
Capital Outlay 51,258 120,000 — 52,000 52,000
Transfers Out 211,794 274,100 399,600 446,800 846,400
Total Expenditures $ 2,364,331 $ 2,455,900 $ 2,651,100 $ 2,966,800 $ 5,617,900
Ending Balance $ 24,000 $ 4,800 $ — $ —
Salaries & Benefits
Addition of a two Mechanics (2 FTE) in FY26, one
dedicated to and funded by the Fire Department.
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
Inflationary increases in operating budget over the
biennium. FY23 actual expenditures were slightly
elevated due to higher than anticipated costs for
goods purchased for resale. Goods purchased for
resale are directly billed to associated departments
and collected back through internal charges.
Increases over the biennium are inflationary.
Capital
Planned purchase of Mohawk Wheel Lifts (VM08) in
FY26. See Capital Improvements Program section on
page 211 for a capital improvement program
summary and a detailed list of City-wide planned
projects.
126
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Explore sustainable technology by pursuing and preparing for an
electric and alternative fueled fleet
4.3 Strategic Infrastructure Choices
2.Maintain a robust preventative maintenance program so engines do
not exceed their design emission levels
6.2 Protect Local Air Quality
3.Offer the best in class work place amenities and facilities 7.2 Employee Excellence
4.Work with departments on their vehicle purchases considering
serviceability, environmental and climate influence and alternative
propulsion systems
7.3 Best Practices, Creativity & Foresight
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Fleet Operational Time: Police Dept 4 95%93%92%92%92%95%
Fleet Operational Time: Water/Sewer Dept 4 99%97%96%96%96%95%
Fleet Operational Time: Streets Dept 4 92%91%90%90%90%92%
Median Response Days for High-Priority
Service Requests 2 29 39 8 10 10 2
Median Response Days for Medium-Priority
Service Requests 2 12 12 9 12 12 6
Median Response Days for Low-Priority
Service Requests 2 34 47 15 21 21 8
Percent Reactive Work Orders 2 25.48%14.69%24%22%22%<25%
127
Page Intentionally Left Blank
128
Wastewater Fund
City Property owners are typically required to use the City’s wastewater treatment systems. Between 2019 and
2023 rate increases were zero for single family homeowners, and 2% annually for multi-family. Together these
make up approximately 50% of all wastewater rate revenues. While rate increases were consistent with the rate
study presented to City Commission in January 2019, the cost of providing services and maintaining infrastructure
rose much quicker than anticipated over the time period. Cost increases for sewer renovations increased by
approximately 16% annually over the same period.
Because of this, financial models are showing the need for revenue increases to address the cost of the adopted
CIP and operations over the next five years. An increase of 12.0% was included in the FY24 budget, and adopted
by City Commission on August 13, 2024. Additional revenue increases of 12.0% in FY25 and 8.0% in FY26 are
included in the 2025 Biennium Adopted Budget. A rate study is currently underway to inform future rates by
customer classes and ensure proper revenue coverage and reserve amounts. The annual increase to the typical
single family homeowner is estimated at approximately $71.22 in FY25 and in $53.17 FY26. See the Estimated
Citizen Impact section on page 40 for more information.
The Wastewater department also accounts for
wastewater impact fees. Wastewater impact fees
are collected from developers and restricted for
capacity expanding wastewater capital
improvements. A summary of the Capital
Improvement Plan and the project listing can be
found in the Capital Improvement Program section
on page 211.
Wastewater Fund Financial Trends
$12.9M
$18.7M
$26.9M
$18.3M
$11.7M
$24.2M $27.6M $22.5M
Revenue Expenditures
FY23 Actual FY24
Projected
FY25 Budget FY26 Budget
2025 Biennium Adopted Budget
Wastewater Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 14,080,600 $ 8,563,200 $ 8,563,200
Revenues
Intergovernmental $ 7,048 $ 749,600 $ — $ — $ —
Charges for Services 12,343,552 15,331,400 16,304,600 17,883,700 34,188,300
Interest Income 305,936 435,600 435,600 435,600 871,200
Miscellaneous Revenue 9,255 30,300 7,400 7,400 14,800
Transfers In 246,769 127,200 — — —
Debt Proceeds — 2,040,000 10,200,000 — 10,200,000
Special Assessments 12 — — — —
Total Revenues $ 12,912,571 $ 18,714,100 $ 26,947,600 $ 18,326,700 $ 45,274,300
Expenditures
Salaries & Benefits $ 2,483,099 $ 2,815,700 $ 3,052,500 $ 3,248,800 $ 6,301,300
Operations & Maintenance 2,676,127 3,153,300 3,436,000 3,131,300 6,567,300
Capital Outlay 1,255,884 12,804,000 14,946,200 8,706,600 23,652,800
Debt Service/Loans 2,726,374 2,727,700 2,994,600 4,050,800 7,045,400
Transfers Out 2,529,193 2,730,800 3,136,500 3,378,100 6,514,600
Total Expenditures $ 11,670,677 $ 24,231,500 $ 27,565,800 $ 22,515,600 $ 50,081,400
Ending Balance $ 8,563,200 $ 7,945,000 $ 3,756,100 $ 3,756,100
129
Wastewater Operations (Division of Wastewater Department)
The operations 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.
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, 51%
Wastewater
Operations,
49%
2025 Biennium Adopted Budget
Wastewater Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Wastewater Operations Division
Expenditures
Salaries & Benefits $ 1,142,275 $ 1,260,500 $ 1,383,100 $ 1,475,100 $ 2,858,200
Operations & Maintenance 677,993 991,300 1,109,200 903,900 2,013,100
Capital Outlay 1,013,456 10,471,200 6,604,800 6,254,200 12,859,000
Debt Service/Loans 1,104,675 1,100,600 1,366,400 2,421,800 3,788,200
Transfers Out 1,349,145 1,419,400 1,561,700 1,684,100 3,245,800
Total Expenditures $ 5,287,543 $ 15,243,000 $ 12,025,200 $ 12,739,100 $ 24,764,300
Salaries & Benefits
No FTE changes. Other increases are based on
negotiated contracts and anticipated increases to
the cost of providing health benefits.
Operations
FY25 includes one-time expenditures that result in
increases, and subsequent decreases in operations in
FY26. One is replacements and/or repairs to the
Laurel Glen Lift Station pumps. There is also an
assumed cost of debt issuance included to help fund
major capital improvement projects in the adopted
capital plan, and spread that cost out to rate payers
over time.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Wastewater Operations Division
Budget by Category
Salaries & Benefits
12%
Operations &
Maintenance, 8%
Capital Outlay
52%
Debt Service/Loans
15%Transfers Out
13%
130
Division Goals and Performance Measurements
Division Goals
Goal Strategic Plan
1.Maintain low number of sewer backups by continuing a proactive
maintenance plan
3.2 Health & Safety Action
2.Provide a more informed replacement strategy and identify any other
issues with our aging infrastructure
4.3 Strategic Infrastructure Choices
Performance Measurements
Measure Div.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Sanitary Sewer Overflow Events per 100 Miles
of Main 1, 2 0.4 0.8 1.2 1.2 1.2 1.2
Miles of Root Cut Affected City Mains 1, 2 57.6 57.6 57.6 57.6 57.6 56.0
Miles of Flushed Mains 1, 2 73.9 55.1 83.0 56.0 56.5 41.3
Percent of Mains Video-Inspected 1 ND14 ND 0.2 0.2 0.2 0.2
13114 ND: No data available
Water Reclamation Facility (WRF)
(Division of Wastewater Department)
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.
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
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, 51%
Wastewater
Operations,
49%
2025 Biennium Adopted Budget
Wastewater Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Water Reclamation Facility Division
Expenditures
Salaries & Benefits $ 1,340,824 $ 1,555,200 $ 1,669,400 $ 1,773,700 $ 3,443,100
Operations & Maintenance 1,998,135 2,162,000 2,326,800 2,227,400 4,554,200
Capital Outlay 242,429 2,332,800 8,341,400 2,452,400 10,793,800
Debt Service/Loans 1,621,699 1,627,100 1,628,200 1,629,000 3,257,200
Transfers Out 1,180,048 1,311,400 1,574,800 1,694,000 3,268,800
Total Expenditures $ 6,383,134 $ 8,988,500 $ 15,540,600 $ 9,776,500 $ 25,317,100
Salaries & Benefits
No FTE changes. Other increases are based on
negotiated contracts and anticipated increases to
the cost of providing health benefits.
Operations
Increase in FY25 for contracted services to assist
with Montana Pollutant Discharge Elimination
System (MPDES) permit renewals. Reduction in FY26
resulting from completion of on-going contracts.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Water Reclamation Facility Division
Budget by Category
Salaries & Benefits
14%
Operations &
Maintenance
18%
Capital Outlay
43%
Debt Service/Loans
13%
Transfers Out, 13%
132
Division Goals and Performance Measurements
Division Goals
Goal Strategic Plan
1.Protect and enhance the water quality of the East Gallatin River by
maintaining strict compliance with the City’s MPDES permit and meet
EPA 503 Rules for biosolids
6 A Sustainable Environment
2.Train new staff 7.2 Employee Excellence
3.Establish baselines for operational costs and work to implement
performance targets
7.4 Performance Metrics
Performance Measurements
Measure Div.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Percent Preventative Maintenance 3 95%91%95%95%95%95%
Percent Corrective Maintenance 3 5%9%5%5%5%5%
Discharge Phosphorus Loading per Million
Gallons of Wastewater Flow Treated Daily 1 1.61 2.63 3.25 3.25 3.25 3.87
Discharge Nitrogen Loading per Million
Gallons of Wastewater Flow Treated Daily 1 49.8 59.0 59.0 60.0 60.0 77.3
Total O&M Dollars per Million Gallons of
Wastewater Flow Treated Annually 3 $1,882 $1,626 $1,700 $1,700 $1,700 $1,608
133
Page Intentionally Left Blank
134
Water Fund
City Property owners are typically required to use the City’s water treatment and distribution systems. Between
2019 and 2023 rate increases were zero for single family homeowners, and 1% annually for multi-family. Together
these make up approximately 50% of all water rate revenues. While rate increases were consistent with the rate
study presented to City Commission in January 2019, the cost of providing services and maintaining infrastructure
rose much quicker than anticipated over the time period. Cost increases for water renovations increased by
approximately 11% annually over the same period.
Because of this, financial models are showing the need for revenue increases to address the cost of the adopted
CIP and operations over the next five years. An increase of 12.0% was included in the FY24 budget, and adopted
by City Commission on August 13, 2024. Additional revenue increases of 12.0% in FY25 and 10.0% in FY26 are
included in the 2025 Biennium Adopted Budget. A rate study is currently underway to inform future rates by
customer classes and ensure proper revenue coverage and reserve amounts. The estimated annual increase to
the typical single-family homeowner is approximately $57.33 in FY25 and in $53.51 FY26. See the Estimated
Citizen Impact section on page 40 for more information.
The Water Fund includes the accounting for water
impact fees. Water impact fees are collected from
developers and are restricted for capacity expanding
water capital improvements. Both a summary of the
Capital Improvement Plan and the project listing can
be found in the Capital Improvement Program
section on page 211.
Water Fund Financial Trends
$18.5M $21.0M $21.2M $22.5M
$15.7M
$30.8M
$20.6M $26.5M
Revenue Expenditures
FY23 Actual FY24
Projected
FY25 Budget FY26 Budget
2025 Biennium Adopted Budget
Water Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 40,295,100 $ 30,501,200 $ 30,501,200
Revenues
Intergovernmental $ 1,296,689 $ 317,900 $ 535,900 $ — $ 535,900
Charges for Services 14,886,895 18,969,300 19,260,100 21,095,200 40,355,300
Interest Income 847,904 1,231,300 1,231,300 1,231,300 2,462,600
Miscellaneous Revenue 124,403 238,500 149,600 149,600 299,200
Transfers In 1,351,387 214,700 — — —
Special Assessments 9 — — — —
Total Revenues $ 18,507,286 $ 20,971,700 $ 21,176,900 $ 22,476,100 $ 43,653,000
Expenditures
Salaries & Benefits $ 3,210,787 $ 3,515,000 $ 3,789,200 $ 4,073,400 $ 7,862,600
Operations & Maintenance 3,307,024 4,890,500 4,000,300 3,950,300 7,950,600
Capital Outlay 3,470,672 16,799,000 6,694,700 12,057,200 18,751,900
Debt Service/Loans 1,796,523 1,796,500 1,796,200 1,795,900 3,592,100
Transfers Out 3,874,345 3,764,600 4,343,800 4,666,700 9,010,500
Total Expenditures $ 15,659,350 $ 30,765,600 $ 20,624,200 $ 26,543,500 $ 47,167,700
Ending Balance $ 30,501,200 $ 31,053,900 $ 26,986,500 $ 26,986,500
135
Water Operations (Division of Water Department)
This division of the Water Department is 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.
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 Fund and new
capacity projects are funded by the Water Impact
Fee Fund.
Distribution of Water Budget
Water
Operations,
42%
Water
Treatment
Plant
53%
Water Conservation 5%
2025 Biennium Adopted Budget
Water Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Water Operations Division
Expenditures
Salaries & Benefits $ 1,713,264 $ 1,807,600 $ 1,955,600 $ 2,085,900 $ 4,041,500
Operations & Maintenance 1,485,646 1,731,400 1,858,600 1,870,400 3,729,000
Capital Outlay 546,525 7,064,300 3,019,000 4,268,500 7,287,500
Debt Service/Loans — — — — —
Transfers Out 2,160,511 1,985,700 2,210,200 2,391,700 4,601,900
Total Expenditures $ 5,905,946 $ 12,589,000 $ 9,043,400 $ 10,616,500 $ 19,659,900
Salaries & Benefits
Addition of an Engineer I/II (1 FTE) in FY25. Other
increases are based on negotiated contracts and
anticipated increases to the cost of providing health
benefits.
Operations
Meter reading costs are dependent on growth which
is driving costs up. The primary driver of increases in
FY25 for state-of-the art leak detection pilot work to
identify locations for priority water main
replacement as well as increased water service
replacement to increase accuracy of water
measurement. FY26 indicates a slight reduction with
fewer main repairs anticipated.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Water Operations Division Budget by
Category
Salaries & Benefits
21%
Operating
19%
Capital
37%
Transfers
23%
136
Division Goals and Performance Measurements
Division Goals
Goal Strategic Plan
1.Handle water emergencies in a safe and efficient manner and restore
water service to our customers quickly
7.5 Funding and Delivery of City Services
2.Replace four more lead services and approximately 30 more
galvanized services based on the recently completed comprehensive
water service inventory
4.3 Strategic Infrastructure Choices
3.Work to promote water conservation; Water meter testing program,
Hydrant leak loggers and Satellite Leak Detection
6.3 Climate Action
Performance Measurements
Measure Div.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
New Water Service Line Inspections 3 194 259 250 250 250 250
Disruption of Water Service/1,000 Accounts 1 0.7 0.8 1.4 1.4 1.4 1.4
Water Main Breaks/Leaks 100 Miles of Pipe 1, 3 2.9 3.0 8.4 8.4 8.4 8.4
137
Water Treatment Plant (WTP)
(Division of Water Department)
The Water Treatment Plants maintain a quality drinking water supply. The City has two 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.
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,
42%
Water
Treatment
Plant
53%
Water Conservation 5%
2025 Biennium Adopted Budget
Water Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Water Treatment Plant Division
Expenditures
Salaries & Benefits $ 1,120,398 $ 1,204,500 $ 1,238,700 $ 1,352,000 $ 2,590,700
Operations & Maintenance 1,423,466 2,693,500 1,625,100 1,567,400 3,192,500
Capital Outlay 2,924,147 9,697,500 3,675,700 7,788,700 11,464,400
Debt Service/Loans 1,796,523 1,796,500 1,796,200 1,795,900 3,592,100
Transfers Out 1,713,833 1,732,300 2,084,500 2,224,000 4,308,500
Total Expenditures $ 8,978,366 $ 17,124,300 $ 10,420,200 $ 14,728,000 $ 25,148,200
Salaries & Benefits
No FTE changes. Other increases are based on
negotiated contracts and anticipated increases to
the cost of providing health benefits.
Operations
Significant decrease from FY24 projected to FY25
due primarily to reduction in contracted services
related to the completion of water rights
adjudication and fuels thinning project.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Water Treatment Plant Division
Budget by Category
Salaries & Benefits
10%
Operations &
Maintenance
13%
Capital Outlay
46%
Debt Service/Loans
14%
Transfers Out
17%
138
Division Goals and Performance Measurements
Division Goals
Goal Strategic Plan
1.Protect public health and maintain high-quality drinking water 6.1 Clean Water Supplies
2.Meet water demands of the City 6.1 Clean Water Supplies
3.Optimize the Sourdough and Lyman Creek Water Plants 7.3 Best Practices, Creativity & Foresight
4.Anticipate future water quality and quantity needs 6.1 Clean Water Supplies
Performance Measurements
Measure Div.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Purchased Median Daily Surplus Hyalite
Water 4 $1.13M $1.04M $1.00M $1.00M $1.00M $1.50M
Number of samples per 10,000 people 1 1,000 906 890 871 853 1,000
Percent Corrective Maintenance 1, 2 13%12%19%21%21%40%
Percent Preventative Maintenance 1, 2 87%88%81%79%79%60%
139
Water Conservation (Division of Water Department)
Protect and enhance water resources through conservation in order to meet the Integrated Water Resources
Plan's (IWRP) 50-year demand reduction target.
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,
42%
Water
Treatment
Plant
53%
Water Conservation 5%
2025 Biennium Adopted Budget
Water Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Water Conservation Division
Expenditures
Salaries & Benefits $ 377,124 $ 502,900 $ 594,900 $ 635,500 $ 1,230,400
Operations & Maintenance 394,859 465,600 516,600 512,500 1,029,100
Capital Outlay — 37,200 — — —
Debt Service/Loans — — — — —
Transfers Out — 46,600 49,100 51,000 100,100
Total Expenditures $ 771,983 $ 1,052,300 $ 1,160,600 $ 1,199,000 $ 2,359,600
Salaries & Benefits
No FTE changes. Other increases are based on
negotiated contracts and anticipated increases to
the cost of providing health benefits.
Operations
Increases in operations driven primarily by
contracted services to support the development of
regulatory measures to support the conservation of
water, Bozeman Residential End Uses of Water
(REUW) Study, and commercial water training and
program development.
Capital
None
Water Conservation Division Budget
by Category
Salaries & Benefits
52%
Operations &
Maintenance
44%
Transfers Out
4%
140
Division Goals and Performance Measurements
Division Goals
Goal Strategic Plan
1.Protect and enhance water resources through conservation 6.3 Climate Action
2.Increase staff capacity to expand the reach of outreach and
education initiatives
7.2 Employee Excellence
3.Participate in community development plan review and
implement water efficient landscape ordinance
6.3 Climate Action
4.Utilize data analysis to inform future priorities 7.3 Best Practices, Creativity & Foresight
5.Implement 2023 Water Conservation Plan 6.3 Climate Action
6 Evaluate feasibility of water efficient growth policies 7.3 Best Practices, Creativity & Foresight
Performance Measurements
Measure Div.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Number of Outdoor Sprinkler System
Assessments 1 65 119 144 158 174 200
Toilet Rebates 1 106 93 131 144 159 Annual Increase
Clothes Washer Rebates 1 47 43 52 57 63 Annual Increase
Shower Head Rebates 1 15 52 57 68 79 Annual Increase
Landscape & Irrigation System Rebates 1 105 147 187 224 258 Annual Increase
Gallons Per Capita Per Day Water
Demand 1 91.0 87.1 96.0 94.0 92.0 Annual Decrease
141
Page Intentionally Left Blank
142
Public Welfare
Recreation (Parks & Recreation) - The Recreation department is responsible
for identifying the recreation needs of our growing community and offering quality
programs in diverse interest areas that satisfy those needs. The department 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/Tree Maintenance Fund (Parks & Recreation) - The Forestry
department 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 & Trails District (Parks & Recreation) - The Parks department 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 department with assistance from the Cemetery department. The
cemetery currently contains over 16,000 burial sites, three columbaria, nine
dedicated affiliation areas and ample room for expansion.
Library- The Bozeman Public Library creates opportunities that inspire curiosity,
exploration and connection. The Library is the community cultural center that
connects all Bozeman citizens to their neighbors and the world.
Neighborhood Services - Neighborhood Services primarily focuses on the health and safety impacts related to
houseless residents living in the right-of-way. This department includes the Code Enforcement Division.
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.
Community Housing (Economic 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.
143
Recreation/Aquatics (Parks & Recreation Department, General Fund)
The Recreation department is responsible for identifying the recreation needs of our growing community and
offering quality programs in diverse interest areas that satisfy those needs. The department 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.
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 operating expenditures.
Recreation
6%General Fund
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Complete facility upgrades at Swim Center, Bogert Pool, Lindley
Center, and Story Mill Community Center
4.3 Strategic Infrastructure Choices
2.Focus on staffing restructure and recruitment 7.2 Employee Excellence
3.Complete rate study 7.5 Funding and Delivery of City Services
4.Oversee all aquatics-related activities and programs 3.4 Active Recreation
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Percentage of participants satisfied with
recreation programs 2 98%98%98%98%98%90%
Recreation Program Cost Recovery 3 25%27%30%40%45%50%
Recreation staffing per 10,000 residents 2 19 19 20 20 21 8.3
Pools per 10,000 Residents 4 0.36 0.34 0.33 0.32 0.3 1
Number of Individuals on the Aquatics
Program Waitlists 4 912 1,200 950 1,300 1,350 200
144
Recreation Performance Measurements Aquatics Performance Measurements
2025 Biennium Adopted Budget
The Recreation Department is primarily accounted for in the General Fund. Recreation also has unlimited
General Obligation Debt Service which was approved by voters to fund improvements to the Swim Center, Lindley
Center, and Bogert Pool. See the Debt Service Funds section on page 178 for additional information.
RECREATION
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected
FY25
Budget
FY26
Budget
Biennium
Budget
Fund
General Fund $ 3,833,472 $ 8,837,600 $ 3,803,600 $ 3,259,400 $ 7,063,000
Story Mansion Special Revenue Fund 41,913 40,200 52,500 53,800 106,300
GO Bonds Fire Station 2 & Rec Improvements Debt
Service Fund — — 174,000 173,000 347,000
Recreation Improvements Capital Construction Fund 24,325 4,436,900 — — —
Total Expenditures $ 3,899,710 $ 13,314,700 $ 4,030,100 $ 3,486,200 $ 7,516,300
145
Recreation Total Department Budget by Category
Salaries &
Benefits
54%Operations &
Maintenance
21%
Capital Outlay
10%
Debt Service/
Loans, 14%
Transfers Out,
2%
General Fund
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 1,326,274 $ 1,866,700 $ 2,114,000 $ 2,489,500 $ 4,603,500
Operations & Maintenance 699,782 885,900 869,600 769,900 1,639,500
Capital Outlay 1,807,416 6,085,000 820,000 — 820,000
Total Expenditures $ 3,833,472 $ 8,837,600 $ 3,803,600 $ 3,259,400 $ 7,063,000
Salaries & Benefits
Addition of 2 FTE:
•Recreation Leader I Reclass (0.62 FTE) in
FY25
•Lifeguard II (1.38 FTE) and Recreation Leader
I Reclass (0.62 FTE) in FY26
Other increases are based on negotiated contracts
and anticipated increases to the cost of providing
health benefits.
Operations
FY25 and FY26 assume the Swim Center and Bogert
Pool are operational all year, resulting in increases to
electricity and other general operations. There are
also new equipment purchases to support athletic
programs in the Story Mill Community Center such
as basketball, volleyball, and pickleball. No major
equipment purchases are planned in FY26 resulting
in the slight decline in operating costs.
Capital
Significant capital includes improvements to the
Swim Center, Lindley Center, and Bogert Pool. The
General Fund pays for the portion which is not
covered by voted bonds. See Capital Improvements
Program section on page 211 for a capital
improvement program summary and a detailed list
of City-wide planned projects.
The Story Mansion Special Revenue Fund is used to account for revenue collected from renting the Story
Mansion to the public for meetings, dinners, receptions, and other special occasions and expenditure of those
funds on repair and maintenance of the historic building. Increases are inflationary in addition to adding budget
for additional preventative maintenance.
Story Mansion Special Revenue Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 7,300 $ 12,100 $ 12,100
Revenues
Charges for Services $ 39,685 $ 45,000 $ 47,300 $ 49,700 $ 97,000
Total Revenues $ 39,685 $ 45,000 $ 47,300 $ 49,700 $ 97,000
Expenditures
Operations & Maintenance $ 41,913 $ 40,200 $ 49,900 $ 51,100 $ 101,000
Transfers Out — — 2,600 2,700 5,300
Total Expenditures $ 41,913 $ 40,200 $ 52,500 $ 53,800 $ 106,300
Ending Balance $ 12,100 $ 6,900 $ 2,800 $ 2,800
146
The Recreation Improvements Capital Construction Fund is used to account for the voter approved bond-
funded recreation improvements to the Bozeman Swim Center, Bogert Pool, and Lindley Center. The General
Obligation Bonds were issued in Fiscal Year (FY)24.
Recreation Improvements Capital
Construction Fund (Swim Center, Bogert
Pool, and Lindley Center)FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 1,712,800 $ — $ —
Revenues
Interest Income $ — $ 300,000 $ — $ — $ —
Transfers In 1,750,000 — — — —
Debt Proceeds — 2,424,100 — — —
Total Revenues $ 1,750,000 $ 2,724,100 $ — $ — $ —
Expenditures
Operations & Maintenance $ — $ 55,700 $ — $ — $ —
Capital Outlay 24,325 2,631,200 — — —
Transfers Out — 1,750,000 — — —
Total Expenditures $ 24,325 $ 4,436,900 $ — $ — $ —
Ending Balance $ — $ — $ — $ —
147
Forestry/Tree Maintenance Fund
(Parks & Recreation Department)
The Forestry department 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.
Major Objectives
•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.
Tree Maintenance Fund Financial Trends
$0.9M $1.0M $1.0M $1.0M$1.0M $1.1M $1.1M $1.2M
Revenue Expenditures
FY23 Actual FY24
Projected
FY25 Budget FY26 Budget
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Continue both reactive and proactive maintenance for Bozeman’s
26,000+ public trees in boulevards, developed city parks, and city-
owned properties
6.3 Climate Action
2 Further develop Branch Out Bozeman – Volunteer planting
opportunities and canopy mapping tools
1.2 Community Engagement
3 Increase Community Outreach & Education 1.1 Outreach
4 Update 2016 Urban Forest Management Plan 6.3 Climate Action
5
Update Street Tree Guide (Approved & prohibited species for
boulevards)
1.1 Outreach
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Percent of Trees Planted 1 1%1%1%1%1%1%
Percent of Trees Pruned 1 7%9%6%7%7%7%
Percent of Trees Removed 1 1%2%1%1%1%1%
Percent of Trees Inspected 1 3%8%7%7%7%7%
Proactive Tree Maintenance 1 80%87%90%90%90%90%
Reactive Tree Maintenance 1 20%13%10%10%10%10%
Percent of population that is Ash 1 27%25%23%21%19%20%
148
Performance Measurements (continued)
2025 Biennium Adopted Budget
The Tree Maintenance Fund accounts for special assessment revenues levied, received, and expended for tree
maintenance provided in the public right of way. The 2025 Biennium Adopted Budget and Capital Improvement
Plan are consistent with the Urban Forestry Management Plan. The 2025 Biennium Adopted Budget includes a
3.0% increase in FY25 and 3.0% in FY26 to continue to provide the desired level of service. The annual increase to
a typical single-family lot size of 7,500 square-feet is approximately $0.92 in FY25 and in $0.94 FY26. See the
Estimated Citizen Impact section on page 40 for more information.
Tree Maintenance District (Forestry) Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 621,700 $ 476,400 $ 476,400
Revenues
Intergovernmental $ 850 $ — $ — $ — $ —
Charges for Services 889,983 936,000 973,700 1,012,900 1,986,600
Interest Income 14,228 10,000 10,000 10,000 20,000
Miscellaneous Revenue 32,614 15,000 15,000 15,000 30,000
Special Assessments 2,090 2,000 2,000 2,000 4,000
Total Revenues $ 939,764 $ 963,000 $ 1,000,700 $ 1,039,900 $ 2,040,600
Expenditures
Salaries & Benefits $ 555,968 $ 545,500 $ 671,700 $ 718,600 $ 1,390,300
Operations & Maintenance 235,086 220,500 219,300 220,000 439,300
Capital Outlay 84,986 215,000 52,000 54,100 106,100
Transfers Out 102,349 127,300 169,900 182,900 352,800
Total Expenditures $ 978,389 $ 1,108,300 $ 1,112,900 $ 1,175,600 $ 2,288,500
Ending Balance $ 476,400 $ 228,500 $ 228,500
Salaries & Benefits
No FTE changes. Increases are based on negotiated
contracts and anticipated increases to the cost of
providing health benefits.
Operations
No significant variations in operating budget
149
Capital
The Capital Improvement Program includes the
planned purchase of a half-ton pickup truck in both
fiscal years of the biennium. See Capital
Improvements Program section on page 211 for a
capital improvement program summary and a
detailed list of City-wide planned projects.
Tree Maintenance Fund Budget by
Category
Salaries &
Benefits
61%
Operations &
Maintenance
19%
Capital Outlay
5%
Transfers Out
15%
150
Page Intentionally Left Blank
151
Parks & Trails District (Parks & Recreation Department)
The Parks & Trails District department is responsible for the overall development and maintenance of 78 public
parks, 61+ miles of trails and associated sports fields and open space within the City limits.
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.
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Continue to manage the development and maintenance of parks,
trails, and open space within the City limits
6.5 Parks, Trails & Open Space
2 Implement PRAT Plan: UDC, Wayfinding, Anchor Routes 6.5 Parks, Trails & Open Space
3 Prioritize deferred maintenance: Irrigation upgrades, playground
upgrades, restroom upgrades, trail & bridge repair, athletic field
renovations, fencing/backstop replacement & repair
6.5 Parks, Trails & Open Space
4 Assume Sports Parks maintenance and operations 6.5 Parks, Trails & Open Space
5 Complete new construction projects including parking lots, volleyball
pits, BMX Park, Splash Pad, Pavilions, Rugby pitch
6.5 Parks, Trails & Open Space
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Acres of Parkland/1,000 residents 1 18.5 17.1 17.3 16.8 16.3 9.9
Percent of City Limits within 1/2 mile of a
park 1 90%96%96%96%96%100%
Parks FTE/10,000 Residents 1 2.1 3.3 4.3 4.4 4.6 8.3
152
2025 Biennium Adopted Budget
The Parks & Trails District Department is primarily accounted for in the Parks & Trails District Fund. Other funds
accounted for within the Parks & Trails District Department include the Fish, Wildlife & Parks Management Special
Revenue Fund, and Park Land Trust Fund. More information on these funds and detailed budgets are provided
below.
Parks & Trails
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
Fish, Wildlife & Parks Management Special
Revenue Fund 77 100 100 100 200
Parks & Trails District Fund $ 4,915,020 $ 7,473,500 $ 9,034,100 $ 8,287,100 $ 17,321,200
Park Land Trust Fund 123,159 857,400 543,800 525,000 1,068,800
Total Expenditures $ 5,038,256 $ 8,331,000 $ 9,578,000 $ 8,812,200 $ 18,390,200
The Fish, Wildlife & Parks Management Special Revenue Fund was originally created to account for the
Montana Fish, Wildlife & Parks lease of the East Gallatin park on Manley Road. The City stopped leasing to the
State in fiscal year 2012. The fund is now used to account for the utilities payment for the East Gallatin Park on
Manley Road. Remaining fund balance from the lease payments and interest income support the annual electricity
costs for the park.
Fish, Wildlife & Parks Management
Special Revenue Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 21,600 $ 21,700 $ 21,700
Revenues
Interest Income $ 426 $ 200 $ 200 $ 200 $ 400
Total Revenues $ 426 $ 200 $ 200 $ 200 $ 400
Expenditures
Operations & Maintenance $ 77 $ 100 $ 100 $ 100 $ 200
Total Expenditures $ 77 $ 100 $ 100 $ 100 $ 200
Ending Balance $ 21,700 $ 21,800 $ 21,900 $ 21,900
153
The Parks & Trails District Fund is a special assessment district which was created by voters in 2021. The
district is funded by special assessments levied on all properties within the district based on lot size. The 2025
Biennium Adopted Budget includes annual 3.0% increases in the assessment rates to keep up with construction
cost inflation. The annual increase to a typical single-family lot size of 7,500 square-feet is approximately $6.27 in
FY25 and in $6.45 FY26. See the Estimated Citizen Impact section on page 40 for more information.
Parks & Trails District Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 3,364,500 $ 2,793,100 $ 2,793,100
Revenues
Intergovernmental $ — $ 60,000 $ — $ — $ —
Charges for Services 5,888,241 6,593,400 6,847,600 7,112,100 13,959,700
Interest Income 62,884 13,800 13,800 13,800 27,600
Miscellaneous Revenue 55,542 125,500 10,000 10,000 20,000
Transfers In 375,977 96,100 — — —
Debt Proceeds — — 550,800 153,000 703,800
Special Assessments 13,346 13,300 13,300 13,300 26,600
Total Revenues $ 6,395,990 $ 6,902,100 $ 7,435,500 $ 7,302,200 $ 14,737,700
Expenditures
Salaries & Benefits $ 1,555,520 $ 2,318,000 $ 3,725,800 $ 3,828,700 $ 7,554,500
Operations & Maintenance 2,345,505 2,493,600 2,663,600 2,585,100 5,248,700
Capital Outlay 467,028 1,850,100 1,640,000 715,000 2,355,000
Debt Service/Loans — 125,900 125,900 211,900 337,800
Transfers Out 546,968 685,900 878,800 946,400 1,825,200
Total Expenditures $ 4,915,020 $ 7,473,500 $ 9,034,100 $ 8,287,100 $ 17,321,200
Ending Balance $ 2,793,100 $ 1,194,500 $ 209,600 $ 209,600
Salaries & Benefits
All Parks & Trails Department personnel is accounted
for the Parks & Trails District Fund. The addition of
an Assistant Parks & Recreation Director (1 FTE) is
included in FY25. Other increases are based on
negotiated contracts and anticipated increases to
the cost of providing health benefits.
Operations
Increases in operational costs due primarily to
planned improvements to existing bridges in the
wetlands area as well as continually absorbing more
parkland. The budget includes $50K in each year to
perform an engineering study of Bozeman Creek and
a land use analysis of future park property along
Bozeman Creek.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Parks & Trails District Fund Budget
by Category
Salaries &
Benefits, 44%
Operations &
Maintenance
30%
Capital Outlay
14%
Debt Service/
Loans
2%
Transfers Out
11%
Parks & Trails District Fund Financial
Trends
$6.4M $6.9M $7.4M $7.3M
$4.9M
$7.5M
$9.0M $8.3M
Revenue Expenditures
FY23 Actual FY24
Projected
FY25 Budget FY26 Budget
154
Park Land Trust Fund accounts for monies collected for the purpose of acquiring and developing City
Parks. The primary source of revenue for this fund is Cash In Lieu of Park Land, which is classified below as
Miscellaneous Revenue. Requirements for parkland area, or cash in lieu equivalent, are detailed in the Bozeman
Municipal Code (38.420.).
Park Land Trust Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 1,992,900 $ 2,231,700 $ 2,231,700
Revenues
Interest Income $ 40,848 $ 66,100 $ 66,100 $ 66,100 $ 132,200
Miscellaneous Revenue 823,292 786,200 786,200 809,800 1,596,000
Transfers In — 243,900 — — —
Total Revenues $ 864,140 $ 1,096,200 $ 852,300 $ 875,900 $ 1,728,200
Expenditures
Operations & Maintenance $ 20,145 $ 260,000 $ 393,800 $ 525,000 $ 918,800
Capital Outlay 3,014 363,600 150,000 — 150,000
Debt Service/Loans 100,000 233,800 — — —
Total Expenditures $ 123,159 $ 857,400 $ 543,800 $ 525,000 $ 1,068,800
Ending Balance $ 2,231,700 $ 2,540,200 $ 2,891,100 $ 2,891,100
Operations
Significant increase in operating projection for FY24
for the Community Partner Grant Program ($200k)
as all as $60k in consulting services for the PRAT
Anchor Route Study for Cattail Creek. The FY25 and
FY26 budgets include plans for way finding, Spanish
language, and watercourse interpretative signage. In
addition, the FY26 budget includes plans for Park
and Trail Master Planning per PRAT.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Park Land Trust Fund Budget by
Category
Operations &
Maintenance
86%
Capital Outlay
14%
155
Cemetery (Parks & Recreation Department / General Fund/Cemetery Perpetual Fund)
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
department with assistance from the Cemetery department. The cemetery currently contains over 16,000 burial
sites, three columbaria, nine dedicated affiliation areas and ample room for expansion.
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 efforts towards the completion of
the Southwest Veteran's Cemetery
Budget Allocation
Funding primarily through the General Fund, making
up 2% of the fund's operating expenditures.
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Open four new burial blocks 7.5 Funding and Delivery of City Services
2 Continue construction of Southwest Montana Veteran’s Cemetery
(Plaza & Columbarium)
4.3 Strategic Infrastructure Choices
3 Complete irrigation rehabilitation 7.5 Funding and Delivery of City Services
4 Install additional columbarium in FY25 4.3 Strategic Infrastructure Choices
5 Continued providing professional and dignified internment services 7.5 Funding and Delivery of City Services
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Percent of burial and interments performed
within 24 hours of funeral home notice 5 100%100%100%100%100%100%
Percent of Customer Inquiries Responded to
within 24 Hours 5 100%100%100%100%100%100%
Block/Lot and Niche Development
Availability: Ash burial sites 1 100 80 80 50 40
Meet
Demand
Block/Lot and Niche Development
Availability: Standard burial sites 1 355 280 270 845 800
Meet
Demand
Block/Lot and Niche Development
Availability: Columbarium spaces 4 80 80 65 45 45
Meet
Demand
156
Performance Measurements (continued)
2025 Biennium Adopted Budget
The Cemetery Department is primarily accounted for in the General Fund. The other fund that accounts for
Cemetery Department is the Cemetery Perpetual Care Trust Fund. More information and a detailed budget is
provided below.
CEMETERY
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
General Fund $ 656,222 $ 1,138,400 $ 1,154,000 $ 751,000 $ 1,905,000
Cemetery Perpetual Care Trust Fund — — — — —
Total Expenditures $ 656,222 $ 1,138,400 $ 1,154,000 $ 751,000 $ 1,905,000
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 373,729 $ 402,400 $ 452,200 $ 449,700 $ 901,900
Operations & Maintenance 215,438 223,000 241,800 236,300 478,100
Capital Outlay 67,055 513,000 460,000 65,000 525,000
Total Expenditures $ 656,222 $ 1,138,400 $ 1,154,000 $ 751,000 $ 1,905,000
157
Salaries & Benefits
No FTE changes. Increases are based on negotiated
contracts and anticipated increases to the cost of
providing health benefits.
Operations
FY25 includes work related primarily to the
Southwest Montana Veteran's Cemetery including
irrigation repairs, installation of new blocks, and
replacement of computer at Vet's wall kiosk. These
one-time costs result in a slight reduction to FY26
budget.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Cemetery Department Budget by Category
Salaries &
Benefits
47%
Operations &
Maintenance
25%
Capital Outlay
28%
The Perpetual Cemetery Care Fund accounts for the maintenance fees received from the sale of
City cemetery lots, which are required 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.
Cemetery Perpetual Care Trust Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 1,816,000 $ 1,915,800 $ 1,915,800
Revenues
Charges for Services $ 93,173 $ 79,800 $ 82,200 $ 84,700 $ 166,900
Interest Income 38,710 20,000 20,000 20,000 40,000
Total Revenues $ 131,883 $ 99,800 $ 102,200 $ 104,700 $ 206,900
Expenditures $ — $ — $ — $ — $ —
Total Expenditures $ — $ — $ — $ — $ —
Ending Balance $ 1,915,800 $ 2,018,000 $ 2,122,700 $ 2,122,700
158
Page Intentionally Left Blank
159
Library (General Fund/Library Depreciation Fund)
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.
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 fund's operating expenditures.
Library
7%
General Fund
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Provide high-quality and accessible library services for all 7.3 Best Practices, Creativity & Foresight
2 Embed equity, diversity, and inclusion all library activities 3.3 Friendly Community
3 Design and plan for adequate resources to meet the
community's growing needs
5.1 Civic and Cultural Infrastructure
4 Encourage staff to serve the public with excellence 7.2 Employee Excellence
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Program Attendance: All (per FTE)1, 2 592 842 1,100 1,210 1,331 800
Circulation - Print 1 425,293 428,537 425,016 446,266 468,580
Dependent on
External Factors
Circulation - Audiobook 1 25,828 18,813 17,726 16,800 15,800
Dependent on
External Factors
Circulation - Video 1 53,803 46,238 50,367 52,885 55,530
Dependent on
External Factors
Digital Circulation (eBooks, Audio,
Video)1 216,592 244,807 225,000 257,047 269,900 Annual Increase
Library physical materials (print, audio,
video)1 487,647 473,766 467,769 458,133 448,695
Dependent on
External Factors
Bookmobile physical materials (print,
audio, video)1 13,214 24,227 33,060 46,284 64,800 Annual Increase
160
Performance Measurements (continued)
2025 Biennium Adopted Budget
The Library Department is primarily accounted for in the General Fund. The Library Depreciation Fund is also a
part of the Library Department. More information on that fund and a detailed budget is provided below.
Library
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
General Fund $ 3,074,837 $ 3,388,100 $ 3,991,600 $ 3,878,500 $ 7,870,100
Library Depreciation Fund 320,897 60,000 262,000 — 262,000
Total Expenditures $ 3,395,734 $ 3,448,100 $ 4,253,600 $ 3,878,500 $ 8,132,100
Department Expenditure Budget by Category FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 2,430,693 $ 2,661,900 $ 3,178,300 $ 3,024,000 $ 6,202,300
Operations & Maintenance 604,976 726,200 813,300 854,500 1,667,800
Capital Outlay 360,065 60,000 262,000 — 262,000
Total Expenditures $ 3,395,734 $ 3,448,100 $ 4,253,600 $ 3,878,500 $ 8,132,100
161
Salaries & Benefits
Personnel for the Library Department is accounted
for the General Fund. An increase in FTE for two of
the Librarian I positions (1.25 FTE total) is included in
FY25. Other increases are based on negotiated
contracts and anticipated increases to the cost of
providing health benefits.
Operations
Increases over the biennium due primarily to
increased costs for and the addition of digital
subscription services. FY25 budget also includes
budget in contracted services to conduct a diversity
audit of the materials collections as well as the
purchase of new computers for public use and the
addition of two self-checkouts for the main floor.
Capital
The FY25 budget includes budget to replace a heavily
used section of carpet (LIB22). See Capital
Improvements Program section on page 211 for a
capital improvement program summary and a
detailed list of City-wide planned projects. Capital for
the Library Department is primarily accounted for in
the Library Depreciation Fund.
Library Department Budget by
Category
Salaries &
Benefits 76%
Operations &
Maintenance
21%
Capital Outlay
3%
The General Fund accounts for the majority of Library expenditures that are not funded by a special source.
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 2,430,693 $ 2,661,900 $ 3,178,300 $ 3,024,000 $ 6,202,300
Operations & Maintenance 599,764 726,200 813,300 854,500 1,667,800
Capital Outlay 44,380 — — — —
Total Expenditures $ 3,074,837 $ 3,388,100 $ 3,991,600 $ 3,878,500 $ 7,870,100
The Library Depreciation Fund is a Construction Fund established to fund the replacement and acquisition of
property, capital improvements, and equipment necessary to maintain and improve library services. The primary
source of revenue is funds that have been allocated for library services in the General Fund which have not been
expended by the end of the year. At the end of each fiscal year, unexpended funds from the General Fund are
transferred into the Library Depreciation Fund.
Library Depreciation Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 148,900 $ 341,700 $ 341,700
Revenues
Interest Income $ 22,938 $ 9,500 $ 9,500 $ 9,500 $ 19,000
Transfers In 149,836 243,300 — — —
Total Revenues $ 172,774 $ 252,800 $ 9,500 $ 9,500 $ 19,000
Expenditures
Operations & Maintenance $ 5,213 $ — $ — $ — $ —
Capital Outlay 315,685 60,000 262,000 — 262,000
Total Expenditures $ 320,897 $ 60,000 $ 262,000 $ — $ 262,000
Ending Balance $ 341,700 $ 89,200 $ 98,700 $ 98,700
162
Page Intentionally Left Blank
163
Neighborhood
Services (General Fund)
Neighborhood Services primarily focuses on the
health and safety impacts related to houseless
residents living in the right-of-way. This department
includes the Code Enforcement Division.
Major Objectives
•Provide one central place for quality-of-life
concerns, both specific to unhoused residents
and the broader community
•Address City and State ordinances and codes as
they relate to the health, safety, and general
quality of life concerns of our residents,
neighborhoods, and community
Budget Allocation
Funded through the General Fund, making up 2% of
the fund's operating expenditures.
Neighborhood
Services
2%
General Fund
Department Goals
1.Increase staff capacity for priority projects
(Urban Camping, Parking, STRs) (Strategic
Plan 7.2 Employee Excellence)
2.Cross training of staff and increasing capacity
to be resilient when we have vacancies or
time off (Strategic Plan 7.2 Employee
Excellence)
3.Obtain Resources for staff to achieve goals,
(Code Compliance Equipment, Vehicles,
Electronic Equipment, etc.) (Strategic Plan
7.2 Employee Excellence)
4.Process complaints/reports in a more
efficient and timely manner (Strategic Plan
7.3 Best Practices, Creativity & Foresight)
5.Be more responsive to increased call
volumes for various complaints by citizens
(Strategic Plan 7.5 Funding and Delivery of
City Services)
6.Retention of personnel through training and
career development (Strategic Plan 7.5
Funding and Delivery of City Services)
164
2025 Biennium Adopted Budget
Neighborhood Services is a newly created department that combines three divisions:
1.Two new (FY24) staff positions to support enforcement of City Commission Ordinance 2147 - Adopting
Regulations for Camping on City Right of Way
2.Two staff positions dedicated to Code Enforcement that were moved from the Planning Fund to the
Neighborhood Services department of the General Fund
3.A portion of the Parking Manager and a short-term worker Parking Compliance Officer
Neighborhood Services
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ — $ 255,900 $ 595,700 $ 631,300 $ 1,227,000
Operations & Maintenance — 108,500 245,400 277,000 522,400
Capital Outlay — — 45,000 — 45,000
Total Expenditures $ — $ 364,400 $ 886,100 $ 908,300 $ 1,794,400
Salaries & Benefits
No FTE changes. The FY24 projection includes
positions hired part way through the year resulting
in what appears to be a large increase in FY25. Other
increases are based on negotiated contracts and
anticipated increases to the cost of providing health
benefits.
Operations
The Neighborhood Services Department was
established in Fiscal Year 2024. Operating expenses
of significant nature in this department include
contracts for professional services such as towing,
portable toilets, and waste removal. Other costs
incorporated in the two-year budget include general
office supplies and training staff.
Capital
FY25 budget includes budget to purchase a
department vehicle. See Capital Improvements
Program section on page 211 for a capital
improvement program summary and a detailed list
of City-wide planned projects.
Neighborhood Services Department
Budget by Category
Salaries &
Benefits 68%
Operations &
Maintenance
29%
Capital
Outlay
3%
165
Economic Development
(General Fund / URD & BID Special Revenue Funds)
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 area.
Major Objectives
•Provide opportunity for Gallatin Valley residents through workforce and sector development and business
support initiatives
•Support a diverse and resilient economy
•Develop and maintain strong community partnerships in government, business and education
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Manage the urban renewal districts to remediate blight by incentivizing
private investment in infrastructure to increase the City’s tax base
2.2 Infrastructure Investment
2 Facilitate the development of affordable housing 3.2 Health & Safety Action
3 Provide excellent staff training to increase expertise and thus the impact of
our work
7.2 Employee Excellence
4 Support the City in governmental and inter-governmental affairs, but
especially with the Montana Legislature
1.3 Public Agencies
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Midtown URD Taxable Base Value 1 $3.51M $3.51M $3.51M $3.51M $3.51M Maintain
Midtown URD Incremental Value 1 $2.75M $2.75M $3.79M $5.95M $9.35M
Annual
Increase
Midtown URD % Change in Incremental Value 1 61%—%38%57%57%
Annual
Increase
Northeast Neighborhood URD Taxable Base Value 1 $0.42M $0.42M $0.42M $0.42M $0.42M Maintain
Northeast Neighborhood URD Incremental Value 1 $0.64M $0.66M $0.95M $1.29M $1.75M
Annual
Increase
Northeast Neighborhood URD % Change in
Incremental Value 1 33%4%43%36%36%
Annual
Increase
North Park URD Taxable Base Value 1 $0.24M $0.24M $0.24M $0.24M $0.24M Maintain
North Park URD Incremental Value 1 $0.05M $0.04M $0.05M $0.05M $0.05M
Annual
Increase
North Park URD % Change in Incremental Value 1 ND -31%26%2%2%
Annual
Increase
South Bozeman Technology District Taxable Base
Value 1 $417 $417 $417 $417 $417 Maintain
South Bozeman Technology District Incremental
Value 1 $56,410 $56,410 $67,775 $75,000 $83,000
Annual
Increase
South Bozeman Technology District % Change in
Incremental Value 1 —%—%20%11%11%
Annual
Increase
Pole Yard Urban Renewal District Taxable Base
Value 1 $1.14M $1.14M $1.14M $1.14M $1.14M Maintain
Pole Yard Urban Renewal District Incremental
Value 1 $0.26M $0.32M $0.61M $0.95M $1.49M
Annual
Increase
Pole Yard Urban Renewal District % Change in
Incremental Value 1 —%23%92%57%57%
Annual
Increase166
Performance Measurements (continued)
2025 Biennium Adopted Budget
Economic Development
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
General Fund $ 473,844 $ 478,100 $ 524,000 $ 539,600 $ 1,063,600
Urban Renewal District Funds 1,728,114 4,758,400 14,096,000 7,914,600 22,010,600
Downtown Business Improvement District
Fund 220,601 230,200 262,000 267,300 529,300
Total Expenditures $ 2,422,559 $ 5,466,700 $ 14,882,000 $ 8,721,500 $ 23,603,500
167
Department Expenditure Budget by Category FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 430,515 $ 454,700 $ 447,200 $ 472,000 $ 919,200
Operations & Maintenance 952,001 3,219,700 12,816,800 6,464,000 19,280,800
Capital Outlay 207,943 852,200 780,000 950,000 1,730,000
Debt Service/Loans 92,000 92,100 92,100 92,100 184,200
Transfers Out 740,100 988,000 745,900 743,400 1,489,300
Total Expenditures $ 2,422,559 $ 5,606,700 $ 14,882,000 $ 8,721,500 $ 23,603,500
Economic Development Total
Department by Fund
General Fund
4%
Urban
Renewal
District Funds
92%
South
Bozeman
Technology
District Fund
1%
Downtown
Business
Improvement
District Fund
2%
Economic Development Total
Department Budget by Category
Salaries &
Benefits
4%
Operations &
Maintenance
82%
Capital Outlay
7%
Debt Service/
Loans
1%Transfers Out
6%
The General Fund accounts for only 5% of the Economic Development Department and primarily funds the
administrative costs for the department.
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 258,287 $ 273,200 $ 252,600 $ 266,200 $ 518,800
Operations & Maintenance 215,557 204,900 271,400 273,400 544,800
Total Expenditures $ 473,844 $ 478,100 $ 524,000 $ 539,600 $ 1,063,600
Salaries & Benefits
No FTE changes. Other increases are based on
negotiated contracts and anticipated increases to
the cost of providing health benefits.
Operations
The Economic Development department budgets in
anticipation to provide match to federal grants that
may become available for certain economic
development planning or projects. The City often
partners with other organizations on these grants.
The operating budget also includes sponsorships for
events like the upcoming Montana Festival. Annual
appropriations may not always be spent if grant
opportunities are not available or not awarded.
The Urban Renewal District (URD) Funds account for the activities of the URDs and the technology district.
Annual work plans for each district were adopted by the City Commission on May 14, 2024 and linked below:
•Downtown URD
•Pole Yard URD
•Midtown URD
168
•Northeast URD
•North Park URD
•South Bozeman Technology District
Urban Renewal District Funds FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 9,986,400 $ 10,820,800 $ 10,820,800
Revenues
Taxes $ 4,556,364 $ 5,533,600 $ 5,664,900 $ 6,066,300 $ 11,731,200
State Shared 112,752 57,100 57,100 57,100 114,200
Interest Income 199,931 2,100 2,100 2,100 4,200
Total Revenues $ 4,869,048 $ 5,592,800 $ 5,724,100 $ 6,125,500 $ 11,849,600
Expenditures
Salaries & Benefits $ 172,228 $ 181,500 $ 194,600 $ 205,800 $ 400,400
Operations & Maintenance 515,843 2,644,600 12,283,400 5,923,300 18,206,700
Capital Outlay 207,943 852,200 780,000 950,000 1,730,000
Debt Service/Loans 92,000 92,100 92,100 92,100 184,200
Transfers Out 740,100 988,000 745,900 743,400 1,489,300
Total Expenditures $ 1,728,114 $ 4,758,400 $ 14,096,000 $ 7,914,600 $ 22,010,600
Ending Balance $ 10,820,800 $ 2,448,900 $ 659,800 $ 659,800
Salaries & Benefits
No FTE changes. Other increases are based on
negotiated contracts and anticipated increases to
the cost of providing health benefits.
Operations
See the adopted work plans linked for additional
information. Primary increases are in the Downtown
and Midtown URDs.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
The Downtown Business Improvement District (BID) Fund is used to account for the activities of the
Downtown Business Improvement District. The City Commission adopted the annual work plan for the Downtown
BID on May 14, 2024. This district is funded through an annual assessment of downtown business owners. The
license and permit revenues are from the collection of mobile vendor fees.
Downtown Business Improvement
District Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 4,700 $ 5,600 $ 5,600
Revenues
Licenses & Permits $ 500 $ 800 $ 1,500 $ 1,800 $ 3,300
Special Assessments 220,642 230,300 260,100 265,100 525,200
Total Revenues $ 221,142 $ 231,100 $ 261,600 $ 266,900 $ 528,500
Expenditures
Operations & Maintenance $ 220,601 $ 230,200 $ 262,000 $ 267,300 $ 529,300
Total Expenditures $ 220,601 $ 230,200 $ 262,000 $ 267,300 $ 529,300
Ending Balance $ 5,600 $ 5,200 $ 4,800 $ 4,800
169
Sustainability (Strategic Services Department / General Fund)
Coordinates with City departments and community stakeholders to promote a sustainable environment and
reduce greenhouse gas emissions.
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
2025 Biennium Adopted Budget
Sustainability
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Salaries & Benefits $ 290,154 $ 322,000 $ 374,100 $ 395,700 $ 769,800
Operations & Maintenance 94,777 171,400 331,200 260,200 591,400
Capital Outlay — 550,000 397,600 641,100 1,038,700
Total Expenditures $ 384,931 $ 1,043,400 $ 1,102,900 $ 1,297,000 $ 2,399,900
Salaries & Benefits
No FTE changes. Increases are based on negotiated
contracts and anticipated increases to the cost of
providing health benefits.
Operations
Operating costs increase in FY25 due to planning,
engineering, and electric upgrades to support capital
investments in solar photovoltaic (PV) technologies
for city facilities and electric vehicle charging
stations. Other increases in FY25 are the result of
reassigning existing software costs to the
Sustainability Division rather than GIS. There is an
increase in contracted services in FY25 to support
and communicate the Green Power Program, a
collaborative effort between Bozeman, the City and
County of Missoula, and NorthWestern Energy to
develop a new-utility scale renewable energy
resource in Montana that will allow eligible
customers to subscribe up to 100% clean electricity.
Capital
See Capital Improvements Program section on page
211 for a capital improvement program summary
and a detailed list of City-wide planned projects.
Sustainability Department Total
Budget by Category
Salaries &
Benefits 32%
Operations &
Maintenance
25%
Capital Outlay
43%
170
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1.Continue to integrate sustainable practices into the organization's
operations and strategies
6.3 Climate Action
2.Install Solar PV for City Facilities, including grant acquisition 6.3 Climate Action
3.Install EV Service Equipment for BPSC, Parking Garage, and other City
Facilities
6.3 Climate Action
4.Advance Green Power Program with Utility and/or 100% RE
Communities
6.3 Climate Action
5.Complete Electric Mobility Roadmap 6.3 Climate Action
6.Assist Solid Waste Department in Expanding Composting Services and
Collections
7.3 Best Practices, Creativity & Foresight
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Municipal Building Energy Use Intensity (EUI):
City Hall 1 99 89 76 84 80 53
Municipal Building Energy Use Intensity (EUI):
Library 1 80 82 63 67 67 72
Municipal Building Energy Use Intensity (EUI):
Stiff Building 1 132 139 135 135 130 53
Percent of EV/Hybrid Passenger Vehicles
Purchased by COB 1 86%62%62%40%67%
Variable
Nature
171
Community Housing
(Economic 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.
Overview
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 2025 Biennium Adopted Budget, the fund will
receive $1.25 million in the first year of the biennium and $1 million in the second from the General Fund.
Expenditure appropriations in this fund vary significantly from year to year, and a fund balance often builds up
due to the timing of agreements. Budgeted expenditures in FY25 significantly exceed anticipated revenues. In this
fiscal year, the fund will utilize the built up fund balance to accomplish a large-scale housing project.
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
Community Housing Financial Trends
$2.4M
$1.4M $1.3M $1.0M
$0.3M
$2.0M
$3.5M
$0.5M
Revenue Expenditures
FY23
Actual
FY24
Projected
FY25
Budget
FY26
Budget
$—M
$1.0M
$2.0M
$3.0M
Department Goals and Performance Measurements
Department Goals
Goal Strategic Plan
1 Complete the FY24-29 Consolidated Plan & Community Engagement
Plan
4.5 Housing and Transportation Choices
2 Prioritize HUD CDBG Grant Writing, Monitoring & Compliance 3.2 Health & Safety Action
3 Seek and obtain Federal Grant Funding 4.2 High Quality Urban Approach
4 Prioritize Nonprofit Grant Funding & Housing Development Lending 3.2 Health & Safety Action
Performance Measurements
Measure Dept.
Goal FY22 FY23 FY24
Projection
FY25
Estimate
FY26
Estimate Target
Facilitated Community Housing Units
(Approved): Affordable Housing Ordinance/
Planned Unit Development 4 0 450 800 850 900
Annual
Increase
Facilitated Community Housing Units
(Approved): Low Income Housing Tax Credit 4 270 401 600 650 700
Annual
Increase
Facilitated Community Housing Units
(Approved): Tax Increment Financing 4 0 385 600 650 700
Annual
Increase
172
Performance Measurements (continued)
2025 Biennium Adopted Budget
Community Housing is funded primarily with all-purpose property tax revenues. Starting in FY25 property taxes
will be allocated first to the General Fund, to keep all-purpose property tax revenues in the same fund. The
revenue to Community Housing will show up as a transfer revenue. The City of Bozeman has recently grown
beyond 50,000 in population, and has become an entitlement community eligible for Community Development
Block Grant (CDBG) allocations. A CDBG work plan will be adopted later this year and added to the budget.
Community Housing Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 2,393,800 $ 1,780,600 $ 1,780,600
Revenues
Taxes $ 1,277,712 $ 1,397,500 $ — $ — $ —
Interest Income 22,939 13,600 13,600 13,600 27,200
Miscellaneous Revenue 134,153 100 100 100 200
Transfers In - Property Tax — — 1,250,000 1,000,000 2,250,000
Transfers In 1,000,000 — — — —
Total Revenues $ 2,434,805 $ 1,411,200 $ 1,263,700 $ 1,013,700 $ 2,277,400
Expenditures
Salaries & Benefits $ 100,150 $ 106,000 $ 111,100 $ 117,600 $ 228,700
Operations & Maintenance 178,214 1,918,400 3,428,900 400,400 3,829,300
Total Expenditures $ 278,365 $ 2,024,400 $ 3,540,000 $ 518,000 $ 4,058,000
Ending Balance $ 1,780,600 $ (495,700) $ — $ —
173
All-Purpose Tax Allocations to Community Housing
$0.3M $0.3M
$0.6M $0.4M
$0.8M
$1.3M $1.4M $1.3M $1.0M
Property Tax Revenue Allocation
FY18
Actual
FY19
Actual
FY20
Actual
FY21
Actual
FY22
Actual
FY23
Actual
FY24
Projection
FY25
Budget
FY26
Budget
$0.0M
$1.0M
$2.0M
Salaries & Benefits
No FTE changes. Increases are based on negotiated
contracts and anticipated increases to the cost of
providing health benefits.
Operations
Operating increase in FY25 will primarily support the
155 unit Hidden Creek Project already approved by
the City Commission. Expenditures to support housing projects are presented to and approved by
the City Commission prior to making commitments
regardless of the budgeted amount approved.
Community Housing
Salaries & Benefits
6%
Operations &
Maintenance,
94%
174
Page Intentionally Left Blank
175
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.
2025 Biennium Adopted Budget
NON-DEPARTMENTAL
Department Expenditure Budget by
Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
General Fund $ 1,683,416 $ 2,530,200 $ 1,816,100 $ 1,841,000 $ 3,657,100
Health-Medical Insurance Fund 3,072,283 3,514,300 3,187,700 3,324,700 6,512,400
Health-Medical Insurance Internal
Service Fund 5,920,760 6,712,600 7,081,400 7,789,600 14,871,000
Senior Transportation Fund 152,877 180,900 200,000 216,200 416,200
Total Expenditures $ 10,829,336 $ 12,938,000 $ 12,285,200 $ 13,171,500 $ 25,456,700
General Fund
•General fund allocation of liability & property insurance
•Contributions to the City bank and Non-profit funding requests
•Special revenue funds support
•Contingency appropriation for unexpected budget requests that support City Commission priorities
General Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Expenditures
Operations & Maintenance $ 1,683,416 $ 2,530,200 $ 1,816,100 $ 1,841,000 $ 3,657,100
Total Expenditures $ 1,683,416 $ 2,530,200 $ 1,816,100 $ 1,841,000 $ 3,657,100
Health-Medical Insurance Special Revenue Fund
•The Health-Medical Insurance Special Revenue Fund accounts for the collection of permissive mills levied
for health insurance premiums.
Health-Medical Insurance Special
Revenue Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 1,354,600 $ 486,400 $ 486,400
Revenues
Taxes $ 3,390,015 $ 2,646,100 $ 2,701,300 $ 3,324,700 $ 6,026,000
Interest Income 11,554 — — — —
Total Revenues $ 3,401,569 $ 2,646,100 $ 2,701,300 $ 3,324,700 $ 6,026,000
Expenditures
Transfers Out $ 3,072,283 $ 3,514,300 $ 3,187,700 $ 3,324,700 6,512,400
Total Expenditures $ 3,072,283 $ 3,514,300 $ 3,187,700 $ 3,324,700 $ 6,512,400
Ending Balance $ 486,400 $ — $ — $ —
176
Health-Medical Insurance Internal Service Fund
•The Health-Medical Insurance Internal Service Fund 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.
Health-Medical Insurance Internal Service
Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ — $ — $ —
Revenues
Charges for Services $ 5,957,109 $ 6,669,200 $ 7,036,000 $ 7,739,600 $ 14,775,600
Interest Income 234 400 400 400 800
Miscellaneous Revenue 17,659 43,000 45,000 49,600 94,600
Total Revenues $ 5,975,002 $ 6,712,600 $ 7,081,400 $ 7,789,600 $ 14,871,000
Expenditures
Operations & Maintenance $ 5,920,760 $ 6,712,600 $ 7,081,400 $ 7,789,600 $ 14,871,000
Total Expenditures $ 5,920,760 $ 6,712,600 $ 7,081,400 $ 7,789,600 $ 14,871,000
Ending Balance $ — $ — $ — $ —
Senior Transportation Special Revenue Fund
•The Senior Transportation Special Revenue Fund accounts for the City's support of HRDC's Galavan
Program for senior transportation.
Senior Transportation Special Revenue Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 27,300 $ 30,900 $ 30,900
Revenues
Taxes $ 158,682 $ 184,000 $ 2,100 $ 2,200 $ 4,300
Interest Income 591 500 500 500 1,000
Transfers In — — 190,000 190,000 380,000
Total Revenues $ 159,273 $ 184,500 $ 192,600 $ 192,700 $ 385,300
Expenditures
Operations & Maintenance $ 152,877 $ 180,900 $ 200,000 $ 216,200 $ 416,200
Total Expenditures $ 152,877 $ 180,900 $ 200,000 $ 216,200 $ 416,200
Ending Balance $ 30,900 $ 23,500 $ — $ —
177
Debt Service Funds
The Debt Service Funds are used to account for the accumulation of resources and payment of principal and
interest on outstanding debt. See the Debt Service - Payments section on page 184 for debt service payments by
fund.
Debt Service Funds
Department Expenditure Budget by Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Fund
GO Bonds $ 4,083,652 $ 3,959,900 $ 4,139,000 $ 4,132,400 $ 8,271,400
SID Revolving Fund 2,188,757 — — — —
Special Improvement Districts (SIDs) 3,725,559 310,800 270,900 270,900 541,800
URD Bonds 740,100 744,100 745,900 743,400 1,489,300
Total Expenditures $ 10,738,068 $ 5,014,800 $ 5,155,800 $ 5,146,700 $ 10,302,500
GO Bonds FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ (371,600) $ (330,000) $ (330,000)
Revenues
Taxes $ 3,736,222 $ 4,001,500 $ 4,139,000 $ 4,447,600 $ 8,586,600
Interest Income 9,180 — — — —
Total Revenues $ 3,745,403 $ 4,001,500 $ 4,139,000 $ 4,447,600 $ 8,586,600
Expenditures
Debt Service/Loans $ 3,955,380 $ 3,959,900 $ 4,139,000 $ 4,132,400 $ 8,271,400
Transfers Out 128,272 — — — $ —
Total Expenditures $ 4,083,652 $ 3,959,900 $ 4,139,000 $ 4,132,400 $ 8,271,400
Ending Balance $ (330,000) $ (330,000) $ (14,800) $ (14,800)
SID Revolving Fund FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 623,100 $ 623,100 $ 623,100
Revenues
Interest Income $ 11,493 $ — $ — $ — $ —
Miscellaneous Revenue 10,405 — — — —
Transfers In 1,326,665 — — — —
Total Revenues $ 1,348,562 $ — $ — $ — $ —
Expenditures
Transfers Out $ 2,188,757 $ — $ — $ — $ —
Total Expenditures $ 2,188,757 $ — $ — $ — $ —
Ending Balance $ 623,100 $ 623,100 $ 623,100 $ 623,100
178
Special Improvement Districts (SIDs)FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ 1,505,600 $ 1,810,700 $ 1,810,700
Revenues
Interest Income $ 57,675 $ 27,200 $ 28,300 $ 29,500 $ 57,800
Transfers In 202,128 — — — —
Special Assessments 569,230 588,700 549,900 550,000 1,099,900
Total Revenues $ 829,034 $ 615,900 $ 578,200 $ 579,500 $ 1,157,700
Expenditures
Debt Service/Loans $ 520,722 $ 310,800 $ 270,900 $ 270,900 $ 541,800
Transfers Out 3,204,837 — — — $ —
Total Expenditures $ 3,725,559 $ 310,800 $ 270,900 $ 270,900 $ 541,800
Ending Balance $ 1,810,700 $ 2,118,000 $ 2,426,600 $ 2,426,600
URD Bonds FY23 Actual
FY24
Projected FY25 Budget FY26 Budget
Biennium
Budget
Beginning Balance $ — $ — $ —
Revenues
Transfers In $ 740,100 $ 744,100 $ 745,900 $ 743,400 $ 1,489,300
Total Revenues $ 740,100 $ 744,100 $ 745,900 $ 743,400 $ 1,489,300
Expenditures
Debt Service/Loans $ 740,100 $ 744,100 $ 745,900 $ 743,400 $ 1,489,300
Total Expenditures $ 740,100 $ 744,100 $ 745,900 $ 743,400 $ 1,489,300
Ending Balance $ — $ — $ — $ —
179
Page Intentionally Left Blank
180
Debt
181
Page Intentionally Left Blank
182
Debt
City Ratings, Debt Limitations, and Debt Coverage Requirements
On April 3, 2024, Moody’s Investors Service issued an update to the City of Bozeman’s credit analysis indicating
the City’s bond rating to be Aa1.
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). The City's total FY24 taxable value was $268,988,379 resulting
in a debt limit of $6,724,709. The City's total outstanding debt backed by the General Fund ending FY24 was
$5,399,633, within the limit set by statute. Debt backed by the General Fund includes the Series 2019 Limited Tax
Go Bond for the Sports Park ($1,434,218), paid for in the Parks & Trails District Fund and the Series 2024B Limited
Tax GO Bond ($3,930,000).
As part of the City’s 2024 General Obligation debt issuances, a review of the legal debt limit was completed.
Bozeman is well under its legal debt limit for general obligations against public funds.
City of Bozeman, Montana
General Fund
Statutory Test
Actual 2023 Budget 2024
Total General Fund Revenue 43,013,451 49,008,484
2% of Revenues 860,269 980,170
Max Annual Debt Service (MADS)860,269 860,269
Existing Debt Service 125,823 125,823
Remaining Debt Service Capacity (b)734,446 854,347
Budget 2023 Budget 2024
Budgeted Expenditure 50,308,855 54,621,700
10% of Expenditures 5,030,886 5,462,170
Maximum Par (a)5,030,886 5,030,886
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.
The City's outstanding water, sewer, and stormwater revenue bonds have debt coverage requirements of 1.10.
The City's long term utility rate forecasts are updated at least twice annually and rates are set to ensure the
coverage requirements are met. Additional information on utility long range forecasts is included in Appendix B on
page 227.
183
2025 Biennium Adopted Budget Current Debt Service Payments15
Fund Name of Issue Type of Debt Issued Maturity Years Borrowed Outstanding
Fiscal Year (FY)
25 Budget
Fiscal Year (FY)
26 Budget
General Fund
Sports Park/Bronken Intercap Loan #2810-01 Intercap Loans Payable 5/24/2019 8/15/2029 10 $ 314,559 $ 185,860 $ 41,553 $ 32,380
2023 Ford Transit Cargo Van #4510 Capital Leases 5/24/2023 5/24/2025 3 66,602 16,415 17,743 —
2022 Toyota Highlander Lease (Library)Lease 11/11/2021 10/1/2024 3 19,833 1,769 1,782 —
Limited Tax GO Bonds, Series 2024B GO Bonds 5/16/2024 7/1/2043 19 3,930,000 3,930,000 285,913 284,950
General Fund Total $ 4,330,994 $ 4,134,044 $ 346,990 $ 317,330
Street Maintenance Fund
Replace/Upgrade Street Lights Loan #2593-01 & 2593-02 Intercap Loans Payable 9/11/2015 8/15/2030 15 199,231 95,950 19,580 14,440
(2) 2022 CAT 150-15AWD Motor Graders #4478 & 4479 Capital Leases 2/21/2023 2/21/2028 5 $ 584,900 $ 531,559 $ 91,883 $ 91,883
2022 Elgin Broom Bear Sweeper #4481 Capital Leases 2/3/2023 4/1/2027 4 277,720 167,490 63,370 63,370
2023 Elgin Broom Bear Sweeper #4559 Capital Leases 10/26/2023 11/15/2027 4 295,706 229,639 67,861 67,861
(2) 2023 CAT 140-15AWD Motor Graders #4574 & 4575 Capital Leases 1/23/2024 2/6/2029 6 616,206 536,427 79,779 79,779
Street Maintenance Fund Total $ 1,973,763 $ 1,561,065 $ 322,472 $ 317,332
Parks & Trails District Fund
Sports Park Loan Notes Payable 6/15/2018 6/30/2039 20 $ 1,700,000 $ 1,434,218 $ 125,795 $ 125,795
Parks & Trails District Total $ 1,700,000 $ 1,434,218 $ 125,795 $ 125,795
General Obligation (GO) Bonds
GO TOP Bonds, Series 2013 GO Bonds 12/23/2013 7/1/2034 20 $ 9,900,000 $ 5,795,000 $ 714,300 $ 713,375
GO TOP Bonds, Series 2014 GO Bonds 12/9/2014 7/1/2035 20 5,100,000 3,235,000 370,725 369,600
GO BPSC Bonds, Series 2019 GO Bonds 9/18/2019 7/1/2039 20 34,405,000 28,130,000 2,371,050 2,369,050
GO FS2 Bonds, Series 2022 GO Bonds 6/30/2022 7/1/2042 20 6,730,000 6,305,000 507,600 506,100
GO Rec Improvement Bonds, Series 2024A GO Bonds 5/16/2024 7/1/2044 20 2,280,000 2,280,000 173,498 172,888
GO Bonds Total $ 58,415,000 $ 45,745,000 $ 4,137,173 $ 4,131,013
Urban Renewal District (URD) Bonds
Downtown Revenue Refunding Bonds, Series 2020 TIF Revenue Bonds 3/5/2020 7/1/2032 12 $ 3,689,000 $ 2,389,000 $ 335,292 $ 330,533
Northeast URD Revenue Bonds, Series 2017 TIF Revenue Bonds 7/9/2017 7/1/2042 26 1,446,000 1,142,366 92,000 92,000
Midtown Revenue Bonds, Series 2020 TIF Revenue Bonds 7/9/2020 7/1/2044 24 6,500,000 5,770,000 410,550 412,750
URD Bonds Total $ 11,635,000 $ 9,301,366 $ 837,842 $ 835,283
Special Improvement Districts (SIDs)
SID 747_Manley Road Bonds, Series 2020 SID Bond Debt 8/14/2020 7/1/2040 20 $ 4,001,000 $ 3,167,568 $ 270,761 $ 270,761
SIDs Total $ 4,001,000 $ 3,167,568 $ 270,761 $ 270,761
Water Fund
State Revolving Fund Revenue Bond_12247_Series 2011A Revenue Bond 9/30/2011 1/1/2032 20 $ 9,491,000 $ 4,483,000 $ 672,455 $ 672,075
State Revolving Fund Revenue Bond_13291_Series 2011B Revenue Bond 6/12/2013 1/1/2033 20 9,552,000 4,771,000 640,395 640,260
State Revolving Fund Revenue Bond_17386_Series 2017 Revenue Bond 5/17/2017 7/1/2037 20 7,573,000 5,339,000 483,288 483,438
Water Fund Total $ 26,616,000 $ 14,593,000 $ 1,796,138 $ 1,795,773
184
15 Due to rounding and variable interest rates, estimated numbers may not add up precisely with totals and/or other budget figures in this document.
Fund Name of Issue Type of Debt Issued Maturity Years Borrowed Outstanding
Fiscal Year (FY)
25 Budget
Fiscal Year (FY)
26 Budget
Wastewater Fund
State Revolving Revenue Bond_10252_Series 2010B Revenue Bond 2/10/2010 1/1/2030 20 $ 359,300 $ 111,000 $ 21,855 $ 21,505
State Revolving Revenue Bond_10230_Series 2010D Revenue Bond 2/25/2010 1/1/2030 20 9,500,000 3,233,000 642,895 642,275
State Revolving Revenue Bond_10262_Series 2010F Revenue Bond 6/10/2010 7/1/2030 20 729,000 300,000 54,655 55,260
State Revolving Revenue Bond_11291_Series 2010C Revenue Bond 8/21/2013 1/1/2031 17.5 885,081 383,000 65,085 65,450
State Revolving Revenue Bond_11292_Series 2010G Revenue Bond 4/27/2011 1/1/2031 20 3,903,000 1,195,000 200,620 201,595
State Revolving Revenue Bond_11281_Series 2010H Revenue Bond 8/21/2013 1/1/2031 17.5 8,692,000 3,766,000 643,005 642,865
State Revolving Revenue Bond_21490_Series 2020D Revenue Bond 8/12/2020 7/1/2040 20 2,807,000 2,351,000 179,025 178,975
State Revolving Revenue Bond_21487_Series 2020B Revenue Bond 7/22/2020 7/1/2040 20 7,786,000 6,522,000 496,963 496,513
State Revolving Revenue Bond_21506_Series 2020C Revenue Bond 4/21/2021 1/1/2041 20 6,693,321 5,727,000 425,413 425,263
State Revolving Revenue Bond_21486_Series 2020A16 Revenue Bond 7/22/2020 7/1/2040 N/A 300,000 300,000 — —
Wastewater Fund Total $ 41,654,702 $ 23,888,000 $ 2,729,515 $ 2,729,700
Stormwater Fund
State Revolving Fund Revenue Bond_15373_Series 2015 Revenue Bond 6/29/2015 7/1/2035 20 $ 1,815,000 $ 1,109,000 $ 116,175 $ 114,938
Stormwater Fund Total $ 1,815,000 $ 1,109,000 $ 116,175 $ 114,938
Public Works Administration Fund
East Beall Office Lease Lease 4/1/2022 3/1/2027 5 $ 423,122 $ 256,901 $ 97,015 $ 100,890
Public Works Admin Fund Total $ 423,122 $ 256,901 $ 97,015 $ 100,890
185
16 Loan is forgivable, no repayment required
Page Intentionally Left Blank
186
Debt Service - Amortization Schedules
General Fund
SPORTS PARK/BRONKEN
INTERCAP LOAN 2810-01
ORIGINAL PRINCIPAL AMOUNT: $314,559
Payment Due Principal Payment Interest Rate*Interest Payment
Semi-Annual
Payment Principal Balance
8/15/2024 $15,543 5.75 %$5,314 $20,857 $170,317
2/15/2025 $15,772 5.75 %$4,923 $20,695 $154,545
8/15/2025 $16,075 N/A $0 $16,075 $138,470
2/15/2026 $16,305 N/A $0 $16,305 $122,165
8/15/2026 $16,616 N/A $0 $16,616 $105,549
2/15/2027 $16,864 N/A $0 $16,864 $88,685
8/15/2027 $17,176 N/A $0 $17,176 $71,509
2/15/2028 $17,443 N/A $0 $17,443 $54,066
8/15/2028 $17,752 N/A $0 $17,752 $36,315
2/15/2029 $18,042 N/A $0 $18,042 $18,272
8/15/2029 $18,272 N/A $0 $18,272 $0
TOTALS $185,860 $10,238 $196,098
*Variable interest rate, recalculated annually.
2023 FORD TRANSIT VAN
ORIGINAL PRINCIPAL AMOUNT: $66,602
Payment Due Principal Payment Interest Rate Interest Payment Annual Payment Lease Balance
5/24/2025 $16,415 8.09 %$1,328 $17,743 $0
TOTALS $16,415 $1,328 $17,743
2022 TOYOTA HIGHLANDER LEASE
ORIGINAL PRINCIPAL AMOUNT: $19,833
Payment Due Principal Payment Interest Rate Interest Payment Monthly Payment Lease Balance
8/1/2024 $587 5.00 %$7 $594 $1,181
9/1/2024 $590 5.00 %$5 $594 $592
10/1/2024 $592 5.00 %$2 $594 $0
TOTALS $1,769 $15 $1,782 $1,773
187
General Fund (continued)
CITY OF BOZEMAN SERIES 2024B
LIMITED TAX G.O. BONDS
SPECIAL LIMITED OBLIGATIONS OF THE CITY
ORIGINAL PRINCIPAL AMOUNT: $3,930,000
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
1/1/2025 $106,063 $106,063
7/1/2025 $95,000 5.000 %$84,850 $179,850 $3,835,000
1/1/2026 $0 $82,475 $82,475
7/1/2026 $120,000 5.000 %$82,475 $202,475 $3,715,000
1/1/2027 $0 $79,475 $79,475
7/1/2027 $125,000 5.000 %$79,475 $204,475 $3,590,000
1/1/2028 $0 $76,350 $76,350
7/1/2028 $135,000 5.000 %$76,350 $211,350 $3,455,000
1/1/2029 $72,975 $72,975
7/1/2029 $140,000 5.000 %$72,975 $212,975 $3,315,000
1/1/2030 $0 $69,475 $69,475
7/1/2030 $145,000 5.000 %$69,475 $214,475 $3,170,000
1/1/2031 $0 $65,850 $65,850
7/1/2031 $155,000 5.000 %$65,850 $220,850 $3,015,000
1/1/2032 $0 $61,975 $61,975
7/1/2032 $165,000 5.000 %$61,975 $226,975 $2,850,000
1/1/2033 $0 $57,850 $57,850
7/1/2033 $170,000 5.000 %$57,850 $227,850 $2,680,000
1/1/2034 $0 $53,600 $53,600
7/1/2034 $180,000 4.000 %$53,600 $233,600 $2,500,000
1/1/2035 $0 $50,000 $50,000
7/1/2035 $185,000 4.000 %$50,000 $235,000 $2,315,000
1/1/2036 $0 $46,300 $46,300
7/1/2036 $195,000 4.000 %$46,300 $241,300 $2,120,000
1/1/2037 $0 $42,400 $42,400
7/1/2037 $200,000 4.000 %$42,400 $242,400 $1,920,000
1/1/2038 $0 $38,400 $38,400
7/1/2038 $210,000 4.000 %$38,400 $248,400 $1,710,000
1/1/2039 $0 $34,200 $34,200
7/1/2039 $220,000 4.000 %$34,200 $254,200 $1,490,000
1/1/2040 $0 $29,800 $29,800
7/1/2040 $350,000 4.000 %$29,800 $379,800 $1,140,000
1/1/2041 $22,800 $22,800
7/1/2041 $365,000 4.000 %$22,800 $387,800 $775,000
1/1/2042 $15,500 $15,500
7/1/2042 $380,000 4.000 %$15,500 $395,500 $395,000
1/1/2043 $7,900 $7,900
7/1/2043 $395,000 4.000 %$7,900 $402,900 $0
TOTALS $3,930,000 $2,005,563 $5,935,563
188
Street Maintenance Fund
CITY OF BOZEMAN
INTERCAP LOANS 2593-02 & 2593-02
REPLACE/UPGRADE STREET LIGHTS
ORIGINAL PRINCIPAL AMOUNT: $199,231
Payment Due Principal Payment Interest Rate*Interest Payment
Semi-Annual
Payment Principal Balance8/15/2024 $7,111 5.75 %$2,744 $9,855 $88,839
2/15/2025 $7,150 5.75 %$2,575 $9,725 $81,690
8/15/2025 $7,201 N/A $0 $7,201 $74,488
2/15/2026 $7,238 N/A $0 $7,238 $67,250
8/15/2026 $7,291 N/A $0 $7,291 $59,959
2/15/2027 $7,330 N/A $0 $7,330 $52,629
8/15/2027 $7,382 N/A $0 $7,382 $45,247
2/15/2028 $7,423 N/A $0 $7,423 $37,824
8/15/2028 $7,473 N/A $0 $7,473 $30,352
2/15/2029 $7,517 N/A $0 $7,517 $22,835
8/15/2029 $7,566 N/A $0 $7,566 $15,268
2/15/2030 $7,612 N/A $0 $7,612 $7,657
8/15/2030 $7,657 N/A $0 $7,657 $0
TOTALS $95,950 $5,319 $101,269
*Variable interest rate, recalculated annually.
TWO (2) 2022 CAT 150-15AWD MOTOR GRADERS
ORIGINAL PRINCIPAL AMOUNT: $584,900
Payment Due Principal Payment Interest Rate Interest Payment Annual Payment Lease Balance
2/21/2025 $54,359 6.99 %$37,524 $91,883 $477,200
2/21/2026 $58,159 6.99 %$33,724 $91,883 $419,042
2/21/2027 $62,224 6.99 %$29,559 $91,783 $356,818
2/21/2028 $356,818 6.99 %$26,745 $383,563 $0
TOTALS $531,559 $127,552 $659,112
2022 ELGIN BROOM BEAR SWEEPER
ORIGINAL PRINCIPAL AMOUNT: $277,720
Payment Due Principal Payment Interest Rate Interest Payment Annual Payment Lease Balance
4/1/2025 $52,296 6.61 %$11,074 $63,370 $115,194
4/1/2026 $55,754 6.61 %$7,616 $63,370 $59,440
4/1/2027 $59,440 6.61 %$3,930 $63,370 $0
TOTALS $167,490 $22,620 $190,110
2023 ELGIN BROOM BEAR SWEEPER
ORIGINAL PRINCIPAL AMOUNT: $295,706
Payment Due Principal Payment Interest Rate Interest Payment Annual Payment Lease Balance
11/15/2024 $51,689 7.04 %$16,172 $67,861 $177,950
11/15/2025 $55,329 7.04 %$12,532 $67,861 $122,621
11/15/2026 $59,225 7.04 %$8,635 $67,861 $63,396
11/15/2027 $63,396 7.04 %$4,465 $67,861 $0
TOTALS $229,639 $41,804 $271,442
189
Street Maintenance Fund (continued)
TWO (2) 2023 CAT MOTOR GRADERS
ORIGINAL PRINCIPAL AMOUNT: $616,206
Payment Due Principal Payment Interest Rate Interest Payment Annual Payment Lease Balance
2/6/2025 $71,778 1.51 %$8,001 $79,779 $464,650
2/6/2026 $72,733 1.51 %$7,046 $79,779 $391,917
2/6/2027 $73,833 1.51 %$5,946 $79,779 $318,084
2/6/2028 $74,950 1.51 %$4,829 $79,779 $243,134
2/6/2029 $243,134 1.51 %$3,746 $246,880 $0
TOTALS $536,427 $29,568 $565,996
Parks & Trails District Fund
CITY OF BOZEMAN SERIES 2019
LIMITED OBLIGATION BOND SPORTS PARK
SPECIAL LIMITED OBLIGATIONS OF THE CITY
ORIGINAL PRINCIPAL AMOUNT: $1,700,000
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
12/30/2024 $36,078 3.740 %$26,820 $62,897 $1,398,141
6/30/2025 $36,825 3.740 %$26,073 $62,897 $1,361,316
12/30/2025 $37,371 3.740 %$25,526 $62,897 $1,323,945
6/30/2026 $38,208 3.740 %$24,690 $62,897 $1,285,738
12/30/2026 $38,788 3.740 %$24,109 $62,897 $1,246,949
6/30/2027 $39,643 3.740 %$23,254 $62,897 $1,207,306
12/30/2027 $40,259 3.740 %$22,638 $62,897 $1,167,047
6/30/2028 $41,073 3.740 %$21,824 $62,897 $1,125,974
12/30/2028 $41,842 3.740 %$21,056 $62,897 $1,084,132
6/30/2029 $42,680 3.740 %$20,217 $62,897 $1,041,452
12/30/2029 $43,369 3.740 %$19,529 $62,897 $998,083
6/30/2030 $44,284 3.740 %$18,613 $62,897 $953,798
12/30/2030 $45,013 3.740 %$17,885 $62,897 $908,786
6/30/2031 $45,950 3.740 %$16,948 $62,897 $862,836
12/30/2031 $46,718 3.740 %$16,179 $62,897 $816,118
6/30/2032 $47,636 3.740 %$15,262 $62,897 $768,482
12/30/2032 $48,527 3.740 %$14,371 $62,897 $719,955
6/30/2033 $49,472 3.740 %$13,426 $62,897 $670,484
12/30/2033 $50,325 3.740 %$12,572 $62,897 620158.71
6/30/2034 $51,332 3.740 %$11,565 $62,897 568826.45
12/30/2034 $52,231 3.740 %$10,666 $62,897 516595.19
6/30/2035 $53,264 3.740 %$9,634 $62,897 $463,332
12/30/2035 $54,209 3.740 %$8,688 $62,897 $409,122
6/30/2036 $55,247 3.740 %$7,651 $62,897 $353,876
12/30/2036 $56,280 3.740 %$6,617 $62,897 $297,596
6/30/2037 $57,348 3.740 %$5,550 $62,897 $240,248
12/30/2037 $58,393 3.740 %$4,505 $62,897 $181,855
6/30/2038 $59,506 3.740 %$3,391 $62,897 $122,349
12/30/2038 $60,603 3.740 %$2,294 $62,897 $61,746
6/30/2039 $61,746 3.740 %$1,151 $62,897 $0
TOTALS $1,434,218 $452,705 $1,886,924
190
General Obligation (GO) Bonds Funds
CITY OF BOZEMAN SERIES 2013
G.O. BONDS TOPS
UNLIMITED OBLIGATIONS OF THE CITY
ORIGINAL PRINCIPAL AMOUNT: $9,900,000
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
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 $5,795,000 $1,335,175 $7,130,175
191
General Obligation (GO) Bonds Funds (continued)
CITY OF BOZEMAN SERIES 2014
G.O. BONDS TOPS
UNLIMITED OBLIGATIONS OF THE CITY
ORIGINAL PRINCIPAL AMOUNT: $5,100,000
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
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 $3,235,000 $821,525 $4,056,525
192
General Obligation (GO) Bonds Funds (continued)
CITY OF BOZEMAN SERIES 2019
G.O. BONDS PUBLIC SAFETY CENTER
UNLIMITED OBLIGATIONS OF THE CITY
ORIGINAL PRINCIPAL AMOUNT: $34,405,000
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
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 $28,130,000 $7,415,294 $35,545,294
193
General Obligation (GO) Bonds Funds (continued)
CITY OF BOZEMAN SERIES 2022
G.O. BONDS FIRE STATION NO. 2 RELOCATION
UNLIMITED OBLIGATIONS OF THE CITY
ORIGINAL PRINCIPAL AMOUNT: $6,730,000
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
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 $6,305,000 $2,824,550 $9,129,550
194
General Obligation (GO) Bonds Funds (continued)
CITY OF BOZEMAN SERIES 2024A
G.O. BONDS RECREATION IMPROVEMENTS
UNLIMITED OBLIGATIONS OF THE CITY
ORIGINAL PRINCIPAL AMOUNT: $2,280,000
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
1/1/2025 $63,055 $63,055
7/1/2025 $60,000 5.000 %$50,444 $110,444 $2,220,000
1/1/2026 $0 $48,944 $48,944
7/1/2026 $75,000 5.000 %$48,944 $123,944 $2,145,000
1/1/2027 $0 $47,069 $47,069
7/1/2027 $80,000 5.000 %$47,069 $127,069 $2,065,000
1/1/2028 $0 $45,069 $45,069
7/1/2028 $80,000 5.000 %$45,069 $125,069 $1,985,000
1/1/2029 $43,069 $43,069
7/1/2029 $85,000 5.000 %$43,069 $128,069 $1,900,000
1/1/2030 $0 $40,944 $40,944
7/1/2030 $90,000 5.000 %$40,944 $130,944 $1,810,000
1/1/2031 $0 $38,694 $38,694
7/1/2031 $95,000 5.000 %$38,694 $133,694 $1,715,000
1/1/2032 $0 $36,319 $36,319
7/1/2032 $100,000 5.000 %$36,319 $136,319 $1,615,000
1/1/2033 $0 $33,819 $33,819
7/1/2033 $105,000 5.000 %$33,819 $138,819 $1,510,000
1/1/2034 $0 $31,194 $31,194
7/1/2034 $110,000 5.000 %$31,194 $141,194 $1,400,000
1/1/2035 $0 $28,444 $28,444
7/1/2035 $115,000 5.000 %$28,444 $143,444 $1,285,000
1/1/2036 $0 $25,569 $25,569
7/1/2036 $120,000 4.000 %$25,569 $145,569 $1,165,000
1/1/2037 $0 $22,569 $22,569
7/1/2037 $130,000 3.375 %$22,569 $152,569 $1,035,000
1/1/2038 $0 $20,375 $20,375
7/1/2038 $130,000 3.500 %$20,375 $150,375 $905,000
1/1/2039 $0 $18,100 $18,100
7/1/2039 $135,000 4.000 %$18,100 $153,100 $770,000
1/1/2040 $0 $15,400 $15,400
7/1/2040 $140,000 4.000 %$15,400 $155,400 $630,000
1/1/2041 $12,600 $12,600
7/1/2041 $150,000 4.000 %$12,600 $162,600 $480,000
1/1/2042 $9,600 $9,600
7/1/2042 $155,000 4.000 %$9,600 $164,600 $325,000
1/1/2043 $6,500 $6,500
7/1/2043 $160,000 4.000 %$6,500 $166,500 $165,000
1/1/2044 $3,300 $3,300
7/1/2044 $165,000 4.000 %$3,300 $168,300 $0
TOTALS $2,280,000 $1,168,648 $3,448,648
195
Urban Renewal District (URD) Bonds Funds
DOWNTOWN REVENUE REFUNDING BONDS, SERIES 2020 (REFUNDS SERIES 2007 BONDS)
TAX INCREMENT, URBAN RENEWAL REVENUE BONDS
DOWNTOWN BOZEMAN IMPROVEMENT DISTRICT
ORIGINAL PRINCIPAL AMOUNT: $3,689,000
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
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 $2,389,000 $272,022 $2,661,022
196
Urban Renewal District (URD) Bonds Funds (continued)
NORTHEAST URBAN RENEWAL DISTRICT REVENUE BONDS, SERIES 2017
TAX INCREMENT, URBAN RENEWAL REVENUE BONDS
NORTHEAST URBAN RENEWAL DISTRICT
ORIGINAL PRINCIPAL AMOUNT: $1,446,000
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
1/1/2025 $22,312 4.100 %$23,688 $46,000 $1,120,053
7/1/2025 $23,088 4.100 %$22,912 $46,000 $1,096,965
1/1/2026 $23,186 4.100 %$22,814 $46,000 $1,073,779
7/1/2026 $24,029 4.100 %$21,971 $46,000 $1,049,749
1/1/2027 $24,162 4.100 %$21,838 $46,000 $1,025,588
7/1/2027 $25,009 4.100 %$20,991 $46,000 $1,000,579
1/1/2028 $25,178 4.100 %$20,822 $46,000 $975,401
7/1/2028 $25,974 4.100 %$20,026 $46,000 $949,427
1/1/2029 $26,289 4.100 %$19,711 $46,000 $923,137
7/1/2029 $27,092 4.100 %$18,908 $46,000 $896,045
1/1/2030 $27,339 4.100 %$18,661 $46,000 $868,707
7/1/2030 $28,199 4.100 %$17,801 $46,000 $840,508
1/1/2031 $28,487 4.100 %$17,514 $46,000 $812,021
7/1/2031 $29,351 4.100 %$16,649 $46,000 $782,670
1/1/2032 $29,682 4.100 %$16,318 $46,000 $752,988
1/2/2032 $30,509 4.100 %$15,491 $46,000 $722,480
1/3/2032 $30,967 4.100 %$15,033 $46,000 $691,512
1/4/2032 $31,801 4.100 %$14,199 $46,000 $659,711
1/5/2032 $32,223 4.100 %$13,777 $46,000 $627,488
1/6/2032 $33,103 4.100 %$12,897 $46,000 $594,385
1/7/2032 $33,573 4.100 %$12,427 $46,000 $560,811
1/8/2032 $34,459 4.100 %$11,541 $46,000 $526,353
1/9/2032 $34,980 4.100 %$11,020 $46,000 $491,373
1/10/2032 $35,842 4.100 %$10,158 $46,000 $455,531
1/11/2032 $36,470 4.100 %$9,530 $46,000 $419,061
1/12/2032 $37,341 4.100 %$8,659 $46,000 $381,720
1/13/2032 $37,969 4.100 %$8,031 $46,000 $343,751
1/14/2032 $38,872 4.100 %$7,128 $46,000 $304,880
1/15/2032 $39,557 4.100 %$6,443 $46,000 $265,322
1/16/2032 $40,466 4.100 %$5,534 $46,000 $224,856
1/17/2032 $41,211 4.100 %$4,789 $46,000 $183,645
1/18/2032 $42,116 4.100 %$3,884 $46,000 $141,529
1/19/2032 $42,942 4.100 %$3,058 $46,000 $98,587
1/20/2032 $43,856 4.100 %$2,144 $46,000 $54,731
1/21/2032 $44,727 4.100 %$1,273 $46,000 $10,003
1/22/2032 $10,003 4.100 %$343 $17,191 $0
TOTALS $1,142,366 $477,980 $1,627,191
197
Urban Renewal District (URD) Bonds Funds (continued)
MIDTOWN URBAN RENEWAL DISTRICT REVENUE BONDS, SERIES 2020
TAX INCREMENT URBAN RENEWAL REVENUE BONDS
MIDTOWN URBAN RENEWAL DISTRICT
ORIGINAL PRINCIPAL AMOUNT: $6,500,000
Payment Due Principal Payment Interest Rate Interest Payment Semi-Annual Payment Principal Balance
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 $5,770,000 $2,430,500 $8,200,500
198
Special Improvement District (SID) Funds
SID #747 MANLEY RD REVENUE BOND, SERIES 2020
SPECIAL LIMITED OBLIGATIONS OF THE CITY
ORIGINAL PRINCIPAL AMOUNT: $4,001,000
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
1/1/2025 $85,095 3.175 %$50,285 $135,380 $3,082,472
7/1/2025 $86,446 3.175 %$48,934 $135,380 $2,996,026
1/1/2026 $87,818 3.175 %$47,562 $135,380 $2,908,208
7/1/2026 $89,213 3.175 %$46,168 $135,380 $2,818,995
1/1/2027 $90,629 3.175 %$44,752 $135,380 $2,728,367
7/1/2027 $92,067 3.175 %$43,313 $135,380 $2,636,299
1/1/2028 $93,529 3.175 %$41,851 $135,380 $2,542,770
7/1/2028 $95,014 3.175 %$40,366 $135,380 $2,447,756
1/1/2029 $96,522 3.175 %$38,858 $135,380 $2,351,234
7/1/2029 $98,054 3.175 %$37,326 $135,380 $2,253,180
1/1/2030 $99,611 3.175 %$35,769 $135,380 $2,153,569
7/1/2030 $101,192 3.175 %$34,188 $135,380 $2,052,376
1/1/2031 $102,799 3.175 %$32,581 $135,380 $1,949,577
7/1/2031 $104,431 3.175 %$30,950 $135,380 $1,845,147
1/1/2032 $106,089 3.175 %$29,292 $135,380 $1,739,058
7/1/2032 $107,773 3.175 %$27,605 $135,377 $1,631,285
1/1/2033 $109,484 3.175 %$25,897 $135,380 $1,521,802
7/1/2033 $111,222 3.175 %$24,159 $135,380 $1,410,580
1/1/2034 $112,987 3.175 %$22,393 $135,380 $1,297,592
7/1/2034 $114,781 3.175 %$20,599 $135,380 $1,182,811
1/1/2035 $116,603 3.175 %$18,777 $135,380 $1,066,208
7/1/2035 $118,454 3.175 %$16,926 $135,380 $947,754
1/1/2036 $120,335 3.175 %$15,046 $135,380 $827,419
7/1/2036 $122,245 3.175 %$13,135 $135,380 $705,174
1/1/2037 $124,186 3.175 %$11,195 $135,380 $580,989
7/1/2037 $126,157 3.175 %$9,223 $135,380 $454,831
1/1/2038 $128,160 3.175 %$7,220 $135,380 $326,672
7/1/2038 $130,194 3.175 %$5,186 $135,380 $196,477
1/1/2039 $132,261 3.175 %$3,119 $135,380 $64,216
7/1/2039 $64,216 3.175 %$1,019 $65,235 $0
TOTALS $3,167,568 $823,694 $3,991,261
199
Water Funds
WATER REVENUE BOND, SERIES 2011A
STATE REVOLVING FUND
WATER TREATMENT PLANT
ORIGINAL PRINCIPAL AMOUNT: $9,491,000
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin
Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $269,000 3.00 %$44,830 $5,604 $16,811 $336,245 $4,214,000
7/1/2025 $273,000 3.00 %$42,140 $5,268 $15,803 $336,210 $3,941,000
1/1/2026 $277,000 3.00 %$39,410 $4,926 $14,779 $336,115 $3,664,000
7/1/2026 $281,000 3.00 %$36,640 $4,580 $13,740 $335,960 $3,383,000
1/1/2027 $285,000 3.00 %$33,830 $4,229 $12,686 $335,745 $3,098,000
7/1/2027 $290,000 3.00 %$30,980 $3,873 $11,618 $336,470 $2,808,000
1/1/2028 $294,000 3.00 %$28,080 $3,510 $10,530 $336,120 $2,514,000
7/1/2028 $298,000 3.00 %$25,140 $3,143 $9,428 $335,710 $2,216,000
1/1/2029 $303,000 3.00 %$22,160 $2,770 $8,310 $336,240 $1,913,000
7/1/2029 $307,000 3.00 %$19,130 $2,391 $7,174 $335,695 $1,606,000
1/1/2030 $312,000 3.00 %$16,060 $2,008 $6,023 $336,090 $1,294,000
7/1/2030 $317,000 3.00 %$12,940 $1,618 $4,853 $336,410 $977,000
1/1/2031 $321,000 3.00 %$9,770 $1,221 $3,664 $335,655 $656,000
7/1/2031 $326,000 3.00 %$6,560 $820 $2,460 $335,840 $330,000
1/1/2032 $330,000 3.00 %$3,300 $413 $1,238 $334,950 $0
TOTALS $4,483,000 $370,970 $46,371 $139,114 $5,039,455
200
Water Funds (continued)
WATER, STATE REVOLVING FUND REVENUE BOND, SERIES 2011B
STATE REVOLVING FUND
WATER TREATMENT PLANT
ORIGINAL PRINCIPAL AMOUNT: $9,552,000
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin
Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $249,000 3.00 %$47,710 $5,964 $17,891 $320,565 $4,522,000
7/1/2025 $252,000 3.00 %$45,220 $5,653 $16,958 $319,830 $4,270,000
1/1/2026 $256,000 3.00 %$42,700 $5,338 $16,013 $320,050 $4,014,000
7/1/2026 $260,000 3.00 %$40,140 $5,018 $15,053 $320,210 $3,754,000
1/1/2027 $264,000 3.00 %$37,540 $4,693 $14,078 $320,310 $3,490,000
7/1/2027 $268,000 3.00 %$34,900 $4,363 $13,088 $320,350 $3,222,000
1/1/2028 $272,000 3.00 %$32,220 $4,028 $12,083 $320,330 $2,950,000
7/1/2028 $276,000 3.00 %$29,500 $3,688 $11,063 $320,250 $2,674,000
1/1/2029 $280,000 3.00 %$26,740 $3,343 $10,028 $320,110 $2,394,000
7/1/2029 $284,000 3.00 %$23,940 $2,993 $8,978 $319,910 $2,110,000
1/1/2030 $288,000 3.00 %$21,100 $2,638 $7,913 $319,650 $1,822,000
7/1/2030 $293,000 3.00 %$18,220 $2,278 $6,833 $320,330 $1,529,000
1/1/2031 $297,000 3.00 %$15,290 $1,911 $5,734 $319,935 $1,232,000
7/1/2031 $302,000 3.00 %$12,320 $1,540 $4,620 $320,480 $930,000
1/1/2032 $306,000 3.00 %$9,300 $1,163 $3,488 $319,950 $624,000
7/1/2032 $311,000 3.00 %$6,240 $780 $2,340 $320,360 $313,000
1/1/2033 $313,000 3.00 %$3,130 $391 $1,174 $317,695 $0
TOTALS $4,771,000 $446,210 $55,776 $167,329 $5,440,315
201
Water Funds (continued)
WATER REVENUE BOND, SERIES 2017
STATE REVOLVING FUND
SOURDOUGH WATER TANK PROJECT
ORIGINAL PRINCIPAL AMOUNT: $7,573,000
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin
Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $175,000 2.50 %$53,390 $6,674 $6,674 $241,738 $5,164,000
7/1/2025 $177,000 2.50 %$51,640 $6,455 $6,455 $241,550 $4,987,000
1/1/2026 $179,000 2.50 %$49,870 $6,234 $6,234 $241,338 $4,808,000
7/1/2026 $182,000 2.50 %$48,080 $6,010 $6,010 $242,100 $4,626,000
1/1/2027 $184,000 2.50 %$46,260 $5,783 $5,783 $241,825 $4,442,000
7/1/2027 $186,000 2.50 %$44,420 $5,553 $5,553 $241,525 $4,256,000
1/1/2028 $189,000 2.50 %$42,560 $5,320 $5,320 $242,200 $4,067,000
7/1/2028 $191,000 2.50 %$40,670 $5,084 $5,084 $241,838 $3,876,000
1/1/2029 $193,000 2.50 %$38,760 $4,845 $4,845 $241,450 $3,683,000
7/1/2029 $196,000 2.50 %$36,830 $4,604 $4,604 $242,038 $3,487,000
1/1/2030 $198,000 2.50 %$34,870 $4,359 $4,359 $241,588 $3,289,000
7/1/2030 $201,000 2.50 %$32,890 $4,111 $4,111 $242,113 $3,088,000
1/1/2031 $203,000 2.50 %$30,880 $3,860 $3,860 $241,600 $2,885,000
7/1/2031 $206,000 2.50 %$28,850 $3,606 $3,606 $242,063 $2,679,000
1/1/2032 $208,000 2.50 %$26,790 $3,349 $3,349 $241,488 $2,471,000
7/1/2032 $211,000 2.50 %$24,710 $3,089 $3,089 $241,888 $2,260,000
1/1/2033 $214,000 2.50 %$22,600 $2,825 $2,825 $242,250 $2,046,000
7/1/2033 $216,000 2.50 %$20,460 $2,558 $2,558 $241,575 $1,830,000
1/1/2034 $219,000 2.50 %$18,300 $2,288 $2,288 $241,875 $1,611,000
7/1/2034 $222,000 2.50 %$16,110 $2,014 $2,014 $242,138 $1,389,000
1/1/2035 $224,000 2.50 %$13,890 $1,736 $1,736 $241,363 $1,165,000
7/1/2035 $227,000 2.50 %$11,650 $1,456 $1,456 $241,563 $938,000
1/1/2036 $230,000 2.50 %$9,380 $1,173 $1,173 $241,725 $708,000
7/1/2036 $233,000 2.50 %$7,080 $885 $885 $241,850 $475,000
1/1/2037 $236,000 2.50 %$4,750 $594 $594 $241,938 $239,000
7/1/2037 $239,000 2.50 %$2,390 $299 $299 $241,988 $0
TOTALS $5,339,000 $758,080 $94,760 $94,760 $6,286,600
202
Wastewater Funds
WASTEWATER REVENUE BOND, SERIES 2010B
STATE REVOLVING FUND
WATER RECLAMATION FACILITY (WRF) UPGRADES & EXPANSION
ORIGINAL PRINCIPAL AMOUNT: $359,300
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
1/1/2025 $10,000 1.75 %$971 $10,971 $101,000
7/1/2025 $10,000 1.75 %$884 $10,884 $91,000
1/1/2026 $10,000 1.75 %$796 $10,796 $81,000
7/1/2026 $10,000 1.75 %$709 $10,709 $71,000
1/1/2027 $10,000 1.75 %$621 $10,621 $61,000
7/1/2027 $10,000 1.75 %$534 $10,534 $51,000
1/1/2028 $10,000 1.75 %$446 $10,446 $41,000
7/1/2028 $10,000 1.75 %$359 $10,359 $31,000
1/1/2029 $10,000 1.75 %$271 $10,271 $21,000
7/1/2029 $10,000 1.75 %$184 $10,184 $11,000
1/1/2030 $11,000 1.75 %$96 $11,096 $0
TOTALS $111,000 $5,871 $116,871
WASTEWATER REVENUE BOND, SERIES 2010D
STATE REVOLVING FUND
WATER RECLAMATION FACILITY (WRF) UPGRADES & EXPANSION
ORIGINAL PRINCIPAL AMOUNT: $9,500,000
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin
Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $273,000 3.00 %$32,330 $4,041 $12,124 $321,495 $2,960,000
7/1/2025 $277,000 3.00 %$29,600 $3,700 $11,100 $321,400 $2,683,000
1/1/2026 $281,000 3.00 %$26,830 $3,354 $10,061 $321,245 $2,402,000
7/1/2026 $285,000 3.00 %$24,020 $3,003 $9,008 $321,030 $2,117,000
1/1/2027 $289,000 3.00 %$21,170 $2,646 $7,939 $320,755 $1,828,000
7/1/2027 $294,000 3.00 %$18,280 $2,285 $6,855 $321,420 $1,534,000
1/1/2028 $298,000 3.00 %$15,340 $1,918 $5,753 $321,010 $1,236,000
7/1/2028 $302,000 3.00 %$12,360 $1,545 $4,635 $320,540 $934,000
1/1/2029 $307,000 3.00 %$9,340 $1,168 $3,503 $321,010 $627,000
7/1/2029 $312,000 3.00 %$6,270 $784 $2,351 $321,405 $315,000
1/1/2030 $315,000 3.00 %$3,150 $394 $1,181 $319,725 $0
TOTALS $3,233,000 $198,690 $24,836 $74,509 $3,531,035
203
Wastewater Funds (continued)
WASTEWATER REVENUE BOND, SERIES 2010F
STATE REVOLVING FUND
WATER RECLAMATION FACILITY (WRF) DIGESTER
ORIGINAL PRINCIPAL AMOUNT: $729,000
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin
Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $23,000 3.00 %$3,000 $375 $1,125 $27,500 $277,000
7/1/2025 $23,000 3.00 %$2,770 $346 $1,039 $27,155 $254,000
1/1/2026 $24,000 3.00 %$2,540 $318 $953 $27,810 $230,000
7/1/2026 $24,000 3.00 %$2,300 $288 $863 $27,450 $206,000
1/1/2027 $24,000 3.00 %$2,060 $258 $773 $27,090 $182,000
7/1/2027 $25,000 3.00 %$1,820 $228 $683 $27,730 $157,000
1/1/2028 $25,000 3.00 %$1,570 $196 $589 $27,355 $132,000
7/1/2028 $26,000 3.00 %$1,320 $165 $495 $27,980 $106,000
1/1/2029 $26,000 3.00 %$1,060 $133 $398 $27,590 $80,000
7/1/2029 $26,000 3.00 %$800 $100 $300 $27,200 $54,000
1/1/2030 $27,000 3.00 %$540 $68 $203 $27,810 $27,000
7/1/2030 $27,000 3.00 %$270 $34 $101 $27,405 $0
TOTALS $300,000 $20,050 $2,506 $7,519 $330,075
WASTEWATER REVENUE BOND, SERIES 2010C
STATE REVOLVING FUND
WATER RECLAMATION FACILITY (WRF) ADMIN BUILDING
ORIGINAL PRINCIPAL AMOUNT: $885,081
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin
Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $27,000 3.00 %$3,830 $479 $1,436 $32,745 $356,000
7/1/2025 $27,000 3.00 %$3,560 $445 $1,335 $32,340 $329,000
1/1/2026 $28,000 3.00 %$3,290 $411 $1,234 $32,935 $301,000
7/1/2026 $28,000 3.00 %$3,010 $376 $1,129 $32,515 $273,000
1/1/2027 $29,000 3.00 %$2,730 $341 $1,024 $33,095 $244,000
7/1/2027 $29,000 3.00 %$2,440 $305 $915 $32,660 $215,000
1/1/2028 $29,000 3.00 %$2,150 $269 $806 $32,225 $186,000
7/1/2028 $30,000 3.00 %$1,860 $233 $698 $32,790 $156,000
1/1/2029 $30,000 3.00 %$1,560 $195 $585 $32,340 $126,000
7/1/2029 $31,000 3.00 %$1,260 $158 $473 $32,890 $95,000
1/1/2030 $31,000 3.00 %$950 $119 $356 $32,425 $64,000
7/1/2030 $32,000 3.00 %$640 $80 $240 $32,960 $32,000
1/1/2031 $32,000 3.00 %$320 $40 $120 $32,480 $0
TOTALS $383,000 $27,600 $3,450 $10,350 $424,400
204
Wastewater Funds (continued)
WASTEWATER REVENUE BOND, SERIES 2010G
STATE REVOLVING FUND
WATER RECLAMATION FACILITY (WRF) DIGESTER PROJECT
ORIGINAL PRINCIPAL AMOUNT: $3,903,000
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin
Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $82,000 3.00 %$11,950 $4,481 $1,494 $99,925 $1,113,000
7/1/2025 $84,000 3.00 %$11,130 $4,174 $1,391 $100,695 $1,029,000
1/1/2026 $85,000 3.00 %$10,290 $3,859 $1,286 $100,435 $944,000
7/1/2026 $87,000 3.00 %$9,440 $3,540 $1,180 $101,160 $857,000
1/1/2027 $88,000 3.00 %$8,570 $3,214 $1,071 $100,855 $769,000
7/1/2027 $90,000 3.00 %$7,690 $2,884 $961 $101,535 $679,000
1/1/2028 $92,000 3.00 %$6,790 $2,546 $849 $102,185 $587,000
7/1/2028 $93,000 3.00 %$5,870 $2,201 $734 $101,805 $494,000
1/1/2029 $95,000 3.00 %$4,940 $1,853 $618 $102,410 $399,000
7/1/2029 $97,000 3.00 %$3,990 $1,496 $499 $102,985 $302,000
1/1/2030 $99,000 3.00 %$3,020 $1,133 $378 $103,530 $203,000
7/1/2030 $101,000 3.00 %$2,030 $761 $254 $104,045 $102,000
1/1/2031 $102,000 3.00 %$1,020 $383 $128 $103,530 $0
TOTALS $1,195,000 $86,730 $32,524 $10,841 $1,325,095
WASTEWATER REVENUE BOND, SERIES 2010H
STATE REVOLVING FUND
WATER RECLAMATION FACILITY (WRF)
ORIGINAL PRINCIPAL AMOUNT: $8,692,000
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $265,000 3.00 %$37,660 $4,708 $14,123 $321,490 $3,501,000
7/1/2025 $269,000 3.00 %$35,010 $4,376 $13,129 $321,515 $3,232,000
1/1/2026 $273,000 3.00 %$32,320 $4,040 $12,120 $321,480 $2,959,000
7/1/2026 $277,000 3.00 %$29,590 $3,699 $11,096 $321,385 $2,682,000
1/1/2027 $281,000 3.00 %$26,820 $3,353 $10,058 $321,230 $2,401,000
7/1/2027 $285,000 3.00 %$24,010 $3,001 $9,004 $321,015 $2,116,000
1/1/2028 $289,000 3.00 %$21,160 $2,645 $7,935 $320,740 $1,827,000
7/1/2028 $294,000 3.00 %$18,270 $2,284 $6,851 $321,405 $1,533,000
1/1/2029 $298,000 3.00 %$15,330 $1,916 $5,749 $320,995 $1,235,000
7/1/2029 $302,000 3.00 %$12,350 $1,544 $4,631 $320,525 $933,000
1/1/2030 $307,000 3.00 %$9,330 $1,166 $3,499 $320,995 $626,000
7/1/2030 $312,000 3.00 %$6,260 $783 $2,348 $321,390 $314,000
1/1/2031 $314,000 3.00 %$3,140 $393 $1,178 $318,710 $0
TOTALS $3,766,000 $271,250 $33,906 $101,719 $4,172,875
205
Wastewater Funds (continued)
WASTEWATER REVENUE BOND, SERIES 2020D
STATE REVOLVING FUND
FRONT STREET INTERCEPTOR
ORIGINAL PRINCIPAL AMOUNT: $2,807,000
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin
Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $60,000 2.50 %$23,510 $2,939 $2,939 $89,388 $2,291,000
7/1/2025 $61,000 2.50 %$22,910 $2,864 $2,864 $89,638 $2,230,000
1/1/2026 $62,000 2.50 %$22,300 $2,788 $2,788 $89,875 $2,168,000
7/1/2026 $62,000 2.50 %$21,680 $2,710 $2,710 $89,100 $2,106,000
1/1/2027 $63,000 2.50 %$21,060 $2,633 $2,633 $89,325 $2,043,000
7/1/2027 $64,000 2.50 %$20,430 $2,554 $2,554 $89,538 $1,979,000
1/1/2028 $65,000 2.50 %$19,790 $2,474 $2,474 $89,738 $1,914,000
7/1/2028 $66,000 2.50 %$19,140 $2,393 $2,393 $89,925 $1,848,000
1/1/2029 $67,000 2.50 %$18,480 $2,310 $2,310 $90,100 $1,781,000
7/1/2029 $67,000 2.50 %$17,810 $2,226 $2,226 $89,263 $1,714,000
1/1/2030 $68,000 2.50 %$17,140 $2,143 $2,143 $89,425 $1,646,000
7/1/2030 $69,000 2.50 %$16,460 $2,058 $2,058 $89,575 $1,577,000
1/1/2031 $70,000 2.50 %$15,770 $1,971 $1,971 $89,713 $1,507,000
7/1/2031 $71,000 2.50 %$15,070 $1,884 $1,884 $89,838 $1,436,000
1/1/2032 $72,000 2.50 %$14,360 $1,795 $1,795 $89,950 $1,364,000
7/1/2032 $73,000 2.50 %$13,640 $1,705 $1,705 $90,050 $1,291,000
1/1/2033 $73,000 2.50 %$12,910 $1,614 $1,614 $89,138 $1,218,000
7/1/2033 $74,000 2.50 %$12,180 $1,523 $1,523 $89,225 $1,144,000
1/1/2034 $75,000 2.50 %$11,440 $1,430 $1,430 $89,300 $1,069,000
7/1/2034 $76,000 2.50 %$10,690 $1,336 $1,336 $89,363 $993,000
1/1/2035 $77,000 2.50 %$9,930 $1,241 $1,241 $89,413 $916,000
7/1/2035 $78,000 2.50 %$9,160 $1,145 $1,145 $89,450 $838,000
1/1/2036 $79,000 2.50 %$8,380 $1,048 $1,048 $89,475 $759,000
7/1/2036 $80,000 2.50 %$7,590 $949 $949 $89,488 $679,000
1/1/2037 $81,000 2.50 %$6,790 $849 $849 $89,488 $598,000
7/1/2037 $82,000 2.50 %$5,980 $748 $748 $89,475 $516,000
1/1/2038 $83,000 2.50 %$5,160 $645 $645 $89,450 $433,000
7/1/2038 $84,000 2.50 %$4,330 $541 $541 $89,413 $349,000
1/1/2039 $85,000 2.50 %$3,490 $436 $436 $89,363 $264,000
7/1/2039 $86,000 2.50 %$2,640 $330 $330 $89,300 $178,000
1/1/2040 $87,000 2.50 %$1,780 $223 $223 $89,225 $91,000
7/1/2040 $91,000 2.50 %$910 $114 $114 $92,138 $0
TOTALS $2,351,000 $412,910 $51,614 $51,614 $2,867,138
206
Wastewater Funds (continued)
WASTEWATER REVENUE BOND, SERIES 2020B
STATE REVOLVING FUND
DAVIS LANE/NORTON E RANCH
ORIGINAL PRINCIPAL AMOUNT: $7,786,000
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin
Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $167,000 2.50 %$65,220 $8,153 $8,153 $248,525 $6,355,000
7/1/2025 $169,000 2.50 %$63,550 $7,944 $7,944 $248,438 $6,186,000
1/1/2026 $171,000 2.50 %$61,860 $7,733 $7,733 $248,325 $6,015,000
7/1/2026 $173,000 2.50 %$60,150 $7,519 $7,519 $248,188 $5,842,000
1/1/2027 $176,000 2.50 %$58,420 $7,303 $7,303 $249,025 $5,666,000
7/1/2027 $178,000 2.50 %$56,660 $7,083 $7,083 $248,825 $5,488,000
1/1/2028 $180,000 2.50 %$54,880 $6,860 $6,860 $248,600 $5,308,000
7/1/2028 $182,000 2.50 %$53,080 $6,635 $6,635 $248,350 $5,126,000
1/1/2029 $184,000 2.50 %$51,260 $6,408 $6,408 $248,075 $4,942,000
7/1/2029 $187,000 2.50 %$49,420 $6,178 $6,178 $248,775 $4,755,000
1/1/2030 $189,000 2.50 %$47,550 $5,944 $5,944 $248,438 $4,566,000
7/1/2030 $191,000 2.50 %$45,660 $5,708 $5,708 $248,075 $4,375,000
1/1/2031 $194,000 2.50 %$43,750 $5,469 $5,469 $248,688 $4,181,000
7/1/2031 $196,000 2.50 %$41,810 $5,226 $5,226 $248,263 $3,985,000
1/1/2032 $199,000 2.50 %$39,850 $4,981 $4,981 $248,813 $3,786,000
7/1/2032 $201,000 2.50 %$37,860 $4,733 $4,733 $248,325 $3,585,000
1/1/2033 $204,000 2.50 %$35,850 $4,481 $4,481 $248,813 $3,381,000
7/1/2033 $206,000 2.50 %$33,810 $4,226 $4,226 $248,263 $3,175,000
1/1/2034 $209,000 2.50 %$31,750 $3,969 $3,969 $248,688 $2,966,000
7/1/2034 $211,000 2.50 %$29,660 $3,708 $3,708 $248,075 $2,755,000
1/1/2035 $214,000 2.50 %$27,550 $3,444 $3,444 $248,438 $2,541,000
7/1/2035 $217,000 2.50 %$25,410 $3,176 $3,176 $248,763 $2,324,000
1/1/2036 $220,000 2.50 %$23,240 $2,905 $2,905 $249,050 $2,104,000
7/1/2036 $222,000 2.50 %$21,040 $2,630 $2,630 $248,300 $1,882,000
1/1/2037 $225,000 2.50 %$18,820 $2,353 $2,353 $248,525 $1,657,000
7/1/2037 $228,000 2.50 %$16,570 $2,071 $2,071 $248,713 $1,429,000
1/1/2038 $231,000 2.50 %$14,290 $1,786 $1,786 $248,863 $1,198,000
7/1/2038 $234,000 2.50 %$11,980 $1,498 $1,498 $248,975 $964,000
1/1/2039 $236,000 2.50 %$9,640 $1,205 $1,205 $248,050 $728,000
7/1/2039 $239,000 2.50 %$7,280 $910 $910 $248,100 $489,000
1/1/2040 $242,000 2.50 %$4,890 $611 $611 $248,113 $247,000
7/1/2040 $247,000 2.50 %$2,470 $309 $309 $250,088 $0
TOTALS $6,522,000 $1,145,230 $143,154 $143,154 $7,953,538
207
Wastewater Funds (continued)
WASTEWATER REVENUE BOND, SERIES 2020C
STATE REVOLVING FUND
DAVIS LANE/NORTON E RANCH
ORIGINAL PRINCIPAL AMOUNT: $6,693,321
Payment Due Principal Payment Interest Rate Interest Payment
Semi-Annual
Payment Principal Balance
1/1/2025 $141,000 2.50 %$71,588 $212,588 $5,586,000
7/1/2025 $143,000 2.50 %$69,825 $212,825 $5,443,000
1/1/2026 $145,000 2.50 %$68,038 $213,038 $5,298,000
7/1/2026 $146,000 2.50 %$66,225 $212,225 $5,152,000
1/1/2027 $148,000 2.50 %$64,400 $212,400 $5,004,000
7/1/2027 $151,000 2.50 %$62,550 $213,550 $4,853,000
1/1/2028 $153,000 2.50 %$60,663 $213,663 $4,700,000
7/1/2028 $154,000 2.50 %$58,750 $212,750 $4,546,000
1/1/2029 $157,000 2.50 %$56,825 $213,825 $4,389,000
7/1/2029 $159,000 2.50 %$54,863 $213,863 $4,230,000
1/1/2030 $160,000 2.50 %$52,875 $212,875 $4,070,000
7/1/2030 $161,000 2.50 %$50,875 $211,875 $3,909,000
1/1/2031 $164,000 2.50 %$48,863 $212,863 $3,745,000
7/1/2031 $167,000 2.50 %$46,813 $213,813 $3,578,000
1/1/2032 $168,000 2.50 %$44,725 $212,725 $3,410,000
7/1/2032 $170,000 2.50 %$42,625 $212,625 $3,240,000
1/1/2033 $173,000 2.50 %$40,500 $213,500 $3,067,000
7/1/2033 $174,000 2.50 %$38,338 $212,338 $2,893,000
1/1/2034 $177,000 2.50 %$36,163 $213,163 $2,716,000
7/1/2034 $179,000 2.50 %$33,950 $212,950 $2,537,000
1/1/2035 $182,000 2.50 %$31,713 $213,713 $2,355,000
7/1/2035 $183,000 2.50 %$29,438 $212,438 $2,172,000
1/1/2036 $185,000 2.50 %$27,150 $212,150 $1,987,000
7/1/2036 $188,000 2.50 %$24,838 $212,838 $1,799,000
1/1/2037 $190,000 2.50 %$22,488 $212,488 $1,609,000
7/1/2037 $192,000 2.50 %$20,113 $212,113 $1,417,000
1/1/2038 $195,000 2.50 %$17,713 $212,713 $1,222,000
7/1/2038 $197,000 2.50 %$15,275 $212,275 $1,025,000
1/1/2039 $200,000 2.50 %$12,813 $212,813 $825,000
7/1/2039 $203,000 2.50 %$10,313 $213,313 $622,000
1/1/2040 $205,000 2.50 %$7,775 $212,775 $417,000
7/1/2040 $207,000 2.50 %$5,213 $212,213 $210,000
1/1/2041 $210,000 2.50 %$2,625 $212,625 $0
TOTALS $5,727,000 $1,296,913 $7,023,913
208
Stormwater Fund
STORMWATER REVENUE BOND, SERIES 2015
STATE REVOLVING FUND
LANDFILL MITIGATION
ORIGINAL PRINCIPAL AMOUNT: $1,815,000
Payment Due
Principal
Payment Interest Rate
Interest
Payment
Loan Loss
Reserve
Admin
Expense
Surcharge
Semi-Annual
Payment
Principal
Balance
1/1/2025 $44,000 2.50 %$11,090 $1,386 $1,386 $57,863 $1,065,000
7/1/2025 $45,000 2.50 %$10,650 $1,331 $1,331 $58,313 $1,020,000
1/1/2026 $45,000 2.50 %$10,200 $1,275 $1,275 $57,750 $975,000
7/1/2026 $45,000 2.50 %$9,750 $1,219 $1,219 $57,188 $930,000
1/1/2027 $47,000 2.50 %$9,300 $1,163 $1,163 $58,625 $883,000
7/1/2027 $47,000 2.50 %$8,830 $1,104 $1,104 $58,038 $836,000
1/1/2028 $48,000 2.50 %$8,360 $1,045 $1,045 $58,450 $788,000
7/1/2028 $48,000 2.50 %$7,880 $985 $985 $57,850 $740,000
1/1/2029 $48,000 2.50 %$7,400 $925 $925 $57,250 $692,000
7/1/2029 $49,000 2.50 %$6,920 $865 $865 $57,650 $643,000
1/1/2030 $49,000 2.50 %$6,430 $804 $804 $57,038 $594,000
7/1/2030 $51,000 2.50 %$5,940 $743 $743 $58,425 $543,000
1/1/2031 $51,000 2.50 %$5,430 $679 $679 $57,788 $492,000
7/1/2031 $52,000 2.50 %$4,920 $615 $615 $58,150 $440,000
1/1/2032 $53,000 2.50 %$4,400 $550 $550 $58,500 $387,000
7/1/2032 $53,000 2.50 %$3,870 $484 $484 $57,838 $334,000
1/1/2033 $54,000 2.50 %$3,340 $418 $418 $58,175 $280,000
7/1/2033 $55,000 2.50 %$2,800 $350 $350 $58,500 $225,000
1/1/2034 $56,000 2.50 %$2,250 $281 $281 $58,813 $169,000
7/1/2034 $56,000 2.50 %$1,690 $211 $211 $58,113 $113,000
1/1/2035 $56,000 2.50 %$1,130 $141 $141 $57,413 $57,000
7/1/2035 $57,000 2.50 %$570 $71 $71 $57,713 $0
TOTALS $1,109,000 $133,150 $16,644 $16,644 $1,275,438
209
Public Works Administration Fund
E. BEALL OFFICE LEASE
ORIGINAL PRINCIPAL AMOUNT: $423,122
Payment Due Principal Payment Interest Rate Interest Payment Monthly Payment Lease Balance
7/1/2024 $6,934 5.00 %$1,070 $8,005 $249,967
8/1/2024 $6,963 5.00 %$1,042 $8,005 $243,004
9/1/2024 $6,992 5.00 %$1,013 $8,005 $236,012
10/1/2024 $7,021 5.00 %$983 $8,005 $228,990
11/1/2024 $7,051 5.00 %$954 $8,005 $221,940
12/1/2024 $7,080 5.00 %$925 $8,005 $214,860
1/1/2025 $7,109 5.00 %$895 $8,005 $207,750
2/1/2025 $7,139 5.00 %$866 $8,005 $200,611
3/1/2025 $7,169 5.00 %$836 $8,005 $193,442
4/1/2025 $7,518 5.00 %$806 $8,324 $185,924
5/1/2025 $7,550 5.00 %$775 $8,324 $178,374
6/1/2025 $7,581 5.00 %$743 $8,324 $170,793
7/1/2025 $7,613 5.00 %$712 $8,324 $163,181
8/1/2025 $7,644 5.00 %$680 $8,324 $155,537
9/1/2025 $7,676 5.00 %$648 $8,324 $147,860
10/1/2025 $7,708 5.00 %$616 $8,324 $140,152
11/1/2025 $7,740 5.00 %$584 $8,324 $132,412
12/1/2025 $7,773 5.00 %$552 $8,324 $124,639
1/1/2026 $7,805 5.00 %$519 $8,324 $116,834
2/1/2026 $7,837 5.00 %$487 $8,324 $108,997
3/1/2026 $7,870 5.00 %$454 $8,324 $101,127
4/1/2026 $8,236 5.00 %$421 $8,657 $92,891
5/1/2026 $8,270 5.00 %$387 $8,657 $84,621
6/1/2026 $8,305 5.00 %$353 $8,657 $76,316
7/1/2026 $8,339 5.00 %$318 $8,657 $67,977
8/1/2026 $8,374 5.00 %$283 $8,657 $59,603
9/1/2026 $8,409 5.00 %$248 $8,657 $51,194
10/1/2026 $8,444 5.00 %$213 $8,657 $42,750
11/1/2026 $8,479 5.00 %$178 $8,657 $34,271
12/1/2026 $8,514 5.00 %$143 $8,657 $25,757
1/1/2027 $8,550 5.00 %$107 $8,657 $17,207
2/1/2027 $8,586 5.00 %$72 $8,657 $8,621
3/1/2027 $8,621 5.00 %$36 $8,657 $0
TOTALS $256,901 $18,919 $275,820 $4,283,616
210
Capital Improvement Program (CIP)
211
Introduction to the Capital
Improvement Program (CIP)
The CIP includes a list of anticipated capital expenditures over the biennium as defined by 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, master planning, 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 budget and 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 12, 2023.
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 the 2025 Biennium Adopted
Budget. 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 2025-2029 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 FY25-FY29.
The adopted plan includes a summary, beginning on page 11, of what projects been included, how the projects
were identified for funding, and the definitions and criteria by which projects have been evaluated to determine
the impact on current and future operating budgets.
An explanation of changes made to the capital plan following the adoption of the CIP are detailed in the table
below.
212
Changes from Adopted FY25-29 CIP to Adopted Budget
Fund Department
Increase
(Decrease) FY25
Increase
(Decrease) FY26 Explanation
General Fund Police $ 255,000 $ —
Added three vehicles for new staff in the recommended
budget
General Fund Fire $ — $ (18,000,000)
Moved $18M from General Fund to Capital Construction
Fund for Fire Station #4
General Fund
Neighborhood
Services $ 45,000 $ —
Added one vehicle for new staff in the recommended
budget
Arterial & Collector
District Transportation $ 50,000 $ 150,000
Added $200k for Oak Street Intersections over biennium
to more accurately reflect the needs of the project
Street Maintenance Transportation $ 50,000 $ 50,000
Additional $50k annual appropriation to Multimodal
Projects (STR22) per Commission amendment
Fire Capital &
Equipment Fund Fire $ 120,000 $ 95,000
Added one vehicle in both years of the biennium and a
Vehicle Lift in FY26 for staffing additions, added project
for Back-Up Engine Refurbishment in FY25 that was
originally planned with the recent fire engine purchase
but exceed available budget
Parks & Trails
District Fund
Parks & Trails
District $ (965,000) $ (425,000)
Reduction to the capital plan to be more realistic and
reduce the impact on homeowners
Downtown URD
Economic
Development $ 780,000 $ 950,000
Capital Projects in the Downtown URD are included in the
work plan for the district, but not in the City-wide Capital
Plan
Capital Construction
Fund Fire $ — $ 18,000,000
Moved $18M from General Fund to Capital Construction
Fund for Fire Station #4
Street
Reconstruction
Fund Transportation $ (1,170,000) $ (1,054,600)
Removed S. Black in FY25 and N. Grand in FY26 due to
lack of support for Special Improvement Districts
Water Fund Water $ — $ 1,500,000
Added funding for PRV Mechanical & Structural
upgrades, Groundwater Permitting, and Water Mains
along Fowler Corridor to shift budget in order to more
accurately reflect projected schedules
Solid Waste Fund Solid Waste $ — $ 320,000
Added grant funded capital related to the pilot organics
program, and a rate study
Parking Parking $ 45,000 $ —
Added one vehicle for new staff in the recommended
budget, Reduced P017 by $400k in FY26, retained $400k
for other parking priority projects per Commission
amendment
Vehicle
Maintenance
Vehicle
Maintenance $ — $ 52,000
Added vehicle lift in FY26 as original plan to replace
existing lifts in FY24 is no longer feasible
Total $ (840,000) $ 1,587,400
213
2025 Biennium Adopted Budget Capital Projects Summary Costs:
Approximately $150.3 million in capital spending and commitments are planned over the 2025 Biennium. The pie
chart below provides a visual depiction of capital appropriations planned in the two-year period. Over the
biennium, Street Impact Fee capital projects make up the greatest portion of projects, followed closely by Capital
Construction Projects. In the Street Impact Fee CIP, the most significant projects are Kagy: 19th to Willson and
Fowler Avenue Connection (Huffine to Oak) budgeted at $10.4M and $13.0M, respectively. The main drivers in
the Capital Construction CIP are the Fire Station 4 project budgeted at $18.0M in fiscal year 2025 and the Shops
Complex projected at $13.7M over the biennium. The next two greatest portions of the CIP are for Water and
Wastewater infrastructure projects. Significant projects in these two utility funds include the Water Reclamation
Facility (WRF) Base Hydraulic project budgeted at $10.1M and the Hyalite Dam & Reservoir Operations project
budgeted at $5.0M.
2025 Biennium Budget
Capital Appropriations by Fund
Facilities, 1%
Police, 1%
Budget Capital Construction
Fund, 12%
Shops Complex Construction
Fund, 9%
Solid Waste Fund, 2%
Stormwater Fund, 1%
Street Maintenance Fund, 5%
Street Impact Fee Fund, 25%
Arterial & Collector Fund, 8%
Wastewater Funds, 16%
Water Funds, 12%
Recreation, 1%
Parks & Trails District Fund,
2%
Downtown Urban Renewal
District Fund, 1%
Sustainability, 1%
214
2025 Biennium Adopted Budget Funded Capital Project Listing by Fund/Department
2025 Biennium Adopted Budget Capital Project Listing
Fund Department Project #Project Name FY25 Budget FY26 Budget
General Fund City Manager GF378 Records Request Software $ 50,000 $ —
City Manager General Fund Total $ 50,000 $ —
General Fund Facilities
GF157 Senior Center Elevator $ 286,000 $ —
GF325 New Department Vehicle 75,000 —
GF343 New Department Vehicle 75,000 —
GF344 New Department Vehicle — 75,000
GF345 Vehicle Replacement 75,000 —
GF379 Flooring Replacement — 50,800
FCA002 Site Facility Exterior Painting — 122,300
FCA007 Site Accessibility Assessments — 92,100
FCA009 Library Boiler Replacements — 317,100
FCA010 Architectural Study — 73,300
FCA012 Railings/Handrail Replacement — 65,100
Facilities General Fund Total $ 511,000 $ 795,700
General Fund Information Technology
GF080 City-Wide Switches and Routers $ 60,000 $ 60,000
GF233 IT Vehicle Replacement — 35,000
GF265 Server Replacement GF — 202,000
GF289 Server Farm Upgrade — 35,000
Information Technology General Fund Total $ 60,000 $ 332,000
Planning Fund Planning CD09 Community Development Printer $ 13,000 $ —
Planning Fund Total $ 13,000 $ —
General Fund Police
GF052 Non-Patrol Car Replacement17 $ 70,000 $ 35,000
GF053 Patrol Vehicle - Replacement1 1,100,100 324,500
GF293 Non-Patrol Car New1 67,000 —
GF377 Police Tasers 28,100 —
Police General Fund Total $ 1,265,200 $ 359,500
Fire Capital & Equipment Fund Fire
FE12 Personal Protective Equipment $ 54,000 $ 56,700
FE18 Light Duty Vehicles 230,000 50,000
FE26 Data Analytics Software 80,000 —
FE29 Back-Up Engine Refurbishment 70,000 —
FE28 Vehicle Lift — 45,000
Fire Capital & Equipment Fund Total $ 434,000 $ 151,700
21517 Project is budgeted to be debt funded
2025 Biennium Adopted Budget Capital Project Listing
Fund Department Project #Project Name FY25 Budget FY26 Budget
Budget Capital Construction
Fund Fire GF355 Fire Station 4 $ 18,000,000 $ —
Budget Capital Construction Fund Total $ 18,000,000 $ —
Building Inspection Fund Building Inspection
BI06 Building Vehicle $ 52,000 $ —
BI07 Building Vehicle — 54,100
CD09 Community Development Printer 13,000 —
Building Inspection Fund Total $ 65,000 $ 54,100
Parking Fund Parking Fund
P017 Rouse Lot Improvements $ — $ 170,500
P033 Enforcement Vehicle Replacement 52,000 —
P035 New Vehicle 45,000 —
PARKNG TBD Parking Project(s) — 400,000
Parking Fund Total $ 97,000 $ 570,500
Shops Complex Construction
Fund Public Works Administration SHOPS Shops Complex18 156,000 13,520,000
Shops Complex Construction Fund Total $ 156,000 $ 13,520,000
Solid Waste Fund Solid Waste
SW50 Side Load Truck2 $ 425,000 $ —
SW51 Sideload Garbage Truck2 425,000 —
SW58 Roll Off Truck2 250,000 —
SW59 Rate Study19 70,000 —
SW60 Sideload Garbage Truck2 425,000 —
SW63 Front Load Truck2 378,000 —
SW65 Side Load Truck-Recycling2 — 425,000
Landfill Post-Closure Fund SW78 Cover System Improvements — 351,500
Solid Waste Fund Total $ 1,973,000 $ 776,500
Stormwater Fund Stormwater
STDM02 Manley Ditch Rehab2 520,000 —
STDM04 Historic Pipe Replacement Program 156,000 535,400
STDM05 Annual Unplanned Pipe Rehabilitation 54,100 59,100
STOP04 Pipe Inspection Van (#01)2 325,000 —
STOP08 Vacuum & Jetting Truck #12 — 590,000
Stormwater Fund Total $ 1,055,100 $ 1,184,500
216
18 Project is budgeted to be debt funded
19 Project will not be capitalized and is included in the Operating budget
2025 Biennium Adopted Budget Capital Project Listing
Fund Department Project #Project Name FY25 Budget FY26 Budget
Street Maintenance Fund Transportation
STR20 Annual Multimodal Improvements $ 154,000 $ 158,200
STR22 Streets Operations Grader Lease 220,000 220,000
STR30 Annual Median & Boulevard Improvements20 88,400 97,300
STR34 Sweepers 131,000 131,000
STR40 Dump Truck with Plow Sander — 297,400
STR49 Sanders 40,000 40,000
STR58 Tandem Axle Dump Truck — 320,000
STR71 Street Improvement (Mill+Overlay) 1,040,400 1,136,100
STR75 Annual Pedestrian Ramp Repair 115,000 120,000
STR84 Plug In Electric Work Truck — 70,000
STR90 Streets Chip Seal4 780,200 819,200
STR93 Snow Blower — 220,000
STR103 HAWK Signal at Gallatin High 150,000 —
STR106 Asphalt Roller 155,000 —
STR107 Pavement Marking Striper 37,000 —
STR109 Sidewalk Utility Vehicle 70,000 —
STR110 Portable Emulsion Tank 58,000 —
STR112 Spray Patch Truck 310,000 —
STR123 Light Duty Fleet Addition 80,000 80,000
STR126 Loader 250,000 —
STR127 Patch Truck 310,000 —
STR128 Skid Steer with Asphalt Mill 130,000 —
STR129 Light Duty Replace 3345 — 80,000
STR135 Diesel Fuel Tank & Kiosk 32,000 32,000
STR144 Replace Mini Loader 100,000 —
STR145 Smart Paving Technology Attachment — 55,000
STR155 Flanders Mill Shared Use 44,900 182,300
Street Maintenance Fund Total $ 4,295,900 $ 4,058,500
21720 Project will not be capitalized and is included in the Operating budget
2025 Biennium Adopted Budget Capital Project Listing
Fund Department Project #Project Name FY25 Budget FY26 Budget
Street Impact Fee Fund Transportation
SIF009 Kagy: 19th to Willson $ — $ 10,419,000
SIF112 Highland/Main Intersection Improvement — 850,000
SIF114 Fowler Avenue Connection (Huffine to Oak) 5,463,600 7,493,400
SIF118 Babcock: 15th to 19th 1,967,700 2,597,800
SIF149 Babcock: 11th to 15th 325,700 —
SIF152 N 27th: Baxter to Cattail 8,611,200 —
Street Impact Fee Fund Total $ 16,368,200 $ 21,360,200
Arterial & Collector Fund Transportation
A&C007 Shared Use Path: Valley Center Infill Sections $ 135,200 $ 527,600
A&C015 Grade Separated Crossing Study 100,000 —
A&C016 Shared Use Path: S 19th, Lincoln to Kagy — 432,600
A&C024 Shared Use Path: Frontage — 500,000
SIF114 Fowler Avenue Connection (Huffine to Oak)21 — 2,659,700
SIF118 Babcock: 15th to 19th 282,900 1,412,700
SIF145 Kagy/Sourdough Intersection Improvements 85,000 250,000
SIF149 Babcock: 11th to 15th 217,200 —
SIF152 N 27th: Baxter to Cattail5 2,828,800 —
SIF157 College: 8th to 11th 660,400 2,347,100
SIF188 Oak St Intersections 150,000 150,000
Arterial & Collector Fund Total $ 4,459,500 $ 8,279,700
Street Reconstruction Fund Transportation SCR01 Curb Spot Repair $ 114,400 $ 124,400
SCR26 Bogert Place Church to Story 468,000 —
$ 582,400 $ 124,400
Vehicle Maintenance Fund Vehicle Maintenance VM08 Mohawk Wheel Lifts $ — $ 52,000
Vehicle Maintenance Fund Total $ — $ 52,000
21821 Project is budgeted to be debt funded
2025 Biennium Adopted Budget Capital Project Listing
Fund Department Project #Project Name FY25 Budget FY26 Budget
Wastewater Fund
Wastewater
WW07 Annual Wastewater Pipe Replacement Design $ 33,000 $ 34,300
WW08 Wastewater Pipe Replacement 1,430,000 1,449,300
WW09 Annual 6-Inch Wastewater Pipe Replacement 650,000 811,200
WW69 Small Works Projects 156,000 162,200
WW92 Dewater Pumps Replacement — 162,200
WW103 Replace Dump Truck 3415 229,100 —
WW105 Replace Vactor 600,000 —
WW109 Godwin Bypass Pump — 54,100
WW112 E Gallatin River Data Collection 63,000 66,200
WW113 Skid Steer Loader Replace — 72,500
WW114 Kenworth Dump Truck — 236,000
WW115 3/4 Ton Pickup Replacement — 95,000
WW123 Replace Generator 30,000 —
WW133 Riverside Lift Station 520,000 —
WW134 Valley Center Lift Station22 2,288,000 —
WW138 Kagy Blvd to Olive Street Sewer Main Replacement — 443,500
Wastewater Impact Fee Fund
WW129 WRF Base Hydraulic Phase 16 8,122,400 —
WW131 WRF Base Hydraulic Phase 26 — 2,007,700
WW138 Kagy Blvd to Olive Street Sewer Main Replacement — 393,300
WWIF52 Blackwood Groves Sewer 104,000 —
WWIF53 Cottonwood Rd Sewer Capacity 312,000 1,622,400
WWIF54 Northwest Crossing Sewer Oversizing 263,100 —
WWIF57 Turnrow Subdivision Sewer Oversize — 108,200
WWIF58 Fowler Sewer Upgrade 145,600 988,500
Wastewater Funds Total $ 14,946,200 $ 8,706,600
21922 Project is budgeted to be debt funded
2025 Biennium Adopted Budget Capital Project Listing
Fund Department Project #Project Name FY25 Budget FY26 Budget
Water Fund
Water
W03 Annual Water Pipe Replacement Program $ 33,000 $ 34,300
W04 Water Pipe Replacement Program 1,586,000 2,001,000
W72 PRV Ph1-Mechanical & Structural Upgrades — 500,000
W79 Hyalite Dam & Reservoir Operations 208,000 4,841,400
W87 Lyman Tank & Transmission Main 2,916,900 —
W98 Replace 1 Ton Truck 90,000 —
W100 Replace #3605 GMC Canyon 46,800 —
W105 Replace Backhoe 165,800 —
W108 Ground Thawer Replacement — 90,200
W110 #3344:3/4 Ton Truck Replacement — 65,000
W111 Meter Service Truck Replacement — 75,000
W115 Hyalite Intake Rehab 104,000 540,800
W116 Replace SCADA Vehicle — 43,300
W134 Groundwater Permitting — 200,000
W147 New Heavy Trailer with Air Brakes 35,000 —
W150 Integrated Water Resources Plan (IWRP) Update 400,000 —
W151 WTP Capital Replacement — 540,800
W155 Discovery Drive 8-Inch Water Main 494,000 —
WIF58 Water Mains w/Fowler Corridor — 800,000
WIF59 Western Transmission Main — 432,600
WIF67 Huffine/Laurel Water Improvements — 270,400
Water Impact Fee Fund
WIF33 Municipal Well Design — 1,622,400
WIF56 Blackwood Groves Water Main 104,000 —
WIF57 NW Crossing Water Main Oversizing 251,200 —
WIF69 Turnrow Subdivision Water Main and PRV Oversizing 260,000 —
Water Funds Total $ 6,694,700 $ 12,057,200
General Fund Recreation
GF334 SMCC Meeting Room Renovation $ 78,000 $ —
GF336 SMCC Office HVAC System 260,000 —
GF371 Beall Exterior Door Replacement 60,000 —
GF374 Pool Boiler 59,000 —
GF375 Gender Neutral Change Rooms 150,000 —
GF376 Locker Room Tile 213,000 —
Recreation General Fund Total $ 820,000 $ —
Tree Maintenance Fund Tree Maintenance FOR18 Forestry Half-Ton Pickup $ 52,000 $ 54,100
Tree Maintenance Fund Total $ 52,000 $ 54,100 220
2025 Biennium Adopted Budget Capital Project Listing
Fund Department Project #Project Name FY25 Budget FY26 Budget
Parks & Trails District Fund Parks & Trails District
PTD01 Large Deck Mower $ 85,000 $ —
PTD02 Parks Restroom Upgrades 275,000 —
PTD03 Playground/Skate Park Improvements 200,000 200,000
PTD04 Park Vehicles23 180,000 150,000
PTD05 Toolcat Multi Purpose — 90,000
PTD06 Park Shelter Replacement 50,000 75,000
PTD08 Bridge Replacements 350,000 —
PTD09 Deferred Maintenance 200,000 200,000
PTD12 Parks Shop Complex 120,000 —
PTD17 Tennis Court Resurfacing 40,000 —
PTD19 Multipurpose Utility/Snow Machine 140,000 —
Parks & Trails District Fund Total $ 1,640,000 $ 715,000
Park Land Trust Fund Parks & Trails District PK1818 Accessibility Enhancements $ 100,000 $ —
PK1819 Park Shelters/Shade 50,000 —
Park Land Trust Fund Total $ 150,000 $ —
General Fund Cemetery
GF116 Cemetery Vehicle Replacement $ — $ 65,000
GF231 Cemetery Irrigation Project 400,000 —
GF252 Cemetery Columbariums 60,000 —
Cemetery General Fund Total $ 460,000 $ 65,000
Library Depreciation Fund Library LIB32 New Carpet Public Area $ 262,000 $ —
Library Depreciation Fund Total $ 262,000 $ —
General Fund Neighborhood Services GF380 New Vehicle $ 45,000 $ —
Neighborhood Services General Fund Total $ 45,000 $ —
22123 Project is budgeted to be debt funded
2025 Biennium Adopted Budget Capital Project Listing
Fund Department Project #Project Name FY25 Budget FY26 Budget
Downtown Urban Renewal
District Fund Economic Development
Park Improvements (Soroptimist/NBPP)$ 10,000 $ 250,000
Alley Improvements 50,000 —
Utility Infrastructure Improvements 350,000 400,000
Wayfinding & Parking Signage 15,000 20,000
Bozeman Creek Improvements — 10,000
Alternative Transportation Projects 40,000 25,000
Tree Replacement Project (Streetscape Imp. in FY24) 50,000 50,000
Street Furniture/Streetscape Improvements & Furniture 25,000 25,000
Intersection Cable Anchor Repairs 10,000 10,000
Parklet Infrastructure 20,000 —
Streetlamp Power Reconfiguration Project (SILD) 100,000 —
Streetscape Assistance Grant Program 50,000 100,000
Life-Safety Grant Program 30,000 30,000
Fiber-Broadband Infrastructure Grants 10,000 10,000
Art Enhancement/CPTED Grant Program 20,000 20,000
Downtown Urban Renewal District Fund Total $ 780,000 $ 950,000
General Fund Sustainability
GF245 Energy Projects $ 75,000 $ —
GF353 Electric Vehicle (EV) Stations 90,000 —
GF362 Solar Panel Arrays 232,600 641,100
Sustainability General Fund Total $ 397,600 $ 641,100
Total Capital Projects for All Funds 75,632,800 74,808,300
222
Appendix A: Statistical Section
Appendix B: Long-Range Financial Planning
Appendix C: Fiscal Policies
Appendix D: Glossary of Key Terms
Appendix E: City Commission Adoptions
223
Page Intentionally Left Blank
224
Appendix A: Statistical Section
225
CITY OF BOZEMAN PROFILE
The City of Bozeman sits in the center of Gallatin County, flanked by the Bridger Mountains and Custer Gallatin
National Forest, just south of the Missouri River Headwaters. This diverse Rocky Mountain landscape creates easy
access to year-round outdoor activities for Bozeman residents including hiking, mountain biking, climbing,
camping, fishing, and downhill and cross-country skiing. The City encompasses an area of approximately 20 square
miles with its next-closest municipality being the City of Belgrade, approximately seven miles from the City’s
outermost boundary. Bozeman is the county seat of Gallatin County and is the home to Montana State University
(MSU) – Bozeman, and the Fighting Bobcats. Bozeman is located 143 miles west of Billings and 200 miles east of
Missoula.
The City was incorporated in April of 1883 with a city council form of government, and later in January 1922
transitioned to its current city manager/city commission form of government. The population of Bozeman in the
2020 census is 53,293 – which is a total increase of 43% from April 2010 – which continues Bozeman’s standing as
the fourth largest city in the state. The latest population estimate issued by the United States Census Bureau as of
July 1, 2022 is 56,123.
The government provides a full range of services. These services include police and fire protection; sanitation
services; water, wastewater & storm water utilities; the construction and maintenance of streets and
infrastructure; recreational activities; cultural events; planning and zoning; and general administrative services.
The City, as a primary government, is supported or works closely with certain entities to provide these services to
the citizens of the City of Bozeman.
ECONOMIC OUTLOOK
Bozeman has gained recognition as one of the most desirable places to live in the country, offering a wealth of
recreational activities, including fishing, hiking, skiing, hunting, and an array of impressive outdoor experiences.
Positioned as one of Montana's most populous cities, Downtown Bozeman serves as the vibrant urban hub of the
area, featuring a lively nightlife scene, street festivals, farmers markets, and cultural establishments that cater to
both residents and visitors. As the home to MSU Bozeman, this town with a collegiate atmosphere serves as a
gateway for newcomers to discover the diverse offerings of Montana, serving as a pivotal economic force for both
incoming residents and businesses in the region.
In 2023, Bozeman was announced as the #1 Strongest Economy for fastest-growing micropolitan cities by
POLICOM for the sixth consecutive year. Economic strength is defined as “the long-term tendency for an area to
consistently grow in both size and quality.” Bozeman has a 2022 population estimated to be 56,123 residents.
Between 2015-2019 the growth rate was 3.8% according to a Bozeman Economic Assessment conducted by
Bridge Economic Development published in March 2023.
Bozeman’s economy is most heavily concentrated in tourism and retail jobs that typically have lower wages than
trade sector jobs. However, both Bozeman and Gallatin County are experiencing strong growth in knowledge-
based industries (professional and technical services) and in manufacturing. Increased enrollment at MSU -
Bozeman for in-demand tech and engineering degrees, along with substantial growth in company presence, is
contributing significantly to population growth.
226
Appendix B: 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 2025 Biennium 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 3% and 12%
per year. Assessment increases have been between 5% and 17% over the last five years. Financial modeling for
the long-range planning includes 20% increases in FY26 and FY27 followed by reductions to 6% and 3%
respectively in FY28 and FY29. The need for significant increases is primarily due to the projected debt service for
Street Maintenance’s share of the $50 million Shops Complex project. This project will significantly affect multiple
funds across the city. Although we are currently planning to proceed with it, a final decision will be made after
carefully evaluating its overall impact on all affected funds. The annual cost of the Street Maintenance assessment
on the typical homeowner in Bozeman is estimated to be $292.84 in FY25 and $301.62 in FY26. Assessment
increases were adopted by City Commission on August 13, 2024.
227
Arterial & Collector District (A&CD) Fund
The long-term plan for the Arterial & Collector District Fund continues to show inflationary level increases in
assessments to meet the needs of the capital plan and growth. Assessment increases over the financial plan are
estimated to be approximately 3% per year. Projected revenues are expected to exceed expenditures in fiscal
years 2025 and 2027, largely due to planned debt issuances for major capital projects outlined in the six-year plan.
The annual cost of the A&CD assessment on the typical homeowner in Bozeman is estimated to be $61.88 in FY25
and $63.74 in FY26. Assessment increases were adopted by City Commission on August 13, 2024.
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 3% increases annually over the next six years to complete the adopted CIP. The annual
cost of the Parks & Trails District assessment on the typical homeowner is estimated to be $214.94 in FY25 and
$221.39 in FY26. Assessment increases were adopted by City Commission on August 13, 2024.
228
Tree Maintenance District (Forestry) Fund
The long-range plan for the Tree Maintenance District includes 3 to 12% increases annually over the next five
years to complete the adopted CIP. The need for some significant increases is primarily due to the projected debt
service for the Tree Maintenance Districts share of the $50 million Shops Complex project. This project will
significantly affect multiple funds across the city. Although we are currently planning to proceed with it, a final
decision will be made after carefully evaluating its overall impact on all affected funds. The annual cost of the
assessment on the typical homeowner in Bozeman is estimated to be $31.45 in FY25 and $32.39 in FY26.
Assessment increases were adopted by City Commission on August 13, 2024.
Enterprise Funds
Water Fund
Between 2019 and 2023 rate increases were zero for single family homeowners, and 1% annually for multi-family.
Together these make up approximately 50% of all water rate revenues. While rate increases were consistent with
the rate study presented to City Commission in January 2019, the cost of providing services and maintaining
infrastructure rose much quicker than anticipated over the time period. Cost increases for water renovations
increased by approximately 11% annually over the same period. Because of this, financial models are showing the
need for revenue increases to address the cost of the adopted CIP and operations over the next six years. An
increase of 12.0% was included in the FY24 budget, and adopted by City Commission on August 13, 2024.
Additional revenue increases of 12.0% in FY25 and 10.0% in FY26 are included in the 2025 Biennium Adopted
Budget and were adopted by City Commission on August 13, 2024. A rate study is currently underway to inform
future rates by customer classes and ensure proper revenue coverage and reserve amounts. The estimated annual
increase to the typical single-family homeowner is approximately $57.33 in FY25 and in $53.51 FY26.
229
Wastewater Fund
Between 2019 and 2023 rate increases were zero for single family homeowners, and 2% annually for multi-family.
Together these make up approximately 50% of all wastewater rate revenues. While rate increases were consistent
with the rate study presented to City Commission in January 2019, the cost of providing services and maintaining
infrastructure rose much quicker than anticipated over the time period. Cost increases for sewer renovations
increased by approximately 16% annually over the same period. Because of this, financial models are showing the
need for revenue increases to address the cost of the adopted CIP and operations over the next five years. An
increase of 12.0% was included in the FY24 budget, and adopted by City Commission on August 13, 2024. Initial
projections included in the 2025 Recommended Budget included increases of 12.0% in FY25 and 8.0% in FY26,
however additional analysis of fund balance reduced the need to 6% each year. The annual increase to the typical
single family homeowner is estimated at approximately $71.22 in FY25 and in $53.17 FY26. Wastewater rate
increases were adopted by City Commission on August 13, 2024. A rate study is currently underway to inform
future rates by customer classes and ensure proper revenue coverage and reserve amounts.
230
Stormwater Fund
The long-term plan for the Stormwater Utility includes 3% annual increases in revenues to meet the needs of the
capital plan and growth. The annual cost for Stormwater services for the typical homeowner in Bozeman is
estimated to be $55.99 in FY25 and $57.67 in FY26. Stormwater rate increases were adopted by City Commission
on August 13, 2024. Apparent spikes in projected revenue for FY25 and FY27 are due to modeled debt issuances
for significant Stormwater capital projects.
231
Page Intentionally Left Blank
232
Appendix C: Fiscal Policies
233
CITY OF BOZEMAN
Fiscal Policies
Per Administrative Order 2024-02
TABLE OF CONTENTS
TABLE OF CONTENTS ................................................2
SECTION 1: PURPOSE ................................................3
SECTION 2: FISCAL PLANNING AND BUDGETING ......3
SECTION 3: REVENUE COLLECTION ...........................5
SECTION 4: EXPENDITURES AND PAYMENTS ............6
SECTION 5: DEBT ADMINISTRATION .........................8
SECTION 6: RESERVES AND FUND BALANCES ...........9
SECTION 7: FINANCIAL REPORTING ..........................10
City of Bozeman Policies & Procedures:
Financial Policies
2 | Page
SECTION 1: PURPOSE
The City of Bozeman (City) is committed to responsible fiscal management through
financial integrity, stewardship of public assets, long-term planning, accountability, and
transparency. Adopted financial policies provide guidelines for financial decision making
and set the strategic intent for financial management. These policies are central to a
strategic, long-term approach to financial management. These policies are designed to
guide day-to-day and long-range fiscal planning and decisions making, and to achieve
the following general financial goals:
1.To deliver quality services in an affordable, efficient, and cost-effective basis.
2.Provide and maintain essential public facilities, utilities, and transportation
networks.
3.Maintain an adequate financial base to sustain a sufficient level of municipal
services to maintain the social well-being and physical conditions of the City.
4.Protect and enhance the City's credit rating so as to obtain the lowest cost of
borrowing and also to assure taxpayers and the financial community that the City
is well managed and financially sound.
5.Provide the financial stability needed to navigate through economic downturns,
adjust to changes in the service requirements of the community and respond to
other changes as they affect the City’s residents.
6.Adhere to the highest standards of financial management and reporting practices
as set by the Government Finance Officers Association, the Governmental
Accounting Standards Board and other related professional financial standards.
7.Fully comply with finance related legal mandates, laws and regulations.
8.Promote intergenerational equity for the City’s taxpayers and ratepayers by
spreading the cost of new or upgraded City infrastructure over time so that
generations benefitting from such infrastructure contribute to its cost.
To achieve these goals, fiscal policies generally cover areas of revenue management,
operating and capital budgeting, financial planning and forecasting, investment and
asset management, debt management, accounting and financial reporting, reserves,
and internal controls. These policies are reviewed every year as part of the budget
preparation process.
SECTION 2: FISCAL PLANNING AND BUDGETING
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)). The budget development process along with the annual appropriation
City of Bozeman Policies & Procedures:
Financial Policies
3 | Page
resolution are the mechanism by which the City Commission approves the financial and
operational priorities for the City.
2. The budget will be prepared in such a manner as to facilitate its understanding
by community members and elected officials.
The budget presents a picture of the City government operations and intentions for the
year to the community of Bozeman. Presenting a budget document that is
understandable 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.
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.
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.
City of Bozeman Policies & Procedures:
Financial Policies
4 | Page
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 ensure legal compliance with the City's budget. The budgetary level of control is
established annually in the resolution to adopt the budget and is in compliance with
Montana Code Annotated (MCA) and Bozeman Municipal Code (BMC).
8. A cost allocation plan will be developed and incorporated into the City budget.
The cost allocation plan distributes the costs of general government, and internal
service funds fairly between City departments based on the full cost of providing
services. This plan is updated annually.
9. The City will maintain long-range financial forecasts of 6-30 years for all major
funds and some minor funds.
To promote long-term strategic thinking and demonstrate the city’s ability to adapt to
changes in the economy, operating requirements and capital demands, the city will
prepare balanced financial forecasts that will incorporate both revenue and expenditure
estimates and reserve requirements for the city’s major operating funds. The forecasts
will identify revenues and expenditures that are anticipated to be sustainable over the
five-year period. The forecasts will be updated annually and provided to executive
leadership during the city’s budget process.
SECTION 3: 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.
City of Bozeman Policies & Procedures:
Financial Policies
5 | Page
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.
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.
SECTION 4: 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
City of Bozeman Policies & Procedures:
Financial Policies
6 | Page
utilizing debt financing. This policy also reflects the view that those who benefit from a
capital project should pay for the project.
3. Major capital projects, which benefit future 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.
4. A Capital Improvement Plan (CIP) will be adopted annually by December 31.
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. All capital replacement and construction projects must
be adopted in compliance with BMC section 5.07.
5. All expenditures must be compliant with BMC and Adopted City Administrative
Orders.
Administrative orders that address expenditures include but are not limited to the City’s:
Procurement Policy, Vehicle Use Policy, Vehicle/Equipment Replacement Policy, and
Information Technology Use Policy. All administrative orders and internal policies are
available on Laserfische in the City Commission>Administrative Orders/Internal Policies
page.
6. When possible, the City will spend resources in order of most to least
restricted balances.
Resources will be categorized according to Generally Accepted Accounting Principles
(GAAP) for state and local governments, with the following general definitions. The City
will spend its resources in the following order. 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
City of Bozeman Policies & Procedures:
Financial Policies
7 | Page
delegates the authority. The City Commission delegates this authority to the City
Manager.
Unassigned - Amounts that are available for any purpose; these amounts are reported
only in the General Fund.
SECTION 5: DEBT ADMINISTRATION
1. The City will evaluate internal financials and market conditions when
considering issuance of long-term debt.
The City will ensure that projected revenues are sufficient to service the long-term debt,
that market conditions are favorable enough to warrant financing, and that the issuance
will not unduly affect the City’s credit rating and debt service coverage ratios.
2. The City will repay borrowed funds, used for capital projects, within a period
not to exceed the expected useful life of the project.
This policy reflects the view that those residents who benefit from a project should pay
for the project. Adherence to this policy will also help prevent the government from over-
extending itself with regard to the incurrence of future debt.
3. The City will not use long-term debt for financing current operations.
This policy reflects the view that those residents who benefit from a service should pay
for the service. Utilization of long-term debt to support current operations would result in
future residents supporting services provided to current residents.
4. The City of Bozeman will adhere to a policy of full public disclosure with regard
to the issuance of debt.
Full public disclosure with regard to the issuance of debt provides assurance that the
incurrence of debt, for which the public is responsible, is based upon a genuine need
and is consistent with underwriters’ guidelines.
5. The City of Bozeman will adhere to state of Montana General Fund limitations
for municipalities.
For the General Fund, Montana Code Annotated section 7-7-4101 allows the City to
issue an obligation only if it does not exceed 10% of the General Fund budget in each of
the two immediately preceding fiscal years, and debt service 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. The term of an obligation cannot exceed 20 years.
6. The City will strive to maintain or improve current credit ratings.
Credit ratings ensure the City’s access to bond markets and provide assurance to the
citizen’s that the City government is well managed and financially sound.
City of Bozeman Policies & Procedures:
Financial Policies
8 | Page
SECTION 6: RESERVES AND FUND BALANCES
1. Reserves and fund balances will be properly designated into the following
categories:
Non-spendable fund balance - Amounts that are not in a spendable form (such as
inventory) or are required to be maintained intact (such as the corpus of an endowment
fund).
Restricted fund balance - Amounts constrained to specific purposes by their providers
(such as grantors, bondholders, and higher levels of government) through constitutional
provisions or by enabling legislation.
Committed fund balance - Amounts constrained to specific purposes by 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
City of Bozeman Policies & Procedures:
Financial Policies
9 | Page
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.
SECTION 7: FINANCIAL REPORTING AND 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.
2. The basis of accounting for City operations is dependent on the fund type.
Governmental Funds use the modified-accrual basis of accounting. This means that
revenues are recognized when they are earned, measurable and available.
Expenditures are recognized in the period that liabilities are due and payable. The
budgetary basis is the same and is used in the General Fund, Special Revenue and
Debt Service Funds, and Capital Project Funds.
Proprietary, Internal Service, and Fiduciary Funds use the full accrual basis of
accounting. Revenues are recognized when they are earned, and expenses are
recognized when liabilities are incurred. However, the budgetary basis in these funds is
primarily based on the modified-accrual approach. Instead of authorizing budget for
depreciation of capital assets, the budget measures and appropriates cash outflows for
capital acquisition and construction, which is a modified-accrual approach. In full
accrual-based accounting debt proceeds are recorded as liabilities rather than a
revenue (funding source).
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
City of Bozeman Policies & Procedures:
Financial Policies
10 | Page
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 with 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’s asset capitalization policy is to capitalize and depreciate assets
greater than $5,000 with a useful life beyond one years.
Capital assets costing less than $5,000 or having a useful life of one year or less will be
treated as operating expenditures. The asset capitalization threshold will be applied to
individual assets rather than groups of assets unless the effect of doing so would be to
eliminate a significant portion of total capital assets.
City of Bozeman Policies & Procedures:
Financial Policies
11 | Page
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.
BIENNIAL/BIENNIUM - Referring to a two-year period.
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 expenditures for a given period (City of
Bozeman’s budget is for a fiscal year July 1—June 30) and the means of financing them. Upon approval by
Commission, the appropriation resolution 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.
BUDGET UNIT - Budget Units divide the organization up into units with the same or similar revenue streams. The
budget is formally adopted by Resolution of the City Commission at the Budget Unit level to provide appropriate
flexibility in managing City budgets according to their associated funding sources.
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.
245
CAPITAL IMPROVEMENTS PROGRAM (CIP) - A plan for capital expenditures needed to maintain, replace, and
expand the City’s heavy equipment and public infrastructure (for example streets, parks, buildings, etc.) The CIP
projects these capital equipment and infrastructure needs for a set number of years (5 years for City of Bozeman’s
Program) and is updated annually to reflect the latest priorities, cost estimates and changing financial estimates or
strategies. The first year of the adopted CIP becomes the basis of the City’s capital budget. 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 a 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,
246
including depreciation) of providing goods or services to the general public on a continuing basis be financed or
recovered primarily through user charges.
ESTIMATE - The most recent prediction of current year revenue and expenditures. Estimates are based upon
many months of actual expenditure and revenue information and are prepared to consider the impact of
unanticipated costs or other economic changes
ESTIMATED REVENUE - The amount of projected revenue to be collected during the fiscal year.
EXPENDITURES - Decreases in net financial resources.
FIDUCIARY FUND - A Fiduciary Fund is used in governmental accounting to report on assets held in trust for
others.
FISCAL YEAR - The time period signifying the beginning and ending period for recording financial transactions. The
City's fiscal year begins on July 1 and ends on June 30 of each year.
FIXED ASSETS - Assets of long-term character which are intended to continue to be held or used, such as land,
buildings, machinery, furniture and other equipment.
FTE - See Full Time Equivalent.
FULL FAITH AND CREDIT- A pledge of a government’s taxing power to repay debt obligations.
FULL TIME EQUIVALENT Also referred to as FTE. - The yearly personnel hours worked by a position divided by the
total available work hours for a full year (2080).
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.
247
GOAL - A statement of broad direction, purpose or intent based on the needs of the community.
GOVERNMENTAL FUNDS - Funds generally used to account for tax-supported activities. Governmental funds
include: general, special revenue, debt service, capital projects, and permanent funds.
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.
248
ORDINANCE - A formal legislative enactment by the City Commission. If it is not in conflict with any higher form of
law, such as state statute or constitutional provision, it has the full force and effect of law within the boundaries
of the City.
OUTSTANDING BONDS - Bonds not yet retired through principal payment.
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.
249
TRANSFERS IN/OUT - Amounts transferred from one fund to another to assist in financing the services from the
recipient fund.
UNDESIGNATED RESERVE - The portion of a fund’s balance that is set aside for non-specific purposes to address
unforeseen expenses within the budget year and is available for general appropriation.
UNRESERVED FUND BALANCE - The portion of a fund’s balance that is not restricted for a specific purpose and is
available for general appropriation.
USER CHARGES OR FEES - The payment of a fee for direct receipt of a public service by the party benefiting from
the service.
WORKING CAPITAL - The different between current assets and current liabilities.
WORKLOAD INDICATOR - A unit of work to be done (e.g. number of permit applications received for the number
of burglaries to be investigated.)
WRF - Water Reclamation Facility; commonly referred to in the past as a Wastewater Treatment Plant.
250
Appendix E: City Commission
Adoptions
251
Page Intentionally Left Blank
252
City of Bozeman Strategic Plan
253
Page 1 of 11
Adopted April 16, 2018
Vision and Vision Statements
Vision
Bozeman remains a safe, inclusive community, fostering civic engagement and
creativity, with a thriving diversified economy, a strong environmental ethic, and a
high quality of life as our community grows and changes.
Vision Statements
1. An Engaged Community. We foster a culture of engagement and civic leadership based
on innovation and best practices involving community members of all backgrounds and
perspectives.
2. An Innovative Economy. We grow a diversified and innovative economy leveraging our
natural amenities, skilled and creative people, and educational resources to generate
economic opportunities.
3. A Safe, Welcoming Community. We embrace a safe, healthy, welcoming and inclusive
community.
4. A Well-Planned City. We consistently improve our community’s quality of life as it
grows and changes, honoring our sense of place and the ‘Bozeman feel’ as we plan for a
livable, affordable, more connected city.
5. A Creative, Learning Culture. We expand learning, education, arts, expression and
creativity for all ages.
6. A Sustainable Environment. We cultivate a strong environmental ethic, protecting our
clean air, water, open spaces and climate, and promote environmentally sustainable
businesses and lifestyles.
7. A High Performance Organization. We operate as an ethical, high performance
organization anticipating future needs, utilizing best practices, and striving for
continuous improvement.
Page 2 of 11
Adopted April 16, 2018
1. An Engaged Community
We foster a culture of engagement and civic leadership based on innovation and best
practices involving community members of all backgrounds and perspectives.
1.1 Outreach - Continue to strengthen and innovate in how we deliver information to the
community and our partners.
a) City Communication Plan and Protocol. Develop, implement, and train for, a City-wide
communications protocol and outreach plan.
b) Dramatically increase transparency and create access to all city documents.
1.2 Community Engagement - Broaden and deepen engagement of the community in
city government, innovating methods for inviting input from the community and
stakeholders.
a) Enhance City Committees and Advisory Boards. Restructure or combine City boards and
committees to more effectively advise the City and engage the public.
b) Community Engagement Plan. Develop a plan to increase community engagement in city
decision-making processes.
c) Create a Standard Boards and Commission Onboarding and Education Process. Increase
education for boards, advisory boards and the zoning commission.
1.3 Public Agencies Collaboration - Foster successful collaboration with other public
agencies and build on these successes.
a) Quarterly City/County Commission Meetings. Establish regularly scheduled meetings
between the City of Bozeman and Gallatin County Commission as well as an annual meeting
with the City of Belgrade.
b) Enhance our relationship with Bozeman School District #7.
c) Enhance our relationship with Montana State University.
d) Enhance our relationship with Gallatin College.
e) Enhance our relationship with State and Federal Agencies.
f) Develop and support a legislative agenda.
1.4 Business and Institutional Partnerships - Explore opportunities for partnerships
with key business groups and non-profit organizations.
Page 3 of 11
Adopted April 16, 2018
2. An Innovative Economy
We grow a diversified and innovative economy leveraging our natural amenities, skilled
and creative people, and educational resources to generate economic opportunities.
2.1 Business Growth - Support retention and growth of both the traded and local
business sectors while welcoming and encouraging new and existing businesses, in
coordination with the Economic Development Plan.
2.2 Infrastructure Investments - Strategically invest in infrastructure as a mechanism to
encourage economic development.
a) Identify Commercial/Industrial Infrastructure Needs. Identify sites for new or
redevelopment in areas that lack adequate infrastructure and develop new financing
strategies to fund these investments.
2.3 Workforce Development - Support education and workforce development initiatives
to improve the skills of our citizens.
Page 4 of 11
Adopted April 16, 2018
3. A Safe, Welcoming Community
We embrace a safe, healthy, welcoming and inclusive community.
3.1 Public Safety - Support high quality public safety programs, emergency preparedness,
facilities, and leadership.
a) Develop a Criminal Justice Facility Plan.
b) Improve Emergency Preparedness Programs. Improve our community’s emergency
preparedness by implementing outreach programs to include information and planning to
assist residents in self preparedness.
c) Implement the Fire Station Location Plan.
d) Update Public Safety Technology Systems. Work with Gallatin County to fund and
implement necessary new technology systems for Police and Fire Departments.
e) Adopt, Fund and Implement Staffing Plan for Police. Augment staffing to improve
efficiencies and police service delivery to the community consistent with the findings of
staffing analysis.
f) Obtain Fire Department Accreditation. Pursue Fire Department accreditation through the
Center for Public Safety Excellence (CPSE) Commission on Fire Accreditation International
(CFAI).
3.2 Health & Safety Action - Work with our partners to improve education, public
awareness, and to coordinate programs concerning emergency services, criminal justice, and
important social services.
a) Strengthen Community Service Networks. Hire an employee to coordinate and strengthen
existing community networks for those with mental health, substance abuse and addiction,
and housing challenges.
b) Perform a Community Risk Assessment. Assess the community’s risk for natural, health or
human disasters in order to identify relevant needs for preparedness and recovery.
c) Develop a City/County Social Service Network. Work with Gallatin County and other
community partners to identify needs, develop, and appropriately fund a comprehensive
strategy for addressing mental health, substance abuse and addiction, homelessness, and
housing challenges.
3.3 Friendly Community - Ensure Bozeman continues to welcome diversity through
policies and public awareness.
a) Anticipate, celebrate, and incorporate an increasingly diverse population into the
community, city advisory boards, and city staff.
Page 5 of 11
Adopted April 16, 2018
b) Review the feasibility of all city vendors and suppliers to establish and enforce a gender
pay equality policy.
3.4 Active Recreation – Facilitate and promote recreational opportunities and active
health programs and facilities.
Page 6 of 11
Adopted April 16, 2018
4. A Well-Planned City
We consistently improve our community’s quality of life as it grows and changes, honoring our
sense of place and the ‘Bozeman feel’ as we plan for a livable, affordable, more connected city.
4.1 Informed Conversation on Growth - Continue developing an in-depth
understanding of how Bozeman is growing and changing and proactively address change in a
balanced and coordinated manner.
a) Adopt a New Growth Policy Based on Sustainable Growth Principles. Direct and guide
sustainable growth through appropriate planning, annexation, land use, and a streamlined
development review process.
b) Develop and Align Infill Policies. Develop, adopt and align city policies for infill and
redevelopment, economic development and public infrastructure.
c) GIS Land Use & Infrastructure Development Tracking. Provide easy-to-use, accurate and
informative tracking of land-use and infrastructure development trends and project-specific
progress for use across the organization to inform strategic infrastructure investments.
4.2 High Quality Urban Approach - Continue to support high-quality planning, ranging
from building design to neighborhood layouts, while pursuing urban approaches to issues
such as multimodal transportation, infill, density, connected trails and parks, and walkable
neighborhoods.
a) Manage Growth Adjacent to City (Donut). Prioritize continuing to allocate resources to
address growth in the greater Bozeman area.
b) Complete Unified Development Code, Phase 2. Once the updated Unified Development
Code (UDC) for growth and infrastructure is adopted by City Commission, begin Phase 2 of
UDC to address parking standards and affordable housing and sign code.
c) Parking Management by District. Develop a comprehensive, integrated approach to parking
management for the downtown, midtown, university, and other districts. Consider a range
of solutions including both on-street parking and parking garages.
d) Update Historic Preservation Guidelines. Update the Neighborhood Conservation Overlay
District (NCOD) guidelines for historic preservation in downtownand other commercial
districts and neighborhood centers. Promote continued investment in the city's inventory of
historic structures relative to ongoing infill and redevelopment.
4.3 Strategic Infrastructure Choices - Prioritize long-term investment and maintenance
for existing and new infrastructure.
a) Develop a Comprehensive Parks Maintenance and Facilities Funding Program.
b) Increase Capacity of Sewer Pipes to Accommodate Development Projects. Projects include:
North Frontage Road sewer project, Front Street sewer project and Davis Lane.
Page 7 of 11
Adopted April 16, 2018
c) Complete a Downtown Infrastructure Plan. Complete a plan for downtown infrastructure
and prioritize improvements in the various Capital Improvement Programs (CIPs).
d) Explore Sustainable Technology. Explore technologies to advance environmental
sustainability. Examples include Advanced Metering Infrastructure, performance
management systems also known as community “dashboards,” indoor and outdoor lighting
controls, Electric Vehicle (EV) charging infrastructure, and data analytics.
e) Annexation of Islands and Critical Adjacent Lands. Investigate the development of new
annexation policies to address long term tax fairness for public services, locations of
infrastructure, and locations for future infill and growth.
f) Prepare for Metropolitan Planning Organization Designation. Begin advance planning and
preparation for Bozeman’s anticipated designation as a Metropolitan Planning Organization
(MPO). Coordinate with other regional governments on inter-local agreements,
transportation planning functions, and required development for the City as an MPO.
4.4 Vibrant Downtown, Districts & Centers - Promote a healthy, vibrant Downtown,
Midtown, and other commercial districts and neighborhood centers – including higher
densities and intensification of use in these key areas.
a) Update the Downtown 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.
a) Enhance Non-motorized Transportation.
b) Develop a Comprehensive Affordable Housing Action Plan that includes, but is not limited
to:
1. Mandates the creation of affordable housing across all dwelling unit types.
2. Provides prescribed flexibility in the manner in which the mandate can be accomplished.
3. Provides a substantial, broad-based and reliable source of funding for the construction
of affordable housing and for affordable housing loans.
4. Actively encourages Bozeman’s major employers to develop workforce housing
programs for their employees.
Page 8 of 11
Adopted April 16, 2018
5. A Creative, Learning Culture
We expand learning, education, arts, expression, and creativity for all ages.
5.1 Civic and Cultural Infrastructure - Expand Bozeman’s civic and cultural
“infrastructure” as the city grows.
a) Library Expansion Planning. Ensure library services and facilities meet the demands of the
city.
5.2 Support for Public Art - Encourage and support partnerships for public art and other
arts and cultural initiatives in the city.
a) Document and Create an Art Trail Map. Partner with existing organizations to create a bike
and trail map that showcases public art throughout the City.
b) Explore an Outdoor Music Venue.
c) Create a municipal percent for arts.
5.3 Partnerships for Education and Learning – Strengthen and support partnerships
for arts and culture with a wide variety of individuals, organizations, and institutions to
enhance and improve education and learning in Bozeman.
a) Strategic Educational and Arts Partnerships. Develop and strengthen partnerships with the
School District and Montana State University to further the arts.
Page 9 of 11
Adopted April 16, 2018
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.
a) Watershed Management. Develop and implement a regional watershed approach to
manage water quantity and quality.
6.2 Protect Local Air Quality - Protect local air quality.
a) Apply for state funding for a study to monitor air quality.
6.3 Climate Action - Reduce community and municipal Greenhouse Gas (GHG) emissions,
increase the supply of clean and renewable energy; foster related businesses.
a) Update the Climate Action Plan. Update the Climate Action Plan and revisit greenhouse gas
emissions inventories, review reduction targets, and explore a voluntary energy efficiency
incentive program or stretch code to encourage new residential and commercial
construction to exceed the performance standards of the currently adopted building energy
code.
b) Increase Solid Waste Recycling Services. Adopt incentive programs to increase the public’s
utilization of city recycling and solid waste services.
c) Create Solar Energy Policies. Review three-year data from NorthWestern Energy’s
Community Solar Installation to inform planning and policies.
d) Climate Change Adaptation and Mitigation. Increase the community’s resiliency and
preparedness in response to climate change.
6.5 Parks, Trails & Open Space - Support the maintenance and expansion of an
interconnected system of parks, trails and open spaces.
a) Update Parks & Recreation Strategic Plan. Develop the next iteration of the Bozeman Parks
& Recreation Strategic Plan (PROST). Use this plan to help inform the other City
departmental planning.
6.6 Habitat – Work with partner organizations to identify at-risk, environmentally sensitive
parcels contribute to water quality, wildlife corridors, and wildlife habitat.
Page 10 of 11
Adopted April 16, 2018
7. A High Performance Organization
We operate as an ethical high performance organization, anticipating future needs, utilizing best
practices and striving for continuous improvement.
7.1 Values-Driven Culture - Promote a values-driven organizational culture that reinforces
ethical behavior, exercises transparency and maintains the community’s trust.
a) Develop a Cross-Functional Team Culture. Use cross-functional teams to meet Bozeman’s
future opportunities and challenges.
b) Create a culture of innovation.
7.2 Employee Excellence - Recruit, retain and value a diverse, well-trained, qualified and
motivated team capable of delivering superior performance. Be accountable and expect
accountability from others. Make demonstrated use of good judgement a part of the
evaluation process for promotions.
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.
b) Develop and Implement an Innovative Onboarding Program for New Employees. Work
with partners to develop new tools to recruit and provide assistance to new employees so
they feel welcome and prepared.
c) Implement an Employee Excellence Recognition Program.
d) Set Diversity Goals. Define the type of diversity the City seeks to achieve as an organization
(e.g. reflecting the community-at-large) and develop a program to achieve these goals.
7.3 Best Practices, Creativity & Foresight - Utilize best practices, innovative
approaches, and constantly anticipate new directions and changes relevant to the
governance of the City. Be also adaptable and flexible with an outward focus on the customer
and an external understanding of the issues as others may see them.
a) Implement Department Staffing Plans. Compile departmental staffing plans and create a
system to implement the plans to address current and future work load.
b) System Integration. Identify key systems that if integrated would improve efficiency and
effectiveness.
c) Improve Departmental Collaboration. Identify opportunities to improve collaboration
between City departments and create subgroups on communications, community
interactions, long-range planning, and other matters of common concern.
d) Update Departmental Plans. Proceed with updates of the next generation of departmental
plans scheduled for review and update during the 5-year timeframe of this strategic plan.
Page 11 of 11
Adopted April 16, 2018
e) High-level Policy Conversations. Develop a structure to foster regular, ongoing dialogue on
innovative ideas and information to assist the Commission with high level policy deliberation
and decisions.
7.4 Performance Metrics - Utilize 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. Learn from those outside city government and
measure specific tasks for performance.
a) Develop Data Analysis Tools. Develop more sophisticated analytical tools to access,
monitor, measure, and analyze data to inform decision making.
b) Set Performance Measures. Set performance measures that align with the Strategic Plan.
c) Analyze and Collect Data from Performance Measures. Analyze and collect data from
performance measures to ensure implementation of the Strategic Plan, and redesign
measures as needed.
d) Strategic Municipal Service Delivery Expectations. Strategically manage community and
employee expectations about the City’s capacity to deliver services.
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.
Prioritization of Strategic Plan:
1. Community Outreach
2. Affordable Housing
3. Planning and Land Use Initiatives
4. Annexation Analysis and Study
5. Parks Maintenance District
6. Partnerships for Education and Learning
7. Public Law and Justice Center
2024-2026 City Commission Priorities
265
About the Priorities
Every two years, Bozeman City Commission meets to discuss the priorities process, a list
of goals that the elected body directs city staff to complete within a two-year time frame.
All goals are important projects that impact our community and are unique activities that
staff perform within the designated timeframe.
For the 2024-2026 priority cycle, Bozeman City Commission has chosen the following
priorities:
An Engaged Community
o Foster and build public trust, support, and pride in local government.
Safe, Welcoming Community
o Develop a Tenants Right to Counsel Program.
o Develop a comprehensive regional strategy on homelessness.
o Implement at least 8 recommendations from the Belonging in Bozeman Plan.
A Well-Planned City
o Rework and restore a new Historic Preservation Policy - including trees and
landmarks.
o Encourage the creation of ADUs in our city through an ADU Incentive Program.
o Create an Affordable Housing Preservation Policy.
o Ramp up the SAFE Plan and become a Gold-level Bike Friendly Community.
Sustainable Environment
o Create a Bozeman Creek Resiliency Plan.
Bozeman City Commission Two-Year Priorities List 2
An Engaged Community
Goal: Foster and build public trust, support, and pride in
local government.
Safe, Welcoming Community
Goal: Develop a Tenants Right to Counsel Program.
Goal: Develop a comprehensive regional strategy on
homelessness.
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec
Create opportunities for neighborhood and community-wide outreach events involving
City Commissioners.
Utilize engagement plans around all major initiatives and ensure broad representation.
Communicate achievements through FYI at Commission.
2024 2025 2026
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec
Research, analyze and develop program options.
Funding and program option discussion at Commission pending positive legal review.
2024 2025 2026
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec
Collaborate with Regional Housing Coalition to develop a plan.
Potential plan adoption.
2024 2025 2026
Bozeman City Commission Two-Year Priorities List 3
Goal: Implement at least 8 recommendations from the
Belonging in Bozeman Plan.
A Well-Planned City
Goal: Rework and restore a new Historic Preservation
Policy – including trees and landmarks.
Goal: Encourage the creation of ADUs in our city through
an ADU Incentive Program.
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec
Create a new Belonging in Bozeman Coordinator staff position and dedicated budget.
Create a full-time position to serve as ADA Coordinator.
Hire a part-time Disability Community Liaison and full-time Bozeman PD Community Liaison.
Recovene the Belonging in Bozeman interdepartmental committee and update its charter.
Continue to convene external partners to implement Belonging in Bozeman Plan.
Support partner organizations by funding transitional and emergency housing programs.
Develop an equity impacts decision-making tool and train boards, staff, Commission on its use.
Implement on-demand interpretation services and train frontline staff on using it.
2024 2025 2026
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec
Revise the existing Historic Preservation Policy and create a Local Landmark Program.
Analyze City's authority in declaring trees on private property as Landmark Trees.
Include options in Urban Forestry Management Plan.
2024 2025 2026
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec
Produce a market analysis of ADUs in Bozeman to inform decisions.
Discuss and implement policy around ADU incentives.
2024 2025 2026
Bozeman City Commission Two-Year Priorities List 4
Goal: Create an Affordable Housing Preservation Policy.
Goal: Ramp up the SAFE Plan and become a Gold-level
Bike Friendly Community.
Sustainable Environment
Goal: Create a Bozeman Creek Resiliency Plan.
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec
Identify opportunities for affordable housing preservation (mobile home parks, etc.).
Explore an affordable housing preservation policy.
2024 2025 2026
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec
Continue work to improve bike safety throughout the community.
Establish a community-wide education program for bike/ped safety.
Resubmit for Gold-level status.
2024 2025 2026
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec
Create a project charter.
Perform an analysis of Bozeman Creek's ability to handle a 100-year flood.
Engage with community and educate around successes cleaning the creek.
Conduct an engineering study of creek meander, braiding and re-routing options based on the
results of the 100-year flood study.
Conduct a study to identify areas where public interaction with Bozeman Creek can be enhanced
through future parkland development.
Explore funding opportunities for potential improvements and changes.
2024 2025 2026