HomeMy WebLinkAboutCity Manager Recommended Budget for Fiscal Year 2012
City Manager’s Recommended
Budget
For Fiscal Year 2012
6/6/2011
City of Bozeman, Montana
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
CITY OF BOZEMAN, MONTANA
FISCAL YEAR 2011-2012
CITY MANAGER’S RECOMMENDED
OPERATING AND
CAPITAL IMPROVEMENT BUDGET
CITY COMMISSION
Jeff Krauss— Mayor
Sean Becker—Deputy Mayor
Cynthia Andrus—Commissioner
Chris Mehl—Commissioner
Carson Taylor—Commissioner
CITY MANAGER
Chris Kukulski - City Manager
CITY STAFF
Anna Rosenberry, CPA—Finance Director
Stacy Ulmen—City Clerk
CITIZEN REVIEW AND PARTICIPATION
______________________________________________________________________________________________
The City encourages open and transparent government—and offers multiple ways to access this
document in an effort to better inform City residents and property owners.
This document is available on the City of Bozeman’s website at www.bozeman.net, and
It is also available for review in the office of the Clerk of Commission of the City of
Bozeman during regular business hours (8 a.m. to 5 p.m. Monday through Friday) at 121 N.
Rouse, Bozeman Montana, and
It is available for review at the Bozeman Public Library in hard-copy form or via a library
computer, and
Copies may be purchased from the Finance Department, 121 N. Rouse, Bozeman Montana
for $35.
The public is strongly encouraged to attend all work sessions and public hearings held prior to final
adoption of the budget.
Notices for these meetings are published in the legal advertisements of the Bozeman Daily
Chronicle newspaper, and
Notices are also posted on the City’s website at www.bozeman.net.
Public Meetings of the City Commission are broadcast live on local-cable Channel 20.
Meetings are also re-broadcast throughout the week.
DISTINGUISHED BUDGET PRESENTATION AWARD
______________________________________________________________________
The Government Finance Officers Association of the United States and Canada (GFOA) presented an award
of Distinguished Budget Presentation to the City of Bozeman for its annual budget for the fiscal year
beginning July 1, 2010. The City has received this award for each budget it has prepared in the past 20
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 our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Contents
CITIZEN REVIEW AND PARTICIPATION .......................................................................................................... 4
DISTINGUISHED BUDGET PRESENTATION AWARD ....................................................................................... 5
CITY MANAGER’S BUDGET MESSAGE ........................................................................................................... 9
COMMUNITY, DEMOGRAPHIC, AND STATISTICAL INFORMATION ............................................................. 20
Population: .............................................................................................................................................. 21
CORE VALUES .............................................................................................................................................. 24
VISION, MISSION, AND GOALS .................................................................................................................... 25
ADOPTED WORK PLAN FOR 2011-2012 ...................................................................................................... 26
PLANNING PROCESSES ................................................................................................................................ 28
FINANCIAL POLICIES .................................................................................................................................... 29
Budget Development & Administration ................................................................................................. 29
Revenue Collection ................................................................................................................................. 30
Expenditures and Payments ................................................................................................................... 31
Debt Administration................................................................................................................................ 33
Reserves and Fund Balances ................................................................................................................... 34
Financial Reporting & Accounting ........................................................................................................... 35
FINANCIAL STRUCTURE ............................................................................................................................... 37
THE BUDGET PROCESS ................................................................................................................................ 41
CITY ORGANIZATIONAL CHART ................................................................................................................... 46
FINANCIAL SUMMARY – FY2012 ................................................................................................................. 47
CHANGES IN FUND BALANCE/WORKING CAPITAL ..................................................................................... 48
MILL LEVIES & MILL VALUES ................................................................................................................... 50
APPROPRIATIONS BY TYPE ...................................................................................................................... 51
APPROPRIATIONS BY FUND .................................................................................................................... 52
REVENUES BY SOURCE ............................................................................................................................ 53
LEGAL DEBT LIMIT & BOND RATINGS ..................................................................................................... 54
STAFFING SUMMARY .............................................................................................................................. 55
REVENUE DETAILS – FY12 ........................................................................................................................... 56
REVENUE TRENDS & ANALYSIS ................................................................................................................... 58
EXPENDITURE DETAILS – FY12 .................................................................................................................... 62
EXPENDITURE TRENDS & ANALYSIS ............................................................................................................ 64
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FUND BALANCES/WORKING CAPITAL TRENDS & ANALYSIS ....................................................................... 67
REVENUE & EXPENDITURE DETAILS FOR EACH FUND ................................................................................ 71
GENERAL GOVERNMENT ............................................................................................................................ 85
CITY COMMISSION .................................................................................................................................. 86
CITY MANAGER ....................................................................................................................................... 89
MUNICIPAL COURT ................................................................................................................................. 94
CITY ATTORNEY ....................................................................................................................................... 98
FINANCE ................................................................................................................................................ 103
PLANNING ............................................................................................................................................. 107
FACILITIES MANAGEMENT .................................................................................................................... 114
INFORMATION TECHNOLOGY ............................................................................................................... 117
PUBLIC SAFETY .......................................................................................................................................... 120
POLICE ................................................................................................................................................... 121
FIRE ....................................................................................................................................................... 127
BUILDING INSPECTION .......................................................................................................................... 132
PARKING ................................................................................................................................................ 135
PUBLIC SERVICES ....................................................................................................................................... 139
PUBLIC SERVICES ADMINISTRATION ..................................................................................................... 140
STREETS ................................................................................................................................................. 146
WATER PLANT ....................................................................................................................................... 153
WATER OPERATIONS............................................................................................................................. 158
WASTEWATER OPERATIONS ................................................................................................................. 163
WATER RECLAMATION FACILITY (WASTEWATER PLANT) ..................................................................... 167
SOLID WASTE COLLECTION ................................................................................................................... 172
SOLID WASTE RECYCLING ..................................................................................................................... 175
VEHICLE MAINTENANCE ....................................................................................................................... 178
Workload Indicators .......................................................................................................................... 181
PUBLIC WELFARE....................................................................................................................................... 182
CEMETERY ............................................................................................................................................. 183
PARKS .................................................................................................................................................... 188
FORESTRY .............................................................................................................................................. 192
LIBRARY ................................................................................................................................................. 196
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
RECREATION .......................................................................................................................................... 199
COMMUNITY DEVELOPMENT ............................................................................................................... 203
OTHER ....................................................................................................................................................... 207
NON-DEPARTMENTAL ........................................................................................................................... 208
GENERAL OBLIGATION (G.O.) BONDS DEBT SERVICE ........................................................................... 211
SPECIAL IMPROVEMENT DISTRICT (SID) REVOLVING FUND ................................................................. 213
SPECIAL IMPROVEMENT DISTRCT (SID) & TAX INCREMENT FINANCE (TIF) DISTRICT BONDS AND DEBT
SERVICE ................................................................................................................................................. 215
APPENDIX .................................................................................................................................................. 217
CAPITAL EXPENDITURES SUMMARY ..................................................................................................... 218
WATER & WASTEWATER RATE INCREASES ........................................................................................... 219
US CONSUMER PRICE INDEX ................................................................................................................. 220
TRANSPORTATION G.O. BOND SCHEDULE ............................................................................................ 221
LIBRARY G.O. BOND #1 SCHEDULE ....................................................................................................... 222
LIBRARY G.O. BOND #2 SCHEDULE ....................................................................................................... 223
GLOSSARY OF KEY TERMS ..................................................................................................................... 224
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
CITY MANAGER’S BUDGET MESSAGE
___________________________________________________________
June 6, 2011
Bozeman City Commission:
I am pleased to present the City Manager’s Recommended Budget for Fiscal Year 2011-
2012 (FY12).
This fiscal year marks the fourth year of our belt-tightening efforts; what started in March
and April of 2008 (FY09 budget development) is now carrying into the FY12 budget. Over
this time period, property owners in the City have benefitted by over $4 Million in reduced
property tax levies related to operating budget and grant savings.
While the local and national economies have certainly declined from 2007 levels, we
continue to see modest growth in the city: Additional commercial construction, regional
and national businesses planning to locate and locating in Bozeman, and a small number of
residential housing projects moving forward. From these indicators, we believe we must
continue forward with a number of the critical infrastructure and community development
efforts:
Water Treatment Plant Expansion
South 8th Avenue Street Reconstruction
Gallatin College Support
Expanded Economic Development Program
As for existing operations, we continue to seek opportunities to invest in projects that
improve efficiency, and we continue to make the difficult funding and staffing choices that
these times require of all local governments.
Commission Goals (Work Plan)
On April 11, 2011, the Commission adopted a work plan of new initiatives and second-tier
priorities for 2011 and 2012, in an effort to inform policy discussions and assist staff in
allocating resources and time. All four top priorities are addressed in this budget, along
with a number of the 2nd tier initiatives. Below is a list of the top 4 priorities; the full plan
can be found on page 26.
1. Enhance Downtown Development Opportunities.
2. Implement the Adopted Economic Development Plan.
3. Adopt Plans to Address Deferred Infrastructure Maintenance.
4. Develop an Integrated Water Resource Plan.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Changes during the past 12 months
Building Activity: Local building activity has many impacts on the operations and
finances of the City; from the workload and revenues in the Planning and Building
Inspection Divisions to the amount of funding available for Impact Fee programs and
increases in Property Tax dollars due to new construction.
As with the rest of the nation, credit and other economic factors began affecting the amount
of subdivision and construction activity we were seeing come through the doors of our
Planning and Building Inspection Divisions in early 2008. This trend continued through
FY09.
During FY10 & FY11, Planning and Building activities continued at levels below FY09;
however, we continued to see moderate building activity in our City. During FY11, the
Kohl’s and Safeway projects provided noticeable increases in planning and building
activity. Building and planning activity related to the June 30, 2010 hail storm also
boosted activity in these departments. However, we don’t anticipate a number of similar
projects or weather events in the coming year. For that reason, our FY12 estimates for
Building and Planning revenues mirror the FY10 actual receipts. We continue to monitor
the revenue and workload status of the Building Inspection and Planning Departments on
a monthly basis, and report to the Commission on a quarterly basis.
Property Tax Revenues from New Construction: The City’s certified taxable value
for the previous year shows that our local tax base grew 3.2% from January 1, 2010 to
December 30, 2010. This is the lowest increase in taxable value that the city has seen since
2001. It is markedly below the average of 6.9% we had seen each year over the past 5
years. For the coming year, we are estimating that the local tax base will grow by 2%.
Actual certified taxable values will be received in early August from the Montana
Department of Revenue.
State Entitlement Share: During the 2011 State Legislative session, which ended in
early May, the State eliminated the statutory growth factor for our Entitlement Share
dollars for FY12. Under the prior statute, the City would have seen approximately
$150,000 in increased revenue in the General Fund. Instead, FY12 will see no growth in
Entitlement Share in the general fund, and a 10% decrease (-$3,100) for the Downtown Tax
Increment District.
2010 Census Information: The 2010 Census information for the City of Bozeman shows
that we are now the 4th most populous city in the state; increasing from our rank of 5th in
the 2000 census. Our actual 2010 census population of 37,280 is lower than the census
estimate of 2009 by 5.1%, but shows a 32.7% increase over our 2000 census population.
Gallatin College Funding: In January 2011 the Commission committed to assist with
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
funding the start-up of new Gallatin College programs at Montana State University. They
committed the equivalent of 1.5 mills (estimated $123,600) in each of FY11, FY12, and
FY13. We have budgeted for this expenditure in the Economic Development section of our
Community Development budget.
Economic Development & Public Relations Director: In concert with Commission
Goals, the Economic Development & Public Relations position is now a director-level
position, has been moved out of the City Manager’s department, and moved to its own
division in the Community Development department of the budget. This position is leading
the city’s Economic Development Team to “assist in diversifying our local economy by
creating sustainable, high paying jobs without sacrificing Bozeman’s quality of life.”
GASB Statement 54 Implementation: Along with local governments across the country,
this year the City is required to implement the Governmental Accounting Standards
Board’s (GASB) Statement No 54 – Fund Balance Reporting and Certain Governmental
Fund Types. While this statement has minor implications for the mechanics of budgeting,
we need to revise portions of our Financial Polices. We added a “Spending Policy,” and
revised our “Reserves and Fund Balance” policy, beginning on page 32.
In the past, the spendable portions of fund balances have generally been described as
“reserved” and “unreserved.” The new standard is to describe the spendable portions as
“restricted”, “committed”, “assigned”, and “unassigned.” Definitions of these categories are
included in the Financial Policies section.
To comply with the Statement, we will also be adopting a resolution related to
commitments of revenues and special revenue funds later in June.
Solvent Site Active Remediation: The city is awaiting the issuance of the Record of
Decision from the Montana Department of Environmental Quality regarding the clean-up
of the Bozeman Solvent Site. A decades-long effort, we anticipate the Decision being issued
within the next few months. This budget contains approximately $700,000 in planned
expenditures in the Wastewater Fund for active remediation of the Site. This multi-year
remediation project is being undertaken with CVS Pharmacy.
Mandeville Farm Judgment: In December 2009, the Montana Supreme Court ruled
against the City in our appeal of Delaney v. City of Bozeman. At issue was the City’s
purchase of the Mandeville Farm property in 2003. Delaney was awarded $3 Million. The
City and MMIA are working towards a judicial determination as to whether the City or the
MMIA is responsible for the payment. Currently the MMIA has paid the judgment, subject
to a non-waiver provision that could require the City to reimburse the MMIA, if a court
finds the City is obligated. The costs associated with this legal process are estimated to be
$20,000 for FY12 and are included in the Attorney’s Budget. We anticipate a judicial
determination sometime during FY12.
Sewer Plant Construction: Substantial completion of this $54 million project is
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
estimated to occur in October 2011. During the past 3 years, we have fully budgeted for the
plant construction, and will utilize carry-over budget authority to complete the project in
FY12. (No additional budgeted expenditures in FY12.)
Water Plant Construction: The slowdown in community growth gave us a bit of
headway in our existing water capacity. As a result, we delayed bid of the Water Plant
project for approximately 12 months. We are now set to open the bids on June 7, 2011
(Tomorrow!) This budget includes $15 million in construction spending on the project,
which is expected to cost $40.1 Million and span 3 fiscal years.
Staffing Levels and Changes
Prior Year’s Reductions: During the course of this extra-ordinary recession, we have
made a concerted effort to balance the needs of the community with our available resources.
The table below shows FY09-FY11 position reductions that have been made in order to
balance staffing levels with workloads, and conserve resources where possible.
Position Reductions—Economic Downturn Number of Full-Time Equivalent Positions
Building Inspection 6.0 FTE
City Manager's Office 1.0 FTE
Finance Department 1.25 FTE
Fire Department 0.5 FTE
Information Technology 0.12 FTE
Library 0.5 FTE
Planning Department 3.85 FTE
Total Reductions 13.22 Full Time Equivalent Positions
Public Safety Positions (Police & Fire): Prior to the recession, in November 2007, local
voters approved increasing our tax levy to add staff to both the Police and Fire
Departments. FY11 marked the final year of adding Police Officers funded by the Levy.
We have budgeted for, and continue to strive to fill all of the authorized positions in FY12.
The levy also approved funding three Battalion Chief positions within the Fire Department,
as a result of adding a third Fire Station to the City. After careful consideration and
operation of the three stations for nearly two years, we have decided to not hire the
Battalion Chief positions in the coming year. We will analyze the need for these positions
going forward but will not be levying taxpayers to fund the positions in FY12.
In addition to delaying the hiring of Battalion Chiefs, this budget recommends re-allocating
duties and eliminating positions related to the Code Enforcement Officer in the Planning
Department, and the Recreation Superintendent in the Recreation Department.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Recommended Staffing Changes for FY12 Number of Full-
Time Equivalent
Positions
Planning - Code Enforcement Officer (1.0) FTE
Recreation - Recreation Superintendent (1.0) FTE
Net Change (2.0) FTE
The General Fund: The City’s General Fund supports the majority of administration,
public safety and public welfare operations. It’s most significant source of revenue comes
from local property taxes. As a result, the General Fund’s operating budget and fund
balance are critically important to the financial health of the City. This year’s General
Fund budget totals $24.1 Million in expenditures, in the following areas:
General Fund FY12 Budget
Commission $187,466.00
City Manager/Admin 819,576.00
Courts 623,850.00
Attorney 734,555.00
Finance 823,492.00
Facilities 1,416,600.00
Information Technology 982,986.00
Police 7,124,664.00
Fire 5,038,421.00
Public Services Admin 195,352.00
Cemetery 511,756.00
Parks 1,127,817.00
Library 1,702,893.00
Recreation 1,603,550.00
Community Development 349,105.00
Other 879,891.00
TOTAL Expenditures $24,121,974.00
As shown in the following graph, Police and Fire services comprise over 50% of the General
Fund’s spending. Funding for the Library and the Recreation facilities and programs are
second highest, at 7% each. Recreation funding is boosted this year by the Bogert Pool
Capital Improvement project, $382,000.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
General Fund Unreserved Fund Balance: The City’s Charter requires an
established minimum level of General Fund Unreserved Fund Balance, in accordance with
the Government Finance Officers’ Association (GFOA) Best Practices. The GFOA
significantly changed their Best Practice Recommendation in October 2009. As a result, in
May 2010, the Commission increased the required minimum from 12% to 16 2/3%. Under
the new GASB 54 requirements, this minimum level becomes the General Fund’s
“Committed” Fund Balance.
We propose to utilize the amount of General Fund cash above the minimum reserve amount
to decrease the FY12 property tax levy. As a result, this budget has in an ending
Unreserved Fund Balance of $3.9 Million, or 16.67% of budgeted General Fund revenues.
General Fund Concerns:
Property Tax Levy: As was done last year, this budget continues to utilize one-time
cash (vacancy savings and grant revenue) to lower the property tax levy. While this
is often a very prudent use of resources, it is important to note that it is not expected
to be available to lower the levy in future years.
General Fund Reserve Levels: The Commission has expressed a desire to spend
cash savings (amounts above the minimum general fund reserve requirement) to
lower the property tax levy (lower property tax revenues.) The effect of this is to
also lower the required amount of cash reserve, since reserves are calculated based
Commission
1%
CM Admin
3%Courts
3%
Attorney
3%
Finance
3%
Facilities
6%
IT
4%
Police
30%
Fire
21%
Public Svc
1%
Cemetery
2%
Parks
5%
Library
7%
Recreation
7%
Other
4%
FY12 General Fund Budget
Commission
CM Admin
Courts
Attorney
Finance
Facilities
IT
Police
Fire
Public Svc
Cemetery
Parks
Library
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
on the total annual revenues. When money is no longer available to “buy down” the
tax levy, we will also be required to increase our amount of reserves. For example,
using $500,000 of vacancy savings to lower property taxes, also lowers our cash
reserve requirement by $83,335 (16.67% of $500,000.) At the time the vacancy
savings is no longer available, we will also need to increase our cash reserves.
Capital Funding: We are making headway with significant capital projects outside
of the general fund. However, we continue to make cuts to general fund capital
expenditures when it comes time to balance the budget. Even though we increased
our general fund capital expenditures compared to last year, we fell short of our
Capital Improvement Plan goal of 5% of general fund revenues. This budget spends
approximately 4% of the general fund resources on capital projects, roughly $1
million. The Capital Plan for next year calls for $1,350,000 in capital spending;
and, $1,550,000 in FY14. We are uncertain as to how we’ll be able to fund that level
of capital, given our current track-record.
Additional Debt: We anticipate borrowing $1.3 Million for the Reconstruction of South
8th Avenue, and approximately $150,000 for the related Special Improvement District bonds
for adjacent property owners.
While the new Water Treatment Plant will require substantial borrowing through
completion (estimated $20M total), we don’t anticipate needing to borrow funds in FY12.
We will complete loan documents in FY12 and likely begin borrowing in FY13. This
borrowing will be secured by water-system rate-payers.
Mill Levy Comparisons
Given the City’s measures to return budget savings to the taxpayers, our levy has dropped
to 7th for comparable communities in our state. The table below shows the city tax levy for
a number of communities in Montana.
City 2010 Census
Populations
FY2011 Mills Levy Rank As a % of Bozeman
Levy
Missoula 66,788 225.56 1 134%
Havre 9,310 219.85 2 130%
Livingston 7,044 210.83 3 125%
Great Falls 58,505 173.10 4 103%
Billings 104,170 171.42 5 102%
Kalispell 19,927 170.34 6 101%
Bozeman 37,280 168.75 7 100%
Belgrade 7,389 152.58 8 90%
Helena 28,190 150.69 9 89%
Whitefish* 6,357 105.28 10 62%
West Yellowstone* 1,271 88.49 11 52%
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
West Yellowstone and Whitefish both utilize Local Option Resort Taxes as an alternative or
supplement to property taxes, which the City of Bozeman is currently prohibited from by
state law.
Residential City Property Taxes for FY10, FY11 and FY12
At the time voters approved the increase in tax levies for Police & Fire positions, the city’s
tax levy was 154.18 mills. Adding the approved 30 mills, which were to gradual increased
to a total of 30 mills by FY11, would leave taxpayers with an estimated mill levy of 184
mills. The City’s total tax levy has never reached this level, and has been substantially
lower than the maximum allowed by law, due to the following items:
The City did not immediately utilize the full amount of the 12 Mill Fire Department
Staffing Increase due to award of a $948,825 SAFER Grant; that levy will increase
to its maximum level in FY13, upon full expiration of the 4-year grant.
The City’s FY10 city tax levy was adopted at 170.19 Mills. This was a decrease of
0.97 mills from the prior year. Although the SAFER grant for the year was
declining, we credited approximately $510,000 of Police and Fire vacancy savings
and mid-year budget cuts, and temporary equipment reductions to reducing the levy
in FY10 by 7.44 mills.
For FY11, we reduced the adopted levy for the FY11 Safer Grant and Battalion
Chief positions, 911 related mills, and an additional $578,990 (7.16 mills.) This
resulted in a tax levy of 168.75 mills, over 29 mills ($2.3 Million) lower than our
statutory limit.
For the FY12 tax year, we have developed the budget with a tax level of 177.75 mills. This
is based on the following assumptions:
1. Our property tax valuation increases by 2% over last year.
2. Police Department FY11 vacancy savings totals $567,000, reducing the FY12 levy
(6.88 mills).
3. Battalion Chiefs are not hired in FY12, reducing the FY12 levy (3.35 mills).
4. General Fund cash available of $240,000 reduces the FY12 levy (2.91 mills).
5. SAFER Grant benefits the taxpayers ($113,000), reducing the FY12 levy (1.38 mills).
6. 911 Mill reduction is maintained ($741,600), reducing the FY12 levy (9.00 mills).
Assessed Market
Value
FY10
Taxable
Value
FY10 City
Tax Levy =
170.19
FY11
Taxable
Value
FY11 City
Tax Levy =
168.75
FY12
Estimated
Taxable
Value
FY12
Estimated
City Tax
Levy =
177.75
Median Home ~
$94,000
$2,754 $469 $2,651 $447 $2,651 $471
$150,000 $4,395 $748 $4,230 $714 $4,230 $752
$200,000 $5,860 $997 $5,640 $952 $5,640 $1,003
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
The median home “assessed market value” represents the value on the tax roll for a home
within the Bozeman city limits. This is the value of the property after the “homestead
exemption” is applied. Median simply means that half of the homes in the city have a
higher value and half have a lower value. The median value taxable value is estimated at
last year’s level. We anticipate receiving an updated median value from the County
Treasurer’s Office this summer.
General Taxes - Cost per Mill
For FY11, the value of one mill increased 3.2% to $80,783. Taxable values for the city have
had an average annual increase of 6.9% for the past 5 years. We are estimating continued
decline in growth, to an increase of 2% this year.
City residents living in the median residential home will pay approx $2.65 for each mill the
city levies. In FY12, that is estimated to total $471 in annual property taxes on the median
home. While this is an increase of $24 over last year (5.3% increase), it is still
approximately $62.35 (23.53 mills) lower that our statutory maximum.
City-wide Street and Tree Maintenance Assessments
City property owners pay annual street and tree assessments based on the square footage
of the lot they own. These assessments are the major funding for Street Maintenance and
Forestry Divisions. With the Commission’s focused goal of addressing deferred
maintenance, we are recommending a substantial increase to the Street Maintenance
Assessment. The recommended budget is based on a 20% increase in the Street
assessment, resulting in an annual assessment of $106.44 for the average sized lot. This
increase will fund the following:
Continued increase to Curb Replacement Fund (2%)
Debt Service Payments for the Reconstruction of South 8th Avenue (7%)
Establishment of a Street Reconstruction Fund (8%, ~$230,000 annually)
Increase in Operating Budget (3%)
The budget recommends no increase to the Tree Maintenance Assessment maintaining an
annual assessment of $16.86 for the average sized city lot.
Combined, the annual increase over the previous year is $17.74 for owners of an averaged
sized lot in the city.
Lot Size
FY10 Approved
2% Streets & 0% Trees
FY11 Approved
5% Streets & 4% Trees
FY12 Recommended
20% Streets & 0% Trees
Small= 5,000 sq ft. Streets—$56.31 Streets—$59.12 Streets—$70.95
Trees—$10.81 Trees—$11.24 Trees—$11.24
Average = 7,500 sq ft. Streets—$84.48 Streets—$88.70 Streets—$106.44
Trees—$16.22 Trees—$16.86 Trees—$16.86
Large = 10,000 sq ft. Streets—$112.64 Streets—$118.27 Streets—$141.93
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Trees—$21.63 Trees—$22.50 Trees—$22.50
Water & Sewer Rates
City property owners are by-and-large required to utilize the city’s water and sewer
treatment systems. The adopted facility plans outline large capital projects will need to be
funded in the coming years.
With the near-completion of the Water Reclamation Facility construction, and the
beginning of the Water Treatment Plant construction, we have updated our 5-year study of
both Water and Sewer Rates. We will be presenting this detailed analysis the Commission
during the summer, for decision making on rate changes effective September 1, 2011. As
with the Street system, we have developed a recommendation that aggressively addresses
the issue of deferred pipe maintenance. We have also developed rates that would continue
to fund pipe maintenance at currently approved Capital Improvement Plan level, which is
what has been incorporated into the FY12 Recommended Budget.
Rate Increase Needed Amount Dedicated to
Deferred Maintenance
Water Rates Sewer Rates
Option A: To Fund Current
Operations, Capital &
Deferred Maintenance
*** Budgeted***
~$600,000/year 3% each year, for the
next 5 years
5% each year, for
the next 5 years
Option B: To Fund Current
Operations, Capital &
Address Deferred
Maintenance over 20 years.
~$900,000/year 5% each year, for the
next 5 years
7% each year, for
the next 5 years
For FY12, a residential customer utilizing 10 hundred cubic feet of water each month, will
see an estimated combined monthly increase for these services of $3.06/month, or $36.72
per year, without aggressively addressing the system’s deferred pipe maintenance (Option
A.) The financial effects are also described for Option B, below. Because of our inclined-
block rate schedules for water services, the increase that residents experience will relate to
their individual patterns of water usage (peaks, etc.)
Average
Residential
Customer
FY10 Monthly Bill
3.2% Increase Water
10.2% Increase Sewer
FY11 Monthly Bill
3.2% Increase Water
10.2% Increase Sewer
Option A:
FY12 Monthly Bill
3% Increase Water
5% Increase Sewer
Option B:
FY12 Monthly Bill
5% Increase Water
7% Increase Sewer
Water $35.64 per month $36.78 per month $37.88 per month $38.62 per month
Sewer $35.57 per month $39.20 per month $41.16 per month $41.95 per month
Total $71.21 per month $75.98 per month $79.04 per month $80.57 per month
Capital Improvements and their Impact on our Operating Budget
19
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
The City annually prepares a 5 Year Capital Improvement plan, most recently adopted this
past January. The items that are scheduled in that plan each spring become the starting
point for budget requests at budget development time. This year, capital expenditures total
over $21 Million. These purchases will have varying effects on our operations this year and
into the future. See page 218 for a listing of approved capital improvement items.
The largest expenditure is $15 Million for construction of the Water Treatment Plant
(WTP.) Construction of the Water Treatment Plant will occur at the existing plant site;
the existing plant will continue to operate without major modifications or additional
staff.
Mechanical Improvements at Bogert Pool are expected to lower electricity and chemical
costs from their current levels. The construction will be timed for as little “down-time”
as possible for pool users.
The Reconstruction of South 8th Avenue marks the City’s efforts to correct an
infrastructure problem that dates back more than 40 years in our community.
In Conclusion
There is no doubting the significant impacts this prolonged recession is having on our
country and our community. It has required us to cut-back and make-do in areas across the
organization. At the same time, we continue to be incredibly optimistic about the future of
Bozeman.
As a result, you can see that this budget presses forward and provides funding options that
can reduce our backlog of deferred maintenance in Water, Sewer, and Street infrastructure.
While it may be hard to imagine that Bozeman could be “booming” again sometime soon, we
feel we owe it to the community to bring forward options and solutions that will lay the
groundwork for continued economic and community development.
As always, this spending plan could not have been developed without the input and advice
of hundreds of people, from citizens to staff members to Commissioners. We greatly
appreciate their assistance in this process, and their participation in the meetings and
work-sessions that will lead to its final adoption.
Respectfully,
_______________________________________
Chris Kukulski, City Manager
_______________________________________
Anna Rosenberry, Finance Director
20
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
COMMUNITY, DEMOGRAPHIC, AND STATISTICAL INFORMATION
___________________________________________________________
The City of Bozeman is located on the eastern slope of the Rocky Mountains and is the county seat of Gallatin
County, Montana. Gallatin County encompasses over 2,500 square miles, bordering Yellowstone National Park to
its south. The City encompasses an area over 18 square miles, with its next-closest municipality being the City of
Belgrade, approximately 7 miles from our outermost boundary. Bozeman is located 143 miles west of Billings and
200 miles east of Missoula.
Bozeman is the fifth largest city in the state. It is the principal city of the
Bozeman micro-politan area, which consists of all of Gallatin County. The city
is named after John M. Bozeman, founder of the Bozeman Trail. Located in
the fastest-growing county in the state, Bozeman was elected an All-America
City in 2001 by the National Civic League. Bozeman residents are known as
Bozeman-ites.
Bozeman is home to Montana State University - Bozeman, and the fighting
Bobcats. The local newspaper is the Bozeman Daily Chronicle, and the city is
served by Gallatin Field Airport.
Below are a number of US Census Bureau facts for Bozeman and the State of
Montana.
People QuickFacts Source: US Census Bureau Bozeman Montana Bozeman as %
of Montana
Data
Population, 2010 census 37,280 989,415 3.8%
Population, 2006 estimate 35,061 944,632 3.7%
Population, 2000 estimate 27,509 902,195 3.0%
Population, 1990 estimate 22,620 799,065 2.8%
Population, percent change, April 1, 2000 to July 1,
2006
26.5% 4.7% 563.8%
Population, 2000 27,509 902,195 3.0%
Persons under 5 years old, percent, 2000 5.0% 6.1% 82.0%
Persons under 18 years old, percent, 2000 16.0% 25.5% 62.7%
Persons 65 years old and over, percent, 2000 8.0% 13.4% 59.7%
Female persons, percent, 2000 47.4% 50.2% 94.4%
White persons, percent, 2000 (a) 94.7% 90.6% 104.5%
Black persons, percent, 2000 (a) 0.3% 0.3% 100.0%
American Indian and Alaska Native persons, %, 2000 1.2% 6.2% 19.4%
Asian persons, percent, 2000 (a) 1.6% 0.5% 320.0%
Native Hawaiian and Other Pacific Islander, %, 2000 0.1% 0.1% 100.0%
Persons reporting two or more races, percent, 2000 1.5% 1.7% 88.2%
Persons of Hispanic or Latino origin, percent, 2000 (b) 1.6% 2.0% 80.0%
Living in same house in 1995 and 2000, % 5 yrs old & 29.3% 53.6% 54.7%
21
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
over
Foreign born persons, percent, 2000 3.7% 1.8% 205.6%
Language other than English spoken at home, % age
5+
7.1% 5.2% 136.5%
High school graduates, % of persons age 25+, 2000 94.3% 87.2% 108.1%
Bachelor's degree or higher, % of persons age 25+,
2000
49.5% 24.4% 202.9%
Mean travel time to work (min), workers age 16+, 2000 13.9 17.7 78.5%
Population: Bozeman’s population has been growing steadily since 2000. The rate of population
increase is estimated to have peaked in 2005 at 5.7% annual growth. The official 2010 census puts
Bozeman’s population count below the Census estimates of 2007, 2008, 2009, an indication of how
difficult it can be to estimate the population changes of relatively fast-growing communities. A total
citizenry of 37,280 for 2010 indicates a total 32.8% increase since the year 2000. Source: US Census
Bureau
Year Actual*/
Estimated
Population
Bozeman's Estimated Annual
% Change in Population
Accumulated %
Growth Since 2000
2000* 28,083 n/a -
2001 28,917 3.0% 3.0%
2002 30,018 3.8% 6.9%
2003 31,545 5.1% 12.3%
2004 33,269 5.5% 18.5%
2005 34,698 4.3% 23.6%
2006 36,668 5.7% 30.6%
2007 37,643 2.7% 34.0%
2008 39,004 3.6% 38.9%
2009 39,282 0.7% 39.9%
2010* 37,280 -5.1% 32.8%
28,083 28,917 30,018 31,545 33,269 34,698 36,668 37,643 39,004 39,282 37,280
-
10,000
20,000
30,000
40,000
50,000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Bozeman Population, Est.
US Census Bureau
22
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
The US Census Bureau accumulates and reports various business data for Bozeman. Below
are a number of their Business Quick Facts for both the City of Bozeman and the State of
Montana, as a whole. The most recent information of this type is from 2002.
Business QuickFacts Source: US Census Bureau
Bozeman
Montana
Bozeman as
% of
Montana
Data
Wholesale trade sales, 2002 ($1000) 280,694 7,223,420 3.9%
Retail sales, 2002 ($1000) 679,846 10,122,625 6.7%
Retail sales per capita, 2002 $23,035 $11,119 207.2%
Accommodation and foodservices sales, 2002 ($1000) 92,926 1,537,986 6.0%
Total number of firms, 2002 4,833 100,402 4.8%
Black-owned firms, percent, 2002 <100 0.2% n/a
American Indian and Alaska Native owned firms, percent, 2002 <100 2.0% n/a
Asian-owned firms, percent, 2002 <100 0.5% n/a
Hispanic-owned firms, percent, 2002 <100 1.0% n/a
Native Hawaiian and Other Pacific Islander owned firms, %, 2002 <100 <0.05% n/a
Women-owned firms, percent, 2002 21.7% 24.4%
Private Employers: The Montana Department of Labor and Industry reports the following
largest private employers within the City’s boundaries.
Employer Employee Size Employer Employee Size
Bozeman Deaconess
Hospital
500-999 Employees Right Now
Technologies
250-499 Employees
Wal-Mart 250-499 Employees Albertson’s 100-249 Employees
Bozeman Daily
Chronicle
100-249 Employees Community Food Co-
Op
100-249 Employees
Costco 100-249 Employees First Security Bank 100-249 Employees
Murdoch’s Ranch &
Home Supply
100-249 Employees Kenyon Noble Lumber
& Hardware
250-499 Employees
Lowes 100-249 Employees Martel Construction 100-249 Employees
McDonalds 100-249 Employees Ressler Chevrolet 100-249 Employees
Ridge Athletic Club 100-249 Employees Town Pump 100-249 Employees
Rosauers
Supermarket
100-249 Employees Simkins-Hallin Lumber 100-249 Employees
Public Employers: The Montana Department of Labor and Industry reports the following
largest public employers within the City’s boundaries, one of which is the City.
23
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Employer Employee Size Employer Employee Size
Montana State
University
1,000+ Employees School District #7 500-999 Employees
City of Bozeman 250-499 Employees Gallatin County 100-249 Employees
Principal Tax Payers: The annual certified valuation of taxable real and personal property is
completed by the Montana Department of Revenue and transmitted to the City each August.
For fall of 2009, the top taxpayers within the City were as follows. We anticipate receiving an
updated list of Top Ten Taxpayers for 2010 this summer.
Rank Taxpayer Total Taxable
Assessed
Value
% of Total City
Taxable
Assessed Value
1 Northwestern Energy—Transmission &
Distribution
3,126,536 4.21%
2 Qwest Corporation 1,138,418 1.53%
3 Harry Daum—Gallatin Valley Mall 533,461 0.72%
4 Bozeman Deaconess Foundation 504,584 0.68%
5 BVI/HJSI Bozeman, LLC 402,806 0.54%
6 Wal-Mart Stores 377,391 0.51%
7 Stone Ridge Partners, LLC 357,325 0.48%
8 Celloco Partnership 344,823 0.46%
9 Lowes HIW Inc. 340,678 0.46%
10 Mitchell Development & Investment LLC 326,043 0.44%
TOTAL 7,452,065 10.05%
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
CORE VALUES
___________________________________________________________
The City’s core values were adopted in 2005 by City Commission Resolution No. 3832. They were
developed through extensive discussion the City Manager had with staff groups from all departments,
including department directors. These core values are what create the culture of our organization.
Integrity
Be honest, hardworking, reliable and
accountable to the public.
Leadership
Take initiative, lead by example, and
be open to innovative ideas.
Service
Work unselfishly for our community and its citizens.
Teamwork
Respect others, welcome citizen involvement,
and work together to achieve the best result.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
VISION, MISSION, AND GOALS
___________________________________________________________
Vision: Bozeman, Montana: The most livable place.
Mission: To enhance the quality of life through excellence in public service.
Goals:
1. Encourage and promote opportunities for citizenship.
2. Provide and communicate quality customer service.
3. Build a strong team of staff, elected officials and citizens.
4. Anticipate future service demands and resource deficiencies and
be proactive in addressing them.
5. Develop a visually appealing and culturally rich community.
6. Commit to a strong financial position.
7. Provide excellent and equitable public services which are
responsive to the community within available resources
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
ADOPTED WORK PLAN FOR 2011-2012
___________________________________________________________
Policy Initiatives – Adopted at the Commission Meeting held April 11, 2011
1. Enhance Downtown Development Opportunities
a) Conduct a "Full cost & benefit study: social, economic & traffic considerations for one-way conversion to
2-way, shared lanes, streetscape improvements and truck route modifications" as recommended by the
Downtown Plan.
b) Amend the UDO to eliminate or reduce parkland dedication requirements for downtown development
and other high intensity mixed uses
c) Facilitate development of a downtown hotel as identified in the downtown development plan
2. Implement the adopted economic development plan
a) Ongoing Financial Commitment to Economic Development
b) Commitment to a business-friendly process with a focus on retention and expansion of existing local
businesses
Expand Planning Director administrative approvals
Exempt small projects based on specific criteria (i.e. COAs)
Implement over the counter approvals
Simplify reuse application process
Evaluate options for efficient re-platting of subdivisions
Reduce conditional uses
Implement administrative deviation and alternative compliance processes
Revise Workforce Housing standards and process
Consolidate regulatory structure of zone district standards and overlay zone guidelines (entryway
corridor design standards)
Evaluate approaches for conversion of condominium lots to townhome lots
c) Stabilize existing local incubators and create a full service business incubator program to achieve a healthy
business ecosystem
Exploring means of stabilizing the only local business incubator, TechRanch.
d) Workforce Development
Approve 2012 and 2013 fiscal year budgets that includes 1.5 mills for Gallatin College programs
e) Mandeville Farm
3. Adopt plans to address deferred infrastructure maintenance
a) Water distribution system – 20 year strategy to eliminate deferred maintenance
b) Waste water collection system – 20 year strategy to eliminate deferred maintenance
c) Street System – 15 year strategy to eliminate differed maintenance
Curb replacement/ADA ramps
Storm Water
Sidewalks/trails
Streets
d) Facilities
Police Station/Municipal Court
Lindley Center
Park Bathrooms
Story Mansion
Bogert Pool
Swim Center
e) Adopt responsible funding plans to pay for a, b, c, d
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
(1) Street Assessments
(2) Urban Funds
(3) Improvement districts
(4) Gas tax
(5) Utility rates
(6) Bond issue
(7) General funds
(8) Grants
(9) Loans
4. Develop an Integrated Water Resource Plan that:
a) Define the need for action
b) Identify issues that surround planning for prospective new sources of supply
c) Develop a work Plan
d) Develop a strategy to purchase additional water rights
(1) Purchased 83 acre feet of water rights over the past several months.
(2) Share holders in the reservoir company have offered to sell the city 90 acre-feet of water rights.
This purchase would take more resources than we have available in our cash in lieu fund,
therefore,
(3) Consider developing a reliable source of funds to purchase or lease water rights from share
holders who are willing to sell.
2nd Tier Initiatives
5. Creation of a storm water utility
6. Implementation of the community climate action plan
7. Amend the sign code
a) Investigate eliminating a re-use permit triggering compliance of signs that are not changed.
b) Investigate the triggers necessitating sign compliance with current requirements.
c) Investigate monument sign with moveable lettering and how these fit into the sign ordnance.
d) Investigate how to exempt signs with a historical use from the sign code.
8. Mayor’s “state of the city”
a) Change zoning for mobile home park
b) Suspend workforce housing replace with Up to $50k for down payment assistant
c) Temporarily reduce the transportation impact fee
d) Accelerate sidewalk ramp replacement program
e) Review density requirements
9. Buy Local Initiative
10. City & state could partner on right of way purchases and park development along Bozeman Creek.
11. Distracted driver ordinance
12. Parking Plan for senior center
13. LED lighting
14. Recreation & Park board periodically review policies regarding dogs every other year
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
PLANNING PROCESSES
___________________________________________________________
The City plans for the long-term needs of our community through a number of efforts and studies.
These documents are usually developed by consultants and staff, with numerous public hearings and
advisory board meetings prior to their formal adoption by the Commission. Once adopted, we work
diligently to implement the recommendations and changes outlined in the plans. Here IS the status of
our primary long-range planning documents:
Plans for Service Provision, Facility Expansion & Maintenance:
1. Bozeman Community Plan—Adopted 2010.
2. Bozeman Area Transportation Plan—Adopted 2010.
3. Police Services Facility & Staffing Plan—adopted 2007, implementing.
4. Fire Services Master Plan— adopted 2006, implementing.
5. Wastewater Facility Plan—adopted 2006, implementing.
6. Water Facility Plan—adopted 2006, implementing.
7. Storm water Facility Plan—presented February 2008, adoption pending.
8. Parks, Recreation, Open Space, and Trails Plan—Adopted 2007, implementing.
9. Municipal Climate Action Plan—Adopted 2008, implementing.
10. Economic Development Plan—Adopted 2010, implementing.
11. Downtown Improvement Plan—Adopted 2010., implementing.
Plans for Facility Maintenance:
1. Aquatics Facility Survey for Swim Center & Bogert Park Pool—July 2008.
2. City Facility Assessments—2008.
Financial Plans:
1. Annual Budget—Adopted each August.
2. Capital Improvements Plan - Updated & adopted each year; most recently Jan. 2011
3. Water Rate Study (5 Years) – Updated for FY12-FY16, adoption pending.
4. Wastewater Rate Study (5 Years) – Updated for FY12-FY16, adoption pending.
5. Impact Fee Studies (Water, Sewer, Streets, Fire) - 2007, updates to be completed in FY12.
6. Solid Waste Rate Study – Underway, to be completed in FY12.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FINANCIAL POLICIES
___________________________________________________________
The overall goal of the city's financial policies is to establish and maintain effective management of the city's
financial resources. Formal policy statements and major objectives provide the foundation for achieving
this goal. Accordingly, this section outlines the policies used in guiding the preparation and management of
the city's overall budget and the major objectives to be accomplished. In addition, the rationale which led
to the establishment of the fiscal policy statements is also identified.
Budget Development & Administration
1. A comprehensive annual budget will be prepared for all funds expended by the city.
State law provides that "no money shall be drawn from the treasury of the municipality nor shall
any obligation for the expenditure of money be incurred except pursuant to the appropriation made by the
commission." Inclusion of all funds in the budget enables the commission, the administration, and the
public to consider all financial aspects of city government when preparing, modifying, and monitoring the
budget, rather than deal with the city's finances on a "piece meal" basis.
2. The budget will be prepared in such a manner as to facilitate its understanding by citizens and elected
officials.
One of the stated purposes of the budget is to present a picture of the city government operations
and intentions for the year to the citizens of Bozeman. Presenting a budget document that is
understandable to the citizens furthers the goal of effectively communicating local government finance
issues to both elected officials and the public.
3. Budgetary emphasis will focus on providing those basic municipal services which provide the
maximum level of services, to the most citizens, in the most cost effective manner, with due
consideration being given to all costs--economic, fiscal, and social.
Adherence to this basic philosophy provides the citizens of Bozeman assurance 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.
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.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Budgetary practices such as postponing capital expenditures, accruing future years' revenues, or
rolling over short-term debt are budgetary practices which can solve short-term financial problems,
however, they can create much larger financial problems for future administrations and commissions.
Avoidance of these budgetary practices will assure citizens that current problems are not simply being
delayed to a future year.
6. The city will give highest priority in the use of one-time revenues to the funding of capital assets
or other non-recurring expenditures.
Utilizing one-time revenues to fund on-going expenditures results in incurring annual
expenditure obligations which may be unfunded in future years. Using one-time revenues to fund
capital assets or other non-recurring expenditures better enables future administrations and
commissions to cope with the financial problems when these revenue sources are discontinued, since
these types of expenditures can more easily be eliminated.
7. The city will maintain a budgetary control system to help it adhere to the established budget.
The budget passed by the commission establishes the legal spending limits for the city. A
budgetary control system is essential in order to insure legal compliance with the city's budget.
8. The City will exercise budgetary control (maximum spending authority) through City Commission
approval of appropriation authority for each appropriated budget unit.
Exercising budgetary control for each appropriated budget unit satisfies requirements of state
law. It also assists the commission in monitoring current year operations and acts as an early warning
mechanism when departments deviate in any substantive way from the original budget.
9. Reports comparing actual revenues and expenditures to budgeted amounts will be prepared
monthly.
The city's budget is ineffective without a system to regularly monitor actual spending and
revenue collections with those anticipated at the beginning of the year. Monthly reports comparing
actual revenues and expenditures to budget amounts provide the mechanism for the Commission and
the administration to regularly monitor compliance with the adopted budget.
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
31
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
occurring during the year--resulting in either deficit spending or required spending reductions. Realistic
and conservative revenue estimates, on the other hand, will serve to minimize the adverse impact of
revenue shortfalls and will also reduce the need for mid-year spending reductions.
3. The city will pursue an aggressive policy of collecting revenues.
An aggressive policy of collecting revenues will help to insure 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 upon 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.
Expenditures and Payments
1. On-going expenditures will be limited to levels which can be supported by current revenues.
Utilization of reserves to fund on-going expenditures will produce a balanced budget, however, this
practice will eventually cause severe financial problems. Once reserve levels are depleted, the city would
face elimination of on-going costs in order to balance the budget. Therefore, the funding of on-going
expenditures will be limited to current revenues.
2. Minor capital projects or recurring capital projects, which primarily benefit current residents, will be
financed from current revenues.
Minor capital projects or recurring capital projects represent relatively small costs of an on-going
nature, and therefore, should be financed with current revenues rather than utilizing debt financing. This
policy also reflects the view that those who benefit from a capital project should pay for the project.
3. Major capital projects, which benefit future as well as current residents, will be financed with current
revenues as well as other financing sources (e.g. debt financing).
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
This policy reflects the view that those who benefit from a capital project should pay for the
project.
4. Major capital projects, which benefit future residents, will be financed with other financing sources
(e.g. debt financing).
Major capital projects represent large expenditures of a non-recurring nature which primarily
benefit future residents. Debt financing provides a means of generating sufficient funds to pay for the costs
of major projects. Debt financing also enables the costs of the project to be supported by those who
benefit from the project, since debt service payments will be funded through charges to future residents.
5. Construction projects and capital purchases of $10,000 or more will be included in the Capital
Improvement Plan (CIP); minor capital outlays of less than $10,000 will be included in the regular
operating budget.
The Capital Improvement Plan (CIP) differentiates the financing of high cost long-lived physical
improvements from low cost "consumable" equipment items contained in the operating budget. CIP items
may be funded through debt financing or current revenues while operating budget items are annual or
routine in nature and should only be financed from current revenues.
6. Spending Policy: The City will spend its resources in the following order. Resources will be categorized
according to Generally Accepted Accounting Principles (GAAP) for state and local governments, with the
following general definitions:
Restricted -- Amounts constrained to specific purposes by their providers (such as grantors,
bondholders, and higher levels of government) through constitutional provisions or by enabling
legislation.
Committed -- Amounts constrained to specific purposes by the City Commission; to be reported
as committed, amounts cannot be used for any other purpose unless the City Commission takes
action to remove or change the constraint.
Assigned -- Amounts the City intends to use for a specific purpose; intent can be expressed by
the Commission or by an official or body to which the Commission delegates the authority. The
City Commission delegates this authority to the City Manager.
Unassigned -- Amounts that are available for any purpose; these amounts are reported only in
the General Fund.
When both restricted and unrestricted resources are available, spending will occur in the following order,
for the identified fund types:
Fund Type Order of Spending
General Fund 1. Restricted
2. Committed
3. Assigned
4. Unassigned
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
The City Commission and the City Manager, individually, have the authority to
express assignments in the General Fund.
Special Revenue
Funds
1. Restricted
2. Committed
3. Assigned
The City Commission and the City Manager, individually, have the authority to
express assignments in Special Revenue Funds.
Debt Service
Funds
1. Assigned
2. Committed
3. Restricted
The City Commission and the City Manager, individually, have the authority to
express assignments in Debt Service Funds.
Capital Projects
Funds
1. Restricted
2. Committed
3. Assigned
The City Commission and the City Manager, individually, have the authority to
express assignments in Capital Project Funds.
Debt Administration
1. The City will limit long-term debt to capital improvements which cannot be financed from current
revenues.
Incurring long-term debt serves to obligate future taxpayers. Excess reliance on long-term debt can
cause debt levels to reach or exceed the government's ability to pay. Therefore, conscientious use of long-
term debt will provide assurance that future residents will be able service the debt obligations left by
former residents.
2. The city will repay borrowed funds, used for capital projects, within a period not to exceed the
expected useful life of the project.
This policy reflects the view that those residents who benefit from a project should pay for the
project. Adherence to this policy will also help prevent the government from over-extending itself with
regard to the incurrence of future debt.
3. The city will not use long-term debt for financing current operations.
This policy reflects the view that those residents who benefit from a service should pay for the
service. Utilization of long-term debt to support current operations would result in future residents
supporting services provided to current residents.
4. The City of Bozeman will adhere to a policy of full public disclosure with regard to the issuance of debt.
Full public disclosure with regard to the issuance of debt provides assurance that the incurrence of
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
debt, for which the public is responsible, is based upon a genuine need and is consistent with underwriters
guidelines.
Reserves and Fund Balances
1. Reserves and Fund Balances will be properly designated into the following categories:
Nonspendable fund balance -- Amounts that are not in a spendable form (such as inventory) or
are required to be maintained intact (such as the corpus of an endowment fund).
Restricted fund balance -- Amounts constrained to specific purposes by their providers (such as
grantors, bondholders, and higher levels of government) through constitutional provisions or by
enabling legislation.
Committed fund balance -- Amounts constrained to specific purposes by the City Commission; to
be reported as committed, amounts cannot be used for any other purpose unless the City
Commission takes action to remove or change the constraint.
Assigned fund balance -- Amounts the City intends to use for a specific purpose; intent can be
expressed by the Commission or by an official or body to which the Commission delegates the
authority.
Unassigned fund balance -- Amounts that are available for any purpose; these amounts are
reported only in the General Fund.
2 . A minimum level of general fund 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.
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 recognizes the need to maintain adequate equipment in order to carry out required public
services. Equipment acquisition and replacement represent on-going costs of a relatively minor nature, as
compared to major capital purchases. We plan for equipment replacement within our Capital Improvement
Program. However, unforeseen equipment problems will arise. The reserve will provide resources for the
immediate, unanticipated replacement of critical equipment.
The city is subject to revenue shortfalls and unexpected expenditure demands during the fiscal
year. An undesignated general fund reserve will be maintained to be able to offset these revenue shortfalls
or meet unexpected demands occurring during the year, without suddenly adjusting tax rates or reducing
expenditures.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Financial Reporting & Accounting
1. The City will manage and account for its financial activity in accordance with Generally Accepted
Accounting Principles (GAAP), as set forth by the Governmental Accounting Standards Board (GASB).
GASB is recognized as the authority with respect to governmental accounting. Managing the city's
finances in accordance with GAAP and in accordance with the rules set forth by GASB, provides the
Bozeman citizens assurance that their public funds are being accounted for in a proper manner.
2. The city will maintain its accounting records for general governmental operations on a modified
accrual basis, with revenues recorded when available and measurable, and expenditures recorded when
services or goods are received and liabilities incurred. Accounting records for proprietary fund types and
similar trust funds will be maintained on an accrual basis, with all revenues recorded when earned and
expenses recorded at the time liabilities are incurred, without regard to receipt or payment of cash.
Adherence to this policy will enable the city to prepare its financial statements in accordance with
Generally Accepted Accounting Principles as set forth by the Governmental Accounting Standards Board.
3. The City of Bozeman will prepare a Comprehensive Annual Financial Report (CAFR) in conformity with
Generally Accepted Accounting Principles (GAAP). The report will be made available to the general
public. The CAFR shall be prepared in accordance with the standards established by the GFOA for the
Certificate of Achievement for Excellence in Financial Reporting Program
The Certificate of Achievement represents a significant accomplishment for a government and its
financial management. The program encourages governments to prepare and publish an easily readable
and understandable comprehensive annual financial report covering all funds and financial transactions of
the government during the year. The CAFR provides users with a wide variety of information useful in
evaluating the financial condition of a government. The program also encourages continued improvement
in the city's financial reporting practices.
4. The city will ensure the conduct of timely, effective, and annual audit coverage of all financial records
in compliance the Local, State, and Federal law.
Audits of the city's financial records provide the public assurance that its funds are being expended
in accordance with Local, State, and Federal law and in accordance with Generally Accepted Accounting
Principles. Audits also provide management and the Commission with suggestions for improvement in its
financial operations from independent experts in the accounting field.
5. The City of Bozeman will maintain a policy of full and open public disclosure of all financial activity.
Full and open public disclosure of all financial activity provides the public with assurance that its
elected officials and administrators communicate fully all financial matters affecting the public.
6. The modified accrual basis of accounting and budgeting is used for the Governmental Funds. Under
the modified accrual basis of accounting, revenues are recorded when susceptible to accrual, i.e., both
measurable and available. Available means collectible within the current period or soon enough
thereafter to be used to pay liabilities of the current period. Expenditures are recorded when the related
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
liability is incurred. Employee compensated absences and principal and interest on long-term debt
expenditures are recorded when due in the current period. The accrual basis of accounting is used for
Proprietary Funds. Under this method, revenues are recorded when earned and expenses are recorded
when the related liability is incurred. For Budget preparation and presentation, the Proprietary Funds’
expenses are converted to expenditures and follow the same budget format as the Government Fund
types. Capital outlays in the Enterprise Funds are presented as expenses for budget basis, but are
recorded as assets along with associated depreciation expense on the GAAP basis. Debt service principal
payments in the Enterprise Funds are accounted for as expenses for budget purposes, but are reported as
reduction of long-term debt liability on the GAAP basis.
Recording capital outlays as expenditures and principal payments on long-term debt for budget
purposes, presents a clearer picture of the city’s financial operations, is easier to administer for cash
flow purposes, and is easier for the lay person to understand.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FINANCIAL STRUCTURE
___________________________________________________________________
To better understand this budget document, a basic understanding of the structure, often-used terms,
and fund types is helpful.
The city’s operating expenditures are organized in to the following hierarchical categories: Activities
Departments, Divisions, and Budget Units.
Activity: Activity represents the highest level of summarization used in the City’s financial structure.
This level is primarily used for entity-wide financial reporting and for summarization in this budget
document.
Activities
General Government
Public Safety
Public Service
Public Welfare
Other
Department: Department is the second level of summarization used in the City’s financial structure.
The function classification represents a grouping of related operations and programs aimed at
accomplishing a broad goal or providing a major service.
Division: Department can be further split into divisions which are usually associated with functioning work
groups that have more limited sets of work responsibilities. Their primary purpose is organizational and
budgetary accountability.
Budget Unit: Divisions may be further subdivided into budget units. A budget unit is used to account
for a specific service performed within a division in the pursuit of individual goals and objectives. A
budget unit is aimed at accomplishing a specific service or regulatory program for which a government is
responsible.
For example, to account for the expenses of constructing a new Wastewater Treatment Plant the city
uses the following financial structure:
Activity: Public Service
Department: Wastewater Plant
Division: Operations
Budget Unit: Construction
The following table lists the Department and corresponding divisions within the city for the current
fiscal year.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Departments Divisions and Budget Units
City Commission City Commission, Special Bodies (Ethics Board)
City Manager Administration, City Clerk, Personnel
Municipal Court Operations
City Attorney Administration, Civil Litigation, Criminal Litigation, Criminal Victim-
Witness
Finance Administration, Accounting, Treasury
Planning Operations, Subdivision Review, Long-Range Planning, Annexation,
Code Enforcement, Historical Preservation, Zoning Operations,
Neighborhood Coordinator.
Building Maintenance City Hall, City Hall Annex, Shop Complex, Professional Building, Senior
Center, Library, Fire Station #2, Fire Station #3, Vehicle Maintenance
Shop.
Information Technology Operations, G.I.S
Police Operations, Crime Control & Investigations, DARE, Drug Forfeiture,
Parking, Animal Control
Fire Administration, Operations, Operational Readiness, Fire Prevention,
Hazardous Materials, Disaster & Emergency Services
Building Inspection Operations, Life-Safety
Parking Administration, Operations, Parking Garage
Public Services
Administration
Administration, Engineering, Snow Removal Enforcement, Weed
Cutting Enforcement, Sidewalk Repair Program, Sidewalk & Curb
Construction, SID Construction
Streets Operations, Maintenance, Construction, Street Lighting, Traffic Signs &
Markers
Water Plant Operations, Construction, Reservoirs
Water Operations Operations, Utility Locates, Water Services, Construction, Meters,
Hydrants, Valves, Repairs
Community Development Grants, Economic Development
Non Departmental Insurance, Contingencies, Transfers Beautification of Bozeman, Band,
Senior Transportation
GO, SID & TIF Bonds, SID Revolving Principal & Interest
USEFUL TERMS
To better assist readers in understanding the budget document, a basic knowledge of the following terms is
useful:
A FUND is a fiscal and accounting entity with a self-balancing set of accounts recording cash and other
financial resources, together with all related liabilities and residual equities or balances, and changes
therein. Funds are segregated for the purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions, or limitations. Funds in the government
model are classified into three broad categories: governmental, proprietary, and fiduciary.
The most common reason for establishing a fund is to separately account for restricted-use revenue or to
comply with state or federal law.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
An ACCOUNT is an organizational or budgetary breakdown which is found within city funds. Each
department serves a specific function as a distinct organizational unit of government within the given fund.
Its primary purpose is to facilitate organizational and budgetary accountability.
An OBJECT OF EXPENDITURE refers to specific, detailed expenditure classification. It relates to a specific
type of item purchased or service obtained. Examples of objects of expenditure include salaries, supplies,
contracted service, travel, etc.
The City’s financial operations and fund structure conform with Generally Accepted Accounting Principals
(GAAP). The funds are grouped under governmental, proprietary, and fiduciary fund types. The City’s fund
structure is comprised of the following funds, all of which are budgeted.
GOVERNMENTAL FUND TYPES
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,
library services.
Revenue Sources: The city's general fund is financed primarily by property taxes which provide
nearly half of the general fund revenue. Other revenue sources include: licenses and permits,
intergovernmental revenue, charges for services, fines and forfeitures, interest on investments, operating
transfers, and miscellaneous revenues.
Special Revenue Funds: Special Revenue funds are used to account for the proceeds of specific revenue
sources (other than special assessments, expendable trusts, or for major capital projects) that are legally
restricted to expenditure for specific purposes. Special revenue funds support insurance costs, retirement
costs, planning functions, and other services legally restricted for specific purposes.
Revenue Sources: Special revenue funds are supported either through property taxes or through
grants or other restricted revenue sources. Examples of special revenue funds supported by property taxes
include employee health and comprehensive insurance funds. Examples of special revenue funds
supported by grants or other restricted revenue sources include Community Development Block Grant,
Housing and Urban Development, and Gas Tax Apportionment.
Debt Service Funds: Debt service funds are used to account for the accumulation of resources for, and the
payment of, general long-term debt principal and interest. Debt Service funds provide financing for the
city's two general obligation bonds--transportation and library facilities.
Revenue Sources: Debt service funds are supported entirely through property taxes and interest
income.
Capital Project Funds: Capital project funds are used to account for financial resources to be used for the
acquisition or construction of major capital facilities (other than those financed by proprietary funds).
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Revenue Sources: Capital project funds are supported by special assessments, long term debt
proceeds, donations, and grants.
PROPRIETARY FUND TYPES
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. Internal service funds
account for the city's vehicle maintenance functions.
Revenue Sources: Internal service funds are supported through billings to other departments
based on the sale of goods and the services provided.
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. Enterprise funds account for the city's water,
waste water, and solid waste services.
Revenue Sources: Enterprise funds are supported through user charges, penalties, and interest
income.
FIDUCIARY FUND TYPES
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
Revenue Sources: Trust funds are supported by donations and interest income.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
THE BUDGET PROCESS
___________________________________________________________________
The City of Bozeman budget serves several purposes.
For the citizens of the City of Bozeman, it presents a picture of the city government operations
and intentions for the year.
For the City Commission, it serves as a policy tool and as an expression of goals and objectives.
For City Management, it is used as an operating guide and a control mechanism.
State statute provides the “Local Government Budget Act” in MCA 7-6-4001. This section of the law was
adopted by the 2001 Legislature to replace the “Municipal Budget Law” and other various sections of code
that related to city finances. The new law: limits the amount of expenditures to 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 ax assessment
time-table.
The City's budget encompasses both the operating budget and the capital improvement budget. Each
budget unit includes amounts appropriated for both operating expenses and capital items. The
accompanying narrative explanation for each budget unit provides an explanation of capital items included
in the budget.
BASIS OF BUDGETING
The city’s accounts are organized on the basis of funds, each of which is considered a separate entity. The
operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its
assets, liabilities, fund equity, revenues and expenditures/expenses.
Governmental funds (the General fund, Special Revenue, Debt Service, and Capital Projects funds), use the
modified accrual basis of budgeting and accounting. Revenues are recognized in the accounting period in
which they become available and measurable. Expenditures are recognized when liabilities are incurred.
Proprietary funds (Enterprise and Internal Service funds) are budgeted on a modified accrual basis which
does not include depreciation or compensated absences. Each fund’s financial statements, which can be
found in the City’s Comprehensive Annual Financial Report (CAFR), are reported on the full accrual basis. In
the accrual basis of accounting, revenues are recognized in the accounting period in which they are earned.
Expenses are recognized in the accounting period in which they occur.
BUDGET DEVELOPMENT PROCESS
The City Manager’s Recommended Budget serves as the preliminary budget and is normally adopted as
such in June following six months of development and analysis by staff and the City Commission.
After submitting the City Manager's Recommended Budget to the City Commission, public work sessions
may be held by the Commissioners at which time the City Manager, Finance Director, and department staff
explain the budget recommendations and underlying justification for the requests. The Commission also
reviews departmental requests which could not be funded, as an indication of un-met needs. During or
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
following the work sessions, the Commissioners may make adjustments to the proposed budget. Following
any adjustments to the City Manager's budget recommendation, a tentative appropriation ordinance is
prepared and a public hearing is held. The Commission may again make adjustments to the budget
following the public hearing, after which time, the Commission passes the appropriation ordinance in final
form.
Appropriations are established by budget unit. The accounting system, budgeting system, and the budget
document itself, however, break these classes into subclasses--thereby providing more detailed
information. As an example, operating supplies, gas and oil, and subscriptions are all classified as operating
expenses. The accounting and budgeting systems provide detail for these specific sub-classes. However,
appropriation control is exercised only at the budget unit level.
PERFORMANCE BUDGETING
Beginning with the fiscal year 1998-99 budget, the City of Bozeman started the development of a
performance budget. The move to a performance budget resulted in a shift in emphasis away from
describing what will be purchased (inputs) towards describing what will be accomplished (outputs and
outcomes). That process continues today with both an organization-wide and budget-unit specific focus on
outcomes.
PRESENTATION
The text of the budget document customarily contains five sections of information for each Division.
Some divisions also include highlights or accomplishments for the prior year and/or the coming year.
The first section provides a description of the division.
The second section describes its major objectives to be accomplished.
The third section provides a staffing summary and detailed financial information.
The fourth section identifies the divisions performance measures for the coming budget
MCA 7-6-4030 Final budget—resolution—appropriations. (1) The governing body may
amend the preliminary budget after the public hearing and after considering any public
comment.
(2) The amended budget constitutes the final budget. The final budget must be
balanced so that appropriations do not exceed the projected beginning balance plus the
estimated revenue of each fund for the fiscal year.
(3) The governing body shall adopt the final budget by resolution. The resolution must:
(a) authorize appropriations to defray the expenses or liabilities for the fiscal
year; and
(b establish legal spending limits at the level of detail in the resolution.
(4) The effective date of the resolution is July 1 of the fiscal year, even if the resolution
is adopted after that date.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
year and the past three years.
The fifth section lists the workload indicators for the division.
The financial information includes expenditure information for the last completed fiscal year, the
appropriated amounts for the current year, and the recommended amounts covered by the budget.
Costs are segregated into five basic classifications: salaries, wages, & benefits; operating expenses;
capital; debt service; and transfers. Appropriation control is exercised only at the budget unit level and not
at the individual object of expenditure level.
The narrative information is presented together with the financial detail to assist readers in
understanding the planned outcomes for each division, the purpose of each budget unit, and major
changes or expenditures for the coming year.
MONITORING AND REPORTING PROCESS
As the budget year proceeds, individual departments and the Finance Department have dual responsibility
for monitoring the status of each budget unit. Department staff has primary responsibility for monitoring
the status of expenditures against their budget. This responsibility includes informing the Finance
Department of any significant departures from the plans anticipated in the budget.
The Finance Department has overall responsibility for monitoring the status of all departments and funds.
This is accomplished primarily through analysis of computerized budget performance reports which
compare appropriation amounts on a line-item basis with actual expenditures throughout the year. These
reports aid department staff in controlling costs and act as an early warning system for the Finance
Department. Department staff may exercise their judgment in exceeding expenditures by object code, as
long as they do not exceed the total amount appropriated for the budget unit.
The Finance Department reviews the budget reports on a monthly basis and discusses any variances from
expected performance with the department staff. The Finance Department conducts in-depth quarterly
budget reviews of all expenditures and revenues.
Significant changes in either expenditures or revenues require a budget revision. Recommendations are
also made by the Finance Director for any corrective actions that are believed necessary.
BUDGET AMENDMENT PROCESS
State statute provides a number of different ways to amend the budget. The first involves a reallocation of
existing appropriations among the line items within a specific fund, The second defines a series of scenarios
where the governing body has authority to amend the budget without a hearing for donations, land sales,
and fee based budgets. All other increases in appropriation authority that are not specifically permitted by
statute must be approved through a public hearing process.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
The Finance Director is responsible for insuring compliance with spending limitations imposed by the
budget. Accordingly, the Finance Director submits a Budget Status Report to the City Commission after
three, six, nine, and twelve month periods. The budget reviews evaluate overall revenues and expenditures
in comparison to the budgeted amounts. In cases where it appears the original spending authority
authorized will not prove sufficient, transfers of spending authority or additional spending authority are
requested together with explanations for the requests. Public hearings for budget amendments are held as
necessary.
BUDGET CALENDAR/PROCEDURES
The following budget timeline outlines the process the City customarily follows for creation and adoption
of the annual budget.
1. December/January: The Commission's goals provide the legislative policy direction for the
budget process and the development of departmental objectives and work plans.
2. January: The Finance Department sends budget request forms and instructions to all
departments.
3. January/February: Department administrators assess the needs of their departments and
communicate their needs through their budget requests.
4. March: The department requests are compiled by the Finance Director and compared to
available funds to support the requested services.
5. March/April: The City Manager and Finance Director attend budget meetings with the staff
responsible for each budget unit to discuss their requests and make necessary adjustments to insure
needed services are provided and the budget is balanced.
6. May: The City Manager's Recommended Budget is presented to the City Commission. This
comprehensive document includes both operating and capital expenditures for the ensuing fiscal year.
7. May/June: The City Commission holds work sessions on the budget at which time the City
Manager, Finance Director, and various department staff explain the budget
recommendations and underlying justification for the requests.
During or following the work sessions, the Commissioners may make adjustments to the
proposed budget.
MCA 7-6-4031 Budget amendment procedures. (1) The final budget resolution may
authorize the governing body or a designated official to transfer appropriations between items
within the same fund.
(2) The annual budget appropriations may be amended as provided in 7-6-4006 (3) and
7-6-4012..
(3) Except as provided in 7-6-4006, 7-6-4011, 7-6-4012, 7-6-4015, and 7-6-4032, or in
case of an emergency under Title 10, chapter 3, a public hearing is required for an
overall increase in appropriation authority.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
8. June: The Commission provisionally adopts the budget.
9. July: The public hearing on the budget is advertised in the local newspaper.
A public hearing on the budget is held and adjustments to the budget, if any, are made.
10. August: Final taxable values are received from the State Department of Revenue. Taxing
authority is calculated and final resolutions are prepared
A comparison of the City Manager's budget recommendation and the final budget is
published in the local newspaper.
11. August: Commission adopts final budget appropriation resolution and tax levy resolution.
12. Monthly: Budget-to-Actual line item spending reports are prepared by the 20th day of the
following month for the Commission, departments, and members of the public.
13. Quarterly: Update of Budget-to-Actual spending and revenue collection report is prepared
and published to the City’s website for the Commission and the public.
CITY ORGANIZATIONAL CHART
______________________________________________________________________________________________
The organization chart below depicts the overall structure of the City of Bozeman government. Voters of the City elect the City Commission and
Municipal Court Judge. The Municipal Court Judge recommends any Part Time Judges. The City Commission appoints a City Manager who is the
Chief Executive Officer of the City. The City Manager appoints a City Clerk who acts as staff of the Commission. The City Manager also appoints
directors of each of the major departments.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FINANCIAL SUMMARY – FY2012
______________________________________________________________________________________________
CITY OF BOZEMAN
FINANCIAL SUMMARY - FISCAL YEAR 2011-2012
General Special Debt Capital Enterprise Internal Permanent All
Fund Revenue Service Projects Funds Service Funds Funds
Projected Beginning
Fund Balance/Working Capital 4,505,743$ 13,538,889$ 3,275,768$ -$ 26,136,613$ 19,185$ 581,071$ 48,057,269$
Estimated Revenues 23,587,268 12,628,429 2,728,815 - 16,092,910 4,274,164 92,000 59,403,586
Less Appropriations 24,121,974 12,326,101 2,669,076 - 30,197,694 4,238,716 - 73,553,561
Increase/(Decrease) in
Fund Balance/Working Capital (534,706) 302,328 59,739 - (14,104,784) 35,448 92,000 (14,149,975)
Projected Ending
Fund Balance/Working Capital 3,971,037$ 13,841,217$ 3,335,507$ -$ 12,031,829$ 54,633$ 673,071$ 33,907,294$
CHANGES IN FUND BALANCE/WORKING CAPITAL
___________________________________________________________________
CHANGES IN FUND BALANCE/WORKING CAPITAL
Projected Beginning Estimated Appropriations Budgeted Ending
Fund Balance/Revenues Fund Balance/
Working Capital Working Capital
#General Fund
010 General Fund 4,505,743 23,587,268$ 24,121,974$ 3,971,037$
Special Revenue Funds -
100 Planning Fund 218,084 727,260 657,504 287,840
103 Health-Medical Insurance 62,113 2,002,219 2,002,219 62,113
104 Liability Insurance (17,714) - - (17,714)
105 P.E.R.S. Fund 22,601 - - 22,601
106 Police Pension Fund 18,918 - - 18,918
107 Fire Pension Fund 10,808 - - 10,808
108 Community Transportation 49,645 22,160 10,515 61,290
109 Highway Safety Improvement Projects 21,877 - - 21,877
110 Gas Tax Apportionment 601,684 668,460 656,500 613,644
111 Street Maintenance District 237,219 4,197,972 3,883,679 551,512
112 Tree Maintenance 156,784 431,500 439,452 148,832
113 Fire Impact Fee 17,500 150,000 167,500 -
114 Street Impact Fee 7,589,881 700,000 879,400 7,410,481
115 Building Inspection Special Revenue 636,517 869,600 803,136 702,981
116 Dowtown Improvement District 656,312 1,100,158 1,242,878 513,592
118 HUD Projects - - - -
119 Economic Development Loan Fund - - - -
120 Community Housing 319,432 50,000 40,000 329,432
121 Housing Revolving Loan Fund 63,219 7,000 14,400 55,819
122 Blast Clean Up Loans - - - -
125 Drug Forfeiture (65,832) 187,000 166,601 (45,433)
128 Fish Wildlife And Park Management Areas 26,635 - - 26,635
129 Special Projects - Recovery Act, ARRA - - - -
130 Americans With Disability Act 4,210 - - 4,210
131 Beautification Of Bozeman 1,389 - - 1,389
133 Recreation Department Special Revenue 17,330 1,000 1,000 17,330
135 Cemetery Department Special Revenue 2,280 - - 2,280
136 Park Department Special Revenue 10,270 5,500 12,000 3,770
137 Library Department Special Revenue 11,436 5,200 7,900 8,736
138 Law & Justice Center 445,374 - 20,000 425,374
139 Police Department Special Revenue 288,933 104,500 82,322 311,111
140 Police Domestic Violence 1,250 - - 1,250
142 Sustainability Grant - - - -
143 TIF N 7th Corridor 23,545 274,000 505,000 (207,455)
144 TIF NE Urban Renewal 116,562 63,900 75,000 105,462
145 TIF Mandeville Industrial (172,853) 34,000 - (138,853)
146 Lighting Dist.'s (146-170, 181, 182, 200-224)492,275 315,000 315,000 492,275
174 Victim Witness Advocate 369,091 76,000 113,020 332,071
175 Senior Transportation 31,018 82,400 82,400 31,018
176 Business Improvement District 3,588 114,000 114,000 3,588
177 Neighborhood Special Revenue 969 - - 969
179 Diaster Relief Fund 87,560 2,000 - 89,560
----------------------------------------------FY 12----------------------------------------------
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
CHANGES IN FUND BALANCE/WORKING CAPITAL
Projected Beginning Estimated Appropriations Budgeted Ending
Fund Balance/Revenues Fund Balance/
Working Capital Working Capital
183 Fire Department Special Revenue 32,569 - - 32,569
184 Parks Master Plan Develop 146,464 - - 146,464
185 Insurance Proceeds - - - -
186 Development Impacts 655,722 8,000 - 663,722
187 Fire Department Equipment (122,117) 334,600 - 212,483
188 City/County Drug Forfeiture 263,592 55,000 - 318,592
189 Story Mansion Special Revenue 35,515 40,000 34,675 40,840
191 Tourism BID 20,955 - - 20,955
850 Park Land - Cash in Lieu 190,563 - - 190,563
Total Special Revenue Funds 13,538,889 12,628,429 12,326,101 13,841,217
#Debt Service Funds
300 Special Improvement District Revolv. Fund 1,228,196 20,000 - 1,248,196
301 Library Bonds 192,143 314,849 316,132 190,860
302 Bond P & I 1995 Transportation Projects (237,611) 469,088 428,066 (196,589)
305 TIF 2007 Downtown Bonds (3,384) 424,878 424,878 (3,384)
310 SID Funds 2,096,424 1,500,000 1,500,000 2,096,424
Total Debt Service Funds 3,275,768 2,728,815 2,669,076 3,335,507
Construction Funds
Capital Projects - - - -
Enterprise Funds
600 Water 10,916,509 6,127,297 14,542,098 2,501,708
610 Water Impact Fee - Net Assets 7,791,746 475,000 5,250,000 3,016,746
620 Waste Water 6,698,497 6,253,452 7,021,864 5,930,085
630 Waste Water Impact Fee - Net Assets - 404,000 404,000 -
640 Solid Waste 752,500 2,496,811 2,587,042 662,269
650 Parking Enterprise (22,639) 336,350 392,690 (78,979)
Total Enterprise Funds 26,136,613 16,092,910 30,197,694 12,031,829
Internal Service Funds
-
710 Vehicle Maintenance Shop 37,240 794,164 748,716 82,688
720 Health-Medical Self-Insurance Fund (18,055) 3,480,000 3,490,000 (28,055)
-
Total Internal Service Funds 19,185 4,274,164 4,238,716 54,633
Permanent Funds
800 Cemetery Perpetual Care 581,071 92,000 - 673,071
Total Permanent Funds 581,071 92,000 - 673,071
Total All Funds 48,057,269 59,403,586 73,553,561 33,907,294
----------------------------------------------FY 12----------------------------------------------
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
MILL LEVIES & MILL VALUES
___________________________________________________________________
FISCAL YEAR FY07 FY08 FY09 FY10 FY11 FY12 *EST
MILL VALUE 63,249$ 68,981$ 74,178$ 78,290$ 80,783$ 82,400$
PERCENTAGE CHANGE 8.9%9.1%7.5%5.5%3.2%2.0%
GENERAL FUND:
All-P urpose 110.57 101.26 111.91 111.96 110.16 135.70
SPECIAL REVENUE:
City Planning 2.00 2.00 2.00 2.00 2.00 2.00
P olice Retirement*4.07 4.27 4.14 4.34 4.45 0.00
Firefighters' Retirement*2.68 2.81 2.72 2.85 2.97 0.00
P ublic Employees' Retirement*4.39 4.61 4.52 4.75 4.86 0.00
Comprehensive Insurance*4.45 4.67 4.53 4.61 4.73 0.00
Health/Med Insurance 22.91 22.36 24.31 23.67 24.29 25.04
Fire Capital & Equipment 4.00 4.00 4.00 4.00
Fire Truck/Equipment
Senior Transportation 1.00 1.00 1.00 1.00 1.00 1.00
Workforce Housing 1.46 1.00 0.50 0.50
TOTAL SPECIAL REVENUE 41.50 41.72 48.68 48.22 48.80 32.54
DEBT SERVICE:
Library G.O. Bonds 4.95 4.53 4.27 4.03 3.94 3.82
Transportation G.O. Bonds 6.40 6.67 6.30 5.98 5.85 5.69
TOTAL DEBT SERVICE 11.35 11.20 10.57 10.01 9.79 9.51
TOTAL ALL LEVIES 163.42 154.18 171.16 170.19 168.75 177.75
Percentage Change in Mills -2.9%-5.7%11.0%-0.6%-0.8%5.3%
Property Taxes Levied $10,336,467 $10,635,491 $12,696,306 $13,324,175 $13,632,412 $14,646,913
Percentage Change in Dollars 5.8%2.9%19.4%4.9%2.3%7.4%
* These funds are being combined into the All P urpose Levy. They are all subject to M CA 15-10-420.
Tax Authority Authorized but Not Levied
General Fund Reduction 462,720$ 240,000$
Street & Tree Maintenance Offset 116,270$ -$
Police & Fire Reductions 583,000$ 849,000$ 843,000$
SAFER Grant 350,120$ 303,570$ 189,720$ 113,985$
911 Mills (Resolution No. 3954)620,829 667,602$ 704,610$ 727,047$ 741,600$
Total Authorized But Not Levied -$ 620,829$ 1,017,722$ 1,591,180$ 2,344,757$ 1,938,585$
Number of Mills - 9.00 13.72 20.32 29.03 23.53
51
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
APPROPRIATIONS BY TYPE
___________________________________________________________________
Expenditures, often called “Appropriations,” are classified under one of five major categories: Salaries,
Operating Expense, Capital, Debt Service, and Transfers. The graph below shows the relative percentage
of FY12 budgeted expenditures for these five major categories for all funds, combined.
In governmental agencies, salaries, wages and benefits normally represent the largest of these
categories. However, due to the significant investment in infrastructure, cities have a much higher
percentage of the budget devoted to operating costs than most other governmental agencies.
Transportation projects are often included under contracted services, which is an operating cost.
APPROPRIATIONS BY TYPE, GENERAL FUND ONLY—Using those same classifications of expenditure
type, the relative percentages of budgeted expenditures for the General Fund are shown below.
As you can see, the General Fund is comprised of a much higher percentage of Personnel & Benefit costs
compared to all funds, as a whole. The General Fund supports very little capital improvements,
compared to all funds, as a whole.
Salaries &
Benefits
32%
Operating
28%
Capital
29%
Debt
Service
7%
Transfers
4%
Appropriations by Type -All Funds -FY12
Salaries &
Benefits
64%
Operations
28%
Capital
4%
Debt
Service
1%
Transfers
3%
Appropriations by Type -General Fund -FY12
52
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
APPROPRIATIONS BY FUND
___________________________________________________________________
As shown, Enterprise Funds and the General Fund account for 74% of the total expenditures of the city.
The General Fund is the city’s primary operating account for general government operations. Enterprise
funds consist of water, wastewater, solid waste, and parking funds. These funds operate on a self-
supporting basis.
Special revenue funds, totaling 17% of appropriations, include a variety of tax supported funds including
funds supporting major employer retirement contributions, health insurance premiums, impact fees and
liability insurance. Community development block grant monies, the city’s gas tax allocation, and street
and tree maintenance districts are also included.
Debt service, internal service, and trust and agency funds make up the remainder of the city’s
appropriations.
General
Fund
33%
Special
Revenue
17%
Debt
Service
3%
Capital
Projects
0%
Enterprise
Funds
41%
Internal
Service
6%
Permanent
Funds
0%
Appropriations by Fund -FY12
53
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
REVENUES BY SOURCE
___________________________________________________________________
As shown, Charges for Services and Property Taxes account for 72% of the total revenues of the city.
The majority of Charges for Services (44%) are derived from the City’s utilities (Enterprise funds)
consisting of water, wastewater, solid waste, and parking services.
Property Taxes (28%) are primarily to the benefit of the General Fund. This year, due to the
construction of the Water Treatment Plant, Other Financing Sources are a large source of cash (8%).
REVENUES BY SOURCE, GENERAL FUND ONLY—Using those same classifications of revenue sources, the
relative percentages of estimated revenues for the General Fund are shown below.
As you can see, the General Fund is comprised of a much more reliant on Property Taxes and
Intergovernmental revenue than all funds, as a whole.
Property
Taxes
28%
Special
Assessments
3%
Licenses &
Permits
2%
Inter-
governmental
11%
Charges for
Services
44%
Fines and
Forfeitures
3%Interest
Income
1%
Other
Revenues
0%Other
Financing
Sources
8%
Revenues by Source -All Funds -FY12
Property
Taxes
51%
Licenses &
Permits
1%
Inter-
governmental
25%
Charges for
Services
9%Fines and
Forfeitures
5%
Other
Financing
Sources
9%
Revenues by Source -General Fund -FY12
54
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
LEGAL DEBT LIMIT & BOND RATINGS
___________________________________________________________________
General Obligation (G.O.) Debt Limit: The City’s legal debt limit is established by state statute for
General Obligation indebtedness. Total general obligations may not exceed 2.5% of the City’s total
market value, as established each August by the Department of Revenue. (FY11 Total Market Value was
$2.827 Billion.)
Anticipated Borrowing this Fiscal Year: The city intends to borrow approximately $1,330,000 for the
reconstruction of South 8th Avenue under its general obligation borrowing limits during this fiscal year.
As of June 30, 2012, net outstanding General Obligation debt is estimated to be $4,810,000.
General Obligation Bond Rating: The City’s most recent general obligation bond rating was done in
connection with the sale of the Library G.O. bonds, Series #2 in 2003. Moody’s rated that issue an “A2”,
in the “mid-range of the upper medium grade”. This is generally described as “strong, investment
grade” credit by Moody’s.
Revenue-backed Debt: There remains no statutory cumulative limit on the amount of debt a city can
issue that is backed by the revenue streams of various operations, known as “Revenue Bonds”. The city
plans to issue approximately $20 Million in revenue bonds for the construction of a new Water
Treatment Plant within the next three years. While bond commitments will be obtained in FY12, actual
borrowing is anticipated in FY13.
Special District Debt: There is no statutory limit of the amount of debt a city can issue that is backed by
assessments from special improvement districts (including lighting districts) known as “SID or SLID
Bonds”. Other Special District Debt is subject to specific limitations, set forth in statute. In December
2007, the City issued $6.27 Million in Tax Increment Urban Renewal Revenue Bonds for the Downtown
Intermodal Parking Facility. This bond issue was initially rated BBB by Standard & Poor’s. The rating was
upgraded by Standard & Poor’s to BBB+ in the spring of 2010. New special district debt for this fiscal
year is related to a Special Improvement District for a portion of the costs to reconstruct South 8th
Avenue, totaling $143,600. Debt will be secured in FY12, with first payments due in FY13.
Legal Debt Limit—G.O. Estimated June 30, 2011 Estimated June 30, 2012
Statutory G.O Debt Limit—
2.5% of Valuation
$70,688,000 $72,101,760
Less: Outstanding GO
Bonds
($3,710,000) ($3,120,000)
Less: Loans Payable (632,000) (1,690,000)
Plus: Fund Balances
Reserved for Debt Payment
- -
Equals: Legal Debt Margin $66,346,000 $67,291,760
55
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
STAFFING SUMMARY
Approved Approved Approved Approved Recommend
FY08 FY09 FY10 FY11 FY12
GENERAL GOVERNMENT
City Commission 2.10 2.10 2.10 2.10 2.10
City Manager 10.50 10.50 12.50 11.50 10.50
Municipal Court 7.00 7.00 7.50 8.50 8.50
City Attorney 6.00 6.00 6.50 7.00 7.00
Finance 10.00 10.00 9.00 8.75 8.75
Office of Planning & Community Development 15.20 13.70 12.20 12.20 11.20
Building Maintenance 3.05 3.55 3.55 3.55 3.55
Information Technology 6 6 5.88 5.88 5.88
TOTAL GENERAL GOVERNMENT 59.85 58.85 59.23 59.48 57.48
PUBLIC SAFETY
Police Department 57.75 62.75 67.75 71.75 71.75
Fire Department 34.25 45.25 44.75 41.75 41.75
Building Inspection 16.55 13.55 9.55 10.55 10.55
Parking 3.75 4.75 4.75 4.75 4.25
TOTAL PUBLIC SAFETY 112.30 126.30 126.80 128.30 128.30
PUBLIC SERVICES
Public Services Administration 8.15 8.15 8.15 8.15 8.15
Streets 15.62 17.62 17.62 17.62 17.62
Water Plant 9.27 9.27 9.27 9.27 9.27
Water Operations 15.62 16.62 15.62 15.62 15.62
Wastewater Operations 10.25 11.25 10.25 10.25 10.25
Wastewater Plant 14.87 15.87 15.87 15.87 15.87
Solid Waste Collection 14.74 14.74 14.74 14.74 14.74
Solid Waste Disposal/Recycling 3.00 1.00 1.00 1.00 1.00
Vehicle Maintenance 4.00 4.00 4.00 5.00 5.00
TOTAL PUBLIC SERVICES 95.52 98.52 96.52 97.52 97.52
PUBLIC WELFARE
Cemetery 5.75 5.75 5.75 5.75 5.75
Parks 13.45 13.45 13.45 13.45 13.45
Forestry 4.60 4.60 4.60 4.60 4.60
Library 20.66 21.66 21.16 21.66 21.66
Recreation 14.90 15.00 15.00 15.00 14.00
Community Development 2.00 1.00 2.00 2.00 2.00
TOTAL PUBLIC WELFARE 61.36 61.46 61.96 62.46 61.46
TOTAL EMPLOYEES 329.03 345.13 344.51 346.76 344.76
Net FTE Increase from Previous Year 13.09 16.10 -0.62 2.75 -2.00
% Increase from Previous Year 4.1%4.9%-0.2%0.8%-0.6%
Staffing Summary
56
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
REVENUE DETAILS – FY12
___________________________________________________________________
City of Bozeman Revenues -
All Funds Property Taxes
Special
Assessments
Licenses &
Permits
Inter-
governmental
Charges for
Services
Fines and
Forfeitures
Interest
Income
Other
Revenues
Other
Financing
Sources TOTAL
010 - General Fund 11,956,680$ 278,250$ 5,767,836$ 2,160,935$ 1,226,500$ 70,000$ 46,500$ 2,080,567$ 23,587,268$
100 - Planning Fund 164,800 76,500 125,960 33,000 327,000 727,260
103 - Health-Medical
Insurance 2,002,219 2,002,219
104 - Comprehensive
Insurance - - -
105 - PERS Fund - - -
106 - Police Pension Fund - - -
107 - Firemans Pension Fund - - -
108 - Community
Transportation 22,160 22,160
110 - Gas Tax 660,960 7,500 668,460
111 - Street Maintenance 15,000 2,665,872 7,500 1,509,600 4,197,972
112 - Tree Maintenance 418,000 3,500 10,000 431,500
113 - Fire Impact Fee 150,000 150,000
114 - Street Impact Fee 600,000 100,000 700,000
115 - Building Inspection Fund 854,600 5,000 10,000 869,600
116 - TIFD Downtown
Improvement 1,059,000 31,158 10,000 1,100,158
118 - HUD Projects - - -
120 - Community Housing
Fund 5,000 5,000 40,000 50,000
121 - Housing Revolving Loan 3,000 4,000 7,000
122 - Downtown Blast Clean-
Up Loan Fund -
125 - Drug Forfeiture Fund - 40,000 7,000 140,000 187,000
129 - Recovery Act, ARRA - -
132 - Bogert Park Special
Revenue -
133 - Recreation Special
Revenue 500 500 1,000
136 - Park Special Revenue 500 5,000 5,500
137 - Library Special Revenue 200 5,000 5,200
139 - Police Special Revenue - 4,000 500 100,000 104,500
140 - Police Domestic
Violence - - -
143 - TIF N 7th Corridor 272,000 2,000 274,000
144 - TIF NE Urban Renewal
District 63,400 500 63,900
145 - TIF Mandeville Farm
Industrial 34,000 34,000
146 - Lighting Districts 315,000 315,000
174 - Victim/Witness
Advocate 70,000 6,000 76,000
175 - Senior Transportation 82,400 82,400
176 - BID Downtown Improv
Dist 114,000 114,000
179 - Disaster Relief 2,000 2,000
184 - Parks Master
Plan/Improvement Grants - -
186 - Development Impacts 8,000 8,000
187 - Fire Dept Equipment 329,600 5,000 334,600
188 - City/County Joint Drug
Forfeiture 50,000 5,000 - 55,000
189 - Story Mansion Special
Revenue 40,000 40,000
57
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
City of Bozeman Revenues -
All Funds Property Taxes
Special
Assessments
Licenses &
Permits
Inter-
governmental
Charges for
Services
Fines and
Forfeitures
Interest
Income
Other
Revenues
Other
Financing
Sources TOTAL
191 - Bozeman Tourism BID - - -
300 - SID Revolving Fund 20,000 - 20,000
301 - Bond S & I Library 314,849 314,849
302 - Bond S & I 1995 Trans
Proj 469,088 469,088
305 - 2007 Downtown TIF
Bonds 424,878 424,878
310-444 - SID Funds 1,500,000 1,500,000
504-558 - Construction
Funds - -
600 - Water Fund 5,986,817 94,000 46,480 - 6,127,297
610 - Water Impact Fee 400,000 75,000 475,000
620 - Waste Water Fund - 6,098,772 101,000 53,680 - 6,253,452
630 - Waste Water Impact
Fee 404,000 404,000
640 - Solid Waste Fund 2,437,024 50,000 9,787 - 2,496,811
650 - Parking Fund 162,850 150,000 23,500 336,350
710 - Vehicle Maintenance 794,164 - 794,164
720 - Health-Medical
Insurance 3,452,000 28,000 3,480,000
800 - Cemetery Perpetual
Care 84,000 8,000 92,000
16,748,036$ 1,929,000$ 1,310,700$ 6,536,454$ 25,822,544$ 1,536,500$ 598,200$ 277,947$ 4,644,205$ 59,403,586$
% of Total 28%3%2%11%43%3%1%0%8%100%
58
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
REVENUE TRENDS & ANALYSIS
___________________________________________________________________
Revenues are estimated for every fund of the city each year. This summary of revenue estimates is
supported by detailed revenue estimates for each fund, as described in the tables beginning on page 56.
This section of the budget highlights major governmental and enterprise funds of the City: the General
Fund, along with Water, Wastewater, and Solid Waste enterprises. Trends of these funds and individual
revenues are shown together with estimates for the coming year. Together, these funds comprise 65%
of the total estimated revenues of the City.
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. Major functions supported by general fund revenues include: city
administration, police and fire services, court, parks, recreation, and library. Revenue is estimated to be
$23.5 million for the budget year.
The changes in general fund revenue, depicted in the graph above, reflect the following trends:
The approved mill levy for police and firefighter staff and equipment. That levy allows
permanent increases in property tax levies, beginning in FY09.
Beginning in the late 1990’s, the rapid growth in new construction and annexations
increased property taxes collected. However, the significant decline in local
construction that began in 2008 reduced tax dollars from new construction. Fiscal Year
2010 saw 5.5% increase in taxable value. For FY11 there was a 3.2% increase in taxable
values. The estimate for FY12 is a 2% increase in taxable values.
No State Entitlement Share growth for FY12 – previously, this had been a steady source
of revenue growth.
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
1st 8 Years Actual -Last 2 Years Projected
General Fund Revenue
59
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
A decrease in our estimates for Local Option Vehicle tax revenues.
WATER FUND
Shown on the graph below are total water fund revenues, estimated at $6.1 Million for the budget year.
As depicted by the graph, water fund revenues have steadily increased as the result of both an increase
in the customer base and as the result of regular rate changes. Due to declining construction activity
around the City, our customer-base growth is estimated at 0% for the budget year. This rate is markedly
lower than the 5% trend of 2005-2008.
In updating our rate study for slower customer growth, decreased Impact Fee collections and new
estimates of Water Plant costs, we estimate needing a 3.2% water rate increase for each of the next
three years (FY11, FY12, FY13) in order to fund plant construction and other scheduled operations and
maintenance costs. An update of that study has been done, suggesting a 3% increase in each of the
next 5 years.
WASTEWATER FUND
Revenues in the Wastewater Fund have, in general, been increasing over the past 10 years, and are
estimated at $6.2 Million for the budget year. We estimate our customer-base to grow by 0% in the
budget year, down from 5% in 2005-2008, and have based our estimate on the significant decline in new
construction in town. An update of our existing rate study has been done, suggesting a 5% increase in
each of the next 5 years.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
1st 8 years Actual -Last 2 projected
Water Fund Revenues
60
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
SOLID WASTE FUND
Revenues in the Solid Waste Fund were significantly affected by the closing of the City Landfill in 2007.
During fiscal year 2006, the Commission discussed how the City would continue solid waste disposal
services as our landfill was nearing its capacity. In a measure to reserve the remaining cell space for
residential use only, the Commission closed the landfill to tipping by commercial customers and non-city
residents and to any construction and demolition waste. The Landfill officially closed in June 2008.
The Solid Waste Collection Division continues to operate residential and commercial collection, and in
FY09 we began to provide curb-side recycling collection services.
For FY11 garbage rates increased 5%, to cover fuel costs, employee salary and benefit increases, and the
assumption of costs that were once shared with the Disposal division. The slowdown in local
construction activity has continued to decrease demand for “roll-off” containers and the associated
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
1st 8 Years Actual -Last 2 Projected
Wastewater Fund Revenues
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
1st 8 Years Actual -Last 2 Years Projected
Solid Waste Fund Revenues
61
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
hauling and tipping services. Solid waste fund revenues, including curbside recycling fees for the year,
are estimated at $2.5 Million.
62
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
EXPENDITURE DETAILS – FY12
___________________________________________________________________
Personnel &
Benefits Operations Capital Debt Service Transfers
Other Financing
Uses TOTAL
010 - General Fund 15,489,649$ 6,821,675$ 997,500$ 150,000$ 663,150$ 24,121,974$
100 - Planning Fund 589,382 68,122 657,504
103 - Health-Medical
Insurance 2,002,219 2,002,219
104 - Comprehensive
Insurance - -
105 - PERS Fund - -
106 - Police Pension Fund - -
107 - Firemans Pension
Fund - -
108 - Community
Transportation 10,515 10,515
109 - Highway Safety
Improvement Projects - -
110 - Gas Tax 216,500 440,000 656,500
111 - Street Maintenance 1,192,586 888,993 1,667,100 135,000 3,883,679
112 - Tree Maintenance 326,666 112,786 - 439,452
113 - Fire Impact Fee 17,500 150,000 167,500
114 - Street Impact Fee 879,400 879,400
115 - Building Inspection
Fund 653,486 149,650 803,136
116 - TIFD Downtown
Improvement 1,000,000 242,878 1,242,878
118 - HUD Projects - -
120 - Community Housing
Fund 40,000 40,000
121 - Housing Revolving
Loan 14,400 14,400
122 - Downtown Blast Clean-
Up Loan Fund -
125 - Drug Forfeiture Fund 156,901 9,700 166,601
128 - Fish Wildlife & Park
Mgmt - -
129 - Recovery Act, ARRA - -
132 - Bogert Park Special
Revenue - -
133 - Recreation Special
Revenue 1,000 1,000
135 - Cemetery Special
Revenue - -
136 - Park Special Revenue 12,000 12,000
137 - Library Special Revenue 7,900 7,900
138 - Law & Justice Center 20,000 20,000
139 - Police Special Revenue 67,412 14,910 82,322
140 - Police Domestic
Violence - -
142 - Sustainability Grant - -
143 - TIF N 7th Corridor 505,000 505,000
144 - TIF NE Urban Renewal
District 75,000 75,000
145 - TIF Mandeville Farm
Industrial -
63
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
146 - Lighting Districts 315,000 315,000
174 - Victim/Witness
Advocate 113,020 113,020
175 - Senior Transportation 82,400 82,400
176 - BID Downtown Improv
Dist 114,000 114,000
179 - Disaster Relief -
184 - Parks Master
Plan/Improvement Grants - -
185 - Insurance Proceeds - -
186 - Development Impacts - -
187 - Fire Dept Equipment - -
188 - City/County Joint Drug
Forfeiture - -
189 - Story Mansion Special
Revenue 34,675 34,675
191 - Bozeman Tourism BID - -
300 - SID Revolving Fund -
301 - Bond S & I Library 316,132 316,132
302 - Bond S & I 1995 Trans
Proj 428,066 428,066
305 - 2007 Downtown TIF
Bonds 424,878 424,878
310-444 - SID Funds 1,500,000 1,500,000
504-558 - Construction
Funds -
600 - Water Fund 1,873,706 2,566,176 10,102,216 - 14,542,098
610 - Water Impact Fee 5,250,000 5,250,000
620 - Waste Water Fund 1,768,860 1,993,324 1,894,680 1,365,000 7,021,864
630 - Waste Water Impact
Fee - 404,000 404,000
640 - Solid Waste Fund 1,054,680 1,532,362 - 2,587,042
650 - Parking Fund 202,283 190,407 392,690
710 - Vehicle Maintenance 296,208 452,508 - 748,716
720 - Health-Medical
Insurance 3,490,000 3,490,000
800 - Cemetery Perpetual
Care - -
23,671,819$ 20,852,023$ 21,230,896$ 4,336,576$ 3,219,369$ 242,878$ 73,553,561$
% of Total 32%28%29%6%4%0%100%
64
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
EXPENDITURE TRENDS & ANALYSIS
___________________________________________________________________
This section provides a historical trend analysis of the expenditures of the major funds of the city.
Increases and decreases in a fund’s expenditure levels is a natural occurrence. The most important
point is to understand what factors are causing a fund’s expenditure levels to change. General Fund
expenditures will usually be more stable, due to the fact that most costs are personnel that are
predictable and steady. In enterprise funds and construction funds, large fluctuations will occur due to
the fact that these funds are infrastructure intense and large expenditures are sporadic, depending on
the projects involved. The funds described below encompass 66% of the total expenditures for FY12.
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. Major functions supported by general fund revenues include: city
administration, police and fire services, court, parks, recreation, and library. Expenditures total $23.3M
for this fiscal year.
The increase in expenditure levels of the General Fund can be tied to the growth trend of our
community; With this increase in property and population, there is a need for additional general fund
services. Staffing increases to handle citizen demands bring salary and health insurance expenditure
increases. Expanding our buildings to accommodate more citizens and employees results in an increase
to building maintenance costs.
Expenditures on Library Services increased significantly in 2007 due to the operations of the new Library
facility. For FY08 we decreased expenditures on 911 Dispatch services by over $700,000, due to the
assumption of this program by the county. Over the past four years, we have increased expenditures on
police and fire services. Most significant this year is the continuation of the funding of the voter-
approved expenditures for the addition of police officers and firefighters and associated equipment.
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
General Fund Expenditures
65
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
WATER FUND
The following chart depicts the trend in the Water Fund, and shows the result of sporadic large
improvement projects being undertaken in FY04-08, and again in FY11 & FY12. In 2004, we began
design and construction on the Hyalite Transmission Main, which greatly improved service for the City’s
water supply from Hyalite reservoir. That project was completed in FY2006. FY2012 expenditures total
roughly $15 Million, and includes spending on the first year of construction of our new Water Treatment
Facility, according to our long-rang Water Facility Plan. We expect to see substantial investment in the
city’s water supply and delivery being made by the Water Fund over the next 3 years.
WASTEWATER FUND
The Wastewater Fund has also spent substantial dollars on capital improvements over the past 10 years.
The City received a multi-million dollar EPA Grant award that required matching dollars from our rate-
payers. This grant funded some major improvements to our Wastewater Treatment Plant and
Collection System, and was fully utilized by the end of the FY05.
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Water Fund Expenditures
-
4,000,000
8,000,000
12,000,000
16,000,000
20,000,000
24,000,000
28,000,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Wastewater Fund Expenditures
66
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
As a result of our most recent Wastewater Facility Study, the city immediately embarked on the design
and construction of a new Water Reclamation Facility. In November 2008, the City approved bids for a
project totaling $54 Million. We broke ground in May 2009 and anticipate 3 years of construction
spending. With the project nearing completion, FY12 expenditures are estimated at $7.0 Million.
SOLID WASTE
Expenditures in the Solid Waste Fund increased significantly during 2005-2007 due to the City’s
investment in the Mandeville Farm property, Transfer Station design, and the Old Library Property.
Costs also increased in FY2006 when the City decided to direct-haul collection trash to the County
Landfill. The FY2009 budget included the cap and closure costs on the City’s existing landfill cell, curb-
side recycling start-up, and funding our regular garbage collection routes. Expenditures are estimated to
total $2.6 Million for Collection and Recycling purposes this year.
-
2,000,000
4,000,000
6,000,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Solid Waste Fund Expenditures
67
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FUND BALANCES/WORKING CAPITAL TRENDS & ANALYSIS
___________________________________________________________________
There are two fund types that are used to account for the city’s operating funds. One is governmental
fund types and the other is proprietary fund types. The best measure of a governmental fund types’
financial condition is fund balance (assets minus liabilities). The best measure of a propriety fund types’
financial condition is working capital (current assets minus current liabilities).
This section provides a historical trend analysis of the fund balance and working capital balances of the
major funds of the city. Increases and decreases in a funds’ financial position is a natural occurrence.
The most important point is to understand what factors are causing a funds’ financial position to
change. General fund balances will generally be more stable, due to the fact that most costs are
personnel that are predictable and steady. In enterprise funds, large fluctuations will occur due to the
fact that these funds are infrastructure intense and large expenditures are sporadic.
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. Major functions supported by general fund revenues include: city
administration, police and fire services, court, parks, recreation, and library.
The graph below shows that the city has maintained its General Fund balance between $2.5 and $5.0
million over the past 10 years. Increases in fund balance in FY02, 05, 08 occurred as the result of
unexpected revenues and vacancy savings (most significant in FY08). The relatively sharp decline at the
end of FY03 resulted from the use of $1.3 million in reserves to purchase the Story Mansion. The
decline in FY07 is attributed to the City’s share of the purchase of the Lamme Library property for $1
Million. FY09 saw an increase due, in part, to un-finished capital projects (Swim Center AV System and
Fire Department Equipment Purchases) that were carried over into the FY10 year and spent. The FY12
budget ends the year with a Fund Balance level of $3.9 Million, our minimum amount under our current
reserve resolution.
68
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
The next graph shows the general fund’s fund balance in relation to the annual operating revenue of the
fund.
The FY12 balance is projected to end at 16.7% of FY12 operating revenues. The City recently adopted
GFOA’s Best Practice for Unreserved Fund Balance in the General Fund into its Budget Administration
Ordinance. This requires a 16 2/3% balance; if that is not achieved, the Commission must hold a
separate hearing to specifically address why the balance has not been met at what will be done going
forward.
WATER FUND
The graph below depicts the working capital balance of the city’s water fund. This graph typifies the
significant fluctuations that result from large infrastructure expenditures.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
1st 8 Years Actual -Last 2 Years Projected
General Fund -Unreserved
Fund Balance
0%
5%
10%
15%
20%
25%
30%
1st 8 Years Actual -Last 2 Years Projected
Unreserved General Fund Balance
as a % of Revenues
69
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
The significant reduction in FY 02 and FY 03 relates to the completion of some large capital
improvement projects primarily funded with cash balances. The most significant of which was the
Lyman Creek water supply and the Hyalite Transmission Main project. We accumulated, and are now
utilizing, dollars for plant design and construction, which is estimated to cost approximately $40.7
million over the next 3 years. FY12 budget spends a large portion on this capital project and projects an
ending balance of $2.5 Million.
WASTEWATER FUND
As seen by the graph of the wastewater fund on the next page, the fund’s working capital balance has
been steadily growing over the past 10 years. The FY08 reduction is for the design costs of the new
Wastewater Treatment Facility. FY09 spending on construction of the plant brings the working capital
balance to its lowest level in 10 years. This is to be expected, considering that the treatment plant
project represents the most substantial investment in the City’s wastewater facility in decades. FY12
ending working capital balance is estimated at $5.9 Million.
-$500,000
$1,500,000
$3,500,000
$5,500,000
$7,500,000
$9,500,000
$11,500,000
1st 8 Years Actual -Last 2 Years Projected
Water Fund -Working Capital
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
1st 8 Years Actual -Last 2 Projected
Wastewater Fund -Working Capital
70
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
SOLID WASTE FUND
The graph of the Solid Waste Fund working capital shows a steady increase in FY 03 and FY 04 from the
large increase in landfill gate fee revenues. This balance was accumulated to plan for the eventual
closure of the landfill and to provide for an alternative for solid waste disposal. In FY07, $1.5M was
utilized to purchase the Lamme Library Property, after the City Commission decided to discontinue land-
filling operations, and join the County’s regional Solid Waste District. The FY09 budget anticipated
closing and capping the Landfill, and beginning a curbside recycling program in addition to the current
garbage collection services. The new recycling program required investments in a new recycling truck
and bins for customers, which were funded in FY08. FY10 shows the results of utilizing approximately
$370,000 for the addition of office and vehicle storage space to meet the long term needs of the
division. The FY12 budget will result in an ending working capital balance of approximately $ 600,000.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
1st 8 Years Actual -Last 2 Years Projected
Solid Waste Fund -Working Capital
71
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
REVENUE & EXPENDITURE DETAILS FOR EACH FUND
___________________________________________________________________
FY10 FY11 FY12
Actuals Approved Recommended
010 - General Fund
Revenues
Property Taxes 8,292,322 8,923,973 11,081,680
Gallatin County Option 1,102,737 950,000 875,000
Business/Animal Licenses 282,324 262,600 273,750
Permits 6,385 4,500 4,500
Grants 269,220 189,720 113,985
County Shared 451,577 454,230 476,761
State Shared 4,602,901 4,576,996 5,177,090
General Government 1,597,758 1,564,235 1,508,681
Public Safety 154,740 150,457 156,554
Public Welfare 571,688 569,548 495,700
Library Fines 51,085 52,000 45,000
Police Court Fines 1,165,215 1,111,500 1,061,500
Weed Mowing Fines - - -
Parking Fines 82,863 55,000 85,000
Animal Control Fines 37,035 20,000 35,000
Snow Removal Fines - - -
Miscellaneous Fines 100 - -
Interest Income 80,455 70,000 70,000
Admin Reimbursement - -
Cash Over/Short - -
Donations 574 - -
Miscellaneous Revenue 14,945 10,000 5,000
Refunds & Reimbursements 25,072 8,000 25,000
Rents and Royalties 1,757 - 1,500
Sales/Unclaimed Property 27,239 - 15,000
Street & Alley Vacation - 500 -
Transfers 3,282,903 4,009,399 2,080,567
Proceeds-Asset Disposition 757,959 10,000 -
Compensation for Loss - -
Total Revenues 22,858,854 22,992,658 23,587,268
Expenditures
Personnel & Benefits 15,027,657 15,377,287 15,489,649
Operations 4,200,539 6,498,377 6,821,675
Capital 911,456 810,280 997,500
Debt Service 52,480 358,000 150,000
Transfers 2,911,749 562,371 663,150
Total Expenditures 23,103,881 23,606,315 24,121,974
Special Revenue Funds
100 - Planning Fund
Revenues
Property Taxes 152,024 161,564 164,800
Grants 5,500 5,500 5,500
County Shared - -
State Shared 79,554 71,000 71,000
General Government 161,975 125,960 125,960
Interest Income 2,440 - -
72
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
Refunds & Miscellaneous Revenue 18,183 33,000 33,000
Transfers 319,757 352,000 327,000
Total Revenues 739,433 749,024 727,260
Expenditures
Personnel & Benefits 624,492 667,186 589,382
Operations 64,746 63,179 68,122
Capital - -
Transfers
Total Expenditures 689,238 730,365 657,504
103 - Health-Medical Insurance
Revenues
Property Taxes 1,737,892 1,962,219 2,002,219
County Shared
Total Revenues 1,737,892 1,962,219 2,002,219
Expenditures
Transfers 1,616,277 1,962,219 2,002,219
Total Expenditures 1,616,277 1,962,219 2,002,219
104 - Comprehensive Insurance
Revenues
Property Taxes 338,096 382,104 -
County Shared
State Shared 80,395 82,592 -
Total Revenues 418,491 464,696 -
Expenditures
Transfers 424,662 464,696
Total Expenditures 424,662 464,696 -
105 - PERS Fund
Revenues
Property Taxes 347,499 392,605 -
State Shared 81,774 84,108 -
Total Revenues 429,273 476,713 -
Expenditures
Transfers 429,274 476,713
Total Expenditures 429,274 476,713 -
106 - Police Pension Fund
Revenues
Property Taxes 317,981 359,484 -
State Shared 129,336 132,937 -
Total Revenues 447,317 492,421 -
Expenditures
Transfers 466,236 492,421
Total Expenditures 466,236 492,421 -
73
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
107 - Firemans Pension Fund
Revenues
Property Taxes 208,323 239,926 -
State Shared 97,771 100,454 -
Total Revenues 306,094 340,380 -
Expenditures
Transfers 307,863 340,380
Total Expenditures 307,863 340,380 -
108 - Community Transportation
Revenues
Grants
Refunds & Reimbursements 50,384
Transfers 30,515 10,515 22,160
Total Revenues 80,899 10,515 22,160
Expenditures
Personnel & Benefits - -
Operations 302 10,515 10,515
Capital 30,947 -
Total Expenditures 31,249 10,515 10,515
110 - Gas Tax
Revenues
State Shared 652,476 660,960 660,960
Interest Income 6,288 7,500 7,500
Total Revenues 658,764 668,460 668,460
Expenditures
Operations 145,133 216,500 216,500
Capital 388,322 400,000 440,000
Total Expenditures 533,455 616,500 656,500
111 - Street Maintenance
Revenues
Penalty & Interest 12,490 - -
Permits 23,131 20,000 15,000
State Shared 944 - -
Public Service 1,959,363 2,116,000 2,665,872
Interest Income 7,658 15,000 7,500
Other Financing Sources - - 1,509,600
Refunds & Reimbursements 9,157 -
Proceeds-Asset Disposition 75 -
Total Revenues 2,012,818 2,151,000 4,197,972
Expenditures
Personnel & Benefits 1,127,637 1,161,487 1,192,586
Operations 682,713 896,011 888,993
Capital 192,014 328,456 1,667,100
Debt Service 84,818 85,000 135,000
Total Expenditures 2,087,182 2,470,954 3,883,679
74
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
112 - Tree Maintenance
Revenues
Penalty & Interest 2,399 2,000
State Shared 1,777
Public Service 371,514 400,000 416,000
Interest Income 3,899 7,000 3,500
Refunds & Reimbursements 11,325
Sales 8,888 10,000 10,000
Other Financing Sources -
Total Revenues 399,802 417,000 431,500
Expenditures
Personnel & Benefits 311,101 315,202 326,666
Operations 84,231 133,274 112,786
Capital 16,925 50,300
Total Expenditures 412,257 498,776 439,452
113 - Fire Impact Fee
Revenues
Public Safety 185,640 150,000 150,000
Interest Income - -
Proceeds of Long Term Debt - -
Total Revenues 185,640 150,000 150,000
Expenditures
Operations 17,500 17,500
Capital
Transfers 4,000 150,000 150,000
Total Expenditures 4,000 167,500 167,500
114 - Street Impact Fee
Revenues
Public Service 750,000 600,000 600,000
Interest Income 100,000 100,000 100,000
Admin Reimbursement
Total Revenues 850,000 700,000 700,000
Expenditures
Operations
Capital 712,828 350,000 879,400
Total Expenditures 712,828 350,000 879,400
115 - Building Inspection Fund
Revenues
Permits 646,750 854,600 854,600
State Shared 11,531 - -
General Government 3,799 4,500 4,500
Public Safety 12 500 500
Refunds & Reimbursements - -
Interest Income 10,396 10,000 10,000
Total Revenues 672,488 869,600 869,600
Expenditures
Personnel & Benefits 586,275 590,659 653,486
Operations 168,934 197,894 149,650
Capital - -
Total Expenditures 755,209 788,553 803,136
75
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
116 - TIFD Downtown Improvement
Revenues
Property Taxes 1,096,710 1,059,000 1,059,000
State Shared 34,620 34,620 31,158
Interest Income 12,432 10,000 10,000
Other Revenues 4,200
Total Revenues 1,147,962 1,103,620 1,100,158
Expenditures
Operations 96,989 1,000,000 1,000,000
Other Financing Uses 425,287 426,188 242,878
Total Expenditures 522,276 1,426,188 1,242,878
120 - Community Housing Fund
Revenues
Transfer In (from Gfund)78,290 40,000 40,000
Interest Income 4,844 5,000 5,000
Refunds & Reimbursements 70,000 - -
Loan Principal 5,000 5,000 5,000
Total Revenues 158,134 50,000 50,000
Expenditures
Personnel - -
Operations 40,000 40,000 40,000
Total Expenditures 40,000 40,000 40,000
121 - Housing Revolving Loan
Revenues
Interest Income 749 3,000 3,000
Other Revenues 40,000 - -
Loan Principal 4,618 4,000 4,000
Loan Interest 784 - -
Total Revenues 46,151 7,000 7,000
Expenditures
Operations 14,400 14,400 14,400
Total Expenditures 14,400 14,400 14,400
125 - Drug Forfeiture Fund
Revenues
Grants 158,030 98,000
Police Court Fines 40,620 40,000 40,000
Miscellaneous Revenue - 10,000 7,000
Other Financing Sources 8,806 140,000
Total Revenues 207,456 148,000 187,000
Expenditures
Personnel & Benefits 201,531 170,125 156,901
Operations 9,870 8,000 9,700
Total Expenditures 211,401 178,125 166,601
76
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
128 - Fish Wildlife & Park Mgmt
Revenues
Grants
Other Revenue 5,522 - -
Total Revenues 5,522 - -
Expenditures
Operations 13,456 - -
Capital
Total Expenditures 13,456 - -
129 - Recovery Act, ARRA
Revenues
Grants 559,925 25,000 -
Transfers In/Other 1,132 - -
Total Revenues 561,057 25,000 -
Expenditures
Operations 4,000 25,000 -
Capital 117,917 -
Total Expenditures 121,917 25,000 -
131 - Beautification of Bozeman
Revenues
Donations 29 1,000 -
Interest Income - - -
Total Revenues 29 1,000 -
Expenditures
Operations 685 - -
Total Expenditures 685 - -
132 - Bogert Park Special Revenue
Revenues
Donations 1,315 - -
Other Revenue 1,140 - -
Transfers & Other Revenue 51,693 - -
Total Revenues 54,148 - -
Expenditures
Operating 714 - -
Total Expenditures 714 - -
133 - Recreation Special Revenue
Revenues
Interest Income 513 500 500
Donations 316 500 500
Total Revenues 829 1,000 1,000
Expenditures
Operations 13,472 1,000 1,000
Total Expenditures 13,472 1,000 1,000
136 - Park Special Revenue
Revenues
Interest Income 310 500 500
Donations - 5,000 5,000
Total Revenues 310 5,500 5,500
77
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
Expenditures
Capital - 12,000 12,000
Transfers to Other Funds - - -
Total Expenditures - 12,000 12,000
137 - Library Special Revenue
Revenues
Grants 1,545 - -
Interest Income 251 200 200
Donations 6,381 5,000 5,000
Refunds & Reimbursements - -
Total Revenues 8,177 5,200 5,200
Expenditures
Operations 1,877 7,900 7,900
Transfers - -
Total Expenditures 1,877 7,900 7,900
138 - Law & Justice Center
Expenditures
Operations 19,125 20,000 20,000
Total Expenditures 19,125 20,000 20,000
139 - Police Special Revenue
Revenues
Grants 31,304 - -
Public Safety 2,743 5,000 -
Interest Income 4,397 4,000 4,000
Donations 655 4,000 500
Miscellaneous Revenue 1,298 -
Transfers 100,000 100,000 100,000
Total Revenues 140,397 113,000 104,500
Expenditures
Personnel & Benefits 85,532 74,707 67,412
Operating 30,655 12,710 14,910
Transfers - -
Total Expenditures 116,187 87,417 82,322
140 - Police Domestic Violence
Revenues
Grants 232,067 157,500 -
Refunds & Reimbursements
Transfers 25,000
Total Revenues 232,067 182,500 -
Expenditures
Personnel 26,453 70,546 -
Operating 205,614 181,250 -
Total Expenditures 232,067 181,250 -
142 - Sustainability Grant
Revenues
Grants 20,000 - -
Total Revenues 20,000 - -
Expenditures
Operating 29,620 15,500 -
Total Expenditures 29,620 15,500 -
78
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
143 - TIF N 7th Corridor
Revenues
Property Taxes 268,009 272,000 272,000
Interest Income 3,224 2,000 2,000
Transfers
Total Revenues 271,233 274,000 274,000
Expenditures
Operating 105,926 505,000 505,000
Total Expenditures 105,926 505,000 505,000
144 - TIF NE Urban Renewal District
Revenues
Property Taxes 62,441 63,400 63,400
Interest Income 1,848 500 500
Transfers
Total Revenues 64,289 63,900 63,900
Expenditures
Operating 16,641 75,000 75,000
Total Expenditures 16,641 75,000 75,000
145 - TIF Mandeville Farm Industrial
Revenues
Property Taxes 34,341 34,000 34,000
Refunds & Reimbursements
Transfers
Total Revenues 34,341 34,000 34,000
Expenditures
Operating 3,854 - -
Total Expenditures 3,854 - -
146 - Lighting Districts
Revenues
Special Assessments 517,770 315,000 315,000
Interest Income - -
Total Revenues 517,770 315,000 315,000
Expenditures
Operating 309,489 315,000 315,000
Total Expenditures 309,489 315,000 315,000
174 - Victim/Witness Advocate
Revenues
Police Court Fines 73,597 70,000 70,000
Interest Income 7,280 6,000 6,000
Total Revenues 80,877 76,000 76,000
Expenditures
Operating 78,650 79,500 113,020
Total Expenditures 78,650 79,500 113,020
175 - Senior Transportation
Revenues
Property Taxes 72,853 80,783 82,400
State Shared - - -
Interest Income 165 - -
Total Revenues 73,018 80,783 82,400
79
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
Expenditures
Operating 76,586 80,783 82,400
Total Expenditures 76,586 80,783 82,400
176 - BID Downtown Improv Dist
Revenues
Assessments 114,002 114,000 114,000
Penalty & Interest 2,006
Total Revenues 116,008 114,000 114,000
Expenditures
Operating 85,887 114,000 114,000
Total Expenditures 85,887 114,000 114,000
179 - Disaster Relief
Revenues
Property Taxes
Interest Income 1,528 2,000 2,000
Total Revenues 1,528 2,000 2,000
Expenditures
Operating - - -
Total Expenditures - - -
183 - Fire Dept Special Revenue
Revenues
Grants 329,406 - -
Interest Income
Refunds & Reimbursements 55,563 - -
Total Revenues 384,969 - -
Expenditures
Operating 142,297 - -
Capital 134,667 - -
Total Expenditures 276,964 - -
184 - Parks Master Plan/Improvement Grants
Revenues
Transfers 100,000 - -
Total Revenues 100,000 - -
Expenditures
Capital 62,339 - -
Total Expenditures 62,339 - -
186 - Development Impacts
Revenues
Transfers In - -
Interest Income 12,615 8,000 8,000
Donations - -
Total Revenues 12,615 8,000 8,000
Expenditures
Operating 137,456 - -
Total Expenditures 137,456 - -
80
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
187 - Fire Dept Equipment
Revenues
Property Taxes 291,857 323,132 329,600
State Shared - -
Interest Income 3,949 5,000 5,000
Total Revenues 295,806 328,132 334,600
Expenditures
Operating 224
Capital 172,211 510,000 -
Total Expenditures 172,435 510,000 -
188 - City/County Joint Drug Forfeiture
Revenues
Fines 67,966 50,000 50,000
Interest Income 3,439 5,000 5,000
Donations - -
Total Revenues 71,405 55,000 55,000
Expenditures
Operating
Transfers to Other Funds 82,498 - -
Total Expenditures 82,498 - -
189 - Story Mansion Special Revenue
Revenues
Charges for Sevices 22,377 40,000 40,000
Refunds & Reimbursements 850 - -
Transfers From other Funds - - -
Total Revenues 23,227 40,000 40,000
Expenditures
Operating 25,619 31,852 34,675
Capital - -
Total Expenditures 25,619 31,852 34,675
191 - Bozeman Tourism BID
Revenues
Special Assessments - - -
Interest Income - - -
Total Revenues - - -
Expenditures
Capital - - -
Total Expenditures - - -
Debt Service Funds
300 - SID Revolving Fund
Revenues
Personal Property
Miscellaneous 337
General Government
Interest Income 11,777 20,000 20,000
Transfers 568,848 -
Total Revenues 580,625 20,000 20,000
Expenditures
Capital - - -
Debt Service - - -
Total Expenditures - - -
81
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
301 - Bond S & I Library
Revenues
Property Taxes 297,069 318,556 314,849
County Shared
Miscellaneous
Interest Income 4,709
Total Revenues 301,778 318,556 314,849
Expenditures
Debt Service 315,486 318,556 316,132
Total Expenditures 315,486 318,556 316,132
302 - Bond S & I 1995 Trans Proj
Revenues
Property Taxes 440,548 472,110 469,088
Personal Property
County Shared
State Shared
Interest Income (2,341)
Proceeds-Long -Term Debt
Total Revenues 438,207 472,110 469,088
Expenditures
Operating
Debt Service 416,136 420,110 428,066
Total Expenditures 416,136 420,110 428,066
305 - 2007 Downtown TIF Bonds
Revenues
Property Taxes - -
Transfers In 425,287 426,188 424,878
Total Revenues 425,287 426,188 424,878
Expenditures
Operating
Debt Service 416,222 426,188 424,878
Total Expenditures 416,222 426,188 424,878
310-444 - SID Funds
Revenues
Special Assessments 989,977 1,500,000 1,500,000
Interest Income 31,567
Miscellaneous Revenue
Transfers
Total Revenues 1,021,544 1,500,000 1,500,000
Expenditures
Transfers
Debt Service 615,763 1,500,000 1,500,000
Total Expenditures 615,763 1,500,000 1,500,000
Construction Funds
504-558 - Construction Funds
Revenues
Grants - - -
Interest Income - - -
Other Revenues - -
Other Financing Sources 1,824,026 - -
Total Revenues 1,824,026 - -
82
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
Expenditures
Operating 17,586
Capital 1,505,884 - -
Total Expenditures 1,523,470 - -
Enterprise Funds
600 - Water Fund
Revenues
Grants 101,491 - -
State Shared - - -
Utility Charges 5,860,144 5,930,508 5,986,817
Interest Income 197,205 106,000 94,000
Miscellaneous Revenue 46,855 - 45,450
Refunds & Reimbursements 5,463 1,020 1,030
Rents and Royalties - 45,000 -
Cash in Lieu of Water Rights - 30,000 -
Contriubted Capital/Other 2,365,634 - -
Proceeds-Asset Disposal 4,349 -
Total Revenues 8,581,141 6,112,528 6,127,297
Expenditures
Personnel & Benefits 1,815,941 1,761,891 1,873,706
Operating 10,078,201 2,241,938 2,566,176
Capital 1,771,384 7,243,303 10,102,216
Debt Service 30,387 32,916
Transfers 262,931
Total Expenditures 13,958,844 11,280,048 14,542,098
610 - Water Impact Fee
Revenues
Utilities & Enterprise 744,558 400,000 400,000
Interest Income 127,673 75,000 75,000
Admin Reimbursement
Total Revenues 872,231 475,000 475,000
Expenditures
Operating 119,244
Capital 400,427 700,000 5,250,000
Transfers - - -
Total Expenditures 519,671 700,000 5,250,000
620 - Waste Water Fund
Revenues
Grants 340,500 -
State Shared 1,271 -
Utility Charges 5,389,071 5,833,000 6,098,772
Interest Income 161,860 100,000 101,000
Miscellaneous Revenue 1,177 6,000 23,380
Refunds & Reimbursements 297,359 30,000 30,300
Contriubted Capital/Other 1,152,686 -
Proceeds of Long Term Debt 12,645,544 9,500,000 -
Total Revenues 19,989,468 15,469,000 6,253,452
Expenditures
Personnel & Benefits 1,527,923 1,544,141 1,768,860
Operating 7,526,059 2,495,774 1,993,324
Capital 17,616,634 21,998,515 1,894,680
Debt Service 235,770 - 1,365,000
Transfers 262,931 - -
Total Expenditures 27,169,317 26,038,430 7,021,864
83
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
630 - Waste Water Impact Fee
Revenues
Utility Charges 667,909 400,000 404,000
Interest Income 203,197 -
Admin Reimbursement
Total Revenues 871,106 400,000 404,000
Expenditures
Operating 19,619 -
Capital - -
Transfers 12,856,997 400,000 404,000
Total Expenditures 12,876,616 400,000 404,000
640 - Solid Waste Fund
Revenues
Recycling Revenue 159,161 119,743 119,743
Collection Route Assessments 2,152,666 2,317,281 2,317,281
Tipping Fees 349,726 - -
Interest Income 36,039 50,000 50,000
Roll-Off Container Rental 6,491 7,787 7,787
Miscellaneous Revenue 13,779 2,000 2,000
Rents and Royalties - - -
Proceeds-Asset Disposition - - -
Total Revenues 2,717,862 2,496,811 2,496,811
Expenditures
Personnel & Benefits 1,096,573 1,028,060 1,054,680
Operating 1,464,551 1,243,455 1,532,362
Capital 350,455 132,350 -
Debt Service
Transfers
Total Expenditures 2,911,579 2,403,865 2,587,042
650 - Parking Fund
Revenues
Licenses and Permits 135,641 130,500 162,850
Fines and Forfeitures 139,705 198,000 150,000
Interest Income 6,781 - -
Other 45,934 19,000 23,500
Total Revenues 328,061 347,500 336,350
Expenditures
Personnel & Benefits 192,198 183,557 202,283
Operating 774,878 180,210 190,407
Capital 26,125 -
Total Expenditures 993,201 363,767 392,690
84
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FY10 FY11 FY12
Actuals Approved Recommended
Internal Service Funds
710 - Vehicle Maintenance
Revenues
State Shared 188 -
General Government 641,864 766,000 794,164
Other 3,526 -
Transfers In 525,863 -
Total Revenues 1,171,441 766,000 794,164
Expenditures
Personnel & Benefits 227,981 287,929 296,208
Operating 439,716 452,735 452,508
Capital 524,864 26,500 -
Total Expenditures 1,192,561 767,164 748,716
720 - Health-Medical Insurance
Revenues
Premium Revenue 3,424,543 3,452,000 3,452,000
Interest Income - - -
Refunds & Reimbursements 3,574 28,000 28,000
Total Revenues 3,428,117 3,480,000 3,480,000
Expenditures
Operating 3,306,159 3,480,000 3,490,000
Total Expenditures 3,306,159 3,480,000 3,490,000
Permanent Funds
800 - Cemetery Perpetual Care
Revenues
Public Welfare 5,389 4,000 84,000
Interest Income 10,349 16,000 8,000
Total Revenues 15,738 20,000 92,000
Expenditures
Transfers 10,349 16,000 -
Total Expenditures 10,349 16,000 -
865-881 - Public Welfare Grants
Revenues
Intergovernmental 22,909 - -
Total Revenues 22,909 - -
Expenditures
Operating 22,909 - -
Total Expenditures 22,909 - -
85
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
GENERAL GOVERNMENT
___________________________________________________________________
The City’s General Government section includes the following departments:
City Commission
City Manager
Municipal Court
City Attorney
Finance
Planning
Facilities Management
Information Technology
These functions generally provide administrative and technical services across the organization, and
deliver related services to citizens. The combined financial information for this section is summarized
below:
GENERAL GOVERNMENT TOTALS FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 56.85 58.48 58.48 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries, Benefits & Overtime
3,599,996
3,853,549
-
3,866,688
13,139
0%
2000 - 7599 Operating
1,792,743
2,085,867
-
2,040,861
(45,006)
-2%
8000 - 8999 Capital
44,823
198,800
-
301,500
102,700
52%
9000 - 9699 Debt Service
81,054
150,000
-
150,000
-
9900 - 9999 Transfers -
-
-
-
-
Total All Categories $5,518,616 $6,288,216 $ - $6,359,049 $ 70,833 1%
The details of each department are included on the following pages.
Salaries,
Benefits &
Overtime
61%
Operating
32%
Capital
5%
Debt
Service
2%
Transfers
0%
GENERAL GOVERNMENT
86
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
CITY COMMISSION
___________________________________________________________________
Program Description
The City Commission is the legislative body of city government. It is comprised of a mayor and four
commissioners. Members of the City Commission are elected at large for four year overlapping terms.
Responsibilities of the Commission include: establishment of policies governing the operation of the
City, enactment of ordinances and resolutions, adoption of the annual operating budget, levying of
taxes, and appointment of members to citizen advisory boards and commissions.
The Commission employs a City Manager and is responsible for the oversight and evaluation of the
Manager’s performance as the chief administrative officer of the City.
Beginning in Fiscal Year 2006, the budget oversight and supervision of the City Clerk function was moved
from the City Commission department to that of the City Manager
Major Objectives
To work closely with the administration and other government officials to lobby for state
legislation beneficial to cities.
To develop broadly-based city-wide support for economic development and to foster
coordination of public and private resources as a means of enhancing economic prosperity and
environmental quality.
To improve public facilities and the quality of services delivered to the public in order to meet
the needs of the citizenry.
To cooperate with other governmental entities in order to provide services efficiently and
effectively and in a manner resulting in the most equitable distribution of the tax burden.
To ensure that all decisions are protective of the health, safety and general welfare of the
citizens of this community.
87
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE % CHANGE
Staffing: Full-Time Equivalents 2.10 2.10 2.10 0%
EXPENDITURES BY
CATEGORY
Category
1000 - 1999 Salaries, Benefits & Overtime $ 88,636 $ 82,301 $ 79,066 $ (3,235) -4%
2000 -
7599
Operating 76,330 92,983 108,400 15,417 17%
8000 -
8999
Capital - - -
9000 -
9699
Debt Service
9900 -
9999
Transfers
Total All Categories $164,966 $ 175,284 $ - $ 187,466 $ 12,182 7%
EXPENDITURES BY DIVISION
Division
1110 City Commission $164,966 $169,284 $ - $183,466 $ 14,182 8%
1130 Special Bodies/Stdy Com/Ethics Brd -
6,000
4,000
$
(2,000)
-33%
Total All Divisions $164,966 $175,284 $ - $187,466 $ 12,182 7%
EXPENDITURES BY FUND
Fund
010 General Fund $164,966 $175,284 $ - $187,466 $ 12,182 7%
Total All Funds $164,966 $175,284 $ - $187,466 $ 12,182 7%
88
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
FY 09
Actual
FY 10
Actual
FY11
Estimated
FY12
Budgeted
Ordinances Passed 26 22 25 25
Resolutions Passed 93 75 85 85
Commission Meetings 61 49 52 55
Public Hearings 61 49 52 55
Hours of Meetings 244 245 250 270
Pages of Minutes 915 735 800 820
Executive Sessions 4 9 5 5
Hours of Executive Sessions 8 18 10 10
Pages of Minutes from Executive Sessions 10 27 15 15
89
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
CITY MANAGER
___________________________________________________________________
Program Description
The purpose of the staff of the City Manager’s Office is to provide overall leadership, direction,
coordination, and support of the activities for the City’s workforce. The City Manager’s Office also
ensures that quality, effective, and efficient services are provided within the law, the policies of the
Bozeman City Commission, and the resources of the City. The City Manager provides information to the
City Commission that supports their ability to make informed policy decisions.
Divisions within the City Manager’s office include: Administration, City Clerk, Personnel.
The purpose of the Office of Personnel is to support City functions by ensuring the capability and
stability of the workforce. The Director supports administrators and workforce members with current
lawful information that provides sound recruitment practices and protects the employment rights of the
City and the workforce member.
The duties of the City Clerk include: attending all Commission meetings, preparing minutes, keeping
official records of the City, publishing notices as needed and as required by law, acting as a staff person
for the Commission, and preparing the Commission agenda in conjunction with the City Manager.
For Fiscal Year 2012, the Economic Development division has been moved to the Community
Development section of the budget.
Major Objectives
In support of the seven “Goals” of the City the staff of the City Manager’s office will:
Communicate Bozeman City Government activities to the public by:
Increasing the amount of current information available on the city’s website;
Maintain a current knowledge of regulations pertaining to employment and their effect on that resource
by:
The director of Human Resources, the City Attorney and the City Manager attending
relevant professional conferences;
Subscribing to and reading relevant professional journals;
Conducting in-house training for supervisors;
Conducting in-house training for staff covering “work place violence,” “sexual harassment in the work
place” and other relevant topics.
Provide opportunities to organization members for continual professional improvement by:
Attending relevant professional conferences;
Bringing the best presenters and educators to Bozeman for the benefit of the full
organization;
Encouraging continuing education at Montana State University and the College of
Technology;
Acknowledge our limited resources and constantly develop, implement, and review plans to address
needs through efficiency in assignments, cross training and other means.
90
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Provide opportunities and training for senior level staff to ensure seamless governmental
operations in the absence of any department head by:
Anticipating future service demands and resource deficiencies and be proactive in
addressing them.
Provide technical and coordination assistance in all spatially oriented projects within
the City.
The outcomes of our investment will be:
A well-led, coordinated, and trained workforce;
Secure, consistent governmental operations;
Lawful, equitable, and effective allocation of City resources;
An informed and involved City Commission;
An informed and involved community;
Open, transparent government.
91
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE % CHANGE
Staffing: Full-Time Equivalents
10.50
10.50
2.00
10.50
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$710,636
$806,857 -
$713,851
($93,006) -6%
2000 -
7599
Operating
78,215
109,815 -
98,225
(11,590) -6%
8000 -
8999
Capital
-
8,700
7,500
(1,200) 0%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories
788,851
925,372 -
819,576
(105,796) -11%
EXPENDITURES BY DIVISION
Division
1210 City Administration
421,081
377,633 -
378,638 1,005 0%
1220 City Clerk 125,209 144,708 - 157,805 13,097 9%
1230 Human Resources 169,869 273,344
269,533 (3,811) -1%
1260 Neighborhood/Economic Dev Prgrams 72,692 129,687 - 13,600 (116,087) -90%
Total All Divisions
788,851
925,372 -
819,576
(105,796) -11%
EXPENDITURES BY FUND
Fund
010 General Fund
788,851
925,372 -
819,576
(105,796) -11%
Total All Funds
$788,851
$925,372 -
$819,576
($105,796) -11%
Budget Highlights
FY2011 BUDGET HIGHLIGHTS:
Municipal Code Codification Services $ 8,500
Organization-wide Leadership Training $15,600
Printing of Employee Handbook $ 3,500
Inclusion of Payroll Officer (HR Associate) in HR Office, and
Hiring of an Economic Development Omsbudsman.
92
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers
Standard
FY09
Actual
FY10
Budgeted
FY11
Budgeted
FY12
Budgeted
The City Commission will be supported in their
decision process by always receiving unbiased,
accurate research and data from the staff a
minimum of seven days prior to the introduction of
an item as an agenda item
80% 98% 98% 98% 98%
Citizens will be assured transparent local
government through established, maintained, and
staffed open office hours, live televised and internet
streamed public meetings, advertised Commission
agendas, accessible public records, and information
available through the city’s web page at
www.Bozeman.net.
100% 100% 100% 100% 100%
An open local government will be supported by a
visible City Manager who meets regularly with the
County Commissioners, leadership of MSU, the
Chamber of Commerce, economic development
organizations, the Bozeman School District, and
civic groups.
100% 100% 100% 100% 100%
Public resources will be allocated effectively and
lawfully. Qualified independent auditors will
perform annual audits, the budgeting process will
be a public process, and the budget will emphasize
outcomes consistent with the city’s adopted goals
and work plan.
100% 100% 100% 100% 100%
Employee matters will be handled in an
equitable and lawful manner that minimizes
the risk of loss to the City and its employees.
100% 100% 100% 100% 100%
The recruitment process will protect the work force
and City rights, and results in matching appropriate
hires with appropriate jobs. Turnover will be kept
low resulting in a stable workforce. Continual skill
improvement training will result in a competent,
effective and efficient workforce.
100% 100% 100% 100% 100%
Opportunities to participate in world class
leadership skills training seminars by senior staff
will result in a well-led and coordinated workforce
whose culture and work environment is built on the
city’s core values of Integrity, Leadership, Service
and Teamwork.
100% 100% 100% 100% 100%
93
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
FY09
Budgeted
FY10
Actual
FY11
Projected
FY12
Projected
Contracts Negotiated with Bargaining Units
2 1 3 3
Commission Meetings
76 72 69 69
Telephone & Email (added FY05) Contacts
CM and Assistant CM
45,000 25,000 25,000 25,000
Meetings with County Administration
24 20 20 20
Meetings with Civic Groups and Citizens
150 75 75 75
Meetings with MSU
10 10 10 10
Meetings with the Chamber
8 24 24 24
Meetings with other MT City Managers
3 3 3 3
94
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
MUNICIPAL COURT
___________________________________________________________________
Program Description
The court budget unit accounts for costs associated with the judicial branch of city government, which
includes one full time judge and one half time judge, chief clerk, line clerks, and related operating costs.
Section 3-6-101, et, seq., MCA, establish general provisions for a municipal court. Section 3-6-103 sets
forth the jurisdiction of the municipal court which includes: jurisdiction coordinate and coextensive with
the justice' courts; original jurisdiction of all civil and criminal actions and proceedings provided for in 3-
11-103; concurrent jurisdiction with the district courts in actions arising under Title 70, chapters 24
through 27; applications for search warrants and complaints charging commission of a felony; tax
collection under $5,000; money due the city or; actions under $5,000 for the breach of official bonds
and breach of contracts; recovery of city property under $5,000; collection of license fees; specified civil
cases under $7,000.
The municipal judge is elected every 4 years in a nonpartisan election held in conjunction with the city's
regularly scheduled general election. The municipal court hears cases involving city ordinances and
misdemeanor cases defined by state criminal codes and may conduct preliminary hearings in felony
cases.
Municipal Court operates out of the Gallatin County Law & Justice Center in the basement.
Major Objectives
Additional training for staff
Coordinate with transition to new detention center
Write new local rules of court
Continue scanning court documents
To maintain an efficient collection system concentrating on collects reported to Municipal
Services Bureau and collection of fines and restitution.
To continue effective communications with the city attorney, city prosecutor, law enforcement
agencies, and Public Defender’s Office.
Maintain updates of computer program
Maintain West Law for court use.
Periodically update new bond book with new offenses and fine increases.
Increase security measures for courtroom and staff.
Co-operate with Commissioners toward establishing adequate space for increased court
operations and location with Bozeman Police Department.
95
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE % CHANGE
Staffing: Full-Time Equivalents
7.00
8.50
8.50
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$400,085
$462,069
$474,250
$12,181
3%
2000 -
7599
Operating
200,213
149,175
149,600
425
0%
8000 -
8999
Capital
- - - -
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories
600,298
611,244 -
623,850
12,606
2%
EXPENDITURES BY DIVISION
Division
1310 Municipal Court
600,298
611,244 -
623,850
12,606
2%
Total All Divisions 600,298 611,244 - 623,850 12,606 2%
EXPENDITURES BY FUND
Fund
010 General Fund
600,298
611,244 -
623,850
12,606
2%
Total All Funds
$600,298
$611,244 -
$623,850
$12,606
2%
Anticipated Accomplishments
For Fiscal Year 2012:
To implement a mode of an efficient collection system concentrating on collections and
monitoring restitution.
To maintain a current and efficient criminal docket; expedite jury trials and trial resolutions.
To continue effective communications with the City Attorney, City Prosecutor, Public Defenders
Office, and Law Enforcement Agencies.
Additional training to all staff.
Maintain updates of computer program, jury program, scanning records.
Periodically update new bond book with new offenses and fine increases.
Maintain improved access to archive records.
Efficiently handle increased volume of motions, motions hearings, and trials.
96
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Actual
FY 12
Budgeted
In an effort to maintain current and efficient
criminal and civil dockets, the average age of
cases will be as follows:
Initial Appearance
Judge
Jury
** per police dept request, scheduling judge
trials around officers’ days off to reduce OT
< 1 Mo.
10-15 wks
<6 Mos.
<1 mo.
<3 mo.
6 mo.
<1 mo.
10-15 wks
<5 mo.
< 1 mo.
10-15 wks
<4 mo.
<1 mo.
10-15 wks
< 4 mo.
% of cases resolved on first appearance
N/A
70%
70%
60%
60%
Bozeman Municipal Court’s effectiveness equals or exceeds the standards in all cases
and remains in compliance with Montana law
relating to referrals of disposition of cases to
the Department of Motor Vehicles within 15
days.
15 days
Reporting
done by
automation
now –
STILL on
MT State
standards
(15 days)
100%
100%
100%
Amount of time spent to initialize time pay
agreement 10 min per
case 1 min per
case 1 min per
case 1 min per
Case
1 min per
case
% of daily time devoted to time pay (phone, counter, summons, warrant) 10% per
Clerk 25%/clerk 35%/clerk 50%/clerk 50%/clerk
Efficiency Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Actual
FY 12
Budgeted
Number of:
Judge trials
Jury trials
Open court
Misc. hearings
3 days wkly
2 days wkly
3 days wkly
3 days wkly
3 days wkly
2 days wkly
3 days wkly
3 days wkly
3 days wkly
2 days wkly
3 days wkly
3 days wkly
3 days wkly
2 days wkly
3 days wkly
3 days wkly
3 days wkly
2 days wkly
3 days wkly
3 days wkly
Ticket entry per hour
20
15-25
15-25
15-25
15-25
Processing of open court paperwork (amount
of time needed to complete the processing of
all paperwork created during that day’s open
court session and is based on a standard of
½ day per clerk to complete one average
day’s paperwork from open court
proceedings) & Judge Trials
½ day
½ day
½ day ¾ day ¾ day
Municipal Court Trials – amount of Clerk Time in Court Room w/Judge trials during
trial
10% 10% 10% 20% 30%
97
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
FY 09
Actual
YTD 10
Actual
FY 11
Actual
FY 12
Budgeted
Court Citations
7,390 7,994 5,173 10,000
Judge Trial Requests
578 290 211 300
Jury Trial Requests
1205 702 389 600
Pre-Trial Hearings (suppression, omnibus
etc.) New procedure, instead of auto set Jury trial
-- -- 1434 2500
Open Court Proceedings – hourly
10-11 hrs
wkly
10-11 hrs
wkly
10-11 hrs
wkly
10-11 hrs
wkly
Judge Trials Held
195 123 151 150
Jury Trials Held
24 14 24 30
Temporary orders of protection 65 24 38 60
Summons Issued
3,851 1,279 2,406 3,000
Warrants Issued
1,390 536 2,177 2,500
Appeals
14 5 9 13
Open Court appearances (daily average) 28.92 27.94 25.4 28
Municipal Infractions 2,051 1,005 2,050 700
98
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
CITY ATTORNEY
___________________________________________________________________
Program Description
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. The City Attorney and legal department staff: represent the
city before all courts, administrative agencies, and all legal proceedings involving the City; prosecute
misdemeanors including DUI, domestic violence related cases, and traffic offenses committed within
City limits; provide legal advice to the City Commission, City Manager, and all departmental staff and
boards; and prepare or review contracts, deeds, resolutions, ordinances, and other municipal
documents. The City Attorney’s Office also oversees litigation involving the city managed by appointed
counsel.
Vision:
Team based integrated legal support to the Organization.
Mission:
To promote and enhance Bozeman’s quality of life through excellence in professional, ethical and
credible legal representation, advice and counsel.
Goals:
Provide quality legal services
Promote an understanding of what we do and understand what everyone else does.
Develop resources, materials and personnel within team.
Train for consistent leadership for continuous operations.
Promote areas of specialization while maintaining high degree of teamwork and collaboration.
Integrate into the City’s departments.
Have sufficient resources for each staff member to do their job so they can enjoy Bozeman’s quality of
life.
Optimize efficiency.
Values Expectations
Honesty Do what is right/good/just for community
Integrity Provide service to community and citizens
Zealousness (perseverance) Strive for a just result
Diligence Demonstrate a strong work ethic
Effective Communication Provide quality service
Proficiency Be tolerant
Loyalty to City goals and organization Teamwork
Teamwork Be fair to everyone
Communicate effectively
Coordinate with other departments and strive for
mutual understanding
99
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Major Objectives
To work with the Bozeman Police Department and MSU Police Department to enforce state laws
and city ordinances pertaining to misdemeanors and traffic violations committed within the city
limits.
To work with other city personnel and officials in enforcing city ordinances including zoning,
building code, fire code, and business licensing.
To review legitimate complaints from citizens for the filing of criminal offenses and, if approved
by the City Attorney's Office, prosecute the violations in court.
To prosecute criminal cases in a timely, firm, and efficient manner which serves the best
interests of justice, to include the best interest of the citizens of Bozeman while providing justice
for the victims.
To serve as the city's legal counsel and legal representative before all courts, administrative
agencies, and in all legal proceedings involving the city, and to provide oversight of cases where
the city or a city insurance carrier retains special legal counsel.
To provide legal advice to the City Manager, Mayor, City Commission, departmental staff, and
city boards concerning legal matters that arise with respect to city governmental services and
operations.
To perform legal research and issue legal opinions.
To review or prepare contracts, deeds, resolutions, ordinances, and other municipal documents
relating to governmental agreements, services, and operations of the city.
To attend City Commission meetings and provide legal advice.
To practice preventative law by being integral members of the city’s departmental teams and by
providing legal risk management services and proactive legal advice.
100
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents 6.50 7.00 - 7.00 - 0%
EXPENDITURES BY
CATEGORY
Category
1000 - 1999 Salaries, Benefits & Overtime $443,918 $526,797
$645,830 $119,033 23%
2000 -
7599
Operating
152,398
208,875
201,745
(7,130)
-3%
8000 -
8999
Capital
- -
- -
0%
9000 -
9699
Debt Service
9900 -
9999
Transfers
Total All Categories
596,316
735,672 -
847,575
111,903
15%
EXPENDITURES BY DIVISION
Division
1410 City Attorney
515,284
603,672 -
708,055
104,383
17%
1430-
1446
Civil Litigation
1,303
51,000
25,000
(26,000)
-51%
1460 Criminal Prosecution - General 1,079 1,500
1,500 - 0%
1462 Criminal Prosecution - Victim/Witness 78,650 79,500
113,020 33,520 42%
Total All Divisions
596,316
735,672 -
847,575
111,903
15%
EXPENDITURES BY FUND
Fund
010 General Fund 517,666 656,172 - 734,555 78,383 12%
174 Victim Witness Advocate
78,650
79,500
113,020
33,520
42%
Total All Funds
$596,316
$735,672 -
$847,575
$111,903
15%
Budget Highlights
No significant change to personnel or operating budgets.
Fully Fund Victim/Witness Program $75,000.00
101
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
The Montana Board of Crime Control Grant that funds a significant portion of Gallatin County’s
Victim/Witness program may be reduced for FY12 by approximately $40,000. If so, a request of
approximately an additional $20,000 in addition to the amount listed here will be made to fund the V/W
program at current staffing levels for FY12. This request will be made toward the end of FY1, will be to
use current V/W cash reserves, and will not be for an additional general fund allocation.
Summer Legal Intern (same as FY11) $ 5,000.00
The contributions of summer interns to the legal department cannot be understated. In addition
to the benefits provided to the Montana legal community from mentoring a law student intern, the
interns provide substantial benefit to the city of Bozeman by providing legal research on important
criminal and civil matters, covering ministerial procedures in municipal court to free up prosecutor time,
and taking assigned lower difficulty misdemeanor cases during a period of significant vacation time.
FY12 will be the third straight year a pre-third year law student from the University of Montana will be
hired. The intern must be eligible for work study. The city of Bozeman’s contribution for FY12 will be
approximately $5,000 for 12 weeks of full time work.
Funds for witness travel $3,000.00
For FY11, $1500.00 was appropriated for witness travel. Fortunately, during this fiscal year only
a small portion of these funds is anticipated to be used. However, an appropriation of $3,000.00 for
FY12 is requested to ensure adequate monies are available to bring former Bozeman police officers to
testify in hearings and trials, and to provide additional opportunities to proceed to trial on cases rather
than seek less than desirable plea agreements due to the unavailability of witnesses.
Fees for Outside Counsel/Litigation Costs $50,000.00
The FY11 budget included $50,000 in funds to cover fees and costs for outside counsel related
primarily to City of Bozeman v. MMIA et al. As the City did not incur fees and costs approaching this
amount and does not anticipate doing so in FY12 the amount requested for this case is reduced for
FY12. Funds are added to pay for outside water rights counsel for the integrated water resources plan
and for verifying priority and validity of water rights in Sourdough Canyon.
Add 4th Victim Witness Advocate $32,927.00
As ongoing caseload continues to increase, the severity and complexity of cases continues to
increase and is coupled with the uncertainty of grant funding and staffing for the legal advocate
position. Working with Gallatin County, we can add a 4th Victim Witness Advocate to adequately
provide these services, fulfilling the city’s statutory requirements.
Maintain funding for 5th Attorney
Anticipated Accomplishments
FY 11 Primary Accomplishments
Stabilized department staffing and increased internal department efficiency and effectiveness
through integration of new prosecutors and new administrative staff.
Continued to improve integration of Legal Department into all facets of City operations.
Implemented weekly criminal staff meetings to increase communication, cooperation, and
effectiveness of criminal services team.
Worked to better inform police officers and other witnesses of cancelled or amended dates for
hearings and trials.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Upgraded JustWare to improve case and data management.
Will complete code codification toward the end of FY11 with Phase II of codification to be
undertaken throughout FY12.
Completed legal work related to asbestos cleanup at library and actively participated in
Bozeman Solvent Site regulatory process with anticipation of obtaining record of decision
toward end of FY11.
Implemented policy to complete all requests for prosecution within 30 days of receipt.
Implemented policy to complete all requests for confidential or public criminal justice
information within time period required by district court.
Increased oversight of and participation in civil litigation handled by outside counsel.
FY 12 Anticipated Efforts & Accomplishments
Continue to focus on improving efficiencies and effectiveness in all areas of prosecution services
through professional development, greater use of JustWare, and other program efficiencies.
Continue to focus on professional development of all staff.
Develop more accurate and meaningful performance metrics for both criminal and civil
functions.
Participate in integrated water resources planning efforts and oversee hiring and work of
outside water rights counsel.
Clarify liability coverage for all boards; participate in development of contract templates/
contract routing policy; and assist in development of comprehensive risk management program.
Increase communication with police department through trainings and shift briefings.
Oversee second phase of codification.
Participate in evaluation of city of Bozeman criminal justice system.
Workload Indicators
Work Load Indicators –
Criminal Prosecution FY 08
Actual
FY 09
Actual
FY 10
Actual
FY11
Actual to
3/1/11
FY12
Anticipated
New Cases 497 1156 1073 692 1040
Open Cases 1290 1707 1648 1800 1800
Judge Trials 97 194 113 61 90
Jury Trials 9 24 25 18 27
Change of Plea Hearings 259 685 984 571 990
Omnibus Hearings 201 1097 1317 915 1350
Various Other Hearings 49 162 208 207 300
CCJI Requests 13 11 12 8 12
Requests for Prosecution 43 40 47 22 45
Calendar Call 432 261 390
Domestic Case Prosecuted 31 40 20 30
DUIs Prosecuted 255 416 206 320
1st 346 164 250
2nd 60 39 60
3rd 10 3 10
103
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FINANCE
___________________________________________________________________
Program Description
The finance department budget unit accounts for the general fund costs associated with the overall
financial administration of the city.
The finance department is comprised of three divisions:
Administration,
Accounting, and
Treasury
The department provides support services to other departments including: financial planning,
budgeting, insurance administration, accounting and financial statement preparation, data processing,
collection and investment of city funds, debt administration, utility billing, special improvement district
accounting, business license administration, development of internal controls, information technology
services, GIS services, and data processing services.
The purpose of the Administration division is to provide financial planning and budgeting services and
oversight. Insurance administration, capital improvements planning and long-range financial planning is
done through this division, along with general leadership for the Finance Department as a whole,
including Grants and Sustainability efforts.
The purpose of the Accounting division is to properly record and account for the finances of the City.
The division is responsible for processing City payroll, accounts payable, and the preparation of all
financial statements.
The purpose of the Treasury division is to properly bill and collect amounts owed to the City. The
Treasury division collects and invests all city funds, bills utility charges to customers and special
improvement district assessments to property owners. The division also issues business & pet licenses,
collects parking tickets, and records cemetery plot sales.
Major Objectives
To manage and account for the city's finances in accordance with Generally Accepted
Accounting Principles (GAAP), as set forth by the Governmental Accounting Standards Board
(GASB).
To prepare a Comprehensive Annual Financial Report (CAFR) in conformity with Generally
Accepted Accounting Principles.
To prepare a comprehensive budget on an annual basis that encompasses all funds of the city.
To seek to maintain a diversified and stable revenue base.
To seek to collect all funds due the city.
To monitor all department's grants for compliance with federal and state regulations and
reporting requirements.
To develop a system of sound internal controls in all city departments.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
To provide all city departments budgetary and expenditure information on a timely basis to
enable the departments to operate within appropriation levels established by the City
Commission.
To assure efficient and effective management of the public's resources by providing quality
financial services.
To safeguard and account for City assets and to provide accurate and timely budgetary and
financial data to management, City Commission, and the citizens of Bozeman.
To provide knowledgeable and courteous customer service to all individuals who contact the
Finance Department with questions or concerns.
To safeguard the City's financial assets through prudent investing, budgeting and expenditure
control.
Anticipated Accomplishments
Close monthly accounting functions by the 20th day of the following month.
Receive a clean audit opinion with no continuing or new audit comments.
Document the procedures for all Finance Department functions.
Properly account for ARRA/Stimulus dollars.
Successful replacement of the Enterprise-wide Financial System server.
Installation and training internally and across departments for utilization of new QRep reporting
software module.
Improve information sharing with Planning Department and Engineering and GIS Divisions to
provide for more timely and accurate land parcel and owner information.
105
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE %
CHANGE
Staffing: Full-Time Equivalents
9.00
8.75
-
8.75
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$670,041
$622,846
$628,707
$5,861
1%
2000 - 7599 Operating 171,291 178,805
193,785 14,980 8%
8000 - 8999 Capital 7,600 74,750
1,000 (73,750) -99%
9000 -
9699
Debt Service
9900 -
9999
Transfers
Total All Categories 848,932 876,401 - 823,492 (52,909) -6%
EXPENDITURES BY DIVISION
Division
1510 Finance Administration 139,005 146,265
150,442 4,177 3%
1520 Accounting 395,084 406,848
365,424 (41,424) -10%
1530 Treasury 314,843 323,288
307,626 (15,662) -5%
Total All Divisions
848,932
876,401 -
823,492
(52,909)
-6%
EXPENDITURES BY FUND
Fund
010 General Fund
848,932
876,401 -
823,492
(52,909)
-6%
Total All Funds
$848,932
$876,401 -
$823,492
($52,909)
-6%
106
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers
Standard
FY 09
Actual
FY 10
Budgeted
FY 11
Budgeted
FY 12
Budgeted
Receive Distinguished Budget Presentation
Award for the Government Finance
Officer's Association
Receive
Received
Received
Received
Will Apply
Receive Certificate of Achievement for
Excellence in Financial Reporting from the
Government Finance Officer's Association
Receive
Received
Received
Will Apply
Will Apply
City's Bond Rating (Note: In FY 99, the rating
agency refined its rating structure. The A2
and A3 ratings are not better or worse than
the previous A ratings. They are more refined versions of an A rating)
Downtown TIF Bond Rating (S&P)
A2 (G.O.)*
A3 (Water)
BBB (TIF)
A2 (G.O.)*
A3 (Water)
BBB (TIF)
A2 (G.O.)*
A3 (Water)
BBB+ (TIF)
A2 (G.O.)*
A3 (Water)
BBB+ (TIF)
% of monthly checklist items done correctly the first time
95% 99% 99% 99% 99%
% of journal entries made without later
correction or adjustment
95% 99% 99% 99% 99%
% of months general ledger is closed by the
20th of the month
90% 84% 92% 92% 92%
% of property transfers billed on schedule
97% 100% 100% 100% 100%
% of accounts receivable statements mailed
by the 15th of the month
98% 100% 100% 100% 100%
Average # of water customers on
shut-off list
< 10 < 10 < 20 < 20 < 20
Workload Indicators
WORKLOAD INDICATOR
FY 09
Actual
FY 10
Actual
FY 11
Budgeted
FY 12
Projected
SID Statements
15,000 15,816 16,000 16,000
Utility Bills 134,000 135,000 135,000 135,000
Accounts Payable Checks Processed
11,500 11,000 11,000 11,000
W-2's Processed
415 450 450 450
Grants Recorded and Reported
30 30 35 35
IRS Informational Returns
105 120 120 120
Business Licenses (Calendar Year)
3,800 4,260 3,750 4,250
107
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
PLANNING
___________________________________________________________________
Program Description
The Department of Planning and Community Development (DPCD) accounts for the costs of
administering the City’s long range planning, current planning, and community development programs.
Section 76-1-407 MCA authorizes a city levy, not to exceed 2 mills, for funding of the City planning
program. The balance of funding for DPCD activities comes from the general fund, fees, and grant
administration monies. Major elements of the City’s Planning and Community Development program
include:
Long Range Planning: DPCD staff leads the long range planning activities of the City, including:
preparation and updating of a transportation plan and comprehensive “growth policy” for the City of
Bozeman, in accordance with Part 6, Chapter 1, Title 76 MCA); providing assistance and coordination to
other departments with the preparation of Capital Improvements Plans; providing assistance to other
boards and departments with the preparation of strategic plans for land-use related programs, such as
parks and open space planning; providing staff support and technical assistance to Urban Renewal
Boards; coordinating planning efforts with other public and private organizations and agencies; and,
developing implementation strategies to achieve community planning goals and objectives. DPCD also
serves as the City’s liaison with the U.S. Census Bureau.
Annexation: DPCD staff is responsible for the implementation of the City’s Annexation Policies, as set
forth in City Resolution No. 3137and Chapter 2, Title 7, Montana Codes Annotated (MCA).
Subdivision Review: DPCD staff administers the Subdivision Ordinances of the City and provides project
management services for all applications for subdivision of land within the City in accordance the
Montana Subdivision and Platting Act (Sections 76-3-101 through 76-3-625, MCA).
Zoning Ordinance Administration: DPCD staff administers the Zoning Ordinances of the City and
provides project management services for all applications for site development, including Conditional
Use Permits, Planned Unit Developments, Site Plan reviews, Certificates of Appropriateness, requests for
variances and deviations, zone map amendments, and zone code amendments. This program element
also includes our Code Enforcement operations, to ensure compliance with adopted Zoning Ordinances.
Zoning Ordinance Administration also includes requirements for commercial signage and landscaping.
Historic Preservation: DPCD staff, working with the Historic Preservation Advisory Board, serves as an
advocate for preservation and creates public and civic awareness of preservation through presentations,
programs, media outreach, newsletters, nomination of historic properties to the National Register of
Historic Places, an annual historic preservation awards program, and historic preservation week. The
Historic Preservation Officer reviews proposals for structural modifications within Bozeman's
neighborhood conservation overlay district and for historic properties elsewhere in the City for
compliance with locally adopted planning regulations; maintains inventories of recognized historic
properties within the city and makes this information available to the public upon request; provides
technical assistance to persons wishing to modify or maintain local historic resources; and, pursues
108
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
grant and other funding opportunities to support historic preservation activities.
Impact Fees: DPCD staff administers the City’s impact fee program.
Work force Housing: DPCD staff administers the City’s Work Force Housing program.
Neighborhood Program: The Neighborhood Program is lead by the Assistant to the City Manager and
facilitates the resolution of neighborhood concerns and issues including coordinating neighborhood
issues with City departments, other neighborhoods, and City programs. The program assists in the
planning, implementation and coordination of individual neighborhood programs, as well as encourages
and assists neighborhood groups seeking formal recognition by the City. Additionally, the Assistant to
the City Manager provides notice to INC delegates regarding all applications received by the Department
of Planning and Community Development among other responsibilities outlined in BMC 2.82.130
Section A., 1 – 9.
Boards / Commissions Served: , DPCD staff provides technical support and professional assistance to a
variety of advisory boards and commissions to carry out the above-described program elements, These
Boards and Commissions include: City Commission, City Planning Board, City Zoning Commission, Design
Review Board, Development Review Committee, Transportation Coordinating Committee, Historic
Preservation Advisory Board, Beautification Board, North Seventh Urban Renewal Board, Northeast
Urban Renewal Board, Impact Fee Advisory Committee; and, Community Affordable Housing Advisory
Board
Major Objectives
LONG RANGE PLANNING:
To engage the community to prepare and periodically update a “Growth Policy” (Comprehensive Plan)
and Transportation Plan for the City of Bozeman, and to provide technical support and information to
the Planning Board, City Commission, and other departments on all matters pertaining to long-range
comprehensive planning.
To assist other departments and agencies with Capital Improvements planning to ensure appropriate
linkages between infrastructure and land use planning.
To coordinate with public and private organizations and agencies to implement long range planning
objectives effectively and efficiently.
CURRENT PLANNING:
To provide customer service to residents, businesses, development professionals, and other interested
parties to make the planning process accessible, understandable, and efficient.
To evaluate and make recommendations to the Planning Board, City Commission, and /or Director of
Public Service on all applications for annexations and subdivisions of land, and to provide accurate and
current maps for planning, subdivision, and annexation projects.
To evaluate and make recommendations to the Development Review Committee, Design Review Board,
Zoning Commission and City Commission on all proposals for site development.
To provide zoning code enforcement and support to staff and the public to insure compliance with, and
resolution of non-conformities from, the Bozeman Municipal Code.
To review business licenses and building permit applications for compliance with the Zoning Ordinance.
109
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
To aid the City Commission and the Community Affordable Housing Advisory Board in implementing
regulatory reform to increase the stock of affordable housing in the City Of Bozeman.
To develop a visually appealing and historically rich community by encouraging the preservation of
Bozeman’s historic landmarks, districts, and neighborhoods through Administrative Design Review
within the Neighborhood Conservation Overlay Districts and the Entryway Overlay Districts.
To facilitate and coordinate the City’s Development Review and Design Review processes, to ensure
compliance with the City’s regulatory and design related policies.
To continue to promote local historic preservation education through various public forums, including
slide shows, lectures, tours, school presentations, the Historic Preservation Office resource library, and
the publication of Heritage Preservation News.
To review historic and architectural appropriateness of alterations, rehabilitations, and restorations of
historic buildings, structures, objects, landscapes, districts, and neighborhoods.
To research and inventory local historic properties and, when appropriate, nominate them to the
National Register of Historic Places.
To administer the City’s impact fee program.
COMMUNITY DEVELOPMENT:
To assist and coordinate with other departments as needed with various grant writing proposals and
administration.
To participate in the City’s affordable housing programs, including participation on the Community
Affordable Housing Board (CAHAB) and administration of the City’s Work Force Housing Policy, as
codified in the Unified Development Ordinance.
To participate in the City’s economic development programs by assisting new and existing businesses
with the planning process, sitting on the Revolving Loan Fund Committee, reviewing commercial
development proposals, and providing census and other technical data to various entities as needed.
110
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10 ACTUALS FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 12.20 12.20 12.20 0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$624,492.00
$667,186.00
$589,382.00
($77,804.00)
-12%
2000 - 7599 Operating 64,746.00 63,179.00
68,122.00 4,943.00 8%
8000 - 8999 Capital - - - - 0%
9000 -
9699
Debt Service
9900 -
9999
Transfers
Total All Categories 689,238.00
730,365.00 -
657,504.00
(72,861.00)
-10%
EXPENDITURES BY DIVISION
Division
1610 Planning Operations
208,195.00
214,585.00
185,084.00
(29,501.00)
-14%
1620 Subdivision Review
112,048.00
123,544.00
122,939.00 (605.00)
0%
1630 Long-Range Planning
168,427.00
180,280.00
53,829.00
(126,451.00)
-70%
1640 Annexation
50,888.00
60,315.00
48,417.00
(11,898.00)
-20%
1650 Code Enforcement 57,060.00 59,187.00 - (59,187.00) -100%
1660 Historic Preservation
2,775.00 2,450.00
85,208.00 82,758.00
3378%
1670 Zoning Operations
89,845.00
90,004.00
162,027.00 72,023.00
80%
Total All Divisions 689,238.00
730,365.00 -
657,504.00
(72,861.00)
-10%
EXPENDITURES BY FUND
Fund
100 Planning Fund
689,238.00
730,365.00 -
657,504.00
(72,861.00)
-10%
Total All Funds $ 689,238.00
$730,365.00 -
$657,504.00
($72,861.00)
-10%
111
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Budget Highlights
DPCD proposes the addition of one FTE Planning Technician position for FY11. This additional
position will accomplish the following:
Enhanced levels of customer service for walk in and telephone inquiries;
A system for over the counter approvals for small projects that do not require public notice;
Cross-training and back up support for the functions of the Administrative Secretary II position;
Overhaul of the systems for administering improvements agreements, coordinating the
inspection process, and monitoring financial security;
Administrative and technical support for the Code Enforcement Officer to allow for a more
customer service focused process; and,
Elimination of comp time for the Administrative Secretary II for serving as recording secretary
for Boards and Commissions.
Exclusive of the new staff position and increased personnel costs per contracts, the requested
operations budget for FY12 is exceeds the FY11 budget by 46%. The increases are in three
areas, summarized as follows:
o 33% is the result of budgeting for insurance deductibles for three potential lawsuits;
o 2% is the result of increased professional dues;
o 5% is the result of increased maintenance contracts for the department copier; and,
o 6% is the result of software licenses..
No Capital Improvements are planned for FY11.
Continued administration and management of the Neighborhoods Program by DPCD staff.
Continued administration and management of the the Urban Renewal/Tax Increment Financing
District Boards by DPCD staff.
Anticipated Accomplishments
Enhanced customer service for residents, businesses, development professionals, and other
interested parties relative to general inquiries, potential projects, and development
applications.
Management of current workload (project reviews for annexations, subdivision, and zoning
proposals, impact fee administration, design review, and historic preservation activities);
Review and target revisions to the City’s Unified Development Ordinance (UDO) to advance
community goals and Commission direction, as follows:
Complete revisions to Sign Code;
Continue evaluation of approaches to incentivize density in the B-3 District;
Expand Planning Director administrative approvals;
Exempt small projects based on specific criteria;
Implement over the counter approval system;
Simplify the reuse process;
Reduce conditional uses;
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Evaluate approaches for conversion of condominium lots to townhome lots;
Implement administrative deviation process; and,
Consolidate regulatory structure of zone district standards and overlay district guidelines.
Evaluate procedural options for efficient replatting of expired subdivisions.
Analyze the DRC process and implement modifications to improve efficiencies.
Continue implementation of Downtown Bozeman Improvement Plan, in conjunction with
Downtown Business Partnership and other partners;
Continue implementation of Bozeman Community Plan, per statute;
Implementation of City of Bozeman Economic Development Plan (in conjunction with Economic
Development Ombudsman and the Economic Development Council));
Administer process for updating of the four impact fee studies;
Staffing of two Urban Renewal/Tax Increment Finance District Boards;
Continued coordination and cooperation on planning issues with Gallatin County, School District
7, Montana State University, Montana Department of Transportation, Gallatin Valley Land Trust,
and other public and private organizations.
Evaluate alternative methods of updating the Historic Resources Inventoryin partnership with
the Bozeman Historic Preservation Advisory Board; and,
Special projects as directed.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
FY08
Actual FY09
Actual FY10
Actual FY11
Budgeted
FY12
Estimated
Subdivision Pre-applications 11 4 4
Minor Subdivision Pre. Plats 3 3 2
Major Sub-Preliminary Plats 7 0 2
Final Plats 21 3 4
Master Plan Amendments 4 2 1
Annexations 7 1 2
Exemptions 19 7 10
Preliminary Plat Lots Approved 1,434 6 170
Final Plat Lots Approved 861 10 200
Number of public forum opportunities for
special projects 10 20 10
Number of participants in forums 125 150 100
Number of projects assessed impact fees 1200 451 1000
Number of literature/information requests
pertaining to impact fees
150 100 150
Number of estimates for impact fees 100 50 150
Site Plans 45 37 25
Conditional Use Permits 9 14 15
Planned Unit Developments 7 0 0
Certificates of Appropriateness 224 221 225
Sign Reviews (permanent and temp) 297 281 280
Variances/Appeals 0 3 4
Zone Map Amendments 20 3 4
Zone Text Amendments 0 3 5
Concept Plan Review/Informal Review 29 10 20
Number of site visits and/or signage
consultations evaluating allowable signage 511 500 550
Special Temporary Use Permits (STUPs) 13 10 10
Reuse Permits 18 13 15
HISTORIC PRESERVATION
Office Visitations 300
Historic Design Reviews 268 173 200
Presentations (slides, walking tours, etc) 26 18 18
Newsletters/Articles 0 2
BHPAB Meetings/Beautification Staff Hrs NA 580 580
Hrs Working w/Volunteers/Interns 350 650
Certified Local Government CLG) hrs. 1000 1000
114
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FACILITIES MANAGEMENT
___________________________________________________________________
Program Description
The Facilities Management budget unit accounts for costs associated with maintaining city owned
buildings and grounds. Buildings that fall under budget unit include: City Hall, , Fire Stations #1, #2 and
#3, City Shop Complex, Lower Yard Shop Complex, Vehicle Maintenance Building, Alfred M. Stiff
Professional Building, Bozeman Public Library, and the Bozeman Senior Citizen's Center.
Facilities Management is also responsible for coordinating remodeling, renovations and new
construction projects. Current construction projects include: building damage from the June 30, 2010
hail storm, Shop Complex remodel and renovations, and the grant funded city-wide energy retrofits.
Work in this area includes solicitation of professional design and engineering services; selection of
contractors and trades-people for project specific activities; and monitoring progress and processing
claims for services.
The majority of the costs in the Facilities’ budget category are included in utility charges, building repairs
and maintenance. While the Facilities staff has become more hands on in our approach over the last
year, current staffing levels still require that the majority of the service needs are accomplished through
contracted services. Contracted services include such activities as: janitorial services, snow removal,
lawn care, building systems including elevator and fire suppression systems and heating, ventilation and
air conditioning systems and mechanical controls. The department also assists other divisions with
building related projects and construction related services.
Major Objectives
To provide a safe, comfortable, and professional working environment for all city
employees, elected officials, building tenants and the public.
To maintain all buildings and related equipment in good working condition in a proactive
manner that will help extend their useful life.
To maintain a proactive approach for long-term facility planning, and project scheduling
in order to avoid the costly problems of deferred maintenance.
To upgrade and renovate buildings and related equipment as needed to meet the future
needs of the various city departments.
To assure city buildings meet or exceed all applicable building codes, OSHA, and ADA
requirements.
To implement building design, maintenance, and operational practices that result in
energy saving measures.
To act as the City’s representative on building construction projects, secure consultant
services for these projects, process claims and monitor progress.
115
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents
3.55
3.55
3.55
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$223,178
$217,718
$232,508
$14,790
7%
2000 -
7599
Operating
718,108
915,431
831,092
(84,339)
-9%
8000 -
8999
Capital
-
16,350
203,000
186,650
-100%
9000 -
9699
Debt Service
52,480
150,000
150,000 -
100%
9900 -
9999
Transfers
Total All Categories 993,766 1,299,499 - 1,416,600 117,101 9%
EXPENDITURES BY DIVISION
Division
1810 City Hall 358,082 393,804
371,565 (22,239) -6%
1820 Fire Station #1 56,366 54,375
129,650 75,275 138%
1830 Shops Complex 68,379 105,400
166,750 61,350 58%
1840 Professional Building
100,419
135,850
155,175
19,325
14%
1850 Senior Center
69,535
88,200
127,900
39,700
45%
1860 Library
239,368
264,100
232,425
(31,675)
-12%
1870 Fire Station #2
19,421
44,500
17,325
(27,175)
-61%
1880 Fire Station #3
82,177
190,620
188,380
(2,240)
0%
1880 Vehicle Mtc Facility 19 22,650
27,430 4,780 0%
Total All Divisions
993,766
1,299,499 -
1,416,600
117,101
9%
EXPENDITURES BY FUND
Fund
010 General Fund 993,766 1,299,499 - 1,416,600 117,101 9%
Total All Funds
$993,766
$1,299,499 -
$1,416,600
$117,101
9%
116
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Anticipated Accomplishments
FY 11 ACCOMPLISHMENTS
Complete construction and close out the Lower Yard Vehicle Maintenance Building and HRDC
Bus Barn project.
Renovation of the Senior Center Fire Alarm System to current code standards.
Storage Room Renovaitons at City Hall
City Court remodel at the Law and Justice Building.
Reconfigure Finance Department work stations.
Electrical run for sand storage facility.
Replacement of City Hall IT air conditioner.
Kitchen remodel at Fire Station #2.
Insurance re-roof of Fire Station #2.
Insulate 2nd and 3rd floors and attic at Story Mansion.
Install basement stair drain at Senior Center.
Repair entrance damage caused by delivery vehicle at the Senior Center.
Modify conference room and establish Commissioner and Mayor’s Office at City Hall.
Separate utility connections from Fire Station #1 and old City Hall.
Re-bid elevator maintenance contract at the Library.
Upgrade mechanical control systems at the Library.
Install a transfer disconnect switch on main electrical power at the Shop Complex.
Professional Building handrails on the north side entrance.
Replace roof top access ladder with metal unit.
Replace the heating, ventilation, and air conditioning unit at the Landfill building.
FY12 ANTICIPATED ACCOMPLISHMETNTS
Secure bids and sign contracts for hail damage repair for city buildings.
Begin renovation and remodel of the city Shop Complex.
Begin city-wide energy retrofit project.
Complete the second round update of the city Facility Condition Index.
Upgrade mechanical control equipment at the Senior Center.
Re-roof the Professional Building.
Replace worn flooring at the Senior Center.
Continue identified ADA improvements from the Facilities Condition Index.
Performance Measures
Effectiveness Measurers Standard FY 09
Actual
FY 10
Actual
FY11
Budgeted
FY12
Estimated
Average response time for emergency repairs 30 minutes 90% 90% 90% 90%
Average response time for minor non-emergency
repairs (in-house) 3 days 95% 95% 95% 95%
Average response time for minor non-emergency
repairs (contracted) 12 days 95% 80% 95% 95%
% of facility users that rate the quality of their
areas as excellent or good 90% 90% 88% 85% 85%
Review and approval of payments of claims from
City Construction projects 6 days 98% 96% 95% 95%
117
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
INFORMATION TECHNOLOGY
___________________________________________________________________
Program Description
The Information Technology provides customer-focused information technology services and business
solutions to local government and citizens. The department’s primary responsibilities are in the areas of
providing reliable, efficient information technology systems.
This is accomplished by developing and implementing recommended standards for information
technologies, by developing and enforcing security policies, and through strategic acquisition of
information technology resources.
The department’s mission is to yield the highest level of customer service and operate the City’s central
information technology systems and networks for City Departments so they can use technology and
share information to perform their daily business operations.
The purpose of the GIS division is to provide accurate and complete spatial data for the City of
Bozeman. The GIS division will use this data to stimulate intelligent growth and management decisions
while promoting the use of electronic data publicly in a fair, efficient, and effective manner. All
departments within the City organization as well as the public will benefit from the efficiencies of
coordinating interdepartmental data for use in a variety of applications and projects.
Major Objectives
To manage and operate the City’s Enterprise Applications and Networking services.
To provide secure, dependable information technology services to City departments and
customers.
To provide support, training, and research for City Staff with their desktop applications,
both data and voice.
To manage and maintain the daily operations of the data centers.
To ensure 99% uptime for all Information Technology Service.
To manage and maintain a functional web site for both citizens and staff.
118
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE % CHANGE
Staffing: Full-Time Equivalents
6.00
5.88
-
5.88
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$439,010
$467,775
$503,094
$35,319
8%
2000 -
7599
Operating
331,442
367,604
389,892
22,288
6%
8000 -
8999
Capital
37,223
99,000
90,000
(9,000)
-9%
9000 - 9699 Debt Service 28,574 -
9900 - 9999 Transfers
-
Total All Categories
836,249
934,379 -
982,986
48,607
5%
EXPENDITURES BY DIVISION
Division
1910 Information Technology
742,896
834,851
814,268
(20,583)
-2%
1920 GIS
93,353
99,528
168,718
69,190
70%
Total All Divisions
836,249
934,379 -
982,986
48,607
5%
EXPENDITURES BY FUND
Fund
010 General Fund
836,249
934,379 -
982,986
48,607
5%
Total All Funds
$836,249
$934,379 -
$982,986
$48,607
5%
119
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Anticipated Accomplishments
Continue upgrades to City Website to further enhance the public’s access to necessary City information as well
as the employee portal.
Continue upgrade and maintenance to the City VoIP phones and gateways.
Continue the migration of physical servers to virtual servers.
Continue upgrades to aging routers and switches at selected locations.
Maintain the Aerial Photography program with a current fly over.
Performance Measures
Effectiveness Measures
Standard
FY 09
Actual
FY 10
Actual
FY 11
Budgeted
FY 12
Estimated
Number of Help Desk calls
resolved 99% No data 99% 99% 99%
Phone system uptime 99% No data 99% 99% 99%
Data network uptime 99% No data 99% 99% 99%
Point to Point links uptime
(Fiber and Copper)
99% No data 99% 99% 99%
Enterprise Application
uptime
99% No data 99% 99% 99%
Server uptime 99% No data 99% 99% 99%
Workload Indicators
Workload Indicator FY09
Actual
FY10
Actual
FY11
Budgeted
FY12
Estimated
Number of Help Desk calls
created and completed
1200 N/A 1200 1200
Number of hours phone system
is in service; Possible available
= 8760
8660 8660 8660 8660
Number of hours data network
is in service; Possible available
= 8760
8660 8660 8660 8660
Number of Point to Point links
on the network (Fiber and
Copper) in service
16 16 16 17
Number of hours Enterprise
Applications are available;
Possible available = 8760
8660 8660 8660 8660
Number of hours Server Farm is
available; Possible available =
8760
8660 8660 8660 8660
120
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
PUBLIC SAFETY
___________________________________________________________________
The City’s Public Safety section includes the following functions:
Police
Fire
Building Inspection
Parking
These functions serve to protect lives and property in the city, and deliver related services to citizens.
The combined financial information for this section is summarized below:
PUBLIC SAFETY FY10 ACTUALS FY11 APPROVED FY11 AMEND FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents
122.30 127.80
1.00 128.30 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Benefits $10,081,112 $9,856,300 - $9,918,223 $61,923 1%
2000 - 7599 Operating
2,595,144 1,787,939
18,630 1,584,099
(222,470)
-12%
8000 - 8999 Capital
809,700 804,000 - 156,000
(648,000)
-81%
9000 - 9699 Debt Service - - - -
-
9900 - 9999 Transfers
112,806 250,000 - 390,000
140,000
56%
Total All Categories
$13,598,762 $12,698,239
$18,630
$12,048,322
($668,547)
-5%
Salaries &
Benefits
83%
Operating
13%
Capital
1%
Debt Service
0%Transfers
3%
PUBLIC SAFETY
121
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
POLICE
___________________________________________________________________
Program Description
General
The Bozeman Police Department budget accounts for costs associated with providing all law
enforcement services to the citizens of the City of Bozeman. The general fund budget primarily supports
the efficient and effective operation of the patrol, investigative and support services divisions. Officers
from these divisions are tasked with detecting, preventing, and investigating all crimes occurring within
the city.
Patrol Division
The Patrol Division is primarily responsible for the enforcement of State of Montana statutes and City of
Bozeman Ordinances. The officers within this division operate around the clock, every day of the year
and handle over 80% of the department’s annual calls for service.
Detective Division
Our Detective Division is responsible for investigating felony criminal activity, conducting public
education, performing background investigations on prospective employees, carrying out internal affairs
investigations and assisting other agencies with investigations.
Support Services Division
The Parking and Animal Control officers within the Support Services Division provide enforcement of all
parking and animal related offenses within the city limits of Bozeman. The newly formed Training Unit
maintains all the training records that document the training and certifications of all department our
employees. In addition, our vehicle fleet maintenance program is overseen by this division.
Drug Forfeiture
The drug forfeiture budget accounts for the City of Bozeman's costs related to the drug enforcement
efforts within the Missouri River Drug Task Force (MRDTF) as outlined in the MRDTF Local Drug Task
Force Interlocal Agreement. The MRDTF encompasses six counties, to include Gallatin, Lewis and Clark,
Broadwater, Meagher, Madison and Park. This task force is focused on the investigation of local and
regional drug and firearm offenses.
D.A.R.E.
The Drug Abuse Resistance Education (D.A.R.E.) budget accounts for the expenditure of restricted
revenues of the police department. Much of the police special revenue budget unit is funded by grants
and donations that are restricted to the operation of the D.A.R.E. program and activities associated with
it.
122
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Major Objectives
GENERAL
Create and maintain a continued feeling of safety within the community.
Provide the highest level of service to all citizens and visitors of our community.
Detect, investigate and proactively prevent criminal activity.
Apprehend and hold criminal offenders accountable for their illegal behavior.
Participate in court proceedings.
Provide assistance to those who cannot care for themselves or those who are in danger of
physical harm.
Conduct regular and proactive traffic safety enforcement.
Maintain a highly trained Special Response Team of officers qualified to handle barricaded
subjects, hostage incidents and high risk search warrants.
Provide and maintain a Civil Disturbance Team of officers trained to handle large scale civil
disturbances and disorderly protests.
Resolve day-to-day conflicts among family, friends, neighbors and the general public.
Provide public education in the areas of crime prevention such as forgery, robbery, identity
theft, elder abuse, child abuse, sexual abuse, Internet Crimes Against Children (ICAC), seat belt
and child safety seat use, and bicycle safety rodeos.
Develop positive programs, in partnership with the members of our community, which
incorporate the concept of shared responsibility for public safety.
Develop and maintain certified trainers with the goal of sustaining our department’s high
training standards and requirements.
Continue to sponsor high quality regional law enforcement training.
Continue to partner with law enforcement agencies to include local, state and federal agencies
to improve information sharing, public safety, and strong working partnerships.
Maintain a working environment where every employee's integrity, competency, and
commitment to service are self-evident.
Drug Forfeiture
Maintain the assignment of two city detectives to the Missouri River Drug Task Force.
Maintain confidential and concise intelligence files.
Assist prosecutors from city, state, and federal agencies in the prosecutions of drug cases.
Share investigative information with officers and detectives from both the city and county.
Share investigative information with other local, state and federal law enforcement agencies.
Conduct drug education and awareness presentations.
Investigate complaints of illegal or suspicious drug activity.
Make arrests for violations of illegal drug activity.
DARE
Present the DARE curriculum to all 3rd and 5th grade students in the Bozeman school district.
Make public awareness presentations to parents, teachers, and community organizations.
Provide DARE curriculum to rural schools in Gallatin County, if possible.
Continue to pursue alternative means of funding the DARE program.
123
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 62.75 71.75 - 71.75 0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$5,151,061
$5,339,394
$5,262,926
($76,468)
-1%
2000 -
7599
Operating
1,139,165
1,027,603
8,150
859,661
(176,092)
-17%
8000 -
8999
Capital
57,763
294,000
156,000
(138,000)
-47%
9000 -
9699
Debt Service
9900 -
9999
Transfers
108,806
100,000
240,000
140,000
140%
Total All Categories 6,456,795 6,760,997 8,150 6,518,587 (250,560) -4%
EXPENDITURES BY DIVISION
Division
3010 Police Operations
4,854,654
5,242,139
8,150
5,133,745
(116,544)
-2%
3020 Crime Control & Investigations 1,038,960 1,069,764
954,640 (115,124) -11%
3030 DARE 95,318 84,878
80,072 (4,806) -6%
3040 Drug Forfeiture
293,899
178,125
166,601
(11,524)
-6%
3070 Animal Control
173,964
186,091
183,529
(2,562)
-1%
Total All Divisions
6,456,795
6,760,997
8,150
6,518,587
(250,560)
-4%
EXPENDITURES BY FUND
Fund
010 General Fund
5,795,517
6,223,659
8,150
6,249,664
17,855
0%
125 Drug Forfeiture
211,401
178,125
166,601
(11,524)
-6%
138 Law & Justice Center
19,125 20,000
20,000 -
0%
139 Police Special Revenue
116,187 87,417
82,322
(5,095)
-6%
140 Police Domestic Violence 232,067 251,796 - (251,796) -100%
188 City-County Drug Forfeiture
82,498 -
- -
Total All Funds
$6,456,795
$6,760,997
$8,150
$6,518,587
($250,560)
-4%
124
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Budget Highlights
FY 12 BUDGET HIGHLIGHTS
Replacement of three (3) fully equipped patrol vehicles $ 156,000
Anticipated Accomplishments
Establish and begin implementation of a multi-year strategic plan.
Continue our recruiting efforts to hire, train and fully staff our department.
Evaluate and implement programs to reduce unsafe driving:
o Maintain a year around dedicated traffic enforcement unit.
o Identify and train two new motorcycle patrol officers to reach full staffing level of the
traffic enforcement unit.
Continue to monitor and improve patrol beats utilizing computer aided dispatch technology and
mobile data terminals to increase the efficiency of the patrol division.
Implement the use of the Automated Fingerprint Identification System (AFIS) as a timely and
effective investigative tool.
Continue the full implementation of the electronic ticketing and report writing programs.
Leverage technology toward increased operational efficiency and communication:
o Evaluate the feasibility of on-line crime reporting.
o Implement web-based reporting for traffic and parking complaints.
Continue to improve community outreach through a proactive approach to crime response,
public education and partnerships.
Complete the evaluation of the Law and Justice Center Master Plan to identify deficiencies,
space needs and options for our law enforcement facilities.
Maintain the Sexual and Violent Offender Registration Program (SVORP) in which compliance is
maximized through the physical check of 100% of registered offenders.
Minimize overall risk and liability by continuing to maintain the highest training standards for all
Bozeman Police Department employees.
Continue seeking and obtaining federal, state and local grants in an effort to offset general fund
expenditures.
125
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Performance Measures Standard FY 10
Actual
FY 11
Actual YTD
FY 11
Projected
FY 12
Projected
Respond to officer complaints/concerns 24 hours 100% 100% 100% 100%
Percent of DUI arrests which result in
convictions
90% 85% 85%
Percent of citations resulting in
convictions
80% 75% 75%
Increased officer presence to ensure
public safety of pedestrians and vehicles
on city streets by utilizing bicycle and
motorcycle patrols
5 mo/yr. 100% 100%
Full staff meetings Monthly 80% 100% 100% 100%
Response to emergency calls/average 5 min. 5 min 4.8 min 4.8 min 4.5 min
Response to non-emergency calls/average 10 min. 10 min 7.8 min 7.8 min 7.5 min
Percent of reported crimes
closed/cleared/leads exhausted:
Homicide
Rape
Aggravated Assault
Burglary
Counterfeiting/forgery
Destruction/damage/vandalism to
property
Motor vehicle theft
Drug/narcotic violations
Drug equipment violations
Robbery
100%
65%
90%
85%
75%
90%
90%
85%
95%
60%
75%
100%
75%
90%
85%
75%
90%
95%
85%
95%
90%
75%
Percent of investigative division cases
cleared
90% 90% 90%
Drug Forfeiture:
Dedicate two officers full-time to drug
investigations/enforcement
100% 100% 100% 100% 100%
Devote 25% of investigative time to
assisting smaller counties with their
investigations
100% 100% 100% 100% 100%
Target juvenile drug use (zero tolerance)
by having juveniles comprise 5% of total
DTF arrests
100% 100% 100% 100% 100%
Attend weekly inter-agency meetings 100% 100% 100% 100% 100%
DARE:
Provide instruction to all 5th grades 100% 100% 100% 100% 100%
Provide instruction to all 3rd grades 100% 100% 100% 100% 100%
Percent of 5th grade graduates 100% 100% 99% 99% 100%
Percent of 3rd grade graduates 100% 100% 100% 100% 100%
126
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
Workload Indicators FY 10
Actual
FY 11
Actual YTD
FY 11
Projected
FY 12
Projected
Total Calls for Service 43,385 32,397 41,490 42,500
Aggravated Assault/Assault with Weapon 20 28 36
Alarm 864 682 873
Animal Complaint 1,919 1,524 1,951
Arrest (non warrant) 1,686 1,209 1,529
Arrest (warrant) 652 523 669
Arson 10 1 2
Assault (other) 102 92 117
Burglary 112 94 120
Criminal Trespass (property) 155 127 162
Criminal Trespass (vehicle) 301 269 344
Destruction/Damage/Vandalism of
Property
513 334 427
Disorderly Conduct 680 567 726
Disturbance/Loud Party 1,192 842 1,078
Driving Under the Influence of
Alcohol/Drugs
466 259 331
Forgery/Counterfeiting 42 27 34
Fraud/Deceptive Practices 46 39 50
Homicide 0 0 0
Animal / Parking Citations Issued 3,980 3,173 4,000
Motor Vehicle Theft 46 44 56
Parking/Abandon Vehicle Complaint 1,994 1,949 2,496
Partner/Family Member Assault 72 46 58
Public Education Presentations 96 77 98
Rape 21 18 23
Robbery 16 8 10
Runaway 19 21 26
Subject Stop 2,154 1,644 2,105
Theft 1,188 920 1,178
Traffic Citation Issued 3,311 2,164 2,771
Traffic Crash 1,194 1,167 1,494
Traffic Stop 10,702 7,177 9,191
127
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FIRE
___________________________________________________________________
Program Description
The fire department budget unit accounts for the costs associated with meeting the following mission:
To minimize life loss, injury, and property loss by rendering advanced life support emergency medical
care, rescue services, fire code inspections, code enforcement, public fire safety/survival education, fire
suppression, fire cause/arson investigation, hazardous materials mitigation and response, and disaster
management. We will provide these services at the highest national standards consistent with
community needs and available public and private resources.
Major Objectives
CONTINUE ORGANIZATIONAL RESTRUCTURING RELATED TO 3 STATION OPERATIONS. Continue
discussions on promoting 3 Battalion Chiefs in support of the new fire station and shift layout, as
authorized by the voters In the 2007 mill levy
PROVIDE ADEQUATE RESOURCES, TRAINING AND EDUCATION TO ASSURE EFFECTIVE LEVEL OF SERVICE
DELIVERY AND TO PROMOTE EMPLOYEE HEALTH AND SAFETY. Continue development and refinement
of the department’s comprehensive training program encompassing all Fire Department operations and
services, which include but are not limited to, DES, fire prevention, fire suppression, hazardous
materials, emergency medical and rescue services. Implement employee succession plan/career
development plan. Maintain all current professional certifications. Maintain all training, equipment,
and personnel requirements for state licensure to provide advanced life support, non-transport (ALS),
emergency services. Continue development of the Department’s minimum company standards (MCS).
TO PLAN AND PREPARE FOR CURRENT AND FUTURE SERVICE DELIVERY NEEDS THROUGH THE
IMPLEMENTATION OF THE ADOPTED FIRE PROTECTION MASTER PLAN. Work closely with the police
department to identify current and future service trends and what resources are, and will be, needed to
address the community’s emergency service needs. Continue long term planning for Fire Station 4.
CONTINUE TO CREATE, REFINE AND MAINTAIN EFFECTIVE ADMINISTRATIVE SUPPORT FOR ALL FIRE
DEPARTMENT OPERATIONS AND ACTIVITIES. Encourage Fire and Emergency Services as a City
Commission priority. Continued implementation of the Commission adopted Fire Protection Master
Plan. Review and reorganize responsibilities of administrative staff based on recent staffing changes.
Review Hazardous Materials and Disaster and Emergency Services Agreements between the City and
County. Study the feasibility, methods and opportunities for fire department accreditation, and
continued emergency service delivery improvements. Expand program planning and performance
measure budgeting within the department.
TO ENHANCE AND UPGRADE DEPARTMENT FIRE PREVENTION PROGRAMS. To more comprehensively
meet our fire prevention and inspection obligations through the continued development of a Fire
Prevention Bureau. To continue to improve and enhance the department’s life safety inspections and
required self inspection program, home inspection programs, and other code enforcement activities.
The further development of our fire prevention bureau would greatly improve the quality, accuracy and
128
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
public buy-in of the department’s fire prevention efforts by providing the friendliest, most
knowledgeable, and most customer based service available, while making the City a safer place.
TO MAXIMIZE UTILIZATION, EFFECTIVENESS, AND EFFICIENCY OF THE DEPARTMENT'S SERVICES.
Implement the recently created and funded fire apparatus and equipment replacement program.
Continue to work closely with the police department to support the funding and implementation of a
fully functional and interfaced mobile data computer system that provides full function interoperability
between the police department, fire department and the 9-1-1 center. Enthusiastically participate in
joint training and operations with mutual aid departments. Improve project review record keeping
process and emergency response record keeping by providing a seamless interface with the Building
Department and 9-1-1 Center’s RMS. Enthusiastically support the Department’s shift based commercial
inspection program. Meet all contractual and performance requirements for regional hazardous
materials response teams. Continue to support and participate in the Gallatin County Fire Investigation
and Arson Task Force.
DEVELOP INTERNAL SYSTEMS ACTION PLANS THAT MAXIMIZE EXISTING RESOURCES AND SERVICES.
Meet with current staff to agree on yearly goals calendar and identify action steps and time frames to
achieve those goals. Meet regularly with staff to evaluate timeframes and current effectiveness.
Review and revise as necessary.
Budget Highlights
For FY11:
Training facility “dry-prop” construction completion $ 10,480 (FY10 Carryover)
Took delivery and placed in service new fire engine for Fire Station 1. $ 490,000
129
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10 ACTUALS FY11 APPROVED FY11 AMEND FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents 44.75 41.75 - 41.75 -7%
EXPENDITURES BY CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$4,151,578
$3,739,701
$3,796,540
$56,839
2%
2000 - 7599 Operating 512,167 382,232 10,480 384,381 (8,331) -2%
8000 - 8999 Capital 725,812 510,000
- (510,000) -100%
9000 -
9699
Debt Service
- -
- -
0%
9900 -
9999
Transfers
4,000
150,000 -
150,000 -
0%
Total All Categories
5,393,557
4,781,933
10,480
4,330,921
(461,492)
-10%
EXPENDITURES BY DIVISION
Division
3110 Fire Administration 628,907 523,713 - 519,285 (4,428) -1%
3120 Fire Operations 4,729,066 4,226,505
3,782,571 (443,934) -11%
3130 Operational Readiness
24,606
15,735
10,480
14,435
(11,780)
-45%
3140 Fire Prevention
7,350
8,830
7,480
(1,350)
-15%
3160 Hazardous Materials
3,628
7,150
7,150 -
0%
3170 Disaster & Emergency Services - - - -
Total All Divisions 5,393,557 4,781,933 10,480 4,330,921 (461,492) -10%
EXPENDITURES BY FUND
Fund
010 General Fund
4,738,757
4,104,433
10,480
4,163,421
48,508
1%
113 Fire Impact Fees
4,000
167,500 -
167,500 -
0%
183 Fire Department Special Revenue
276,964 -
- -
0%
187 Fire Capital & Equipment Replacement 172,435 510,000 - (510,000) 100%
560 Fire Station #3 Construction Fund 201,401 -
-
Total All Funds
$5,393,557
$4,781,933
$10,480
$4,330,921
($461,492)
-10%
130
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Anticipated Accomplishments
Continue construction of Training Facility at lower yards.
Continue Implementation of 2006 Fire Protection Master Plan Organizational
Recommendations.
In coordination with the Police Department, build and improve community/Public Safety
relations through the development and implementation of new programs consistent with
community need.
Conduct audit of provided services, delivery methods, and fees of the fire inspection program.
(efficiency, productivity, accountability)
Continue refinement of 3 station response districts to reduce response times city wide.
Continue working with City and County emergency response agencies to improve radio, data,
and paging systems for all responders.
Complete installation and implementation of Interoperability Montana Trunked Radio System
with Police Department and other responders.
Complete fleet mapping and portable/mobile radio re-programming related to trunked radio.
Work with water department to implement comprehensive community wide access to
defibrillation program.
Continue review of current administrative roles and responsibilities and work load to identify
opportunities for improved efficiency and service delivery.
Continue refinement of special operations programs including confined space rescue, trench
rescue, low and high angle rescue, and collapsed building response.
Improve Fire Department website to maximize usefulness to community as a tool for public
education.
Explore opportunities for use of social media when communicating with citizens.
Complete Fire Department Annual Report
Performance Measures
Effectiveness Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Estimated
Emergency Operations
Response time to Fire and EMS
call
100% of city within 6
minutes(commission
adopted)
51.4% 68.1% 78.1%
80.0%
Fire Prevention
High Risk locations requiring
inspection brought to completion
Bars (Fire Inspections)
Bars (Occupancy Checks)
Sororities & Fraternities
Schools
MSU
Business License Inspections
100%
100%
100%
100%
100%
100%
33%
100%
100%
100%
100%
100%
24%
100%
100%
100%
100%
100%
50%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
131
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Training
% of firefighters completing
certification of those required to
attend specific classes.
Haz Mat IC
Haz Mat Technician
EMT/Paramedic refresher
Fire Fighter 1
Fire Fighter 2
Car Safety Seat
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
90%
20%
100%
100%
100%
100%
90%
70%
100%
Efficiency Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Budgeted
FY 12
Estimated
Fire Prevention:
Number of inspections per year as a
percentage of properties in need of
inspection (not including new construction)
Total properties requiring inspection: 3365
50%
22.5%
22.5%
25%
30%
Workload Indicators
Workload Indicator 2006
Actual
2007
Actual
2008
Actual
2009
Actual
2010
Actual
2011
Projected **
Fire 115 136 102 81 75 75
Rupture/Explosion 2 1 0 2 1 1
EMS/Rescue 1373 1454 1658 1441 1483 1483
Hazardous Condition 113 105 128 165 202 202
Service Call 96 118 148 145 187 187
Good Intent Call 209 235 375 675 498 498
False Call 156 163 212 241 270 270
Severe Weather/other 3 3 18 28 36 36
Total 2067 2215 2641 2778 2752 2752
Locations to Inspect
Annually
3365
** As we saw a slight decrease in total calls in calendar year 2010, we are projecting the same number
of calls in calendar 2011. Previous trends prior to 2010 have shown a slight increase every year.
132
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
BUILDING INSPECTION
___________________________________________________________________
Program Description
The Building Inspection Division unit accounts for expenditures utilized to monitor construction projects
within the City of Bozeman Jurisdictional Area as allowed by state law and as adopted by the City
Commission. The intent of this budget unit is to provide and enforce minimum building code standards
to safeguard life, limb, health, property and public welfare by regulating and controlling the design,
construction, quality of materials, use and occupancy, location and maintenance of all buildings and
structures within this jurisdiction.
The support team utilized to attend this process includes one Chief Building Official, two Plans
Examiners, three Building Inspectors, one Code Compliance Officer, one Project Permit Coordinator and
one fulltime (temporary) Permit Technician.
Staff team members receive, process and review residential and commercial building plans and
applications for compliance with adopted codes and ordinances.
Staff assesses and collects fees for building, plumbing, electrical, mechanical, and demolition permits in
addition to collecting City Impact Fees and fees for other miscellaneous city services.
Team members issue permits; perform inspections to verify compliance with approved plans and
applicable codes and ordinances. In addition, staff provides verbal and written permit related
information to the customers. Upon completion of a project, staff processes and issues certificates of
occupancy.
Code violations, building related citizen complaints, and expired building permits are turned over to the
Building Division Code Compliance Officer for processing and remedial action. The Code Compliance
Officer also conducts building and occupancy inspections for each new City Business License Application.
All staff participates in providing general code information on a daily basis and frequently provides
onsite consultation for contractors and property owners during the planning and construction phases of
a project.
All building division staff is on call and ready to respond as needed to structural emergencies
resulting from fire, earthquakes, explosions, weather damage, vehicle accidents, and similar
occurrences.
Major Objectives
1. Communication and coordination:
a. Continue working with the Planning and Engineering departments to improve
communications between our departments and our customers.
b. Continue working with all city departments to simplify the overall permitting process.
c. Continue working with all city departments to help with in house/city building
renovation and remodel projects.
d. Continue improving communications with City Administrators and the City
Commissioners.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
2. Customer Service:
a. Work in conjunction with the Planning and Engineering departments to develop and
implement an over the counter building permit issuance procedure.
b. Work with the Planning Department to promote adoption of the International Property
Maintenance Code during the current fiscal year.
c. Provide technical advice and consultation for all city departments to help facilitate in
house/city projects and minimize costs to the taxpayer.
d. Upgrade technology as described below… consider 2 year implementation schedule.
Item priority would be in the order listed.
3. Technology:
a. Upgrade HTE program to allow online inspection requests.
b. Upgrade HTE program to allow online permitting.
c. Integrate handheld devices or laptops into field inspection procedures to allow for more
efficient and consistent field inspections and inspection documentation.
Budget Highlights
Monitor and adjust division staffing levels (up or down) as required by current building division
building permit activity and workload.
Restructure Building Division fee and valuation tables as recommended by revenue/expenditure
and process/task efficiency analysis reports and the Administrative Rules of Montana in section
24.301.138, Calculation of Fees.
Revaluate and adjust the Division operational budget to eliminate any unnecessary spending but
ensure funding for all of the necessary/required Division expenditures.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10 ACTUALS FY11 APPROVED FY11 AMEND FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents
9.55
9.55
-
10.55
1.00 10%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$586,275
$590,659
$653,486
$62,827
11%
2000 -
7599
Operating
168,934
197,894
149,650
(48,244)
-24%
8000 - 8999 Capital - - - - 0%
9000 - 9699 Debt Service
9900 -
9999
Transfers
Total All Categories
755,209
788,553 -
803,136
14,583
2%
EXPENDITURES BY DIVISION
Division
3210 Building Inspection Operations
755,209
768,553
803,136
34,583
4%
3220 Life-Safety
-
20,000
-
(20,000)
-100%
Total All Divisions
755,209
788,553 -
803,136
14,583
2%
EXPENDITURES BY FUND
Fund
115 Building Inspection Fund 755,209 788,553 - 803,136 14,583 2%
Total All Funds $755,209 $788,553 - $803,136 $14,583 2%
135
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers Standard FY09
Actual
FY 10
Actual
FY 11
1st & 2nd QTRS
Percent of Plan Reviews done within
Standard (Residential)
75% w/in 2
weeks
86% 91%
100%
Percent of Plan Reviews done within
Standard (Commercial)
75% w/in 4
weeks
90% 100% 100%
Percent of Fast Track plan reviews done
within standard
90% w/in 1
week
85% 92% 100%
Percent of frame inspections done within
standard
(1 audit/month/employee)
90% NA NA NA
Percent of commercial plan checks done
within standard
(1 audit/month/employee)
90% 90% 90% 95%
Percent of residential plan checks done
within standard
(1 audit/month/employee)
90% 90% 90% 95%
Percent of final inspections done within
standard
(1 audit/month/employee)
90% 90% 90% 95%
Efficiency Measures
Standard FY 08
Actual
FY 09
Actual
FY 10
Actual
FY 11
1st & 2nd QTRS
Average commercial inspections
per day
19.13 12.24 15
13.59
Average residential inspections
per day
19.24 17.70
17
22.52
Average multiple residential
Inspections per day
18.92 18.92
17 10.42
Total average Inspections per
day for each inspector. 15 15.45 15.45 16.33
15.51
Workload Indicators
WORKLOAD INDICATOR FY 08 Actual FY 09
Actual
FY 10 Actual FY 11
1st & 2nd QTRS
Commercial Permits:
Number
Value (Millions)
234
103.98
284
100.71
259
38.55
494
25.91
Residential Permits:
Number
Value (Millions)
416
59.57
809
31.31
872
39.67
2011
32.78
PARKING
___________________________________________________________________
Program Description
Under the authority of the Bozeman Parking Commission, the Parking Enterprise Fund consists of
Downtown Parking, the MSU Residential Parking District, and the High School Residential Parking
District. Additional jurisdiction of the BPC is Bridger Park Downtown, the City’s 435-space downtown
parking garage. The BPC directly supervises the City’s parking manager, who, in turn, oversees the
Parking Enforcement staff (2.75 FTE).
136
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
There are three sources of revenue: citations, permits for the MSU and high school residential districts,
and Bridger Park Downtown’s daily and monthly incomes. Parking expenses include wages for the
parking manager, parking clerk, and enforcement staff; maintenance and utilities of surface lots and
Bridger Park Downtown; citation notifications; and seasonal snow removal.
Downtown Parking:
The downtown parking consists of the business district bounded by Broadway to the east, 5th Avenue to
the west, Mendenhall Street to the north, and Babcock Street to the south. Enforcement is done six
days per week. Enforcement consists of timed parking using a vehicle with a digital tracking system and
walking patrols. Primary infractions include overtime violations, handicapped parking violations, and
restricted zone violations.
Montana State Residential Parking District:
The district encompasses approximately 212 city block faces, primarily north and west of the MSU
campus. Enforcement is done five days a week, year round. Primary violations include failure to
purchase or affix residential permit and restricted zone violations.
High School Residential Parking District:
The district encompasses approximately 58 city block faces, primarily east of the high school.
Enforcement is possible five days a week during the school’s academic year, but generally consists of
two or three patrols per week, on a varying schedule. Primary violations include failure to purchase or
affix residential permit and restricted zone violations.
Major Objectives
Mission Statement of the Parking Commission:
The Bozeman Parking Commission is responsible for managing and regulating public parking in its
districts to best serve the needs of its customers; businesses, residents, employees and visitors.
Goals of the Parking Commission:
Improve and maintain public parking assets.
Seek to acquire additional public parking as needed.
Make the parking system fiscally sound and self-sufficient.
Manage spaces to best serve the needs of customers.
Provide consistent treatment regarding parking enforcement.
Educate parking users to minimize parking conflicts.
Make parking areas attractive and easy to use.
Plan for and respond to changing needs in the districts.
Provide parking options for bicycles, motorcycles, and other transportation alternatives.
Work cooperatively with local government partners.
Provide for the safe movement of pedestrian and vehicle traffic.
137
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents
4.75
4.75
4.25
-11%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$192,198
$186,546
$205,271
$18,725
10%
2000 -
7599
Operating
774,878
180,210
190,407
10,197
6%
8000 -
8999
Capital
26,125 -
- -
0%
9000 -
9699
Debt Service
-
9900 -
9999
Transfers
-
Total All Categories 993,201 366,756 - 395,678 28,922 8%
EXPENDITURES BY DIVISION
Division
3310 Parking Administration
142,176
136,375
188,201
51,826
38%
3320 Parking Operations/Enforcement
126,277
155,881
137,827
(18,054)
-12%
3330 Parking Garage Operations
724,748
74,500
69,650
(4,850)
-7%
Total All Divisions 993,201 366,756 - 395,678 28,922 8%
EXPENDITURES BY FUND
Fund
650 Parking Fund Enterprise
993,201
366,756 -
395,678
28,922
8%
557 Parking Garage Construction - -
- - 0%
Total All Funds
$993,201
$366,756 -
$395,678
$28,922
8%
Budget Highlights
The Parking Enterprise has not been self sufficient for several years. The Parking Commission has
charged the City’s parking manager with an annual goal of reducing the debt. Prior year deficits were
$123,000 in FY09, $40,000 in FY10, and approximately $30,000 in FY11.
The estimated deficit for FY12 is $20,000. With a continued effort to minimize expenses and increase
revenues, the parking deficit should be erased by FY14.
Bridger Park Downtown is an unexpected source of positive revenue. It came online in April 2009, and
continues to see monthly increases in revenue and usage. At the request of merchants, downtown
138
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
streets offered two hours of free parking since enforcement began. In October 2010 the Parking
Commission opted to standardize free parking downtown and set the first two hours in Bridger Park
Downtown as free also. This change increased usage in the garage, but it appears to not have an impact
on revenue.
Additionally, in January 2011, the Parking Commission opted for a courtesy ticket policy, where first-
time downtown violators of the overtime ordinance are given a courtesy ticket. This has been very well
received by the downtown businesses, but there has been a decline in revenue from this new policy.
In FY11, fewer overtime citations were written downtown. This was a result of the availability of long-
term parking in Bridger Park Downtown and the downturn in the local economy. With fewer violators
downtown, the enforcement staff will drop from 2.75 FTE to 2.5 FTE. The savings in personnel costs will
help keep the FY12 deficit manageable, but should not have an impact on citations written.
In the past, the City has struggled to keep the full complement of enforcement staff. Under the guidance
of the parking manager instead of the Bozeman Police Department, for the first time in recent history,
the enforcement staff is solid and gaining experience daily. The .25 reduction in FTE is at the request of
one of the enforcement officers, and not per the direction of the Parking Commission, which, however,
endorses the change.
Workload Indicators
FY 08
Actual FY 09
Actual
FY 10
Actual FY11
Estimated
FY12
Budgeted
Overtime Citations 3,510 5,002 3,734 3,500 3,500
MSU Residential Citations 3,044 3,098 3,042 3,000 3,000
Street Maintenance Citations 1,279 1,554 758 1,200 1,000
Restricted Zone Citations 1,165 1,488 742 1,000 1,000
Wrong Side of Street
Citations
850 913 338 600 600
Total Citations Written 10,181 12,337 8,768 9,700 9,600
With the change in oversight from the Police Department to the Parking Commission, there is no longer
emphasis on the number of citations written in areas. At one time, enforcement staff had strict
jurisdictions to cover, but now an officer is likely to write citations downtown on Monday and in the
MSU or High School District on Tuesday. The above data has been changed from past years to show
total tickets written compared to tickets by area as was presented in the past.
139
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
PUBLIC SERVICES
___________________________________________________________________
The City’s Public Services section includes the following functions, oftentimes described as “public
works”:
Public Services Administration
Streets
Water Plant
Water Operations
Wastewater Operations
Water Reclamation Facility
(Wastewater Plant)
Solid Waste Collection
Solid Waste Recycling
Vehicle Maintenance
These functions serve to maintain and provide public infrastructure within in the city, and deliver related
services to citizens. The combined financial information for this section is summarized below:
PUBLIC SERVICES FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 96.52 97.52
-
96.52 -1%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime
$6,185,096
$6,191,387
-
$6,269,707
$78,320
1%
2000 - 7599 Operating
20,879,041
7,893,973
18,700 8,056,913
144,240
2%
8000 - 8999 Capital
22,019,344
30,681,124
550,750 20,203,996
(11,027,878)
-35%
9000 - 9699 Debt Service
631,263
517,916
- 1,904,000
1,386,084
9900 - 9999 Transfers 17,529,841 10,515 - 59,550 49,035
Total All Categories $67,244,585 $45,294,915 $569,450 $36,494,166 ($9,370,199) -20%
Salaries,
Benefits &
Overtime
17%Operating
22%
Capital
56%Debt Service
5%
Transfers
0%
FY12 PUBLIC SERVICES
140
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
PUBLIC SERVICES ADMINISTRATION
___________________________________________________________________
Program Description
The public services/engineering budget includes the director of public services, engineering, weed
enforcement, and sidewalk snow removal.
The director of public services has oversight responsibilities for water and sewer utilities, streets
maintenance, vehicle repair, solid waste utility, forestry, and engineering.
The engineering division provides technical engineering in the preparation, review, and oversight in the
planning, design, construction inspection and construction management of the city’s public works
facilities including water treatment and distribution, wastewater collection and treatment, storm water
collection and treatment, streets (with appurtenant curb, gutter, sidewalk and drainage facilities), traffic
control facilities, solid waste, and other infrastructure projects. The division establishes and maintains
current city infrastructure standards and assures compliance with City, County, State, and Federal rules,
regulations, codes and engineering standards. The engineering division assists other city departments
with engineering services.
The engineering division also maintains the city’s infrastructure files and records, maps, plats, property
ownership and other records; participates in the review and approval of subdivision, annexation, and
zone code / development proposals for conformance with established standards; coordinates
infrastructure work with County, State, and Federal agencies; administers the EPA-mandated
wastewater pretreatment program; the DEQ-mandated Phase II storm water program; and administers
the city’s flood plain ordinance, sidewalk repair and installation programs, and the sidewalk snow and
weed enforcement programs. The engineering division also designs infrastructure improvements such
as water and wastewater main replacements, and street reconstruction. The City Engineer also oversees
the Bozeman Solvent Site superfund site.
Major Objectives
To coordinate the activities of the public services department divisions.
To establish and maintain policies, procedures and protocol for conducting the
department's functions.
To assist the city manager and finance director in reviewing enterprise funds revenue
and expense forecasts for rates setting purposes.
To provide general oversight of department activities affected by new federal and state
mandates.
To assure the city’s long-term master plans for water, wastewater, storm water, and
transportation facilities are implemented in a cost-effective manner, and that all city
infrastructure improvements are constructed in a quality manner to provide reliable
service for the public’s immediate and long-term needs.
To assist all city departments in the engineering design and/or the procurement of
specialized engineering services.
141
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 8.15 8.15 7.15 -12%
EXPENDITURES BY
CATEGORY
Category
1000 - 1999 Salaries, Benefits & Overtime $389,041 $407,879
$37,902 ($369,977) -91%
2000 - 7599 Operating 68,010 40,745
39,535 (1,210) -3%
8000 -
8999
Capital
- -
- -
0%
9000 -
9699
Debt Service
- -
- -
9900 -
9999
Transfers
3,264,443
Total All Categories
3,721,494
448,624 -
77,437
(371,187)
-83%
EXPENDITURES BY DIVISION
Division
4010 Public Services Administration
35,779
37,224
33,835
(3,389)
-9%
4020 Engineering
789,019
388,086
31,840
(356,246)
-92%
4030 Snow Removal Enforcement
21,529
21,764
10,212
(11,552)
-53%
4040 Weed Cutting Enforcement 20 750
750 - 0%
4050 Sidewalk Repair Program (17,677) 800
800 - 0%
4060 Sidewalk & Curb Construction
(22,282) -
- -
0%
4070 Construction
2,915,106 -
- -
Total All Divisions
3,721,494
448,624 -
77,437
(371,187)
-83%
EXPENDITURES BY FUND
Fund
010 General Fund 420,382 448,624 - 77,437 (371,187) -83%
500… Construction 3,301,112
- 0%
Total All Funds
$3,721,494
$448,624 -
$77,437
($371,187)
-83%
142
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
I. CONSTRUCTION PROJECTS – Calendar Year 2010
PRIVATE WATER AND SEWER PROJECTS 1/1/10 TO 12/31/10
WATER (LF) SEWER (LF) $VALUE 1
1 Bozeman High School 911 36,440
2 West Winds Subdivision Phase 4 2052 1338 122,220
3 Holy Rosary Church Fire Service Line 160 6,400
4 West Winds Subdivision Phase 5 1906 1624 124,960
5 Norton East Ranch Subdivision 14350 7005 784,150
6 Homewood Suites 323 100 15,920
7 Gallatin County Detention Center 1811 924 100,160
8 J & D Subdivision 1538 1082 93,980
9 Bozeman Peaks Condos Fire Service Line 193 7,720
10 Cardinal Building Fire Service Line 220 8,800
11 Petra Academy 430 17,200
12 Alpine Orthopedic Fire Service Line 142 5,680
13 National Coating Fire Service Line 76 3,040
14 F&H Building Fire Service 15 600
15 *Gallatin Valley Seed Co. Fire Service
Line
30 1,200
16 *CVS Pharmacy Fire Service Line 58 2,320
17 Nissan Building 275 11,000
18 Petra Academy Fire Service Line 255 10,200
TOTAL 24,745 12,073 1,351,990
Total 2009 28,260 13,103 1,523,430
PUBLIC WATER AND SEWER PROJECTS 1/1/10 TO 12/31/10
WATER (LF) SEWER (LF) $VALUE 1
1 MRL Structures Water Main 120 300,000
2 WWTP Modifications N/A 36,362,233
3 Lyman Creek Reservoir Improvements N/A 346,637
4 Lower Yards Sewer Service 84 29,796
5 Lower Yards Water Main 666 26,640
6 *2011 Water Renovations 5841 1,200,000
TOTAL 6627 84 38,265,306
143
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
PRIVATE STREET AND STORM SEWER PROJECTS 1/1/10 TO 12/31/10
STREETS (LF) STORM SEWER (LF) $VALUE 1
1 Homewood Suites 1800 135,000
2 West Winds Subdivision Phase 4 1443 1538 185,125
3 West Winds Subdivision Phase 5 4404 2006 430,600
4 Norton East Ranch 13589 3315 1,184,962
5 *Baxter Meadows Ph. 3B 5310 712 433,850
6 Simmental Way street/sidewalk
improvements
1040 52,000
7 Petra Academy 1020 30 78,000
8 J and D Subdivision 1305 324 114,075
TOTAL 29,911 7,925 2,613,612
Total 2009 28,616 9,030 2,597,737
SIGNALIZATION/INTERSECTION IMPROVEMENTS 1/1/10 TO 12/31/10
Location Description $Value
*S. 11th/W. College Roundabout 700,000
TOTAL 700,000
PUBLIC STREET AND STORM SEWER PROJECTS 1/1/10 TO 12/31/10
STREETS (LF) STORM
SEWER
$VALUE 1
TOTAL 0 0 0
Notes:
1 Unless actual costs are known, projects are valued at $40/LF for water, $30/LF for sewer, $75/LF for
streets, and $50/LF for storm sewer
* Plan review only - project not under construction
CITY OF BOZEMAN STREET IMPROVEMENTS/MAINTENANCE
Work Description Final Cost
2010 Street
Improvements
$384,434.30
Mill and overlays, chip seals, and pavement markings
Kagy Chip Seal $24,872.00
144
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
SIDEWALKS / CURBCUTS / WEEDS / MISC.
Misc. Curbcut/Sidewalk Permits Issued: 23
2010 Weed Abatement/Sidewalk Obstruction Enforcement:
210 notifications (329
lots)
194 complied (lots)
135 did not comply
(lots)
$16,685 contractor costs for mowing/hedge trimming
Encroachment Permits Processed: 52
Street Cut Permits
Processed:
35
Permit Fee Total: $1,450
Degradation Fee Total: $11,447.15
Bogert Park Sidewalk Replacement $35,539.40
Pedestrian Ramp Installations
Phase 1 $25,837.30
Phase 2 $45,446.35
Bogert Place Sidewalk $22,920.60
*Bogert Pavillion Patio $25,000.00
Flood Plain Permits Processed 5
Depot Park Contract Admin. $68,332.00
N. 7th Sidewalk Infill $190,954.59
Rose Park Parking Lot $40,000.00
II SERVICE CONTRACTS OVERSIGHT
PROJECT ENGINEER FEE EST.
COMP.
*******************WATER & SEWER****************
1
2 Lyman Creek Reservoir Improve. MM $362,385 2010
3 WWTP Construction HDR/MM $4,767,571 2012
4 Sourdough Dam Great West $97,000 2011
5 WTP Upgrade HDR/MM $3,197,819 2012
COST SUBTOTAL $8,424,775
***************STREET/TRANSPORTATION/MISC.************
6 College St./ S. 11th Roundabout RPA $150,841 2011
7 N. 7th Sidewalk Infill Allied $58,733 2010
8 Sourdough Timber Management
Plan
Peak Forestry $12,000 2010
COST SUBTOTAL $221,574
145
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
********************LANDFILL***************************
9 Gas/Groundwater Monitoring, Tetratech $45,000 On going
Well Abandoment, Gas Control
10 Landfill Closure Plan Great West $5,000 2011
COST SUBTOTAL $50,000
2010 TOTAL SERVICE CONTRACTS $8,696,349
2009 TOTAL SERVICE CONTRACTS $6,912,878
146
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
STREETS
___________________________________________________________________
Program Description
STREET MAINTENANCE FUND:
The street maintenance district division accounts for the expenditure of special assessments on property
in the city for the repair and upkeep of the city's streets.
Section 7-12-4401 MCA authorizes the city to create street maintenance districts for the purpose of
maintaining its streets, alleys, and other public places.
The maintenance districts were first created during fiscal year 1990-91. Each year, assessments are
levied on each piece of property within the city limits. The assessments are placed on the property
owners' SID notices each year. The collections in November and May provide the revenues for the
street maintenance district program. Any unexpended balance will be available for reappropriation next
fiscal year.
The assessment for the costs and expenses incurred in maintaining streets, alleys, and other public
places within the maintenance district is assessed against each lot or parcel within the district for that
part of the cost which its assessable area bears to the assessable area of the entire district, exclusive of
streets, avenues, alleys, and public places.
GAS TAX FUND:
The gas tax division accounts for the expenditure of the city's share of state collected gas tax funds
allocated to the city by the Montana Department of Transportation.
Section 15-70-101 MCA provides that the Montana Department of Transportation shall allocate gas tax
revenues to cities, towns, and counties. One-half of the city's allocation is based on population and one-
half is based on street and alley mileage.
The funds may be used only for construction, reconstruction, maintenance, and repair of streets and
alleys. The funds may not be used for equipment purchases.
The goal of the street maintenance division is to help provide for a network of safe roadways for the
traveling public. To provide access to desired destinations such as emergency services, schools,
employment, shopping, community services, or other facilities in a quick, convenient, safe and
comfortable manner for all population groups in the community with a minimum of harmful effects
on the environment.
Major Objectives
To implement an efficient pavement management plan, which would help develop yearly
maintenance programs for failing street infrastructure.
147
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
To develop and design efficient truck by-pass routes and effective arterial and collector street
networks for moving traffic through the city.
To maintain streets and alley right-of-ways to allow traffic to move in a safe and prudent
manner.
To improve the quality of summer and winter street maintenance work to resolve traffic
congestion and vehicle movements by implementing better street routing and signalization
procedures.
Continued use of alternative fuels when available and affordable such as Biodiesel and Ethanol
in our fleet.
Institute a city wide curb replacement program with assistance from the Engineering Dept.
Expand our cooperative efforts with the County Road Department and MDT.
148
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 17.62 17.62 17.62 0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$1,127,637
$1,161,487
$1,238,351
$76,864
7%
2000 - 7599 Operating 1,163,641 1,419,326 18,700 1,473,008 34,982 2%
8000 - 8999 Capital 1,355,580 1,078,456
2,957,100 1,878,644 174%
9000 -
9699
Debt Service
84,818
85,000
135,000
50,000
9900 -
9999
Transfers
812,067
10,515
59,550
49,035
466%
Total All Categories
4,543,743
3,754,784
18,700
5,863,009
2,089,525
55%
EXPENDITURES BY DIVISION
Division
4110 Street Operations 1,933,328 2,580,254 18,700 3,085,526 486,572 19%
4120 Street Maintenance 640,514 679,335
656,500 (22,835) -3%
4130 Street Construction
1,516,419
10,515
1,520,115
1,509,600
14357%
4140 Snow & Ice Removal - -
- -
4150 Street Lighting
372,542
373,000
373,000 -
0%
4171 Traffic Signs & Markers 80,940 111,680
227,868 116,188 104%
Total All Divisions
4,543,743
3,754,784
18,700
5,863,009
2,089,525
55%
EXPENDITURES BY FUND
Fund
010 General Fund
30,515
10,515
117,915
107,400
1021%
108 Community Transportation
31,249
10,515
10,515 -
0%
109 Special Projects 34,744 - - - #DIV/0!
110 Gas Tax Fund 553,455 616,500
656,500 40,000 6%
111 Street Maintenance District 2,087,182 2,452,254 18,700 3,883,679 1,412,725 57%
114 Street Impact Fees
712,828
350,000
879,400
529,400
151%
146…201 Lighting Districts
289,487
315,000
315,000 -
0%
500…599 Construction Projects
804,283
-
0%
Total All Funds
$4,543,743
$3,754,784
$18,700
$5,863,009
$2,089,525
55%
149
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Budget Highlights
For FY11:
Added subdivisions for plowing notification Priceless
Chip seal treatments $55,000
Mill and Overlay streets east of high school $300,000
Demo and remove old Humane Society Building $4,000
Continued weekend shift (Savings vs. Standby) ($3,000)
Installed well at Creekside Park for ice control $4,400
Anticipated Accomplishments
In FY12:
Continue sidewalk panel repair and replacement program
Increase use of alternative fuels when available and affordable.
Decrease time to plow all City streets.
Continue pro-active pothole patching program to repair pavement defects before they happen.
Improve quality of discharge into Bozeman Creek
Continue sharing of equipment between departments so as to utilize seasonal equipment year
round.
Repairing and improving of medians and boulevards.
Mill and overlay business and commercial alleys
Continue bike lane sweeping route and schedule
Work with Streamline on bus stops and signage
150
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
Percentage of Pothole Repairs still holding 6 months later:
Summer Patches (Target 90%)
Winter Patches (Target 50%)
90%
50%
90%
30%
90%
30%
95%
40%
95%
50%
Percentage of citizen-called-in Pot holes
repaired within: (Target 7 working days) 90% 100% 100%
100%
100%
Percentage that find ease of travel by:
Car
Bicycle
Walking
100=Excell
0=poor.
By Survey
n/a
n/a n/a
40%
45% 65%
45%
45% 65%
45%
45% 65%
Percentage of Snow Routes completed
(Target – Plowed & Sanded within 4 hours of
notification – 5 person crew
Arterial and Collector Routes
Commercial Route
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Percentage of Residential Streets completed
(Target – Plowed & Sanded 56 hours after
snowfall ceases – 5-person crew/16 hr. shifts
100%
80%
80%
80%
80%
Respond to emergency calls within 1 hour of
notification (weekdays)
100%
100%
100%
100%
100%
Percentage of ROW mowing completed
within 3 weeks of startup (Target 100% initial
mowing)
100%
90%
90%
90%
90%
Percentage of citizens rating street
cleanliness as satisfactory (Target 90% -
Results of Survey)
100=Excell
0=poor
n/a
47%
60%
60%
Efficiency Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
Labor hours per pothole repair (Target) <.50
.50
.60
.60
.60
.60
Repair pot holes & Other Road Hazards –
Target
Repair Pothole > 3” deep & 6” wide within 2
working days of notification
Repair Pothole < 3” deep & 6” wide within 7
working days of notification
2
7
2
7
2
7
2
5
2
5
Shoulder blocks of Right-of-way mowed per
day (Target 20 – 25)
20-25
22
23
23
23
Alley blocks trimmed of brush & debris per
day (target 15-20 w/3-person crew)
15-20
20
20
20
20
Graveled streets graded
Target 1.0 labor-hours/1,000 lineal Feet or
1,000 lineal Feet per hour
1,000
900
900
900
1000
Alley blocks graded and surface material placed per day (Target 8-10/grader)
8-10
12
12
12
12
Crack sealing of asphalt streets – lineal feet
per labor hour (Target 80-90)
80-90
100
100
100
100
Curb miles of streets swept per day (Target
35-40/sweeper)
35-40
50
50
50
50
151
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Streets plowed and sanded
(14 lane-miles /hr. [normal snowfall]
(10 lane-miles /hr. [heavy snowfall]
14
10
14.5
8.5
14.0
9.0
14.0
9.0
14.0
10.0
Workload Indicators
WORKLOAD INDICATOR
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
Street & Alley Mileage 229 235 235 237
Lineal Feet of Curb Replaced 240 0 0 630
# of Pedestrian Ramps Installed 10 10 41 40
Miles Chip Sealed 0 1.91 2.9 3
Miles Paved (Includes Asphalt Millings) 1.57 1.88 1.49 1.5
Miles Graveled 3 3 3 3
Miles of Street Milling 1.57 1.88 1.49 1.2
Lbs of Crack Sealer Used 5700 5700 5700 5700
# of Signs Installed 732 750 220 220
# of Signs Repaired na na 550 500
Lane Miles Painted 34.8 40 40.3 41
Lane Miles Plowed and Sanded 1020 1020 1100 1150
# of Crosswalks Painted na 100 95 90
# of Crosswalks Hot Tape Applied na 25 40 45
Miles of Yellow Curb Painted 8.1 10.5 11 11
Number of Storm Inlets Maintained 5350 5350 5500 5500
Number of Storm Manholes Maintained 348 348 356 364
Curb Miles of Streets Swept 10000 10000 10000 10500
Signal Lights Maintained 66 66 67 68
Flashing Yellow Lights Maintained 26 26 26 26
Dead Animals Picked Up 18 25 20 20
Tons of Leaves Collected 885 900 970 1000
Frequency of Residential Streets Swept 2 2 3 3
152
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Street Closures for Special Events 25 25 28 28
Miles of Creek Maintained 1 1 1 1
Miles of Sidewalk Plowed 2 2 2 2
# of Signal Repairs na na 359 370
153
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
WATER PLANT
___________________________________________________________________
Program Description
The water plant budget unit accounts for the costs associated with maintaining a quality drinking water
supply for the City of Bozeman.
The City of Bozeman has two treatment plants: The 15 MGD Sourdough Plant and the 3.7 MGD Lyman
Creek Plant.
The Sourdough WTP was completed in 1983 and had a rated capacity of ten million gallons per day. The
water plant was expanded during FY-93 to add an additional five million gallons per day for a total
capacity of 15 million gallons per day.
Major operating expenses of the water plants include staffing, maintenance, chemicals and utilities. The
plants are operated 24 hours per day, 365 days per year. There are 5 operators, 1 lead worker, 2
forepersons and a superintendent as of FY- 11.
The WTP operators are also responsible for all monitoring of the drinking water in the distribution
system in accordance the Safe Drinking Water Act. This job requires one operator a minimum of 6 hours
per day, 7 days per week. More than 10,000 water quality test are run annually.
The WTP operators are also responsible for the operation and maintenance of the Hyalite Intake, the
Sourdough Intake, and for the three finished water storage tanks in the City.
A corrosion control building and system to halt lead and copper corrosion in the distribution system was
completed in 1998. A new sludge drying bed to replace older inadequate beds was completed in 1998.
The new Hyalite raw water intake, pipeline, and connection building was completed in FY07. The Hilltop
Tank painting project was completed in October 2008.
A membrane piloting project for a 22 million gallon/expandable to 36 million gallon per day membrane
filtration plant is scheduled to be completed early in FY-10. Preliminary design for the plant was
completed in FY- 11. Final design of that plant is scheduled to be completed in FY- 11. Construction is
scheduled to start early in FY-12. This is a replacement for the current 15 million gallon per day direct
filtration/granular media Sourdough Water Treatment Plant.
The Lyman Creek WTP underwent a 2.6 million dollar upgrade in 2003-04, which included a roof and a
liner for the 5 million gallon reservoir, a new building for chlorine and fluoride addition, radon removal,
and an effluent water quality monitoring building. The system was put on-line June 1st of 2004. The
Lyman Creek Plant expansion project was completed in FY10. The plant capacity was increased to 3.7
MGD.
The Sourdough Tank repair project was completed in FY-09. This project included structural repairs to
and reinforcement of the tank and the replacement of several major valves.
Construction of guardrails on the Hyalite Canyon Road for protection of the Hyalite source water was
completed in FY 10. This was a cooperative project between the City and the US Forest Service. The
154
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
City, through the use of a $100,000 grant, provided funding for the design of the guardrails. The Forest
Service provided funding for construction.
A holistic water-resources planning project is slated to begin in FY12.
Major Objectives
Mission: to protect the public health through optimization of the Sourdough Creek and Lyman Creek
Water Treatment Plants.
To maintain high-quality drinking water of low turbidity, void of contaminants.
To meet the water supply demands of the city of Bozeman.
Monitor and maintain water treatment plant facilities to insure current needs are met and to anticipate
future water quality and quantity needs.
Budget Highlights
Membrane Plant Construction $ 14,500,000
Water Conservation $ 50,000
Integrated Water Resource Plan $ 250,000
155
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents 9.27 9.27 9.27 0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$651,336
$654,782
$625,654
($29,128)
-4%
2000 -
7599
Operating
2,045,785
1,151,189
1,422,930
271,741
24%
8000 -
8999
Capital
1,254,920
6,311,505
550,750
15,050,854
8,188,599
119%
9000 -
9699
Debt Service
- -
9900 -
9999
Transfers
Total All Categories 3,952,041 8,117,476 550,750 17,099,438 8,431,212 97%
EXPENDITURES BY DIVISION
Division
4610 WTP Operations
2,040,267
1,840,971
2,048,584
207,613
11%
4620 WTP Construction
1,911,774
6,276,505
550,750
15,050,854
8,223,599
120%
Total All Divisions
3,952,041
8,117,476
550,750
17,099,438
8,431,212
97%
EXPENDITURES BY FUND
Fund
600 Water Fund 3,452,756 7,417,476 550,750 11,849,438 3,881,212 49%
610 Water Impact Fees
499,285
700,000
5,250,000
4,550,000
650%
Total All Funds
$3,952,041
$8,117,476
$550,750
$17,099,438
$8,431,212
97%
Anticipated Accomplishments
Provide adequate quantity and quality water with zero State or Federal Violations to our
Customers
Continue implementing the Water Facility Plan
Comply with the Lyman Creek Water Treatment Plant Discharge Permit
Continue to optimize the Sourdough Water Treatment Plant
Start Construction on the Sourdough Water Treatment Replacement Plant
Continue Implementing a Water Conservation Program
Begin developing a Integrated Water Resource Plan
156
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
Provide adequate drinking and fire fighting
water in reserve tanks:
Requires 40% tank reserves
100%
100%
100%
100%
100/%
Maintain fluoride level in distribution system
between .85 and 1.25 PPM daily average 100% 84% 86% 92% 100 %
Maintain chlorine residual according to EPA
requirements for inactivate Giardia cysts
100% 100% 100%
100%
100%
Optimize water quality by maintaining lowest
possible WTP effluent NTU:
(state requirement < .3 NTU)
WTP daily average (WTP Goal = < 0.11)
WTP High daily individual filter (WTP Goal = <
0.21)
100%
98%
98%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Unscheduled repair/maintenance completed
within 2 weeks (dependent on vendor schedule)
number if items not completed:
100% 100% 100% 2 100%
Scheduled repair/maintenance completed
within 7 days 95% 98% 98% 98% 100%
Maintain operator certification 10hrs training/yr
100% 100% 100% 100% 100%
Sample and test distribution system water
quality per state and federal requirements:
10,000 readings/tests per year
100% 100% 100% 100% 100%
Efficiency Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
$’s/million gallons of water treated
(Highly dependent upon the
weather)
$870
$983
$1020
$925
Plant capacity per day 15 million gallons
Maximum water demand per day
gallons
11,149,000
9,872,000
10,685,000
11,000,000
Average water demand per day
gallons
5,427,000
4,858,000
4,748,000
5,205,000
Total water demand per year
gallons
1,981,000,000
1,768,000,000
1,733,031
1,900,000,000
157
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
Estimate of Average Hours per Day of:
Plant Operation 23.1 22.0 22.6 24.0
Laboratory Analysis & Collection 6.5 6.5 6.5 6.5
Monitor Water Quality:
Sourdough &Lyman Creek WTP’s. 24.0 24.0 24.0 24.0
Diversion & Reservoir Monitoring 3.0 3.0 3.0 3.0
Continuous Monitoring Includes: 1) WTP Influent & Effluent Flow rate; 2) Filters #1 - #12 Effluent
Turbidity; 3) WTP Effluent Turbidity; 4) WTP Chlorine Residual; 5) First Service Chlorine Residual; 6) Raw
Water Flow Rate; 7) Raw Water Turbidity; 8) 2 MG + 4 MG Water Tank Levels; 9) Clear Well Level; 10)
Coagulant and Coagulant Aid (Chemical Dosages); 11) Effluent pH Level; 12) Lyman Influent & Effluent
Flow Rate; 13) Lyman Reservoir Inlet Chlorine Residual: 14) Lyman Reservoir Outlet Chlorine Residual;
15) Lyman Influent Turbidity; 16) Lyman Reservoir Level.
158
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
WATER OPERATIONS
___________________________________________________________________
Program Description
The water operations budget unit accounts for the costs associated with operation and maintaining the
city's water transmission and distribution system.
The water operations division is responsible for locating, maintenance and repair of existing water lines
and appurtenances, overseeing installation of new lines, and reading all meters monthly.
The division maintains the entire water distribution system, ever mindful of its integrity and
serviceability while maintaining potable water through this system.
Major Objectives
To maintain and locate the City's water distribution system including mains, fire hydrants,
valves, meters, raw water transmission mains, and pressure reducing valves and vaults.
To repair and replace water infrastructure as needed: hydrants, mains, valves, etc.
To inspect all new infrastructure following installation prior to acceptance.
Maintain a valve replacement program for leaky or inoperative valves.
Maintain a Valve Exercise Program – operating approximately 50% of all valves annually.
Maintain an effective water main directional flushing program in conjunction with a fire
hydrant operation.
To flush 25% of all fire hydrants annually.
To inspect all new water service installations in a timely manner.
To leak detect and repair the distribution system in a timely manner.
To replace service lines as needed.
To continue a curb stop verification and serviceability program for customer service lines.
To accurately read all meters monthly.
To resolve meter reading problems on a timely basis.
To institute and maintain a Backflow prevention and testing program.
To respond to water distribution problems 24 hours a day 7 days a week.
159
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
To develop and maintain a comprehensive and cost effective security system for our water
distribution system.
To respond to all locate requests in a timely manner and accurately locate all water
infrastructure
160
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents
15.62
15.62
-
15.62
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$1,164,605
$1,107,109
$1,248,052
$140,943
13%
2000 -
7599
Operating
8,151,660
1,090,749
1,143,246
52,497
5%
8000 -
8999
Capital
916,891
1,133,798
301,362
(832,436)
-73%
9000 -
9699
Debt Service
30,387
32,916
-
(32,916)
-100%
9900 -
9999
Transfers
596,334 -
Total All Categories 10,859,877 3,364,572 - 2,692,660 (671,912) -20%
EXPENDITURES BY DIVISION
Division
5010 Water Operations
2,242,336
2,956,262
2,195,692
(760,570)
-26%
5020 Utility Locates
9,664
7,698
9,198
1,500
19%
5030 Water Services
28,009
35,000
35,000 -
0%
5040 Water Construction 8,149,139 - - -
5050 Reserviors 46,932 - - -
5060 Meter Reading 308,948 293,612
367,770 74,158 25%
5070 Hydrants
36,649
42,000
50,000
8,000
19%
5080 Water Valves
17,883
15,000
15,000 -
0%
5090 Main Repairs
20,317
15,000
20,000
5,000
33%
Total All Divisions
10,859,877
3,364,572 -
2,692,660
(671,912)
-20%
EXPENDITURES BY FUND
Fund
600 Water Fund 10,506,088 3,364,572 - 2,692,660 (671,912) -20%
610 Water Impact Fees
20,386 -
- -
500… SID Construction Funds
333,403
Total All Funds
$10,859,877
$3,364,572 -
$2,692,660
($671,912)
-20%
161
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers Standard FY 09
Actual FY 10
Actual FY 11
Projected FY 12
Budgeted
Repair main breaks/leaks within four hours of
discovery 100% (6) 100% (4) 100% (5) 100% (5) 100%
Operate every valve (recommended annually)
100%
2,400 16%
368 33%
1,520 35%
1,400 35%
1,500
Operate every Fire Hydrant (recommended bi-
annually) 100%
2,290 30%
707 30%
770 31%
700 31%
700
Flush every main (recommended annually) 100% 20% 20% 20% 20%
Read every meter once per month 100% 100% 100% 100% 100%
Damage to other utilities 2 0 0 0
New Water Service Inspections 2 Hr X 1 with
4 hr Response 90% 90%
89 90%
140 90%
150 90%
160
Efficiency Measurers FY 09
Actual FY 10
Actual FY 11
Projected FY 12
Budgeted
MH cost per hydrant flow
(707) $41.37 (770) $59.78 (700) $60.00 (750) $62.00
MH cost per hydrant replace
(5)
$2,540.94 (6)
$3,489.91 (7)
$2,300.00 (7)
$2,300.00
MH cost per hydrant repair
(69) $592.00 (68) $304.40 (80) $300.00 (80) $305.00
MH cost per curb box repair
(112)
$153.00 (39) $445.00 (50) $450.00 (50) $450.00
MH cost per water service repair
(23) $821.00 (14)
$1,200.00 (20)
$1,000.00 (20)
$1,000.00
MH cost per water main repair/break
(6)
$4,000.00 (4)
$3,100.00 (4)
$8,000.00 (4)
$3,500.00
MH cost per renewed water service
(7)
$3,200.00 (7)
$3,192.68 (7)
$3,000.00 (7)
$3,000.00
162
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
FY 09
Actual FY 10
Actual FY 11
Projected FY 12
Budgeted
New Service Main Taps 39 16 20 20
Renewal Service Installations 7 7 7 7
Meter Replacement/Repair 368 650 650 650
Valve Operation 707 800 850 850
One-Call Location Request 4,240 3,528 3,100 3,100
Hydrant Flushing 707 770 700 700
Hydrant Replacement 5 6 7 7
New Water Service Line Inspections 89 140 150 160
Water Main Repairs 14 7 10 10
Fire Hydrant Repairs 69 68 80 80
Water Main Valves Replaced 5 13 15 15
Water Main Valve Box Repairs 54 36 50 50
Water Service Line Repairs 23 14 20 20
Curb Box Repairs 112 39 50 50
Water Main Breaks 6 4 4 4
Commercial Cross Connection Survey 33 146 150 150
163
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
WASTEWATER OPERATIONS
___________________________________________________________________
Program Description
The wastewater operations budget unit accounts for the costs associated with providing and
maintaining a wastewater collection system for the city.
The wastewater operations division maintains a program of inspecting, cleaning, root cutting, repairing
sanitary sewer mains, manholes, and tapping for new wastewater stubs.
The wastewater operations division is responsible for maintaining the city’s 7 sanitary sewer lift stations.
The television inspection division maintains a program of inspecting all new sanitary sewer
infrastructure to be accepted by the City of Bozeman. This division inspects existing infrastructure to
determine deficiencies and recommend repairs and prioritize capital improvements. This enables us to
minimize emergency callouts and customer service problems.
Major Objectives
To adequately maintain and locate the City's wastewater system including manholes,
wastewater collection and transmission systems, and lift stations.
To flush our entire collection system annually, minimizing stoppages.
To televise the existing sewer infrastructure to determine problems and the overall condition
of sewer mains. This enables us to make needed repairs in a timely manner and prioritize
renovation projects funded through CIP.
To control sewer main root intrusion with an aggressive root cutting program.
To repair breakdowns in mains.
To rebuild/replace manholes as needed.
To televise and inspect all new infrastructure following installation prior to acceptance.
To replace service lines as required due to deficiencies caused by age, roots, etc.
To tap new service lines for contractor installation.
To respond to sanitary sewer problems 24 hours a day 7 days a week.
To respond to all locate requests in a timely manner and accurately locate all sanitary and storm sewer
infrastructure
164
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 10.25 10.25 10.25 0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1199
Salaries & Overtime
$534,599
$537,561
$757,502
$219,941
41%
2000 - 7599 Operating 5,881,543 1,225,852
621,470 (604,382) -49%
8000 - 8999 Capital 298,606 559,050 - 1,849,680 1,290,630 231%
9000 -
9699
Debt Service
280,288 -
- -
9900 -
9999
Transfers
-
-
Total All Categories
6,995,036
2,322,463 -
3,228,652
906,189
39%
EXPENDITURES BY DIVISION
Division
5210 Wastewater Operations
1,914,287
2,270,515 -
3,175,652
905,137
40%
5220 Utility Locates
1,911
4,348
3,900
(448)
-10%
5230 Wastewater Services
2,547
8,000
8,000 -
0%
5240 Wastewater Construction
5,060,905 - - - -
5250 Manholes 10,210 25,000
25,000 - 0%
5260 Televising
4,269
6,600
8,100
1,500
23%
5280 Main Repairs
907
8,000
8,000 -
0%
Total All Divisions
6,995,036
2,322,463 -
3,228,652
906,189
39%
EXPENDITURES BY FUND
Fund
620 Wastewater Fund 6,745,061 2,322,463 - 3,228,652 906,189 39%
630 Wastewater Impact Fees 19,619 - - -
625 Wastewater EPA Grant 230,356 -
- -
Total All Funds
$6,995,036
$2,322,463 -
$3,228,652
$906,189
39%
165
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers Standard FY 09
Actual FY 10
Actual FY 11
Projected FY 12
Budgeted
Flush every main in city
(trunk line not included)
Once/year 90 Miles 81 Miles 95 Miles 90 Miles
Root cut affected mains in city
(do not root cut PVC only root cut in areas
with large trees)
Once/year 54 Miles 54 Miles 54 Miles 54 Miles
Respond to sewer backup calls
(normally on scene within 30 minutes)
Within 30
Min 16 Calls
100% 15 Calls
100% 6 Calls
100% 8 Calls
100%
Install new service within 10 working days
(dependent on owner readiness)
100% 15
100% 15
100% 5
100% 7
100%
TV inspection of new mains prior to
acceptance (we will televise all our new
infrastructure to determine the quality of
installation)
100% 1 Mile
100% 1 Mile
100% 1 Mile
100% 1 Mile
100%
Efficiency Measurers Standard FY 09
Actual FY 10
Actual FY 11
Projected FY 12
Budgeted
MH cost per sewer repair
(3 men x 7 hrs)
19
$1,046.00 18
$1,883.250 20
$1,500.00 25
$1,500.00
MH cost per new sewer tap
(2 men x 1 hr)
15
$178.00 5
$872.84 10
$200.00 10
$200.00
MH cost per manhole repair
(2 men x 12 hrs + Material)
16
$268.00 13
$1,330.30 10
$1,000.00 10
$1,000.00
MH cost per sewer backup call
(2men x 2 hrs)
16
$94.68 14
$101.00 15
$104.53 15
$108.00
166
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
FY 09
Actual FY 10
Actual FY 11
Projected FY 12
Budgeted
Main Line Flushing
90 Miles 81 Miles 90 Miles 90 Miles
Manhole Inspection (ring/lid/steps)
100 % 100% 100 % 100 %
Main Line Root Cutting
54 Miles 54 Miles 54 Miles 54 Miles
Main Line Inspection TV
23 Miles 26.63 Miles 30 Miles 30 Miles
Manhole Ring Replacement/Overlay
Project
15 18 18 18
New Infrastructure TV
1 Mile 1 Mile 1 Mile 1 Mile
Sewer Manhole Repairs 16 13 10 10
Main Line Repairs 19 18 20 25
New Service Taps 15 5 8 10
One Call Location Requests 4,240 3,528 3,100 3,100
167
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
WATER RECLAMATION FACILITY (WASTEWATER PLANT)
___________________________________________________________________
Program Description
The water reclamation facility budget accounts for the costs associated with the treatment of the City’s
domestic, commercial, and industrial wastewater. The Bozeman Water Reclamation Facility (WRF) is an
award-winning plant that serves to protect and enhance the water quality of the East Gallatin River.
The purpose of the water reclamation facility is to ensure strict environmental compliance by
discharging thoroughly treated water that meets or surpasses all State and Federal environmental
standards. Through its beneficial reuse program, the Bozeman WRF also maintains compliance with EPA
Part 503 Biosolids regulations. All plant biosolids are thoroughly digested and then land applied as a
beneficial fertilizer or composted for soil enhancement.
The Bozeman WRF is now nearing completion of a significant plant expansion and technology upgrade in
order to meet the growing demand for wastewater services in our community. This plant enhancement
will also enable the facility to begin removing nitrogen and phosphorus compounds as well as
conventional pollutants. To the extent possible, these plant improvements have been funded, in part, by
economic stimulus (ARRA) grants from the U.S. Environmental Protection Agency and through
wastewater impact fees.
Major Objectives
To protect and enhance the water quality of the East Gallatin River.
To consistently achieve compliance with all aspects of the city’s Montana Pollutant Discharge
Elimination System (MPDES) permit administered by the Department of Environmental
Quality.
To maintain the mechanical reliability of the water reclamation facility to ensure uninterrupted
operations.
To optimize the operational performance of each treatment process and maximize removal
efficiency.
To comply with all EPA 503 Biosolids land application requirements and regulations.
To minimize unpleasant odors.
Revenues
168
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE % CHANGE
Staffing: Full-Time Equivalents 15.87 15.87
15.87
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$993,324
$1,006,580
$1,011,358
$4,778
0%
2000 -
7599
Operating
1,664,135
1,269,922
1,371,854 101,932
8%
8000 -
8999
Capital
17,318,028
21,439,465
45,000
(21,394,465)
-100%
9000 -
9699
Debt Service
235,770 400,000
1,769,000 1,369,000
9900 -
9999
Transfers
12,856,997 - -
Total All Categories 33,068,254 24,115,967 - 4,197,212 (19,918,755) -83%
EXPENDITURES BY DIVISION
Division
5610 Facility Operations 1,817,075 2,039,252
1,970,370 (68,882) -3%
5620 Laboratory 156,560 218,240
176,789 (41,451) -19%
5630 Sludge Injection 106,378 66,010
274,553 208,543 316%
5640 Pretreatment
8,477 2,500
6,500 4,000
5650 WRF Construction
30,979,764
21,789,965
1,769,000
(20,020,965)
-92%
Total All Divisions
33,068,254
24,115,967 -
4,197,212
(19,918,755)
-83%
EXPENDITURES BY FUND
Fund
620 Wastewater Fund
19,949,238
23,715,967 -
3,793,212
(19,922,755)
-84%
630 Wastewater Impact Fees
12,856,997 400,000
404,000 4,000
100%
625 Wastewater EPA Grant 262,019 -
- - 0%
Total All Funds
$33,068,254
$24,115,967 -
$4,197,212
($19,918,755)
-83%
169
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Budget Highlights
Reach 100% completion of our BNR plant upgrade and continue to coordinate all aspects of the
Phase 1 Williams Bros Construction project. As of 2/28/11 this project element is approximately
75% complete. Total project cost ~ $36,555,965.
Reach 100% completion of our new Laboratory and Administration Building currently being
erected by Williams Bros. Construction. Move in, and begin occupying this new facility.
Total project cost ~ $1,680,000.
Reach 100% completion of our new anaerobic Digester No.3 and Solids Dewatering Building
currently being constructed by McAlvain Constructors. Start up operations and begin producing
a dewatered biosolids cake product which can be land applied or composted for beneficial reuse
of these nutrients. Total project cost ~ $5,321,792.
Purchase an upgraded skid-steer vehicle for the new facility which is capable of lifting 3000 lb
polymer totes. Estimated Cost ~ $45,000.
Anticipated Accomplishments
In FY12 our staff will continue to be engaged in a host of construction management activities as we
move closer to the completion of three simultaneous construction projects. The coordination of an
expansion project of this magnitude requires constant, daily interaction with the general contractor,
tailgate meetings with foremen from a variety of industry trades, and weekly construction meetings
with HDR and Morrison & Maierle Engineering.
The work which will be completed in 2012 represents the culmination of over 4.5 years of planning,
design, and construction in order to successfully bring a state-of-the-art treatment facility to the City of
Bozeman.
The City’s new BNR facility will include a new high efficiency bar screen and vortex grit removal system,
a new primary effluent pumping station, two new BNR bioreactor basins, a new anaerobic digester,
standby emergency power, a screw-press dewatering facility, and UV disinfection.
With the addition of our new Lachat laboratory auto-analyzer, in FY12 our WRF staff will begin analyzing
a host of new nutrient tests which were previously sent to outside labs. This is expected to save the city
over $65,000 per year.
The WRF staff will also continue its increased effort to inspect and closely monitor industrial
pretreatment activity and conduct on-site inspections. In FY12 we will continue with our expanded
program of grease trap inspections for commercial kitchen facilities and area restaurants.
170
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers
Design
Standard
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
Meet final effluent discharge permit
parameters for pH
100%
100%
100%
100%
100%
Meet final effluent discharge permit parameters for Ammonia Nitrogen
100%
100%
100%
100%
100%
Meet final effluent discharge permit
parameters for E. Coli
100%
100%
100%
100%
100%
Meet final effluent discharge permit
parameters for CBOD 5
100%
100%
100%
100%
100%
Meet final effluent discharge permit
parameters for TSS
100%
100%
100%
100%
100%
% CBOD removal (% of carbonaceous
biochemical oxygen demand removed is a
measure of the effectiveness of the plant)
85% 98% 98% 97% 97%
% of total suspended solids removed 85% 97% 97% 96% 96%
% of Acute Whole Effluent Toxicity Tests
passed on final effluent
100%
100%
100%
100%
100%
Number of Plant Bypasses 0 0 0 0 0
Meet EPA’s Part 503 Biosolids Regulations 100% 100% 100% 100% 100%
Efficiency Measurers
Design
Standard
FY09
Actual
FY10
Actual
FY 11
Projected
FY 12
Budgeted
Million gallons of wastewater flow treated per
day
(MGD)
5.78
5.50
5.52
5.60
5.65
Total gallons of wastewater flow treated per
fiscal year (MG)
2,110
2,008 2,015
2,044 2,062
CBOD Plant Loading (lbs/day) 8,580 12,517 11,888 12,200 12,400
TSS Plant Loading (lbs/day) 7,220 13,847 11,403 11,700 11,900
CBOD Total lbs removed per day 7,293 12,266
11,650 11,830 12,030
TSS Total lbs removed per day 6,137 13,570 11,061 11,230 11,430
Total O & M dollars spent per million gallons
of
wastewater flow treated per year
N/A
$862
$902
$958
$982
Total salary and benefit dollars spent per million
gallons of wastewater flow treated per
year
N/A
$398
$426
$435
$446
Total energy dollars spent per million gallons
of wastewater flow treated per year
N/A
$164
$141
$150
$184
Total O & M budget monies spent per year
(excluding depreciation)
N/A
$1,730,188
$1,817,075
$1,957,406
$2,024,737
171
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
Plant O&M Tasks
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY12
Budgeted
Preventive Maintenance &
Lubrication
855 928 940 1140+
Corrective Maintenance
73 44 60 70+
Bldg. & Grounds Maintenance
412 412 412 unknown
LAB TASKS
BNR / Nutrient Removal Process
Control Tests
4745 4745 5370 7300+
Required MPDES Regulatory Tests
6550 6550 6550 6550
Calibration of Lab Equipment
730 730 782 835+
LOADING PARAMETERS
Population Served
40,500 41,800
42,600 43,700
Influent Flow (MGD)
5.50 5.52 5.60 5.65
BOD Loading (lbs per day)
12,517 11,888 12,200 12,400
TSS Loading (lbs per day)
13,847 11,403 11,700 11,900
SLUDGE INJECTION
Biosolids Injected (Metric tons) 557
626
580
unknown
Acres Injected 413 488 452 unknown
172
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
SOLID WASTE COLLECTION
___________________________________________________________________
Program Description
The goal of the Solid Waste Collection Division is to provide safe, clean and efficient collection of both
residential and commercial solid waste.
The Division operates three front load trucks, four side load trucks, 4 roll-off trucks and two rear load
trucks. Over 13,266 tons were collected and delivered or to the Logan landfill in FY11.
The Division employs Teamster Union Operators. The Division competes with Allied Waste Services for
residential, commercial and roll-off business within the Bozeman city limits.
The Division operates a pay as you throw collection system, which establishes a direct relationship
between the amount a customer pays and the size of the tote. Thirty five, sixty five and one-hundred
gallon totes are offered to residents. The commercial section offers two, three, four, six and eight cubic
yard containers. The roll-off section offers twenty, thirty and forty cubic yard containers.
Major Objectives
To collect residential city customers’ solid waste on a weekly basis.
To service commercial customers on an as needed basis.
To promote the automated garbage collection service, which allows a customer to
choose a variable size tote, thereby awarding customers who reduce, reuse, and
recycle.
Promote the roll-off program, servicing both temporary construction projects and
stationary locations.
Promote the front-load commercial service, providing six day a week service.
173
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE %
CHANGE
Staffing: Full-Time Equivalents
14.74
14.74
14.74
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$971,672
$910,111
$929,261
$19,150
2%
2000 -
7599
Operating
1,367,298
1,136,005
1,181,987
45,982
4%
8000 -
8999
Capital
350,455
132,000 - -
(132,000)
-100%
9000 -
9699
Debt Service
- -
9900 -
9999
Transfers
- - -
Total All Categories 2,689,425 2,178,116 - 2,111,248 (66,868) -3%
EXPENDITURES BY DIVISION
Division
5810 Solid Waste Collection 2,689,425 2,178,116 - 2,111,248 (66,868) -3%
Total All Divisions 2,689,425 2,178,116 - 2,111,248 (66,868) -3%
EXPENDITURES BY FUND
Fund
640 Solid Waste Fund 2,689,425 2,178,116 - 2,111,248 (66,868) -3%
Total All Funds $2,689,425 $2,178,116 - $2,111,248 ($66,868) -3%
Budget Highlights
Complete the Solid Waste Services and Rate Design Project
Complete final closure of Class IV Cell at Story Mill Road Landfill
Anticipated Accomplishments
For FY11:
Two hundred and seventy-seven thousand miles were driven in FY11 collecting and delivering
refuse for disposal.
Continued to increase the Division’s share of residential, commercial, recycling and roll-off
customers within the city limits.
174
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Total number of collection accounts increased by 2%
Provided garbage service to 9 community events at no charge:
o Music on Main
o Bite of Bozeman
o Garage-o-Rama
o Gallatin Earth Celebration
o Fireman’s Breakfast
o Christmas Stroll
o Cruisin’ on Main Car Show
o Bobcat Pep Rally
o Cardboard Box City Event
Workload Indicators
WORKLOAD INDICATOR
CY08
Actual
CY 09
Actual
FY11
Budgeted
CY 10
Actual
FY12
Projected
Garbage Collection
Program
Residential
Commercial
Commercial Cardboard
Number of containers
emptied weekly
Number of accounts
billed***
6,779
254
*677
7,033
6,957
262
394
7,219
7,130
268
400
7,398
7,092
271
499
7,363
7,240
281
550
Yearly Tonnage Collected **11,879 *10,397 10,657 10,920 11,248
Number of Collection
Vehicles
8 7 7 7 7
*Tonnage for Calendar Year 09 dropped due to downturn in economy. **Estimate for entire year, scale
was not working at city landfill
WORKLOAD INDICATOR
CY 08
Actual
CY 09
Actual
FY11
Budgeted
CY 10
Actual
FY12
Projected
Roll-off Program
# of roll-offs serviced
633
430
400
573*
1,000**
Number of Roll-off Trucks 3 4 4 4 4
Yearly Tonnage Collected 2,117 1,782 1,800 2,346 2,774
*Property damage from hail storm on June 30, 2010. **Increase attributable to contract with Bozeman
Convenience Site & continued hail damage jobs
175
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
SOLID WASTE RECYCLING
___________________________________________________________________
Program Description
The goal of the Solid Waste Curbside Recycling program is to divert recyclable materials from the main
waste stream that would normally be landfilled and make recycling more convenient for the public.
Curbside recycling began in December of 2008. The curbside recycling truck picks up cardboard, paper,
aluminum and steel cans, and plastics from customers who are on city garbage collection services and
who choose to pay for the recycling service.
Our curbside program has exceeded the “design capacity” of the one person, one truck operation, with
over 950 weekly customers. Approximately 200 tons of recyclable materials were collected and diverted
from the landfill last year.
Major Objectives
To help minimize the amount of solid waste going to the landfill for disposal.
To facilitate the separation of recyclable materials and support the functions of the
Gallatin Solid Waste Management District.
To continue to expand the City’s curbside recycling program.
176
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents
1.00
1.00
1.00
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$62,980
$61,990
$125,419
$63,429
102%
2000 -
7599
Operating
70,065
67,250
45,175
(22,075)
-33%
8000 -
8999
Capital
-
350 -
(350)
0%
9000 - 9699 Debt Service
- - -
9900 - 9999 Transfers
Total All Categories
133,045
129,590 -
170,594
41,004
32%
EXPENDITURES BY DIVISION
Division
5940 Recycling
133,045
129,590
170,594
41,004
32%
Total All Divisions
133,045
129,590 -
170,594
41,004
32%
EXPENDITURES BY FUND
Fund
640 Solid Waste Fund
133,045
129,590 -
170,594
41,004
32%
Total All Funds
$133,045
$129,590 -
$170,594
$41,004
32%
Anticipated Accomplishments
Evaluation and rate design changes based on the results of consultant Rate Study in the summer
of 2011.
177
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
CY 08
Actual*
CY 09
Actual
CY 10
Actual
FY 11
Budgeted
FY12
Projected
Total Number of Customers 484 881 965 970 1,000
Cardboard (tons) 2.6 48.96 65.61 55 75
Paper (tons) 7.2 102.23 115.07 112
Cans (tons) 0.7 10.43 12.64 14
Plastics (tons) 0.6 15.55 19.32 17 21
Total Tons of Recyclables
collected (curbside program)
11.1 177.17 212.64 195.5 235
178
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
VEHICLE MAINTENANCE
___________________________________________________________________
Program Description
The vehicle maintenance budget unit accounts for the costs of repairing and maintaining vehicles of city
departments.
The vehicle maintenance staff consists of four full-time mechanics that are responsible for keeping the
city vehicles in proper working condition.
The vehicle maintenance budget unit operates under an internal service fund. Charges are assessed
against departments which have vehicles repaired. The receipts are deposited in the vehicle
maintenance fund and used to support salary and operating costs.
The goal of the vehicle maintenance division is to maintain vehicles and equipment in good running
condition, which will enable department personnel to perform their daily assignments safer and without
delay due to mechanical failure or breakdown. The division also emphasizes the importance of having a
well-structured preventative maintenance program online for all equipment and vehicles.
The Vehicle Maintenance Department also administers the waste oil and used antifreeze program free
of charge to the public.
Major Objectives
To maintain a sound preventive maintenance program for city vehicles.
To ensure those departmental requests to maintain city vehicles in good operating
condition are satisfied.
To maintain and utilize a sound vehicle management program including inventory,
vehicle status and operating statistics, and replacement schedules.
To maintain accurate city vehicle maintenance records (service orders) in an efficient
and easily accessible manner.
To manage and assist customers with the used waste oil and antifreeze station.
179
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents 4.00 5.00 5.00 0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$227,981
$287,929
$296,208
$8,279
3%
2000 - 7599 Operating 439,716 452,735
452,508 (227) 0%
8000 - 8999 Capital 524,864 26,500 - (26,500) -100%
9000 -
9699
Debt Service
- -
9900 -
9999
Transfers
Total All Categories
1,192,561
767,164 -
748,716
(18,448)
-2%
EXPENDITURES BY DIVISION
Division
6010 Vehicle Maintenance
1,192,561
767,164 -
748,716
(18,448)
-2%
Total All Divisions
1,192,561
767,164 -
748,716
(18,448)
-2%
EXPENDITURES BY FUND
Fund
710 Vehicle Maintenance Fund
1,192,561
767,164 -
748,716
(18,448)
-2%
Total All Funds
$1,192,561
$767,164 -
$748,716
($18,448)
-2%
Budget Highlights
For FY11:
Maintained high quality of repairs and keep comebacks at less than 1%.
ASE certification of all mechanics.
Complete construction of new shop.
Add another mechanic to the team.
Anticipated Accomplishments
Decrease the number repairs contracted out, saving the city money.
Repair and maintain City’s fleet of over 400 vehicles and equipment.
Dispose of over 9,000 gallons of used motor oil from residents.
Dispose of over 400 gallons of used antifreeze from residents.
Utilize preventative maintenance program for servicing vehicles.
Use our waste oil for fuel to heat the shop and HRDC bus barn.
180
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
Percentage of Repair/Maintenance
work Orders completed within __ days
of receipt: (Target – 95%)
--Light Equipment 4 days
--Heavy Equipment 7 days
95%
95%
95%
95%
95%
Percentage of Returns
for Rework (Target <0.5%) <0.5% .5% .5% .5% .5%
Percentage of Mechanics Certified 100% 100% 100% 100% 100%
Percentage of Waste Oil Customers
Attended to complete
100%
100%
100%
100%
100%
Percentage of Emergency Repairs Responded to within 24 hours of
Notification (Target – 24 hours)
90%
95%
95%
95%
100%
Respond to Service Requests (oil
change & lube) within 2 work days
(Target –90%)
90%
80%
80%
85%
85%
Preventative Maintenance Program
complete for City Fleet
100%
100%
100%
100%
100%
Percentage of Fleet Operational Time
by Department (Target – 95%)
--Street
--Water/Sewer
--Police
--Park/Cemetery
--Sanitation
99%
99%
99%
99%
99%
95%
98%
95%
95%
83%
95%
98%
95%
95%
85%
95%
98%
95%
95%
85%
95%
98%
95%
95%
90%
Efficiency Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
Waste Oil Customers Attended to within
(Target 5 minutes)
5 <5 <5 <5 <5
Waste Oil Attendant Disposal
(# of gallons dumped per day
33
37
36
38
40
Average Number Work Orders
processed per Mechanic labor-hour
(Target – 0.4 per hour)
0.4
0.3
0.3
0.3
0.3
Number of Vehicles/Equipment per
Mechanic
50
153
153
141
118
Average Number of Mechanic-hours
per repair
Varies 2.0 2.0 2.0 2.25
Major/minor Repairs Completed 100% 100% 100% 100% 100%
Preventative Maintenance Orders
Processed
100% 70% 70% 70% 75%
181
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
* A majority of the Service Jobs (Oil Changes) are being contracted out to be able to complete more of
the preventive maintenance schedules and essential equipments’ breakdowns.
WORKLOAD INDICATOR FY 09
Actual
FY 10
Actual FY 11
Projected FY 12
Budgeted
City Fleet – Number of Vehicles
& Equipment (approximate)
460
460
464
470
Work Orders Processed 870 1005 1435 1600
Service Jobs (Oil Changes, etc.) 113 122 130 140
Major Engine Overhauls 0 1 2 1
Transmission/Rear-end Repairs 6 3 7 7
Other Major Equipment Repairs 20 20 35 40
Gallons of Used Antifreeze Disposed 550 600 595 600
Gallons of Oil Disposed 9350 9175 9445 9500
182
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
PUBLIC WELFARE
___________________________________________________________________
The City’s Public Welfare section includes the following functions:
Cemetery
Parks
Forestry
Library
Recreation
Community Development
These functions serve to maintain facilities and provide services to citizens in areas often described as
“quality of life.” The combined financial information for this section is summarized below:
PUBLIC WELFARE FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents
62.46
60.96 1.00 62.46 2%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $2,985,090 $3,334,530 - $3,620,189 $285,659 9%
2000 - 7599 Operating 1,871,492 3,175,398 14,850 3,378,359 188,111 6%
8000 - 8999 Capital
2,009,583 332,000
50,300
540,000
157,700
41%
9000 - 9699 Debt Service
- - - - -
0%
9900 - 9999 Transfers
535,636 442,188 -
424,878
(17,310)
-4%
Total All Categories
$7,401,801
$7,284,116
65,150
$7,963,426
614,160
8%
Salaries &
Benefits
46%
Operating
42%
Capital
7%Debt Service
0%
Transfers
5%
FY12 PUBLIC WELFARE
183
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
CEMETERY
___________________________________________________________________
Program Description
The cemetery budget unit accounts for the costs of operating and maintaining the city's cemetery, which
includes 65 developed acres, and 75 undeveloped acres.
The cemetery division includes a foreman, two maintenance workers, and seasonal employees.
Employees are responsible for burials, cemetery development and maintenance.
Sunset Hills Cemetery Mission Statement
Sunset Hills Cemetery is dedicated to excellence in the provision of professional and dignified
interment services in a serene and beautiful surrounding that helps survivors through the
bereavement process. The cemetery staff is dedicated to the provision of ongoing services &
perpetual care essential to maintain the cemetery grounds in a manner that is highly regarded by
surviving family members and the citizens of Bozeman.
Major Objectives
Administrative
Develop, submit, and administer cemetery budgets in a timely manner.
Maintain computer technology to improve/enhance intra-departmental
communication(s).
Create new cemetery blocks and open lots up for sale as demand dictates.
Inform the community through publications, press releases, and advertisements of
current policies, procedures, and practices of the Sunset Hills Cemetery.
Continue safety training programs, professional development, and pro-active customer
service.
Carry out the Mission and Vision statements of the City of Bozeman.
Facilities and Grounds Maintenance
Surviving family, user, taxpayer and city commission satisfaction with the use, care, and
overall appearance of the cemetery grounds and buildings.
Provide an easily accessible, safe, and serene setting for cemetery/gravesite visitation.
Maintain and expand the underground irrigation system, as needed to fully utilize all
water resources in a conscious manner.
Keep all paved roads clear and open during winter months.
Keep the Highland Boulevard path clear during the winter work week.
Assist other Divisions in the City of Bozeman when needed or called on.
Develop new sections of the Cemetery in a manner and method consistent with the
long-term planning guidelines developed by the Cemetery Advisory Board.
Burial Services
Modernize and maintain an improved and accurate mapping and computerized grave
registration system.
184
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Continue to provide experienced and professional staff to perform essential burial
functions.
Continually strive to achieve high public/user /group satisfaction levels of all services
and activities the cemetery provides.
Make known, adhere to, and fully comply with, all laws and regulations regarding the
interment of human remains.
185
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents
5.75
5.75
5.75
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$307,501
$311,131
$360,017
$48,886
16%
2000 -
7599
Operating
65,803
99,269
88,739
(10,530)
-11%
8000 -
8999
Capital
40,362
13,000
63,000
50,000
385%
9000 - 9699 Debt Service -
9900 - 9999 Transfers 10,349 16,000
- (16,000) -100%
Total All Categories
424,015
439,400 -
511,756
72,356
16%
EXPENDITURES BY DIVISION
Division
7210 Cemetery Operations
424,015
439,400 -
511,756
72,356
16%
Total All Divisions
424,015
439,400 -
511,756
72,356
16%
EXPENDITURES BY FUND
Fund
010 General Fund
413,666
423,400 -
511,756
88,356
21%
135 Cemetery Special Revenue - -
- - 100%
800 Cemetery Perpetual Care 10,349 16,000 - (16,000) -100%
Total All Funds $424,015 $439,400 - $511,756 $72,356 16%
Budget Highlights
Dedication of Lot Sale dollars to the Perpetual Care Fund.
Re-investment of Perpetual Care interest earnings in the Perpetual Care Fund.
Capital Improvements for new Memorial Garden.
186
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measures
Standard
FY 10
Actual
FY 11
Budgeted
FY 12
Projected
Burials and disinterment’s
(Full, Ash and Columbarium)
As scheduled 100% 100% 100%
Grave reclamation and repair:
(Compaction, level and re-sod)
As needed
(25-30x/yr)
50% 50% 50%
Mowing:( weather-related, mower
breakdowns)
Formal Cemetery
Cemetery trails and perimeter
1 X wk
2 X yr.
60%
50%
60%
100%
80%
100%
Fertilization (before Memorial Day & in
Fall)
Formal cemetery
2 X Yr
50%
50%
34%
Irrigation – Entire formal cemetery
(above ground pipes and automated)
3x/week-or-
As needed
50%
75%
75%
Herbicide Applications:
Formal cemetery
Undeveloped area perimeter
2x/yr.
2x/yr.
50%
75%
50%
80%
75%
80%
Leaf Mulch & pinecone removal
(weather related)
1x/yr.
(in the fall)
70% 70% 75%
Weed eating (Breakdowns, workload)
All of cmtry
2x/yr
50% 75% 75%
Police Grounds (flower & trash removal) 1x/yr
(in the fall)
75%
80%
80%
Tree and hedge maintenance 5 Days per
wk
60% 80% 80%
Response to Complaints and questions: Within 2 days 100% 100% 100%
Response to: Memorial and Resolution
Compliance
Within 2 days 100% 85% 85%
Plowing Highland and Park sidewalks:
(weather and workload related)
Completed by
10AM
75% 75% 75%
Plow all roads within the cemetery:
(weather and workload related)
Completed by
10AM
75% 75% 75%
Assist Parks: plowing parking lots:
(weather and workload related)
Same day of
snow
50% 50% 50%
187
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
FY 10
Actual
FY 11
Budgeted
FY 12
Projected
Burials- Full and Ash
161 150 170
New lot development
150 232 162
Grave repairs and reclamation
20 25 25
Formal Turf Acres-acres mowed and
irrigated weekly
51 53 53
Undeveloped Acres-
54 54 54
Miles of Trails
1 1 2
Miles of trails, sidewalks to plow
4 4 5
Number of User Agreements
1 1 1
Number of Volunteer Projects
2 2 4
Number of parking lots to plow
10 11 11
Herbicide application- formal acres
51 53 53
Herbicide application – acres-undeveloped
5 5 8
Restrooms
1 1 1
Parking Lots 2 2 2
188
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
PARKS
___________________________________________________________________
Program Description
The Parks budget unit accounts for the costs of operating, developing and maintaining city parks and
other city property.
Section 7-16-4103 MCA authorizes the city to establish parks and playgrounds and provides for methods
of financing the improvements.
The Parks Department develops, maintains, and cares for park buildings and restrooms, playground
equipment, picnic facilities, sports fields, trail system, natural areas, skating rinks, tennis courts,
swimming/boating ponds and other related equipment and facilities.
The Parks Department, along with the Street Department, is responsible for snow removal on all public
sidewalks adjoining parks and street rights-of-way designated as the City’s responsibility.
Major Objectives
o To maintain the city's parks in a condition of which the city would be proud.
o To participate in the implementation of the master plans for parks approved in 1992.
o To acquire and develop new parks and continue to keep pace with the growth of Bozeman by
providing an adequate number of sports fields.
o To continue adding, upgrading, and maintaining safe, quality sports fields and playground
equipment to the city's parks.
o To provide expanded maintenance to restrooms, litter control, pet waste disposal, turf care, and
playground equipment.
o To improve, maintain and expand the trail system.
o To oversee and coordinate volunteer, grant funded and neighborhood park improvement
projects.
o To assist other Divisions in the City of Bozeman as needed or as directed.
189
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 13.45 13.45 13.45 0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$672,362
$678,633
$656,582
($22,051)
-3%
2000 - 7599 Operating 374,168 360,505
453,235 92,730 26%
8000 - 8999 Capital 382,841 25,000
30,000 5,000 20%
9000 -
9699
Debt Service
-
-
9900 -
9999
Transfers
100,000 -
- -
0%
Total All Categories
1,529,371
1,064,138 -
1,139,817
75,679
7%
EXPENDITURES BY DIVISION
Division
7610 Parks Operations
1,529,371
1,064,138 -
1,139,817
75,679
7%
Total All Divisions
1,529,371
1,064,138 -
1,139,817
75,679
7%
EXPENDITURES BY FUND
Fund
010 General Fund
1,300,461
1,027,138 -
1,127,817
100,679
10%
108 Community Transportation - - - -
128 FWP Management Areas 13,456 -
- - 0%
136 Parks Special Revenue
714
12,000
12,000 -
0%
144 Cash In Lieu of Parkland - - - -
184 Park Improvement Grants 62,339 100,000 - (100,000) -100%
129 ARRA Projects 86,448 25,000 - (25,000)
558 Story Mansion Rehabilitation
65,953 -
- -
Total All Funds
$1,529,371
$1,164,138 -
$1,139,817
($24,321)
-2%
Budget Highlights
Security Services re-instated; Plan for Police & Fire Department participation was not
successful.
Mowing & Snowplowing contracts $10,500
190
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Effectiveness Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Projected
Mowing (Older mowers- increased
breakdowns)
Core Parks
Sports Fields Natural Parks
1 X wk
2 X wk
2 X Yr
85%
85%
85%
85%
85%
85%
80%
80%
80%
80%
70%
80%
Fertilization (reduced fertilizer budget)
Core Parks
Sports Fields
Neighborhood Parks
2 X Yr
3X Yr
1X Yr
33.3%
50%
10%
33.3%
50%
0%
25%
50%
0%
25%
50%
0%
Irrigation – Activate all systems
(Problems related to winter-i.e. cracked
pipes.)
May 15
All Parks
50%
75%
75%
60%
Irrigation – Winterize all systems
(Keeping on for user groups and early snow)
Oct 31
All Parks
100% 80% 80% 80%
Leaf Mulch & Pickup (Good weather helps) All Parks 60% 60% 65% 65%
Playground Inspection (Workload increase,
lost
2 people 3 days a week, garbage and restrooms)
1 X wk 80% 35% 35% 35%
Playground Repairs Same Day 75% 75% 75% 75%
Trails
Inspections (Good help)
Maintenance(Added trail projects, lack of
equip)
2 X mo.
2 X yr
20%
40%
20%
40%
30%
40%
30%
40%
Weed Control (Wet, windy spring hindered
apps)
Round-up
Broadleaf
Noxious
3 X yr
2 X yr
2 X yr
50%
50%
40%
50%
50%
40%
40%
40%
40%
40%
30%
30%
Weed eating (Breakdowns, workload) Bi-Weekly 70% 50% 50% 50%
Garbage Collection (Good help) 7 Days per
wk
90%
85%
85%
85%
Police All Grounds (Workload, lack of help) 5 Days per wk 20% 10% 15% 15%
Building Maint / Repairs (Workload, lack of
help)
Same Day 50% 45% 45% 40%
Restrooms / Clean & Maintain (Lack of help) 7 Days per
wk
80% 50% 50% 50%
Response to Complaints Within 2
days
90% 90% 90% 90%
Sidewalk Plowing (Intermittent breakdowns) Complete
walks by
10am
75% 75% 70% 70%
191
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Workload Indicators
WORKLOAD INDICATOR
FY 10
Actual
FY 11
Budgeted
FY 12
Projected
FY 13
Projected
Park Reservations per year
280 280 300 320
Formal Turf Acres
120 120 125 125
Natural Parkland Acres
205 205 210 220
Miles of Trails
51 54 55 55
Number of Park Fund Grant Projects
18 0 allotted
8 active
15 20
Number of User Agreements
14 14 14 16
Number of Volunteer Projects
5 2 2 2
Miles of Sidewalks to Plow
*2 routes, 16-17 miles to drive each route.
6 8 8 10
Baseball/Softball fields
16 16 16 16
Number of Playgrounds City maintained
17 20 22 24
Number of Playgrounds HOA maintained
11 11 11 11
Number of Ice Rinks
4 4 4 4
Weed Spraying – Acres-undeveloped
165 165 165 165
Weed Spraying – Acres-developed
118 118 118 118
Garbage Collection / Number of Cans
135 135 140 145
Dog Sanitation Stations
38 40 42 42
Picnic Tables
127 127 127 127
Pavilions/Shelters
11 11 12 12
Restrooms
13 13 13 13
Parking Lots
12 13 14 14
192
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
FORESTRY
___________________________________________________________________
Program Description
The tree maintenance district budget unit accounts for the costs of maintaining the city's trees.
The tree maintenance district is financed by a special assessment on all properties within the City of
Bozeman. The use of the funds generated by the assessment is limited to maintaining existing trees on
city-owned properties, the planting of new trees on city-owned properties within the city limits and
maintenance of the City’s Tree Inventory.
The tree maintenance district is accounted for in a special revenue fund. Any revenues collected and
not expended will remain in the tree maintenance district fund and will be available for appropriation in
a subsequent year.
Major Objectives
To provide systematic pruning and protection for Bozeman's public trees.
To remove or correct all hazardous tree conditions.
To identify and correct sight distance, traffic sign, and sidewalk clearance problems related to trees and hedges.
To detect, identify, and eradicate harmful tree insects and disease.
To establish and perpetuate master tree plan for all public areas.
To implement the arboricultural specifications manual.
To maintain and update a city-wide tree inventory.
To pursue state and federal grants for forestry related activities.
To coordinate the city’s cost share tree and other planting programs.
To provide educational materials to the public on the care and maintenance of trees and the benefits of a
healthy urban forest.
To assist other Divisions in the City of Bozeman when called on or as needed.
To continue to promote Arbor Day activities and Tree City USA certification
Continue International Society of Arboriculture certification and staff education.
Revenues
193
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents
4.60
4.60
4.60
0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$311,101
$315,202
$326,666
$11,464
4%
2000 -
7599
Operating
84,231
118,424
14,850
112,786
(20,488)
-15%
8000 -
8999
Capital
16,925 -
50,300 -
(50,300)
-100%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories
412,257
433,626
65,150
439,452
(59,324)
-12%
EXPENDITURES BY DIVISION
Division
7710 Tree Maintenance
412,257
433,626
439,452
5,826
1%
Total All Divisions
412,257
433,626 -
439,452
5,826
1%
EXPENDITURES BY FUND
Fund
112 Tree Maintenance District
412,257
433,626 -
439,452
5,826
1%
Total All Funds
$412,257
$433,626 -
$439,452
$5,826
1%
Budget Highlights
For FY12:
100 Cost Share Trees $7,000
Continued Dead Tree Replacement Vouchers (200) $7,500
10 Trees Planted in Boulevards Fronting Open Space $1,000
Anticipated Accomplishments
Continued cyclic pruning of boulevard, park and cemetery trees.
Continued trimming for sidewalk clearance, traffic signs, sight triangles and construction
projects.
194
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Continue Cost-Share and voucher program of 300 trees planted.
Continue ISA Certified Arborist education.
Provide information to the public on appropriate planting practices, species selection, code
requirements related to public and private tree plantings, and the benefits of the urban forest.
Increased effectiveness of the Planting Permit process with Planning and Building Departments.
Integrate GPS technology into new tree inventory program.
Continue Arbor Day activities and Tree City USA accreditation.
Work injury free.
Continued use of alternative fuels when available and affordable.
Promote use of trees in Storm Water management.
Continue “Welcome to Home Ownership” free tree program
Performance Measures
Effectiveness Measurers
Standard
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
Response to citizen requests within two
days
Assessed and Prioritized.
100%
90%
90%
95%
95%
Response to Emergency Call Outs – on
site within an hour
100%
100%
100%
100%
100%
Response to Damage – within a day
Assessed and Prioritized
100%
95%
95%
95%
95%
Survey for hazardous tree situations Bimonthly 95% 95% 100% 100%
Maintain and update tree inventory Bimonthly 20% 50% 75% 75%
Workload Indicators
WORKLOAD INDICATOR
FY 09
Actual
FY 10
Actual
FY 11
Projected
FY 12
Budgeted
Trees Trimmed
225 200 200 250
Trees Removed
160 120 300 200
Trees Planted-Total
150 110 110 110
195
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Emergency Storm Damage Tons
18 10 10 10
Christmas Trees – Tons
Chipped and Composted
40
35
35
35
Trees Planted
Cost Share
Vouchers
Nursery
Tree Spade, Arbor Day, misc
100
80
6
100
80
10
100
200
10
100
200
10
Sidewalk, sight triangle, or street sign
encroachments addressed
460
550
400
400
Planting Permits 50 75 75 75
DRC Reviews 150 75 75 80
Vandalism 10 10 10 10
Service Requests 650 400 400 750
Trees Inventoried 6 1600 2000 2000
196
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
LIBRARY
___________________________________________________________________
Program Description
The library budget unit accounts for the costs associated with operating and maintaining the city's public
library. Approximately one-third of the library’s budget is off-set by county funds.
Library Mission Statement
The Bozeman Public Library provides the community with free, open and equal access to general
information on a broad array of topics; resources to promote personal growth and lifelong learning;
popular materials to meet cultural and recreational needs; and the training needed to find, evaluate and
use information effectively.
Major Objectives
o To provide effective and efficient management of the Bozeman Public Library.
o To provide a dynamic collection of library materials in all formats to meet the informational,
educational, and recreational needs of all residents of the library's service area.
o To provide children's programming that will encourage use of the library by children and
their parents, and foster a life-long interest in reading and learning.
o To provide courteous, accurate and timely check-out, check-in, and re-shelving of library
materials.
o To insure that new materials are ordered, cataloged, processed, and made available for
public use in an accurate and timely manner.
o To provide professional, quality, and courteous service by ensuring that the knowledge and
skills of library staff are kept up-to-date through on-the-job training, workshops, seminars,
conferences, and reading professional journals.
o To publicize library services and programs through a coordinated marketing plan.
197
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 21.66 21.16 - 21.66 2%
EXPENDITURES BY
CATEGORY
Category
1000 - 1999 Salaries, Benefits & Overtime $1,045,078 $1,280,563
$1,338,188 $57,625 4%
2000 -
7599
Operating
297,819
325,654
341,605
15,951
5%
8000 -
8999
Capital
1,326,327 -
31,000
31,000
100%
9000 -
9699
Debt Service
9900 -
9999
Transfers
Total All Categories
2,669,224
1,606,217 -
1,710,793
104,576
7%
EXPENDITURES BY DIVISION
Division
7810 Library Operations
570,038
483,708
513,130
29,422
6%
7820 Technical Services
248,778
255,790
302,913
47,123
18%
7830 Information Services 222,612 262,603
288,441 25,838 10%
7840 Children's Services 163,992 194,902
203,394 8,492 4%
7850 Circulation Servicecs
259,429
409,214
402,915
(6,299)
-2%
7899 Library Construction
1,204,375 -
- -
0%
Total All Divisions
2,669,224
1,606,217 -
1,710,793
104,576
7%
EXPENDITURES BY FUND
Fund
010 General Fund
1,462,972
1,598,317 -
1,702,893
104,576
7%
137 Library Special Revenue
1,877
7,900
7,900 -
0%
542 Library Construction
1,204,375 -
- -
0%
Total All Funds $2,669,224 $1,606,217 - $1,710,793 $104,576 7%
Anticipated Accomplishments
198
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Performance Measures
Efficiency Measurers
(workload/FTE – based on 19.66 FTE)
Standard
FY 09
Actual
FY10
Actual
FY11
Projected
FY12
Budgeted
Circulation of Materials
20,000 30015 31734 32854 38264
Registered Borrowers
1,000 1386 1362 1317 1346
Total volumes
4,000 6223 6285 6626 6672
Reference transactions
2,000 5273 4962 4993 5143
Interlibrary loan transactions
200 176 316 216 184
Children’s program attendance
650 885 979 1052 1158
Workload Indicators
WORKLOAD INDICATOR
FY 09
Actual
FY10
Actual
FY11
Projected
FY12
Budgeted
Library Materials Circulated
635133 671501 753462 828808
Children's Programs Provided
508 630 649 668
Attendance at Children's Programs
18735 20772 22794 25073
Reference Questions Answered
111590 104995 108145 111389
Interlibrary Loan Transactions
3730 6693 4686 3989
Registered Borrowers
29329 28817
28528 29161
New Library Materials Cataloged
13374 10854 14757 16085
Materials Reserved
9521 40809 12265 13859
Materials Renewed
44156 45480 42849 44991
199
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
RECREATION
___________________________________________________________________
Program Description
Recreation Administration
The City of Bozeman Recreation Department provides recreation opportunities for the entire community. In
addition, the Department assists the Recreation and Parks Advisory Board and other recreation groups in
anticipating recreation demands and providing services that the City cannot do on their own. The department
provides additional opportunities for the citizens through its operation of the Beall Park Recreation Center and
Lindley Center.
Recreation Programs
The Recreation Department offers summer programs, which teach children lifelong skills as well as healthy living
habits. The Department offers preschool age programs year-round, programs for elementary age children when
they are out of school, T-Ball, Letters/Phone calls from Santa, Snowfest, the Easter Egg Hunt and backpacking
opportunities. The Department also has activities for seniors.
Swim Center
The Swim Center is the City’s 50 meter indoor aquatic facility. Safety, fitness, and recreational programs are
offered year round at affordable rates. The Swim Lesson Program ensures the health and well-being of individual
city residents and larger school groups by providing swim technique training and instruction in basic water safety.
The program also contributes to life-long fitness and health by introducing patrons to the many opportunities
available. The Fitness program provides encouragement and opportunity to individuals of all ages in programs
such as water fitness, water jogging, and lap swimming. The Aquatics Recreation program helps fight childhood
obesity by encouraging families to actively recreate together and by offering diversions such as a hot tub, water
slide, diving board, pool toys, dive-in movies, inner-tubes and Family Night Specials. The Professional Water Safety
program trains local and area lifeguards, swim instructors, and professional rescuers, thus promoting and sharing
the basics of water safety with the entire community. The Swim Center serves as a rental facility for user groups
such as the State Champion High School Swim Team, the Bozeman Barracudas age-group Swim Team, the
Bozeman Stingrays Synchronized Swim Team, the Bozeman Masters Swim Club, SCUBA, kayak groups, scouts, and
military groups.
Bogert Pool
Bogert Pool was built in 1939, and after 69 years is still a family tradition. This great facility is staffed with
professional and fun lifeguards who provide a wide variety of aquatic activities. Bogert Pool features a 26' triple-
tube water slide that offers three levels of excitement. This slide is located on the south sunning and observation
deck. The pool also features a slide for preschool age children. Bogert Pool offers one of the best learn-to-swim
programs for youth ages 3 months to 15 years in the country. We guarantee children age 7 and up will be able to
swim 5 yards on their front and back after the first set of lessons or lessons are free until they can do so. The pool
offers lap swimming, swim team workouts, water fitness, and recreation swimming for all ages. Bogert Pool serves
as a rental facility for the Bozeman Barracudas age-group swim team and the Bozeman Masters Swim Club.
Special Events such as the Goldfish Swim, Family Pizza Nights, Moonlight and Midnight Swims, and the Dog Swim
make Bogert a desired and affordable venue for family recreation.
200
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Major Objectives
Recreation Administration and Programs
To improve conditions in our community by offering recreation opportunities that enhance the
quality of life.
Through our recreation programs enhance individual respect and acceptance of people of
different ages, abilities, income levels, races, religions, cultures and beliefs.
To offer opportunities for people of all abilities to experience fun, socialization, challenges,
community awareness, life-long learning and family involvement.
To provide opportunities that will promote health, well-being, relaxation, and assist in the
reduction of stress.
To provide recreation activities that are essential to the development of our youth. Our
recreation programs offer opportunities for youth to build self-esteem, self-reliance, positive
self-images, resiliency factors, lifetime skills, leadership, reduce negative social activity,
encourage cooperation and provide exposure to the arts, sports, science and nature.
To provide economic benefits to the city by generating revenue for the general fund, the
business community and by reducing community healthcare costs.
To train a productive, efficient and effective workforce.
Aquatics: Swim Center and Bogert Pool
“For all your fun and fitness needs.”
To provide a safe, clean and user-friendly facility.
To provide affordable recreational and fitness opportunities for families to interact in an
aquatics environment.
To provide children affordable opportunities for supervised, safe play during non-school hours.
To offer individuals, especially seniors, the opportunity to improve and or maintain their
physical health and provide social opportunities so they may prolong independent living in
addition to living longer.
To train the community, ages 3 months and older, in current swimming technique and how to
be safe in and around the water.
To schedule the aquatic facilities at an affordable rate for groups; i.e. swims teams,
synchronized swim team, SCUBA, kayak, and others.
To offer a setting for individuals to have a sense of accomplishment, be creative, and improve
their psychological well-being.
To provide aquatic recreation opportunities for teenagers so as to reduce negative social
activity.
To offer leadership, social and work skills for teenagers, i.e. Junior Leader, Junior Guard and
lifeguard programs.
201
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 15.00 15.00 15.00 0%
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
$601,486
$704,362
$769,331
$64,969
9%
2000 - 7599 Operating 393,799 498,646
453,894 (44,752) -9%
8000 - 8999 Capital 243,128 294,000
416,000 122,000 100%
9000 -
9699
Debt Service
9900 -
9999
Transfers
Total All Categories
1,238,413
1,497,008 -
1,639,225
142,217
10%
EXPENDITURES BY DIVISION
Division
8010 Recreation Operations
635,699
725,845
758,265
32,420
4%
8020 Swim Center
464,742
452,083
280,888
(171,195)
-38%
8030 Bogert Pool
62,981
196,130
469,100
272,970
139%
8040 Facilities: Lindley, Beall, & Story
59,784
100,465
116,572
16,107
16%
8050 Recreation Programs 15,207 22,485
14,400 (8,085) -36%
Total All Divisions
1,238,413
1,497,008 -
1,639,225
142,217
10%
EXPENDITURES BY FUND
Fund
010 General Fund 1,199,322 1,464,156 - 1,603,550 139,394 10%
133 Recreation Special Revenue Fund
13,472
1,000
1,000 -
0%
189 Story Mansion Operating Fund
25,619
31,852
34,675 2,823
9%
Total All Funds
$1,238,413
$1,497,008 -
$1,639,225
$142,217
10%
Budget Highlights
FY 11 BUDGET HIGHLIGHTS
o Replace Natatorium lighting and pool main pumps at Swim Center
o Replace Bogert Pool filtration system
o Replace ADA chairlifts at both pools
202
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Anticipated Accomplishments
FY 11 ANTICIPATED ACCOMPLISHMENTS
Implement new Adult programs
Propose fee schedule for Adult programming.
Develop full time positions in Aquatics and reduce number of part time positions
Continue to maintain Bogert Pool until budgeting allows for needed improvements
Complete Swim Center UV Disinfection System Installation.
203
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
COMMUNITY DEVELOPMENT
___________________________________________________________________
Program Description
Economic Development:
Tax Increment Financing:
The Downtown Improvement District, Northeast Improvement District, and North 7th Improvement
District accounts for the costs of the Improvement District Boards and their activities. The City
Commission appointed an Urban Renewal Study Committee representing a broad cross-section of
Gallatin Valley interests including city and county residents, the School District, business, and city and
county residents.
American’s with Disabilities:
The Americans with Disabilities Act (ADA) was signed into law on July 26, 1990. The act provides
comprehensive civil rights protection for people with disabilities. The law prohibits covered entities,
including the City of Bozeman, from excluding people from jobs, services, activities or benefits based on
disability.
Structures:
The city completed a self assessment evaluation of all programs and services for accessibility. These self
assessments were supplemented by an inventory of all city owned facilities pursuant to an Adaptive
Environments Center and Barrier Free Environments checklist, which strictly follows Americans with
Disabilities Act Accessibility Guidelines. Remedial actions range from simply relocating activities to
reconstructing certain facilities to assure compliance. The problems are being approached on a priority
basis as follows:
PRIORITY 1: PROVISION OF AN ACCESSIBLE ENTRANCE
PRIORITY 2: PROVISION OF ACCESS TO GOODS AND SERVICES
PRIORITY 3: USABILITY OF REST ROOMS
PRIORITY 4: ADDITIONAL ACCESS PROVISION
Economic Development Revolving Loan Fund:
The Economic Development Revolving Loan Fund division accounts for the costs of administration and
use of program income received from the pay back of various Economic Development Community Block
Grant awards.
City Commission Resolution #2852 provides that the program income earned from the various Economic
Development Grants the city has received from the Department of Commerce shall be utilized in
compliance with the guidelines established by the resolution, which includes a loan limit of $100,000.
Interest earnings and income generated from future investments will continue to be reinvested in the
fund and those funds will be loaned to local businesses for the purpose of furthering economic
development in the Bozeman Jurisdictional Area.
The functions necessary for this administration include solicitation and review of applications; assisting
the Loan Review Committee in the selection of proposals; preparations of necessary legal documents;
204
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
and project monitoring. The city has contracted with Prospera, Inc. to perform these administrative
functions and with HRDC to monitor the number and type of jobs created and filled.
Housing Revolving Loan Fund:
The revolving loan fund budget unit accounts for the costs of administration and use of program income
received from the 1984 Community Development Block Grant Program.
City Commission Resolution No. 2736 provides that the program income earned from the 1984 CDBG
Program shall be utilized to further the housing efforts initiated by the City Commission. No greater
than 18% of the program income earned may be utilized for administration of the fund. The remaining
funds are utilized to assist low and moderate income people, rehabilitate selected housing projects
through the use of low-interest loans, or in certain cases, grants. The fund is currently administered by
HRDC under contract with the City of Bozeman.
The functions necessary for this administration include recruitment of eligible property owners for
participation in the program; assist the Community Affordable Housing Advisory Board in the selection
of proposals; preparation of work write-ups, bids, and cost estimates; assistance in selecting
contractors; performance of site inspections; completion and filing of appropriate loan papers; and
payment to the contractors.
Major Objectives
Tax Increment Financing:
To strengthen the economic vitality of Urban Renewal Districts.
To recognize that community partnership is fundamental to district success.
To improve the safety, security and health of the districts.
To improve accessibility.
To facilitate diversity.
To weigh the cost of projects against their benefits.
To make the districts more user friendly.
To continuously improve the image of the districts.
To nurture and expand cultural activities within the districts.
American’s with Disabilities:
To comply with the Americans with Disabilities Act with respect to structures, programs, access to goods
and services, and other provisions of the act.
Economic Development Revolving Loan Fund:
To receive, process, and administer loans in compliance with established guidelines.
To work closely with the Gallatin Development Corporation, Capital Opportunities, and lending
institutions to keep businesses advised of the eligibility requirements and the availability of funds.
To assist the Loan Review Committee in reviewing applications and selecting recipients of loans.
To continually upgrade guidelines as the need occurs.
Housing Revolving Loan Fund:
To recruit eligible property owners for participation in the housing program.
To assist the Community Affordable Housing Advisory Board in the selection of proposals.
To prepare work write-ups, bids, and cost estimates and work closely with local contractors.
To perform on-site inspections of work being completed, in conjunction the city building officials.
205
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
To complete and file appropriate loan papers.
To consult with local banking institutions regarding the possibility of combining funds for larger projects.
To coordinate activities with the finance and building departments.
To monitor the repayment of loans made & assure the on-going strength of the program.
To develop a list of affordable housing priorities each year for presentation to the City Commission.
Community Development:
Enhance community involvement through the facilitation of neighborhood meetings.
Administer the TEA-21 program, and provide administrative oversight of the CDBG program.
Support city staff with grant application guidance and assistance as needed.
Promote city economic development and housing activities.
Provide additional citizen board support as needed.
Administer the City’s Work Force Housing Program.
206
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE %
CHANGE
Staffing: Full-Time Equivalents 2.00 1.00 1.00 2.00 100%
EXPENDITURES BY CATEGORY
Category
1000 - 1999 Salaries, Benefits & Overtime $47,562 $44,639
$169,405 $124,766 256%
2000 -
7599
Operating
655,672
1,772,900 -
1,928,100
155,200
9%
8000 -
8999
Capital
- -
- -
0%
9000 -
9699
Debt Service
- -
- -
9900 -
9999
Transfers
425,287
426,188
424,878
(1,310)
100%
Total All Categories
1,128,521
2,243,727 -
2,522,383
278,656
12%
EXPENDITURES BY DIVISION
Division
8210 Downtown Improvement District 734,584 2,120,188
2,118,878 (1,310) 0%
8220 Americans With Disabilities - -
- - 0%
8230 Urban Redevelopment & Housing
122,924
54,400
54,400 -
0%
8240 Economic Development
187,456 - -
280,282
280,282
100%
8250 Grants 83,557 69,139 - 68,823 (316) 0%
Total All Divisions 1,128,521 2,243,727 - 2,522,383 278,656 12%
EXPENDITURES BY FUND
Fund
010 General Fund
49,937
53,639 -
349,105
295,466
551%
116 Downtown TIF District
522,276
1,426,188
1,424,878
(1,310)
0%
119 Economic Development - -
- -
118 &
120
Community Housing
108,524
40,000
40,000 -
0%
121 Housing Revolving Loans
14,400
14,400
14,400 -
0%
130 Americans With Disabilities Fund - - - -
143 N 7th Corridor TIF District 105,926 505,000
505,000 - 0%
144 NEURD TIF
16,641
75,000
75,000 -
0%
145 Mandeville Farm TIF District
3,854 -
- -
176 Business Improvement District
85,887
114,000
114,000 -
0%
142 Climate Protection
29,620
15,500
Total All Funds
$1,128,521
$2,243,727 -
$2,522,383
$278,656
12%
207
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
OTHER
___________________________________________________________________
This section of the budget includes the following functions:
Non-Departmental
General Obligation Bonds
Special Improvement District & Tax
Increment District Bonds
Many of these budgeted items are not specific to an existing city department or function, or are related
to bond payments for community infrastructure. The combined financial information for this section is
summarized below:
OTHER FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12
RECOMM
$ CHANGE %
CHANGE
Staffing: Full-Time Equivalents - - - -
EXPENDITURES BY
CATEGORY
Category
1000 - 1199 Salaries & Overtime - - - - - 0%
2000 - 7599 Operating $3,717,831 $5,631,646 - $5,809,291 $177,645 3%
8000 - 8999 Capital
55,198 - - - -
9000 - 9699 Debt Service
1,818,157
2,664,864 -
2,669,076 4,212
0%
9900 - 9999 Transfers
5,888,166
4,188,285 -
2,355,219
(1,833,066)
-44%
Total All Categories
$11,479,352
$12,484,795 -
$10,833,586
($1,651,209)
-13%
Salaries,
Benefits &
Overtime
0%
Operating
53%
Capital
0%
Debt Service
25%
Transfers
22%
FY12 OTHER
208
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
NON-DEPARTMENTAL
___________________________________________________________________
Program Description
The non-departmental program accounts for expenditures that are not associated with a specific city
department. Examples include insurance premiums paid by the city, costs of leave pay-outs for
terminating employees, contingency funds, etc.
Major Objectives
To accurately budget and account for non-departmental costs.
209
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE %
CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
- -
- -
0%
2000 -
7599
Operating
3,717,831
5,631,646 -
5,809,291
177,645
3%
8000 -
8999
Capital
55,198 -
- -
9000 -
9699
Debt Service
- -
9900 - 9999 Transfers 5,888,166 4,188,285 - 2,355,219 (1,833,066) -44%
Total All Categories 9,661,195 9,819,931 - 8,164,510 (1,655,421) -17%
EXPENDITURES BY DIVISION
Division
8910 Insurance
3,584,039
3,835,776
3,820,891
(14,885)
0%
8920 City Band
4,500
6,000
6,000 -
0%
8940 Other/Contingencies
-
1,709,087 -
1,900,000
190,913
11%
8960 Transfers
5,888,166
4,188,285 -
2,355,219
(1,833,066)
-44%
8970 Senior Transportation 76,586 80,783
82,400 1,617 2%
8980 General 107,904 - - - - 0%
Total All Divisions 9,661,195 9,819,931 - 8,164,510 (1,655,421) -17%
EXPENDITURES BY FUND
Fund
010 General Fund
2,941,624
2,512,719 -
2,629,891
117,172
5%
103 Permissive Medical Levy Fund
1,616,277
1,962,219
1,962,219 -
0%
104 Liability Insurance Fund
424,662
464,696
-
(464,696)
-100%
105 PERS Pension Fund
429,274
476,713
-
(476,713)
-100%
106 Police Pension Fund
466,236
492,421
-
(492,421)
-100%
107 Fire Pension Fund 307,863 340,380 - (340,380) -100%
175 Senior Transportation 76,586 80,783
82,400 1,617 2%
185 Insurance Proceeds - -
- - -
720 Employee Health Insurance
3,291,038
3,490,000
3,490,000 -
0%
Total All Funds 9,661,195 9,819,931 - 8,164,510 (1,655,421) -17%
210
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Budget Highlights
The budget includes the following general fund items:
General fund contribution to the band $6,000.
Contingency appropriation $150,000.
Transfer to Police & Fire (state contributions to retirement systems) $1,750,000.
The budget includes the following Special Revenue Fund items:
Transfer from Permissive Medical Levy Fund to the General Fund $1,962,219.
Mill levy for senior transportation $82,400.
The budget includes the following Health Medical Insurance Fund items:
Appropriation authority of $3,490,000 for health/medical claims and an administrative cost allocation.
211
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
GENERAL OBLIGATION (G.O.) BONDS DEBT SERVICE
___________________________________________________________________
Program Description
The General Obligation Bond division accounts for debt service payments associated with the
transportation general obligation bonds.
The $5 million transportation general obligation bonds were sold on April 4, 1995.
The first series of library general obligation bonds were sold in December 2002. The second
library general obligation bonds were sold in April 2003. Both series were part of the voter-
approved levy that was approved in November 2002.
Major Objectives
To accurately account for principal and interest payments on general obligation bonds.
To maintain adequate fund balance levels in the two debt service funds.
Budget Highlights
The transportation bonds will be paid off on July 2014.
The 1st series library bonds will be paid off on July 2021.
The 2nd series library bonds will be paid in fill in July 2021.
212
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY
CATEGORY
Category
1000 - 1999 Salaries, Benefits & Overtime - 0%
2000 - 7599 Operating - - - 0%
8000 -
8999
Capital - 0%
9000 -
9699
Debt Service
$732,320
$738,676
$744,198
$5,522
1%
9900 -
9999
Transfers
Total All Categories
732,320
738,676
-
744,198
5,522
1%
EXPENDITURES BY DIVISION
Division
9310 G.O. Bonds 732,320 738,676 744,198 5,522 1%
Total All Divisions
732,320
738,676
-
744,198
5,522
1%
EXPENDITURES BY FUND
Fund
301 Library Bonds 315,485 318,566 - 316,132 (2,434) -1%
302 Transportation Bonds
416,835
420,110
428,066
7,956
2%
Total All Funds $732,320 $738,676 - $744,198 $5,522 1%
213
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
SPECIAL IMPROVEMENT DISTRICT (SID) REVOLVING FUND
___________________________________________________________________
Program Description
The SID Revolving Fund was established pursuant to Section 7-12-4221 MCA. This law states in part: “The Council
or commission of any city or town which has heretofore created or may hereafter create any special improvement
district or districts for any purpose may in its discretion create, establish, and maintain by ordinance a fund to be
known and designated as the special improvement district revolving fund in order to secure prompt payment of
any special improvement district bonds or sidewalk, curb, and alley approach warrants issued in payment of
improvement made therein and the interest thereon as it becomes due.”
Major Objectives
o To secure prompt payment of any special improvement district bonds or sidewalk, curb, and alley approach
warrants issued in payment of improvements made therein and the interest thereon as it becomes due.
o To meet the requirements of state law.
214
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime $ -
1200 -
1299
Benefits -
2000 - 7599 Operating - -
8000 - 8999 Capital -
9000 -
9699
Debt Service - -
9900 -
9999
Transfers
Total All Categories $ - $ - $ - $ - $ -
EXPENDITURES BY DIVISION
Division
9510 SID Bonds Principal $ -
Total All Divisions $ - $ - $ - $ - $ -
EXPENDITURES BY FUND
Fund
300 S.I.D. Revolving Fund $ - $ - $ - $ - $ -
Total All Funds $ - $ - $ - $ - $ -
215
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
SPECIAL IMPROVEMENT DISTRCT (SID) & TAX INCREMENT FINANCE (TIF)
DISTRICT BONDS AND DEBT SERVICE
___________________________________________________________________
Program Description
The Special Improvement District (SID) & Tax Increment Finance (TIF) bond budget unit is used to
account for the payments of principal and interest on the various special improvement district and
sidewalk bonds.
Section 7-12-4102 MCA authorizes the city to create special improvement districts and 7-12-4206
authorizes the payment to be made from the fund.
The city issues special improvement district bonds, assesses property taxpayers for the costs, collects
the assessments, and in turn retires the bonds and pays the related interest expense.
Major Objectives
To accurately account for principal and interest payments on SID & TIF Bonds.
Budget Highlights
The budget includes appropriation authority necessary for the anticipated repayment of SID & TIF bonds
principal and interest.
216
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
Expenditures
FY10
ACTUALS
FY11
APPROVED
FY11
AMEND
FY12 RECOMM $ CHANGE % CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY
CATEGORY
Category
1000 -
1999
Salaries, Benefits & Overtime
1200 -
1299
Benefits
2000 -
7599
Operating
-
8000 -
8999
Capital
9000 -
9699
Debt Service
$1,085,837
$1,926,188
$1,924,878
($1,310)
0%
9900 - 9999 Transfers
Total All Categories
1,085,837
1,926,188 -
1,924,878
(1,310)
0%
EXPENDITURES BY DIVISION
Division
9710 SID Bonds
661,249
1,500,000
1,500,000 -
0%
9720 TIF Bonds
424,588
426,188
424,878
(1,310)
0%
Total All Divisions
1,085,837
1,926,188 -
1,924,878
(1,310)
0%
EXPENDITURES BY FUND
Fund
310…444 S.I.D. Bond Funds 661,249 1,500,000 - 1,500,000 - 0%
305 Downtown TIF Bonds
424,588
426,188
424,878
(1,310)
0%
Total All Funds $1,085,837 $1,926,188 - $1,924,878 ($1,310) 0%
217
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
APPENDIX
___________________________________________________________________
The Appendix includes:
Capital Expenditures Summary
Water and Wastewater Rate Increase Table
Consumer Price Index Table
Debt Service Schedules
Glossary of Terms
218
FY12 City Manager’s Recommended Budget City of Bozeman, Montana
CAPITAL EXPENDITURES SUMMARY
___________________________________________________________________
GRAND TOTAL - CAPITAL $21,200,496.00
SLUDGE INJECTION CIP WW27: SKID STEER FOR POLYMER TOTES $45,000.00
WASTE WATER - CAPITAL $1,894,680.00
WASTEWATER OPERATIONS CIP WW17: TV VAN (REFURBISH EQUIPMENT)$167,000.00
WASTEWATER OPERATIONS CIP WW02: 1 TON TRUCK WITH HOIST $45,000.00
WASTEWATER OPERATIONS CIP WW08: WASTEWATER SYSTEM BIANNUAL UPGRADES $800,000.00
WASTEWATER OPERATIONS FY12 SOLVENT SITE REMEDIATION $737,680.00
WASTEWATER OPERATIONS CIP PW02: LAUREL GLEN SHOPS ANNEX - PH1 $100,000.00
WATER IMPACT FEE - CAPITAL $5,250,000.00
WATER TRTMENT PLANT CONST CIP W07: WATER TREATMENT PLANT $5,000,000.00
WATER TRTMENT PLANT CONST CIP WIF09: INTEGRATED WATER RESOURCES PLAN $250,000.00
WATER OPERATIONS CIP W16: BACKHOE (COMPACTOR BACKHOE)$111,362.00
WATER - CAPITAL $10,102,216.00
WATER OPERATIONS CIP W03: ENGINEERING/DESIGN FOR BIANNUAL UPGRADES $90,000.00
WATER OPERATIONS CIP PW02: LAUREL GELN SHOP ANNEX - PH1 $100,000.00
WATER TRTMENT PLANT CONST CONSTRUCTION COSTS - ESTIMATE $9,800,854.00
STREET OPERATIONS CIP SIF01: R.O.W. ACQUISITION $100,000.00
STREET IMPACT FEE - $850,000.00
STREET OPERATIONS CIP SIF19: INTERSECTION CONTROL AT 27TH & OAK $500,000.00
STREET OPERATIONS CIP SIF06: DESIGN (2ND YR) COLLEGE (MAIN TO 19TH)$250,000.00
STREET MAINTENANCE - $1,667,100.00
STREET OPERATIONS WRF'S SEMI TRACTORS TO TOW TRAILERS TO LOGAN $50,000.00
STREET OPERATIONS % OF TIRES FOR SOLID WASTE LOADER WE USE $10,000.00
STREET OPERATIONS REPLACE RUSTED SANDER IF IT CAN'T BE REPAIRED $10,000.00
STREET OPERATIONS REPLACE WORN SNOWPLOW MOLDBOARD ON ASSET 1614 $7,500.00
STREET OPERATIONS REPLACE DUMPBOX AND HOIST ON ASSET 3313 $15,000.00
STREET CONSTRUCTION SOUTH 8TH AVENUE RECONSTRUCTION $1,509,600.00
STREET OPERATIONS CIP STR11: MEDIANS & BOULEVARD MTC
STREET OPERATIONS CIP STR20: BIKE PATH IMPROVEMENTS
$40,000.00
GAS TAX - CAPITAL
EXPENDITURES
$440,000.00
$25,000.00
STREET MAINTENANCE PROJECTS WOULD BE IN THE SE AREA.$340,000.00
STREET MAINTENANCE THERMOPLASTIC LANE MARKING PROJECTS $25,000.00
STREET MAINTENANCE PEDESTRIAN RAMPS-ADA $25,000.00
GENERAL FUND - CAPITAL $996,500.00
STREET MAINTENANCE CURB,GUTTER AND SIDEWALK REPLACEMENT PROGRAM.$50,000.00
BOGERT POOL CIP GF055: BOGERT POOL GUTTER & SHELL $382,000.00
FACILITIES:LDLY,BEAL,STRY CIP GF102: LINDLEY CENTER DECK $34,000.00
CIP GF074: PUBLIC ADDRESS SYSTEM $31,000.00
PARK OPERATIONS CIP GF115: 1/2TON TRUCK TO REPLACE ASSET 1608 $26,000.00
LIBRARY OPERATIONS
PARK OPERATIONS SOFTWARE PROGRAM (SHARED WITH RECREATION) TO $4,000.00
$13,000.00CIP GF010: CONTINUED MOWER REPLACEMENT
CEMETERY OPERATIONS CIP GF132: COLUMBARIUM $40,000.00
CEMETERY OPERATIONS
CEMETERY OPERATIONS NOT CIP: SCATTERING GARDEN $10,000.00
POLICE OPERATIONS CIP GF053: REPLACEMENT OF 3 PATROL VEHICLES $156,000.00
ADMINISTRATION CIP GF080: SWITCH AND ROUTER REPLACEMENTS $25,000.00
G.I.S.CIP GF065: AERIAL PHOTOGRAPHY $65,000.00
SENIOR CENTER CIP GF134: SENIOR CENTER FLOORING $15,000.00
SENIOR CENTER CIP GF128: SENIOR CENTER MECHANICAL IMPROVEMENTS $40,000.00
CITY HALL ANNEX-BFD #1 FS#1 CONDENSING UNIT AIR CONDITIONER $75,000.00
PROFESSIONAL BUILDING CIP GF145: PROFESSIONAL BUILDING REROOF $44,000.00
CITY HALL - NEW BUILDING CIP GF161: CITY BUILDING FACILITY CONDITION INDEX $14,000.00
CITY HALL - NEW BUILDING CIP GF103: CITY-WIDE ADA $15,000.00
Division Description Miscellaneous Data FY12 REQUEST
CITY CLERK RECORDS MANAGEMENT MODULE-LASERFICHE PLUG IN $7,500.00
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
WATER & WASTEWATER RATE INCREASES
___________________________________________________________________
Calendar Year Water Rates Wastewater Rates
1989 7.0% 12.0%
1990 6.5% 10.5%
1991 4.5% 9.0%
1993 - 9.5%
1994 5.0% 9.5%
1995 - 12.0%
1996 4.0% 4.0%
1996 Surcharge - 25.0%
1998 Surcharge - 20.0%
1998 3.0% 3.0%
1999 7.0% 28.0%
2000 3.0% -
2001 7.0% 3.0%
2003 6.0% -
2005 10.0% 15.0%
2006 10.0% 10.0%
2007 - 5.0%
2008 - 9.0%
2009 3.2% 10.2%
2010 3.2% 10.2%
2011 Proposed
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
US CONSUMER PRICE INDEX
___________________________________________________________________
The City uses the Consumer Price index as a general gauge of price inflation.
Consumer Price Index— All Items, Unadjusted, Urban Consumers (CPI-U)
Source: Bureau of Labor Statistics, US Dept of Labor
Year Ending
December,
CPI-U % Change
1999 169.4 2.7%
2000 174.0 3.4%
2001 176.7 1.6%
2002 180.9 2.4%
2003 184.3 1.9%
2004 190.3 3.3%
2005 196.8 3.4%
2006 201.8 2.5%
2007 210.0 4.1%
2008 210.2 0.1%
2009 216.0 2.7%
The City’s Living Wage Ordinance bases increase on the CPI-U for Western States.
Consumer Price Index, WESTERN STATES— All Items, Unadjusted, Urban Consumers
(CPI-U). Source: Bureau of Labor Statistics, US Dept of Labor
ANNUAL CPI-U Western % Change
1999 168.9 2.7%
2000 174.8 3.5%
2001 181.2 3.7%
2002 184.7 1.9%
2003 188.6 2.1%
2004 193.0 2.3%
2005 198.9 3.1%
2006 205.7 3.4%
2007 212.2 3.2%
2008 219.6 3.5%
2009 218.8 (0.4%)
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
TRANSPORTATION G.O. BOND SCHEDULE
___________________________________________________________________
Payment Principal Interest Interest Semi-Annual Principal
Date Payment Rate Payment Payment Balance
April 15, 2003 $3,480,000
July 1, 2003 $41,235 $41,235 3,480,000
January 1, 2004 49,483 49,483
July 1, 2004 49,483 49,483 3,480,000
January 1, 2005 49,483 49,483
July 1, 2005 $280,000 1.300 49,483 329,483 3,200,000
January 1, 2006 47,663 47,663
July 1, 2006 310,000 1.700 47,663 357,663 2,890,000
January 1, 2007 45,028 45,028
July 1, 2007 315,000 2.100 45,028 360,028 2,575,000
January 1, 2008 41,720 41,720
July 1, 2008 325,000 2.500 41,720 366,720 2,250,000
January 1, 2009 37,658 37,658
July 1, 2009 340,000 2.700 37,658 377,658 1,910,000
January 1, 2010 33,068 33,068
July 1, 2010 350,000 3.150 33,068 383,068 1,560,000
January 1, 2011 27,555 27,555
July 1, 2011 365,000 3.300 27,555 392,555 1,195,000
January 1, 2012 21,533 21,533
July 1, 2012 385,000 3.450 21,533 406,533 810,000
January 1, 2013 14,891 14,891
July 1, 2013 395,000 3.600 14,891 409,891 415,000
January 1, 2014 7,781 7,781
July 1, 2014 415,000 3.750 7,781 422,781 0
TOTALS $3,480,000 $792,955 $4,272,955
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
LIBRARY G.O. BOND #1 SCHEDULE
___________________________________________________________________
Payment Principal Interest Interest Semi-Annual Principal
Date Payment Rate Payment Payment Balance
January 1, 2002 $2,315,000
July 1, 2002 $59,130 $59,130 2,315,000
January 1, 2003 50,683 50,683
July 1, 2003 $85,000 3.500 50,683 135,683 2,230,000
January 1, 2004 49,195 49,195
July 1, 2004 90,000 3.500 49,195 139,195 2,140,000
January 1, 2005 47,620 47,620
July 1, 2005 90,000 3.750 47,620 137,620 2,050,000
January 1, 2006 45,933 45,933
July 1, 2006 95,000 4.000 45,933 140,933 1,955,000
January 1, 2007 44,033 44,033
July 1, 2007 95,000 4.000 44,033 139,033 1,860,000
January 1, 2008 42,133 42,133
July 1, 2008 100,000 4.000 42,133 142,133 1,760,000
January 1, 2009 40,133 40,133
July 1, 2009 105,000 4.000 40,133 145,133 1,655,000
January 1, 2010 38,033 38,033
July 1, 2010 110,000 4.000 38,033 148,033 1,545,000
January 1, 2011 35,833 35,833
July 1, 2011 110,000 4.100 35,833 145,833 1,435,000
January 1, 2012 33,578 33,578
July 1, 2012 115,000 4.250 33,578 148,578 1,320,000
January 1, 2013 31,134 31,134
July 1, 2013 120,000 4.300 31,134 151,134 1,200,000
January 1, 2014 28,554 28,554
July 1, 2014 125,000 4.400 28,554 153,554 1,075,000
January 1, 2015 25,804 25,804
July 1, 2015 135,000 4.500 25,804 160,804 940,000
January 1, 2016 22,766 22,766
July 1, 2016 140,000 4.600 22,766 162,766 800,000
January 1, 2017 19,546 19,546
July 1, 2017 145,000 4.750 19,546 164,546 655,000
January 1, 2018 16,103 16,103
July 1, 2018 150,000 4.800 16,103 166,103 505,000
January 1, 2019 12,503 12,503
July 1, 2019 160,000 4.900 12,503 172,503 345,000
January 1, 2020 8,583 8,583
July 1, 2020 170,000 4.950 8,583 178,583 175,000
January 1, 2021 4,375 4,375
July 1, 2021 175,000 5.000 4,375 179,375 0
TOTALS $2,315,000 $1,252,202 $3,567,202
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
LIBRARY G.O. BOND #2 SCHEDULE
___________________________________________________________________
Payment Principal Interest Interest Semi-Annual Principal
Date Payment Rate Payment Payment Balance
April 15,2003 $1,685,000
July 1, 2003 $24,159 $24,159 1,685,000
January 1, 2004 28,991 28,991
July 1, 2004 $65,000 1.250 28,991 93,991 1,620,000
January 1, 2005 28,585 28,585
July 1, 2005 70,000 1.300 28,585 98,585 1,550,000
January 1, 2006 28,130 28,130
July 1, 2006 70,000 1.700 28,130 98,130 1,480,000
January 1, 2007 27,535 27,535
July 1, 2007 75,000 2.100 27,535 102,535 1,405,000
January 1, 2008 26,748 26,748
July 1, 2008 75,000 2.500 26,748 101,748 1,330,000
January 1, 2009 25,810 25,810
July 1, 2009 80,000 2.750 25,810 105,810 1,250,000
January 1, 2010 24,710 24,710
July 1, 2010 80,000 3.150 24,710 104,710 1,170,000
January 1, 2011 23,450 23,450
July 1, 2011 90,000 3.250 23,450 113,450 1,080,000
January 1, 2012 21,988 21,988
July 1, 2012 90,000 3.500 21,988 111,988 990,000
January 1, 2013 20,413 20,413
July 1, 2013 95,000 3.650 20,413 115,413 895,000
January 1, 2014 18,679 18,679
July 1, 2014 100,000 3.750 18,679 118,679 795,000
January 1, 2015 16,804 16,804
July 1, 2015 95,000 4.000 16,804 111,804 700,000
January 1, 2016 14,904 14,904
July 1, 2016 105,000 4.000 14,904 119,904 595,000
January 1, 2017 12,804 12,804
July 1, 2017 110,000 4.200 12,804 122,804 485,000
January 1, 2018 10,494 10,494
July 1, 2018 115,000 4.250 10,494 125,494 370,000
January 1, 2019 8,050 8,050
July 1, 2019 120,000 4.300 8,050 128,050 250,000
January 1, 2020 5,470 5,470
July 1, 2020 120,000 4.350 5,470 125,470 130,000
January 1, 2021 2,860 2,860
July 1, 2021 130,000 4.400 2,860 132,860 0
TOTALS $1,685,000 $717,004 $2,402,004
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
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.
AMERICAN RECOVERY Federal legislation signed in early 2009. Commonly referred to as
& REINVESTMENT ACT the “Stimulus Bill” or “stimulus.”
(ARRA)
APPROPRIATION Legal authorization granted by City Commission to make expenditures and incur
obligations.
ARRA See “American Recovery & Reinvestment Act”
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, Property values are
established by the Montana Department of Revenue.)
ASSET Resources owned or held by a government which have monetary value.
AVAILABLE Refers to the funds remaining from the prior years which are available for
(UNDESIGNATED) appropriation and expenditure in the current year
FUND BALANCE .
BOND A written promise to pay a sum of money on a specific date at a specified
interest rate. The most common types of bonds are general obligation,
revenue, and special assessment district bonds. These are most frequently used
for construction of large capital projects such as buildings, streets, and water
and waste water lines.
BOND RATING An evaluation of a bond issuer’s credit quality and perceived ability
to pay the principal and interest on time and in full.
BOND REFINANCING The payoff and re-issuance of bonds, to obtain better interest rates
and/or bond conditions.
BUDGET Plan of financial operation, embodying an estimate of proposed expenditures
for a given period (City of Bozeman’s budget is for a fiscal year July 1—June 30)
and the proposed means of financing them. Upon approval by Commission, the
appropriation ordinance is the legal basis for incurring expenditures.
BUDGET AMENDMENT A procedure to revise the appropriation ordinance through action by the City
Commission.
BUDGET CALENDAR The schedule of key dates or milestones which the City follows in the
preparation, adoption, and administration of the budget.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
BUDGET MESSAGE The opening section of the budget which provides the City Commission and the
public with a general summary of the most important aspects of the budget,
changes from the current and previous fiscal years, and recommendations
regarding the financial policy for the upcoming period.
BUDGETARY BASIS This refers to the form of accounting utilized throughout the budget process.
These generally take on 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 The item has a unit cost over $5,000, benefits future periods, has a normal
EXPENDITURE 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 s identifiable and can be
separately accounted for. Improvements to existing assets must add life and
value to be included as a capital item.
CAPITAL Expenditures related to the acquisition, expansion, or rehabilitation of an
IMPROVEMENTS element of the government’s physical plant; sometimes referred to as `
infrastructure.
CAPITAL IMPROVEMENTS
PROGRAM (CIP) A plan for capital expenditures needed to maintain, replace, and expand the
City’s heavy equipment and public infrastructure (for example streets, parks,
buildings, etc.) The CIP projects these capital equipment and infrastructure
needs for a set number of years (5 years for City of Bozeman’s Program) and is
updated annually to reflect the latest priorities, cost estimates and changing
financial estimates or strategies. The first year of the adopted CIP becomes the
basis of the City’s capital budget.
CAPITAL OUTLAY Items that cost more than $5,000 and have a useful life of one year or more.
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 become fixed assets.
CASH BASIS A basis of accounting in which transactions are recognized only when cash is
increased or decreased.
CDBG Community Development Block Grant.
CIP See Capital Improvement Program.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
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 on schedule.
DEFICIT The excess of an entity’s liabilities over its assets or the excess of expenditures
over revenues during a single accounting period.
DEPARTMENT A major administrative division of the City which indicates overall management
responsibility for an operation or a group of related operations within a
functional area.
DEPRECIATION Expiration in the service life of fixed assets, attributable to wear and tear,
deterioration, action of physical elements, inadequacy, and obsolescence.
DESTINGUISHED BUDGET
PRESENTATION AWARDS
PROGRAM A voluntary awards program administered by the Government Finance Officers
Association to encourage governments to prepare effective budget documents.
DIVISION A group of homogenous cost centers within a department.
ENTERPRISE FUND A fund established to account for operations that are financed and operated in a
manner similar to private business enterprises - where the intent of the
governing body is that the costs (expenses, including depreciation) of providing
goods or services to the general public on a continuing basis be financed or
recovered primarily through user charges.
ESTIMATE The most recent prediction of current year revenue and expenditures.
Estimates are based upon many months of actual expenditure and revenue
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
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.
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 liabilties. The beginning fund balance is the residual
funds brought forward from the previous fiscal year.
Nonspendable fund balance -- Amounts that are not in a spendable form (such
as inventory) or are required to be maintained intact (such as the corpus of an
endowment fund).
Restricted fund balance -- Amounts constrained to specific purposes by their
providers (such as grantors, bondholders, and higher levels of government)
through constitutional provisions or by enabling legislation.
Committed fund balance -- Amounts constrained to specific purposes by 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
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
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.
GAAP See Generally Accepted Accounting Principles.
GENERAL FUND The fund used to account for all of the City’s financial resources except those
required to be accounted for in another fund.
GENERAL OBLIGATION
BONDS (G.O. Bonds) Bonds for the payment of which the full faith and credit of the issuing
government are pledged. These bonds usually require voter approval and
finance a variety of public projects such as roads, buildings, parks and
improvements.
GOAL A statement of broad direction, purpose or intent based on the needs of the
community.
G.O. BONDS See General Obligation Bonds.
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 Special assessment districts formed by property owners who desire and are
DISTRICT 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.
INTERGOVERNMENT
REVENUE Funds received from federal, state, and other local government sources in the
form of grants, shared revenues, and payments in lieu of taxes.
INTERNAL SERVICE
FUND A fund used to account for the financing of goods or services provided by one
department or agency to other departments on a cost-reimbursement basis.
LEASE-PURCHASE
AGREEMENT Contractual agreements which are termed "leases", but which in substance
amount to purchase contracts for equipment and machinery.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
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.
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 A desired outcome-oriented accomplishment 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 that pertains to daily operations that provide basic
governmental services. The operating budget contains appropriations for such
expenditures as personnel, supplies, utilities, materials, and services.
ORDINANCE A formal legislative enactment by the City Commission. If it is not in conflict
with any higher form of law, such as state statute or constitutional provision, it
has the full force and effect of law within the boundaries of the City.
OUTSTANDING BONDS Bonds not yet retired through principal payment.
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.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
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.
RESOLUTION A special or temporary order of a legislative body (City Commission) requiring
less legal formality than an ordinance or statute.
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.
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FY12 City Manager’s Recommended Budget City of Bozeman, Montana
TIF Tax Increment Financing; A method of using incremental increases in property
tax values to fund the improvements or efforts of a designated area.
TRANSFERS IN/OUT Amounts transferred from one fund to another to assist in financing
the services fro the recipient fund.
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.
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.