HomeMy WebLinkAbout2009 06 01 FY10 City Manager Recommended Budget Fiscal Year 2009-2010
City Manager’s Recommended Budget
City of
U ozeman, Montana
City Manager’s Recommended Budget FY10 2 City of Bozeman, Montana
City Manager’s Recommended Budget FY10 3 City of Bozeman, Montana
CITY OF BOZEMAN, MONTANA
FISCAL YEAR 2009-2010
CITY MANAGER’S RECOMMENDED
ANNUAL OPERATING AND
CAPITAL IMPROVEMENT BUDGET
CITY COMMISSION
Kaaren Jacobson—Mayor
Jeff Krauss—Deputy Mayor
Sean Becker—Commissioner
Eric Bryson—Commissioner
Jeff Rupp—Commissioner
CITY MANAGER
Chris Kukulski - City Manager
CITY STAFF
Anna Rosenberry, CP A—Finance Director
Stacy Ulmen—City Clerk
City Manager’s Recommended Budget FY10 4 City of Bozeman, Montana
PUBLIC REVIEW & PARTICIPATION
_______________________________________________________________________________________________
The City encourages open and transparent government—and offers multiple ways to ac-
cess this document in an effort to better inform City residents and property owners.
• This document is available on the City of Bozeman’s websit e 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 th rough Friday) at
121 N. Rouse, Bo zeman Montana, and
• It is available for review at th e Bozeman Public Library, and
• Copies may be purchased fr om the Finance Departmen t, 121 N. Rouse, Bozeman
Montana for $35.
The public is strongly encouraged to attend all wo rk sessions and pub lic hearings held
prior to final adoption of the budget.
• Notices for these meetings are published in the legal adv ertisements of the Bozeman
Daily Chronicle newspaper, and
• Notices for these meetings are 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-bro adcast throughout the week.
City Manager’s Recommended Budget FY10 5 City of Bozeman, Montana
DISTINGUISHED BUDGET PRESENTA TION AWARD FOR FY2008-2009
______________________________________________________________________
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an award of Distinguished Budget Presentati on to the City of Bozeman for its
annual budget for t he fiscal year beginning July 1, 200 8. The City has received this
award for each b udget it has prepared in the past 18 years.
In order to receive this award, a government al 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 peri od of one year only. We believe our current budget contin-
ues to conform to program requirements, and we are submitting it to GFOA to determine
its eligibility fo r another award.
City Manager’s Recommended Budget FY10 6 City of Bozeman, Montana
Table of Contents
I ntroduction Page 3
Transmittal Letter: Budget Message 9
Core Values 18
Vision Statement, Mission Statement, Goals 19
Adopted Work Plan 20
Demographic and Statistical Information 23
Financial Policies 25
Financial Structure 30
Budget Process 36
Organizational Chart 41
Summaries
Financial Summaries 43
Mill Levies & Mill Values 46
Appropriations by Type and Appropriations by Fund 47
Legal Debt Limit and Bond Rating 49
Staffing Summary 50
Revenues, Expenditures, and Fund Balances
Revenue Trends & Analysis 51
Expenditure Trends & Analysis 54
Fund Balance & Working Capital Analysis 57
Revenue & Expenditure Details by Fund—Table 60
General Government 75
City Commission 77
City Manager 81
Municipal Court 87
City Attorney 92
Finance 97
Planning 103
Facilities Management 108
Information Technology 111
Public Safety 115
Police 116
Fire 122
Building Inspection 128
Parking 134
Planning Processes 22
City Manager’s Recommended Budget FY10 7 City of Bozeman, Montana
Table of Contents (cont’d)
Public Services 138
Public Services Administration 139
Streets 145
Water Plant 151
Water Operations 157
Wastewater Operations 162
Wastewater Plant 167
Solid Waste Collection 172
Solid Waste Disposal 177
Solid Waste Recycling 178
Vehicle Maintenance 181
Public Welfare 185
Cemetery 186
Parks 190
Forestry 195
Library 199
Recreation 203
Community Development 209
Other 213
Non-Departmental 214
General Obligation (GO) Bonds 217
SID Revolving Fund 219
SID Bonds 220
Appendices 223
Capital Expenditures Summary 224
Water & Wastewater Rate Increases 225
US Consumer Price Index 226
Transportation GO Bond Debt Schedule 227
Library GO Bond #1 Debt Service Schedule 228
Library GO Bond #2 Debt Service Schedule 229
Lyman Creek #1 & #2 Rev. Bond Schedule 230
Glossary of Key Terms 232
Downtown Tax Increment Bond Schedule 231
City Manager’s Recommended Budget FY10 8 City of Bozeman, Montana
City Manager’s Recommended Budget FY10 9 City of Bozeman, Montana
CITY MANAGER’S BUDGET MESSAGE
___________________________________________________________
May 28, 2009
Bozeman City Commission:
I am pleased to present the City Manager’s Recommended Budget for Fiscal Year 2009-
2010 (FY10). With the significant economic changes of the past 18 months, this budget
seeks to meet those challenges, enable us to continue to weather the downturn in our local
economy, and ensure that Bozeman continues to be “The Most Livable Place”, now and
into the future.
Downtown Explosion: On March 5, 2009, the City both responded to a significant public
safety emergency, and lost an important piece of our vibrant, historic downtown to a natu-
ral gas explosion. As a organization, appr oximately $330,000 went into funding the staff,
equipment and incidental expenses of the im mediate response and subsequent investiga-
tion of the event. In May, the Commission created a Blast Clean-up Fund of $300,000 to
assist the effected property owners in ex pediting the clean-up (and eventual re-
development) of the site.
State & Federal Stimulus Funding: With the passage of the American Recovery & Rein-
vestment Act of 2009 (ARRA), the city has been aggressively seeking to identify and apply
for stimulus dollars. We have a number of worthy projects that are shovel-ready and
would create local jobs in the Bozeman community . To date, the following funding oppor-
tunities are in various stages of application and approval.
STATE House Bill 645 ‐ General Allo ‐
cation
VM Shop/Shop Remodel
City Buildings and Facilities.
$344,000.00
$277,000.00
Undesignated
Dedicated to Shop Project
STATE State Revolving Fund Program WRF ‐ Admin Lab Building $ 800,000.00 50% grant, 50% loan
STATE Treasure State Endowment WRF—Admin Lab Building $ 500,000.00 Senate Committee 4/9/09
FED Department of Justice ‐ Ed ‐
ward Byrne Memorial Justice
Assistance Grant
Police/Courts Automated
Ticketing System
$ 67,500.00 Applied for. Not Yet Awarded
FED Department of Energy Clean
Cities Grants
Transportation Infrastruc ‐
ture
N/A September 09 Deadline. Joint
Application with Region for
Solar Panels in Parking Garage.
FED Department of Energy Energy
Efficiency Conservation Block
Grants (EECBG)
Building Sector, Transpor ‐
tation, Public Buildings
$ 175,500.00 Allocation to City.
FED Department of Energy—
Competitive Grants.
Building Sector up to $24,500
TOTAL $ 2,188,500.00
Entity Description/Source Eligible Use/Identified Use Amount Other Notes
City Manager’s Recommended Budget FY10 10 City of Bozeman, Montana
Changes during the past 12 months:
Building Activity: Local building activity has many impacts on the operations and fi-
nances of the City; from the workload and revenues in the Planning and Building Inspec-
tion Divisions to the amount of funding av ailable 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 effecting the
amount of subdivision and construction activity we were seeing come through the doors of
our Planning and Building Inspection Divisions in early 2008. By March and April 2008,
building and planning revenues were markedly lo wer than in 2007. With the adoption of
the FY09 budget, we committed to monthly mo nitoring and quarterly reports to the Com-
mission and the community as workloads and application revenues changed. This was the
only way we could adequately respond to an uncertain outlook for workloads and revenue
collection.
During the first three quarters of FY09, we ma de additional staffing and operational cuts
to both the Planning and Building Divisions as application-driven workloads continued to
decrease. As of the date of this letter, we are hopeful that we will see a seasonal increase
in building and planning activity. However, if seasonal increases are not experienced, fa-
ther reductions will be made in these division s over the summer months, as we prepare to
weather very slow fall and winter months in 2009 and early 2010.
Property Tax Revenues from New Construction: Because the property on the Prop-
erty Tax roll lags nearly 8-20 months by the ti me we receive certified values, we continued
to see an on-average increase in our tax base for FY09 (7.5% increase from previous year.)
However, during 2008, local construction signif icantly declined. Based on building permit
value, we have estimated a 3% increase in pr operty taxes from new construction for the
FY10 budget. In addition, we are watching th e current year permits for an indication of
value changes for the FY11 budget.
Sewer Plant Costs: In November 2008, we opened bids on the much-anticipated Water
Reclamation Facility (Sewer Plant) project. This significant upgrade and expansion of our
system had been more than 5 years in the making, and had been the source of much
analysis from both the project and rate/impact fee funding levels. We were estimating pro-
ject costs of roughly $40-45Million, and were surp rised with a low bid on a scaled-back to-
tal project totaling $54 Million. Before awar ding the bids, we analyzed rate structures
over the life of the construction project that had both “zero-growth” and “moderate-growth”
in customer accounts and impact fees. Based on the slow, but continued, growth in our
community during this recession, we are pr oposing the adoption of rates under a low
growth scenario, resulting in 10.2% rate incre ases each year for the next 3 years.
Timing of Water Plant Construction: The City’s facility plan for our water plant and
infrastructure had us on a timeline to test and design a new water plant design in FY08-
10 and to begin construction at the beginning of FY11. In early 2009, the engineering
firm that had been hired to test and design the plant provided updated cost estimates for
the facility of $40.7 Million (above the $33.2 Million in the current Capital Improvements
Plan). Given that the slowdown in community growth has made a bit of headway in water
capacity, we re-analyzed water rates and are recommending a 5-year plan of 3.2% rate in-
creases each year, with construction on the new plant to begin in April 2011 (late FY11.)
City Manager’s Recommended Budget FY10 11 City of Bozeman, Montana
Staffing Levels and Changes
Changing economic conditions and decreased new construction will continue to make Gen-
eral Fund, Planning, and Building Inspection positions difficult to maintain. During
FY09 and in the course of developing the FY10 budget, we made decisions to reduce staff-
ing levels through attrition, reduced hours, or lay-offs. The table below outlines FY09 &
FY10 position reductions that have been made in order to balance staffing levels with
workloads, and conserve resources where possible.
Additions: In November 2007, local voters approved increasing our tax levy to add staff
to both the Police and Fire Departments. As a result of the levy, 5 additional Police Offi-
cers have been added to the FY10 budget.
See page 50 for the full listing of positions included in the FY09 & FY10 budgets.
General Fund Unreserved Fund Balance: In FY09, we instituted the first year of voter-
approved levies for Police and Fire services and equipment. Due to vacancy saving and
other cost reductions, we estimate $510,000 savings in those department budgets for
FY09, which will add to the FY09 Ending Unre served Fund Balance. This FY10 budget
anticipates using that money for operations, temporarily reducing equipment purchases in
FY10, and reducing the levy charged to taxpayers (reducing tax revenues) by approxi-
mately 7.5 mills (4% of total tax levy.)
As a result of this plan, expenditures ($22.9M) in the General Fund outstrip estimated
revenues ($22.4M) for the year. Without this planned use of FY09 budget savings, the
Position Reductions—Economic Downturn Number of Full-Time Equivalent
Positions
Building Inspection - Fire Inspector 2.0 FTE
Building Inspection - Building Inspector 3.0 FTE
Building Inspection - Plans Reviewer 1.0 FTE
Finance Office - Administrative Assistant 1.0 FTE
Fire Department - Administrative Assistant 0.5 FTE
Information Technology - Help Desk 0.12 FTE
Library - Library Assistant 0.5 FTE
Planning Department - Administrative Assistant 1.0 FTE
Planning Department - Planner III 0.85 FTE
Planning Department - Planner Technician 1.0 FTE
Workforce Housing Coordinator 1.0 FTE
11.97 Full-Time Equivalent Positions
City Manager’s Recommended Budget FY10 12 City of Bozeman, Montana
proposed budget would still add $76,000 to the Unreserved Fund Balance for the end of
FY10.
We estimate the FY10 Unreserved Fund Balance at year end to be $2.8 Million, or 13.45%
of FY10 operating revenues. This is above the 12% minimum that the City Manager’s
Recommended Budget must contain.
Work Plan
On June 2, 2008, the Commission adopted a work plan of new initiatives and ongoing pri-
orities for 2008 and 2009, in an effort to assist staff in allocating resources and time. Dur-
ing this coming budget year, a number of those items will be addressed . (List on page 20.)
Budgetary Support for New Initiatives & Ongoing Priorities
New Initiative #1: Build a new police and municipal cour t facility: Select and purchase
a site; Select architect and complete design; Educate the commu-
nity on the need for bond approval; Award bids for the construction.
FY10 Budgetary Support: We have budgeted $100,000 to support leasing of additional space for the Mun-
cipal Courts to bridge the gap until a new police and court facility can be built.
New Initiative #5: Develop a long term plan for the Streamline bus system.
FY10 Budgetary Support: Shops Facility Joint Project; Parking Garage; Galavan support; Energy Effi-
ciency & Conservation Block Grant transit stop/shelter funding.
Ongoing Priority #1 Reconstruct College Street from 11 th west to Main Street
FY10 Budgetary Support: This project was the subject of the City’s FY10 requests for Federal Transit
Funding. We have listed scheduled in the City’s 5-Year Capital Improvements
Plan, for impact fee funding in FY12. Collection of Impact Fee revenues and
whether we can obtain Federal Funding w ill significantly effect the City’s abil-
ity to accomplish this important project.
Ongoing Priority #3 Complete the first phase of the Story Mansion’s interior restoration.
FY10 Budgetary Support: Construction is scheduled to be completed in later June 2009. The FY10 budget
includes a new Special Revenue Fund for the operations of the Mansion as a
Community Center that is available to the public for rental. We have made esti-
mates of revenue collections and operating expenses and will be monitoring
actual activity during the year.
Ongoing Priority #5 Break ground on Phase I of the Water Reclamation Plant
(Wastewater Treatment Plant) expansion.
FY10 Budgetary Support: Groundbreaking occurred in April 2009. The FY10 budget includes the first
year of a new three-year rate increase plan that is necessary to fund the project.
We estimate spending $19 Million and borrowing $15 Million in this first of a
three-year construction project.
Ongoing Priority #6 Complete City Hall relocation on time and within budget and finalize sale
of the [old] site.
FY10 Budgetary Support: The relocation was on time and within the budget that was established for the
project. However, the sale of the old site has not been completed. The City
signed a letter of intent to sell the property for $900,000. If that plan comes to
fruition, $804,000 in General Fund Reserves will be needed to complete the
financing of the project, due to the substantial loss in market value the property
sustained during 2008 and 2009.
City Manager’s Recommended Budget FY10 13 City of Bozeman, Montana
Budgetary Support for New Initiatives & Ongoing Priorities, cont’d
Ongoing Priority #8 Complete testing and select the engin eering team to design the new Water
Treatment Plant.
FY10 Budgetary Support: The engineering team has been selected and testing will be complete in the sum-
mer of 2009. The Water Fund budget includ es the first of a new 5-year rate plan
to support the most recent Water Treatme nt Plant cost estimates, including the
design and testing phases.
Ongoing Priority #9 Select design team for Mystic Dam.
FY10 Budgetary Support: The team was selected in April 2009 . The FY10 budget includes the re—
appropriation of $50,000 from the original FY08 budget for design team ser-
vices, that has not been utilized to this point.
Ongoing Priority #10 Watershed management – improve safety and access to Hyalite Can-
yon to include guard rails and public restrooms.
FY10 Budgetary Support: The City received a $100,000 grant from the 2009 legi slature for the guardrail
project, that we expect to re ceive and expend in FY10.
Ongoing Priority #12 Improve our town-gown relationship by encouraging interaction be-
tween appropriate city and university personnel to prevent
neighborhood conflicts between students and homeowners.
FY10 Budgetary Support: The operating budget for the City Manager includes $2,200 for travel related to
the attendance of the Neighborhood Coordinator at the Annual Town-Gown
conference. Travel will be made with an official from Montana State University.
Ongoing Priority #13 Adopt a Climate Action Plan consistent with the principles outlined
in the Mayor’s Climate Protection Agreement. Implement the recom-
mendations reaching 20% of the carbon reduction goal by December
2009.
FY10 Budgetary Support: The City expects to receive $175,500 in Department of Ener gy EECBG program
allocation in FY10/FY11, to support implementation of our Adopted Municipal
Climate Action Plan.
In FY09, the City received a grant of $30 ,000 for the first-year development of a
Community Climate Action Plan. The FY 10 budget anticipates receiving that
award again, funding the second year of the two-year effort.
We are also aggressively pursuing federal and state energy grants to fund the
Methane Co-Generation portion of the Water Reclamation Facility that is cur-
rently under construction. This element was not awarded in the original bid,
due to higher-than-expected bid prices; however, it has great potential for long-
term energy savings and carbon reduction.
Ongoing Priority #14 Improve Bozeman as a bike friendly environment, stripe all possible
bike lanes and increase street sweeping.
FY10 Budgetary Support: The FY10 Street Maintenance Budget includes the lease of additional street
sweepers for bike lane sweeping and ther mo-plastic striping materials for use on
city bike lanes.
Ongoing Priority #15 Explore sources of funding for Park Maintenance and operation.
FY10 Budgetary Support: We are considering creating a State of M ontana special license plate to provide
donation funding to benefit City Parks. The City Manager’s budget includes
$4,000 in application fees and $2,000 in design/advertising .
City Manager’s Recommended Budget FY10 14 City of Bozeman, Montana
City 2007 Census Estimates FY2004 Mills FY2008 Mills Levy
Rank
Missoula 67,165 176.32 212.23 1
Havre 9,618 178.74 198.33 2
Livingston 7,411 163.2 191.28 3
Kalispell 20,298 149.74 162.85 4
Great Falls 58,827 124.33 158.21 5
Billings 101,876 110.23 157.53 6
Bozeman 37,981 163.31 154.18 7
Helena 28,726 114.71 135.01 8
Whitefish* 8,083 87.14 111.21 9
Belgrade 8,047 99.34 102.21 10
West Yellowstone* 1,435 43 78.85 11
Additional Debt: This budget anticipates borrowing for the Water Reclamation Facility
construction from the State’s Revolving Loan F und. Over the 3 year construction period,
the city will be borrowing approximately $30 million dollars.
Mill Levy Comparisons,
Bozeman’s mill levy remains in the “middle of the pack” for comparable communities in
our state. The table below shows the city tax levy for a number of communities in Mon-
tana. *West Yellowstone and Whitefish both utilize Local Option Resort Taxes as an al-
ternative/supplement to property taxes, which the City of Bozeman is currently prohibited
from by state law. Of this same list, Boze man’s rank has dropped from 5th to 7th highest
levy compared to the previous year (FY07 mills), and is the only city with a decreased levy
for this time period.
Residential City Property Taxes for FY08, FY09 and ESTIMATED for FY10.
For three of the past five years, the City’s property tax levy moved downward. The City’s
total tax levy was decreased by 3 mills in FY06, as a planned savings of taxing authority.
In FY07, the Fire Equipment levy expired, and a net 4.48 mill decrease was achieved. In
FY08, 9 mills came off the city’s general tax levy as a result of the 911 Dispatch vote.
In November 2007, the voters of the City appr oved increases in the City’s general taxing
authority for the following items:
Project Total Amount Debt Type
Water Reclamation Facility $15.3 Million, 20 year term,
1st of 3 planned draws.
Wastewater Revenue Bond,
State Revolving Loan Fund
City Manager’s Recommended Budget FY10 15 City of Bozeman, Montana
For FY09, the total approved levy increase wa s 20 mills. 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 is estimated to be 170.05 Mills. This is a decrease of 1.11
mills from the prior year. Although the SA FER grant for the year is declining, we are
crediting approximately $510,000 of Police and Fire vacancy savings and mid-year budget
cuts, and temporary equipment reductions to re ducing the levy in FY10 by 7.5 mills. Full
details on the estimated levy can be found in Mill Levies and Mill Value, page 46, of this
document.
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 (approx 32%). 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 has
not changed significantly on the tax roll due to our reappraisal cycle. With FY10 being a
reappraisal year, the median value may change and will be available in August 2009.
City residents living in the median residential home will pay approx $2.83 for each mill
the city levies. In FY10, that is a total of $483, or $40.25 per month.
General Taxes Cost per Mill
For FY09, the value of one mill was $74,178—an increase of 7.5% over FY08. For FY10,
we estimate the value of one mill to increase 3.0% to $76,403. Taxable values will be certi-
fied by the State in August. Taxable values for the city have had an average annual in-
crease of 8.4% for the past 5 years. With slowing construction activity, we anticipate a
smaller increase for FY11, and are tracking cons truction activity for an indicator for next
Assessed Market
Value
(~32% exemp-
tion)
FY08
Taxable
Value
FY08 City Tax
(Levy = 154.18)
FY09
Taxable
Value
FY09 City Tax
(Levy = 171.16)
Median Home =
$94,000
$2,794 $431 $2,838 $485
$150,000 $4,710 $726 $4,710 $808
$200,000 $6,280 $968 $6,280 $1,077
ESTIMATED
FY10 City Tax
(Levy = 170.05)
$483
$801
$1,068
FY10 *EST
Taxable
Value
$2,838
$4,710
$6,280
Purpose FY09 FY10 FY11 & Beyond
Police Department: Staffing Increase 4 Mills Total 9 Mills Total 14 Mills, No sunset
Fire Department: Staffing Increase 12 Mills, each year
No Sunset
12 Mills, each year
No Sunset
12 Mills, each year
No Sunset
Fire Department: Equipment and
Capital Replacement Reserve
4 Mills, each year
No sunset
4 Mills, each year
No sunset
4 Mills, each year
No sunset
City Manager’s Recommended Budget FY10 16 City of Bozeman, Montana
Average Residential
Customer
FY 08 Monthly Bill
FY09 Monthly Bill
9% Increase Sewer
Water $30.73 per month $30.73 per month
Sewer $20.87 per month $22.74 per month
Total $51.60 per month $53.47 per month
FY10 Monthly Bill
3.2% Increase Water
10.2% Increase Sewer
$31.71 per month
$25.06 per month
$56.77 per month
year.
City-wide Street and Tree Assessments
City property owners pay annual street and tree assessments based on the square footage
of the lot they own. These assessments ar e the major funding for Street Maintenance and
Forestry Divisions. The recommended budget is based on a 2% increase in the Street as-
sessment, resulting in an annual assessment of $84.48 for the average sized lot. The
budget does not increase the Tree assessment, keeping an annual assessment of $16.22 for
the average sized city lot. Combined, the annual increase over the previous year is $ 1.65
for owners of an averaged sized lot in the city.
Water & Sewer Rates
City property owners are by-and-large require d to utilize the city’s water and sewer treat-
ment systems. The adopted facility plans out line large capital projects will need to be
funded in the coming years.
Rate studies have been completed for both ut ilities and recommend changes to our rate
levels and structures in order to fund the utilit y improvements needed in the next 5 years.
Those recommendations were adopted August 2007, and have been revised to reflect the
new plant-expansion costs that for the awarde d Water Reclamation Facility and the Water
Treatment Plant that is currently under design.
We anticipate adoption of two-year rate reso lutions in the Summer of 2009. They will in-
clude a 3.2% increase in water rates each year , and a 10.2% increase in sewer rates each
year.
In Conclusion
As with businesses and governments around the country, the past 12 months have signifi-
cantly changed the city’s outlook for growth and service delivery. We are cautiously opti-
Lot Size FY 08 Approved
5% Streets & 4% Trees
FY09 Approved
7% Streets & 0% Trees
Small= 5,000 sq ft. Streets—$51.60
Trees—$10.81
Streets—$55.21
Trees—$10.81
Average = 7,500 sq ft. Streets—$77.42
Trees—$16.22
Streets—$82.83
Trees—$16.22
Large = 10,000 sq ft. Streets—$103.21
Trees—$21.63
Streets—$110.43
Trees—$21.63
FY10 Recommended
2% Streets & 0% Trees
Streets—$56.31
Trees—$10.81
Streets—$84.48
Trees—$16.22
Streets—$112.64
Trees—$21.63
City Manager’s Recommended Budget FY10 17 City of Bozeman, Montana
mistic that Bozeman will see continued, alth ough much slower, growth than recent years
past.
As always, this spending plan could not have been developed without the input and advice
of dozens of people, from citizens to staff me mbers to Commissioners. We greatly appre-
ciate their assistance in this process.
Respectfully,
_______________________________________
Chris Kukulski, City Manager
_______________________________________
Anna Rosenberry, Finance Director
City Manager’s Recommended Budget FY10 18 City of Bozeman, Montana
CITY OF BOZEMAN
Core Values
____________________________________________________________
The City’s core values were adopted in 2005 by City Commi ssion Resolution No. 3832.
They were developed through extensive disc ussion the City Ma nager had with staff
groups from all departments, including department directors. These core values are what
create the culture of our organization.
Integrity
Be honest, hardworki ng, reliable and
accountable to the public.
Leadership
Take initiative, le ad by example, and
be open to innovative ideas.
Service
Work unselfishly for our co mmunity and its citizens.
Teamwork
Respect others, welcome citizen involvement,
and work together to achieve the best result.
City Manager’s Recommended Budget FY10 19 City of Bozeman, Montana
CITY OF BOZEMAN
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 staf f, elected officials and citizens.
4. Anticipate future service demands and resource
deficiencies and be proactive in addressing them.
5. Develop a visually appea ling and culturally rich
community.
6. Commit to a strong financial position.
7. Provide excellent and equita ble public services which are
responsive to the community within available resources .
City Manager’s Recommended Budget FY10 20 City of Bozeman, Montana
CITY OF BOZEMAN
2008-2009 Adopted Work Plan—Ongoing Priorities
____________________________________________________________
1. Reconstruct College Street from 11 th west to Main Street
2. Reconstruct Kagy Boulevar d from Wilson west to 19 th
3. Complete the first phase of the Story Mansion’s interior restoration
4. Adopt updated 20/20 Plan
5. Break ground on Phase I of the Water Reclamatio n Plant (Wastewater Treat-
ment Plant) expansi on ($43 – $54 million)
6. Complete City Hall reloca tion on time and within bu dget and finalize sale of
the current site
7. Adopt updated Transportation Plan in summer 2009
8. Complete testing and se lect the engineering team to design the new Water
Treatment Plant
9. Select design team for Mystic Dam
10.Watershed management – improve safety and access to Hyalite Canyon to
include guard rails and public restrooms
11.Coordinate planning and infrastructure needs with City, County, School Dis-
trict and MSU.
12.Improve our town-gown relationship by encouraging interaction between ap-
propriate city and university personne l to prevent neighborhood conflicts be-
tween students and homeowners.
13.Adopt a Climate Action Plan consistent with the principles outlined in the
Mayor’s Climate Protection Agreemen t. Implement the recommendations
reaching 20% of the carbon redu ction goal by December 2009.
14.Improve Bozeman as a bike friendly environment, stripe a ll possible bike
lanes and increase street sweeping.
15.Explore sources of funding for Park Maintenance and operation.
City Manager’s Recommended Budget FY10 21 City of Bozeman, Montana
CITY OF BOZEMAN
2008-2009 Adopted Work Plan—New Initiatives
____________________________________________________________
1 . Build a new police and municipal cour t facility: Select and purchase a
site; Select architect and complete design; Educate the community on
the need for bond approval; Awar d bids for the construction.
2. 2009 legislative session - expand t he ability for local el ected officials and
citizens to make decisions regarding:
• Tax reform - lead the discussion on meaningful tax reforms result-
ing in lower property taxes (local option tourist tax; or general sales
tax; or local option accommodations tax)
• Increasing the ½ inflation adjustme nt to be equal to inflation
3. Amend Gaming Ordinance
4. Adopt, implement and coordinate wi th the USFS, a Forestry Management
Plan for the City’s sections of land consistent with th e Gallatin NFS Wa-
tershed Management Plan protecting the health of Bozeman’s watershed
5. Develop a long term plan for the Streamline bus system
City Manager’s Recommended Budget FY10 22 City of Bozeman, Montana
CITY OF BOZEMAN
Planning Processes
____________________________________________________________
The City plans for the long -term needs of our commun ity 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 change s outlined in the plans. Here are
the status of our primary long-range planning documents:
Plans for Service Provision, Fa cility Expansion & Maintenance:
1. 2020 Growth Policy—b eing updated this year.
2. Bozeman Area Tran sportation Plan—being updated this year.
3. Police Services Fac ility & Staffing Pl an—adopted 2007, implementing.
4. Fire Services Master Pl an— adopted 2006, implementing.
5. Wastewater Facility Plan —adopted 2006, implementing.
6. Water Facility Plan—a dopted 2006, implementing.
7. Storm water Facility Pl an—presented February 20 08, adoption pending.
8. Parks, Recreation, Open Space, and Trails Plan—Adopted 2007.
9. Municipal Climate Ac tion Plan—Adopted 2008
Plans for Facility Maintenance:
1. Aquatics Facility Survey for Swim C enter & Bogert Park Pool—July 2008.
2. City Facility Assessments—2008.
Financial Plans:
1. Annual Budget—Ado pted each August.
2. Capital Improvements Plan (5 Years) - Updated & Adopted each February.
City Manager’s Recommended Budget FY10 23 City of Bozeman, Montana
CITY OF BOZEMAN
Demographic and Statistical Information
____________________________________________________________
Location: The City of Bozeman is located on the eastern slope of the Rocky Mountains and is the
county seat of Gallatin County, Montana. The County encompasses 2,510 square miles in the south-
western part of the state and is bordered by Yellowstone National Park to the south. Bozeman is lo-
cated 143 miles west of Billings and 200 miles east of Missoula.
Population: The City encompasses an area over 18 square miles with a 2007 population estimate of
35,061, an increase of nearly 26% over the 2000 Census estimate of 27,700 citizens. Bozeman is cur-
rently the state’s fifth largest municipality by population.
Demographics: The following information is derived from the Bureau of Economic Analysis, the Na-
tional Center for Education Statistics, and Gallatin County to give you an indication of attributes of the
City’s population.
Private Employers: The Montana Department of Labor and Industry reports the following
largest private employers within the City’s boundaries.
Year Per Capita
Personal Income
Average Age Residents with
Bachelors Degree or
Higher
K-12 School
Enrollment
Unemployment
Rate
2006 $24,853 31.79 Years 41.0% 5,332 2.0%
2007 $26,442 31.79 Years 41.0% 5,356 1.5%
2004 $21,506 31.79 Years 41.0% 5,086 3.2%
2005 $23,119 31.79 Years 41.0% 5,198 2.8%
2003 $20,006 Estimated 31.79 Years 41.0% 5,101 3.3%
Employer Employee Size Employer Employee Size
Bozeman Deaconess
Hospital
500-999 Employees Home Care Services 500-999 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
Williams Plumbing &
Heating
100-249 Employees Kenyon Noble Lumber &
Hardware
250-499 Employees
Laidlaw Transit 100-249 Employees Martel Construction 100-249 Employees
Murdoch’s Ranch &
Home Supply
100-249 Employees Ressler Chevrolet,
Cadillac & Toyota
100-249 Employees
Town & Country Foods 100-249 Employees Simkins-Hallin Lumber 100-249 Employees
City Manager’s Recommended Budget FY10 24 City of Bozeman, Montana
Public Employers: The Montana Department of Labor and Industry reports the following larg-
est public employers within the City’s boundaries, one of which is the City.
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 2007, the top taxpayers within the City were as follows.
Bank Deposits : Total bank
deposits for Gallatin County are
listed in the table to the right.
Total deposits have grown 138%
from $652,684,000 in 1999 to
$1,522,000,000 2006.
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
Rank Taxpayer Total Taxable
Assessed Value
% of Total City
Taxable Assessed
Value
1 Northwestern Energy—Transmission & Distribution 3,291,272 2.01%
2 Qwest Corporation 1,462,577 0.89%
3 Harry Daum—Gallatin Valley Mall 518,025 0.32%
4 Bozeman Deaconess Foundation 422,509 0.26%
5 Wal-Mart Stores 389,417 0.24%
6 Highgate Bozeman, LLC 317,174 0.19%
7 Montana Rail Link 304,394 0.19%
8 Bomont, LLC 294,798 0.18%
9 Costco Wholesale Corporation 283,730 0.17%
10 Bridger Peaks, LLC 275,786 0.17%
TOTAL 7,559,683 4.62%
YEAR TOTAL DEPOSITS (IN MILLIONS)
2006 $1,522,000
2005 1,315,223
2004 1,173,694
2003 1,013,982
2002 901,110
2001 780.347
2000 685,528
1999 652,684
City Manager’s Recommended Budget FY10 25 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 foun-
dation 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 accom-
plished. 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 ad-
ministration, 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 citi-
zens 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 govern-
ment finance issues to both elected officials and the public.
3. Budgetary emphasis will focus on providing those basic municipal services which pro-
vide the maximum level of services, to the most citizens, in the most cost effective man-
ner, 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 gov-
ernment 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 equip-
ment 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, regard-
less of the economic conditions, will assist in maintaining the government's equipment and infra-
structure in good operating condition.
5. The city will avoid budgetary practices that balance current expenditures at the ex-
pense of meeting future years' expenses.
Budgetary practices such as postponing capital expenditures, accruing future years' reve-
nues, 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.
City Manager’s Recommended Budget FY10 26 City of Bozeman, Montana
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 discon-
tinued, 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 r egularly 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, se rves to protect the city from short-term
fluctuations in any one major revenue source.
2. The city will estimate revenues in a realistic and conservative manner.
Aggressive revenue estimates significantly increase the chances of budgetary shortfalls
occurring during the year--resulting in either def icit 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 re-
ductions.
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 esti-
mates are met, all taxpayers are treated fairly and consistently, and delinquencies are kept to a
minimum.
City Manager’s Recommended Budget FY10 27 City of Bozeman, Montana
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 benefi-
ciary 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 reve-
nues.
Utilization of reserves to fund on-going expe nditures will produce a balanced budget, how-
ever, this practice will eventually cause severe financial problems. Once reserve levels are de-
pleted, the city would face elimination of on-going costs in order to balance the budget. There-
fore, the funding of on-going expenditures will be limited to current revenues.
2. Minor capital projects or recurring capital projects, which primarily benefit current resi-
dents, will be financed from current revenues.
Minor capital projects or recurring capital projects represent relatively small costs of an on-
going nature, and therefor e, should be financed wi th current reven ues rather than utilizing debt
financing. This policy also reflects the view that those who benefit from a capital project should
pay for the project.
3. Major capital projects, which benefit future as well as current residents, will be financed
with current revenues as well as other financing sources (e.g. debt financing).
This policy reflects the view that those who benefit from a capital project should pay for the
project.
4. Major capital projects, which benefit future residents, will be financed with other financ-
ing sources (e.g. debt financing).
Major capital projects represent large expenditures of a non-recurring nature which pri-
marily 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 sup-
ported by those who benefit from the project, sinc e debt service payments will be funded through
charges to future residents.
City Manager’s Recommended Budget FY10 28 City of Bozeman, Montana
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.
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, consci-
entious 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 ex-
ceed 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 suppor t current operations would result in future resi-
dents 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 in-
currence of debt, for which the public is responsible, is based upon a genuine need and is consis-
tent with underwriters guidelines.
Reserves
1. Reserves will be established for funds which are not available for expenditure or are
legally segregated for a specific use, in accordance with Governmental Accounting and
Financial Reporting Standards (GAFR).
The City's policy is to 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). This policy is consistent with GASB requirements.
City Manager’s Recommended Budget FY10 29 City of Bozeman, Montana
2. One undesignated general fund reserve will be maintained by the city. This undesig-
nated reserve will be used for: cash flow purposes, accrued employee payroll benefits
which are not shown as a liability, 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 obli-
gations 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 main-
tain 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. To provide for the orderly replacement of these
assets, funds will be set aside for this purpose through a designation of fund equity.
The city is subject to revenue shortfalls and unexpected expenditure demands during the fiscal
year. An undesignated general fund reserve will be maintained to be able to offset these revenue
shortfalls or meet unexpected demands occurring during the year, without suddenly adjusting tax
rates or reducing expenditures.
Financial Reporting & Accounting
1. The City will manage and account for its financial activity in accordance with Generally
Accepted Accounting Principles (GAAP), as set forth by the Governmental Accounting
Standards Board (GASB).
GASB is recognized as the authority with respect to governmental accounting. Managing
the city's finances in accordance with GAAP and in accordance with the rules set forth by GASB,
provides 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 ex-
penditures recorded when services or goods are received and liabilities incurred. Ac-
counting 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 accor-
dance with Generally Accepted Accounting Principles as set forth by the Governmental Account-
ing 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.
City Manager’s Recommended Budget FY10 30 City of Bozeman, Montana
T he 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 finan-
cial 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 en-
courages 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 Ac-
cepted Accounting Principles. Audits also provide management and the Commission with sug-
gestions 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 fi-
nancial 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 sus-
ceptible 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 pe-
riod. Expenditures are recorded when the related liability is incurred. Employee compen-
sated 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 re-
corded 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 pre-
sented 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 Enter-
prise Funds are accounted for as expenses for budget purposes, but are reported as re-
duction 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 ad-
minister for cash flow purposes, and is easier for the lay person to understand.
City Manager’s Recommended Budget FY10 31 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: Ac-
tivities Departments, Divisions, and Budget Units.
Activity: Activity represents the highest level of summarization used in the City’s financial
structure. This level is primarily used for entity-wide financial reporting and for summarization
in this budget document.
Department : Department is the second level of summarization used in the City’s financial
structure. The function classification represents a grouping of related operations and pro-
grams 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 cur-
rent fiscal year.
Activities
General Government
Public Safety
Public Service
Public Welfare
Other
City Manager’s Recommended Budget FY10 32 City of Bozeman, Montana
USEFUL TERMS
To better assist readers in understanding the budget document, a basic knowledge of the follow-
ing
Departments Divisions and Budget Units
City Commission City Commission, Study Commission
City Manager Administration, City Clerk, Personnel, Neighborhood Coordinator
Municipal Court Municipal Court
City Attorney Administration, Civil Litigation, Criminal Litigation, Criminal Victim-
Witness
Finance Administration, Accounting, Treasury
Planning Operations, Subdivision Revi ew, Long-Range Planning, Annexa-
tion, Code Enforcement, Historica l Preservation, Zoning Opera-
tions
Building Maintenance City Hall, City Hall Annex, Shop Complex, Professional Building ,
Senior Center, Library, Fire Station #2, Library—Lamme St.
Police Operations, Crime Con trol & Investigations , DARE, Drug Forfei-
ture, Parking, Animal Control
Fire Administration, Operations, Operational Readiness, Fire Preven-
tion, Hazardous Materials, Dis aster & Emergency Services
Building Inspection Operations, Life-Safety
Parking Administration, Operations, Parking Garage
Public Services
Administration
Administration, Engineering, Snow Removal Enforcement, Weed
Cutting Enforcement, Sidewalk Re pair Program, Si dewalk & 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, Const ruction, Mete rs,
Hydrants, Valves, Repairs
Information Technology Operations, G.I.S
City Manager’s Recommended Budget FY10 33 City of Bozeman, Montana
Departments
(cont’d)
Divisions and Budget Units
Wastewater Plant Operations, Laboratory, Sludge Injection, Construction
Solid Waste
Collection
Operations
Solid Waste Disposal Operations, Construction
Solid Waste
Recycling
Operations
Vehicle Maintenance Operations
Cemetery Operations
Parks Operations
Forestry Tree Maintenance
Library Operations, Technical Services, Information Services, Children’s
Services, Circulation Services, Construction
Recreation Operations, Swim Center, Bogert P ool, Lindley Park Center, Pro-
grams
Community
Development
Downtown Improvement District, Ame rican’s with Disabilities, Ur -
ban Redevelopment & Housing, E conomic Development, Grants
Non-Departmental Insurance, Contingencies, Trans fers, Beautification of Bozeman,
Band, Senior Transportation
G. O. Bonds Principal & Interest
SID Revolving Principal & Interest
SID Bonds Principal & Interest
Wastewater
Operations
Operations, Utility Locates, Was tewater Services , Construction, Man-
holes, Televising, Main Repairs
City Manager’s Recommended Budget FY10 34 City of Bozeman, Montana
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 attain-
ing 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 reve-
nue or to comply with state or federal law.
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 in-
clude 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 ser-
vices as the legislative branch, judicial branch, general administration, police, fire, finance, engi-
neering, 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 in-
clude: licenses and permits, intergovernmental revenue, charges for services,
fines and forfeitures, interest on investments, operating transfers, and miscellane-
ous revenues.
Special Revenue Funds: Special Revenue funds are used to account for the proceeds of spe-
cific revenue sources (other than special assessments, expendable trusts, or for major capital pro-
jects) that are legally restricted to expenditure for specific purposes. Special revenue funds sup-
port 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 retirement and insurance
City Manager’s Recommended Budget FY10 35 City of Bozeman, Montana
funds. Examples of special revenue funds supported by grants or other restricted revenue
sources include Community Development Block Grant, Housing and Urban Devel-
opment, 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 pro-
prietary funds).
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. Inter-
nal 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, penal-
ties, 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.
City Manager’s Recommended Budget FY10 36 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 ac-
counts 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 recog-
nized when liabilities are incurred.
Proprietary funds (Enterprise and Internal Service funds) are budgeted on a modified accrual ba-
sis which does not include depreciation or compensated absences. Each fund’s financial state-
ments, which can be found in the City’s Comprehensive Annual Financial Report (CAFR), are re-
ported 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 pe-
riod 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.
City Manager’s Recommended Budget FY10 37 City of Bozeman, Montana
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 re-
quests. The Commission also reviews departmental requests which could not be funded, as an
indication of un-met needs. During or 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 contains five sections of information for each Division .
• 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 year and the past three years.
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.
City Manager’s Recommended Budget FY10 38 City of Bozeman, Montana
The financial information includes expenditure inform ation 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 six basic classifications: salaries, wages, & benefits; operat-
ing expenses; capital; debt service; and transfers. In addition, more detailed objects of expendi-
ture are also presented, at the option of departments or divisions to highlight certain aspects of
their budgets. For example, the amount expected to be spent for supplies and materials is
shown. However, 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 un-
derstanding the planned outcomes for each division, the purpose of each budget unit, and ma-
jor changes or expenditures for the coming year.
MONITORING AND REPORTING PROCESS
As the budget year proceeds, individual departments and the Finance Department have dual re-
sponsibility for monitoring the status of each budget unit. Department staff has primary responsi-
bility 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 appropri-
ated for the budget unit.
The Finance Department reviews the budget reports on a monthly basis and discusses any vari-
ances 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 that must be
adopted by the City Commission. Recommendations are 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 real-
location of existing appropriations among the line items within a specific fund, The second de-
fines 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.
City Manager’s Recommended Budget FY10 39 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 Com-
mission 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 follows for creation and adop-
tion 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 de-
partments.
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 ad-
justments 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
MCA 7-6-4031 Budget amendment procedures. (1) The final budget resolution may author-
ize 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 in-
crease in appropriation authority.
City Manager’s Recommended Budget FY10 40 City of Bozeman, Montana
City Manager, Finance Director, and various department staff explain the budget recom-
mendations and underlying justification for the requests.
• During or following the work sessions, the Commissioners may make adjustments to
the proposed budget.
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
pub lished in the lo cal 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 Manager’s Recommended Budget FY10 41 City of Bozeman, Montana
CITY ORGANIZATION
___________________________________________________________
The organization chart on the following page depicts the overall structure of the City of Boze-
man 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 ap-
points a City Manager who is the Chie f Executive Officer of the City.
The City Manager appoints a City Clerk who acts as staff of the Commission. The City Man-
ager also appoints directors of each of the major departments– Finance, Law, Public Safety,
Public Service, and Public Welfare. These departments represent the major delineation of the
services offered by the City.
City Manager’s Recommended Budget FY10 42 City of Bozeman, Montana
City Manager’s Recommended Budget FY10 43 City of Bozeman, Montana
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City Manager’s Recommended Budget FY10 44 City of Bozeman, Montana
CHANGES IN FUND BALANCE/WORKING CAPITAL
FYE 08 ----------------------------------------------FY 10----------------------------------------------
Actual Projected Beginning Estimated Appropriations Budgeted Ending
Fund Balance/ Fund Balance/ Revenues Fund Balance/
Working Capital Working Capital Working Capital
# General Fund
010 General Fund $ 4,516,813 3,381,164 $ 22,422,407 $ 22,928,696 $ 2,874,875
Special Revenue Funds -
100 Planning Fund (76,333) (41,909) 790,447 777,364 (28,826)
103 Health-Medical Insurance - - 1,853,073 1,853,073 -
104 Liability Insurance - - 424,662 424,662 -
105 P.E.R.S. Fund - - 425,340 425,340 -
106 Police Pension Fund 16,355 16,355 442,749 442,749 16,355
107 Fire Pension Fund - - 303,361 303,361 -
108 Community Transportation (151,331) - 30,515 30,515 -
109 Highway Safety Improvement Projects 20,898 21,398 - 21,000 398
110 Gas Tax Apportionment 444,211 443,520 638,225 616,500 465,245
111 Street Maintenance District 598,924 583,776 2,165,023 2,128,940 619,85 9
112 Tree Maintenance 198,927 184,403 414,875 596,489 2,789
113 Fire Impact Fee 2,282,763 112,300 185,640 185,640 112,300
114 Street Impact Fee 6,444,205 1,319,205 850,000 600,000 1,569,205
115 Building Inspection Special Revenue 768,232 756,000 869,100 861,709 763,391
116 Dowtown Improvement District 546,243 546,543 726,080 726,080 546 ,543
119 Economic Development Loan Fund - 105,000 215,000 215,000 105,000
120 Community Housing 238,094 163,532 86,403 40,000 209,935
121 Housing Revolving Loan Fund 86,034 82,134 8,000 14,400 75,734
125 Drug Forfeiture (53,662) (58,624) 158,000 173,444 (74,068)
127 Down Town Parking (5,672) - - - -
128 Fish Wildlife And Park Mgmt 33,160 18,160 - 15,000 3,160
129 Special Projects - Recovery Act, ARRA - - 796,500 796,50 0 -
130 Americans With Disability Act 35,145 3,145 - - 3,145
131 Beautification Of Bozeman 5,023 5,023 4,000 5,800 3,223
133 Recreation Department Special Revenue 32,168 3,168 1,000 1,000 3,168
135 Cemetery Department Special Revenue 2,178 2,200 - 2,200 -
136 Park Department Special Revenue 14,379 7,879 5,500 12,000 1,379
137 Library Department Special Revenue 2,815 8,015 5,200 7,900 5,315
138 Law & Justice Center 503,624 483,624 - 20,000 463,6 24
139 Police Department Special Revenue 187,566 149,601 113,000 143,915 118,686
140 Police Domestic Violence - - 157,500 157,500 -
143 TIF N 7th Corridor 31,708 88,208 58,130 130,000 16,338
144 TIF NE Urban Renewal 27,858 71,058 44,500 125,000 (9,442)
145 TIF Mandeville Industrial (185,998) (185,998) - - (185,998)
146 Lighting Districts 62,946 82,946 170,000 150,000 102,946
174 Victim Witness Advocate 314,402 328,402 76,000 65,000 339,40 2
175 Senior Transportation 4,783 4,783 76,403 76,403 4,783
176 Business Improvement District 5,352 5,352 114,000 114,000 5,352
177 Neighborhood Special Revenue 873 873 - - 873
179 Diaster Relief Fund 81,667 83,667 2,000 - 85 ,667
180 Sr. High Parking 19,312 - - - -
183 Fire Department Special Revenue (14,462) (14,462) - - (14,462)
City Manager’s Recommended Budget FY10 45 City of Bozeman, Montana
CHANGES IN FUND BALANCE/WORKING CAPITAL
FYE 08 —–—————–——————-FY10——–———————————--
Actual Projected Beginning Estimated Appropriations Budgeted Ending
Fund Balance/ Fund Balance/ Revenues Fund Balance/
Working Capital Working Capital Working Capital
184 Parks Master Plan Develop 168,990 168,990 100,000 100,000 168,99 0
185 Insurance Proceeds
186 Development Impacts 634,196 267,196 20,000 765,000 (477,804)
187 Fire Department Equipment 286,711 143,423 310,612 - 4 54,035
188 City/County Drug Forfeiture 317,948 72,948 55,000 335,000 (207 ,052)
850 Park Land - Cash in Lieu 235,434 235,434 - - 235,434
Total Special Revenue Funds 14,410,902 6,286,504 12,695,838 13,690,484 5,291,858
Debt Service Funds
300 Special Improvement District Revolv. Fund 629,510 649,510 20,000 - 669,510
301 Library Bonds 203,061 203,061 315,486 315,486 203,061
302 Bond P & I 1995 Transportation Projects (214,385) (162,385) 468,136 415,316 (109,565)
305 TIF 2007 Downtown Bonds - - 416,222 416,222 -
310 SID Funds 40,889 40,889 1,500,000 1,500,000 40,889
Total Debt Service Funds 659,075 731,075 2,719,844 2,647,024 803,895
Construction Funds
Capital Projects 2,884,553 (1,704,000) 1,704,000 - -
Enterprise Funds
600 Water 9,812,719 9,905,114 6,452,099 5,485,979 10,871,234
610 Water Impact Fee - Net Assets 6,755,556 7,390,556 525,000 892,643 7,022,9 13
620 Waste Water 4,564,221 3,412,685 20,814,324 20,711,852 3,515,157
630 Waste Water Impact Fee - Net Assets 11,026,596 7,155,196 400,000 4,725,000 2,830,196
640 Solid Waste 1,221,097 809,838 2,657,394 2,705,561 761,671
650 Parking Enterprise 25,423 (101,577) 378,000 444,690 (168,267)
Total Enterprise Funds 33,405,612 28,571,812 31,226,817 34,965,725 24,832,904
Internal Service Funds
710 Vehicle Maintenance Shop 11,224 11,224 623,000 629,414 4,8 10
720 Health-Medical Self-Insurance Fund 198,643 209,643 2,765,122 2,754,122 220,643
-
Total Internal Service Funds 209,867 220,867 3,388,122 3,383,536 225,453
Permanent Funds
800 Cemetery Perpetual Care 532,216 536,216 20,000 16,000 540,21 6
Total Trust And Agenc Funds 532,216 536,216 20,000 16,000 540,216
Total All Funds 56,619,038 38,023,638 74,177,028 77,631,465 34,569,201
City Manager’s Recommended Budget FY10 46 City of Bozeman, Montana
MILL LEVIES & MILL VALUES
FISCAL YEAR FY 05 FY06 FY07 FY08 FY09 FY10 *EST
MILL VALUE $ 52,985 $ 58,063 $ 63,249 $ 68,981 $ 74,178 $ 76,403
PERCENTAGE CHANGE - 9.6% 8.9% 9.1% 7.5% 3.0%
GENERAL FUND:
All-Purpose 111.48 111.39 110.57 101.26 111.91 111.63
SPECIAL REVENUE:
City Planning 2.00 2.00 2.00 2.00 2.00 2.00
Police Retirement 3.88 3.54 4.07 4.27 4.14 4.14
Firefighters' Retirement 1.87 1.71 2.68 2.81 2.72 2.72
Public Employees' Retirement 3.93 3.59 4.39 4.61 4.52 4.52
Comprehensive Insurance 3.78 3.45 4.45 4.67 4.53 4.53
Health/Med Insurance 24.73 23.21 22.91 22.36 24.31 24.25
Fire Capital & Equipment 4.00 4.00
Fire Truck/Equipment 6.00 6.00
Senior Transportation 1.00 1.00 1.00 1.00 1.00 1.00
Workforce Housing 1.46 1.00
TOTAL SPECIAL REVENUE 47.19 44.50 41.50 41.72 48.68 48.16
DEBT SERVICE:
Library G.O. Bonds 7.99 5.39 4.95 4.53 4.27 4.13
Transportation G.O. Bonds 5.33 6.98 6.40 6.67 6.30 6.13
TOTAL DEBT SERVICE 13.32 12.37 11.35 11.20 10.57 10.26
TOTAL ALL LEVIES 171.99 168.26 163.42 154.18 171.16 170.05
Percentage Change - -2.2% -2.9% -5.7% 11.0% -0.7%
Property Taxes Levied $9,112,890 $9,769,893 $10,336,467 $10,635,491 $12,696,306 $12,992,069
Percentage Change - 7.2% 5.8% 2.9% 19.4% 2.3%
$ 583,000.00
Police & Fire
Levy Reduct'n
$ 350,120 $ 303,570
FY09 SAFER FY10 SAFER
$ - $ 174,189 $ - $ 620,829 $ 667,602 $ 687,630
911 Mills 911 Mills 911 Mills
Res. No. 3954 Res. No. 3954 Res. No. 3954
* Tax Authority Authorized but Not Levied
City Manager’s Recommended Budget FY10 47 City of Bozeman, Montana
APPROPRIATIONS BY TYPE
___________________________________________________________
All expenditures are classified under one of five major categories: Salaries, Wages & Benefits,
Operating Expense, Capital, Debt Service, and Transfers. The graph below shows the relative
percentage of budgeted expenditures for these five major categories for all funds, combined.
In governmental agencies, salaries, wages and benef its normally represent the largest of these
categories.
However, due to the significant investment in infrastructure, cities have a much higher percent-
age of the budget devoted to operating costs than most other governmental agencies. Trans-
portation projects are often included under contracted services, which is an operating cost.
Salaries &
Overtime
21%
Benefits
7%
Operating
30%
Capital
31%
Debt Service
4%
Transfers
7%
FY2010 -Appropriations by Type
Salaries & Overtime
Benefits
Operating
Capital
Debt Service
Transfers
City Manager’s Recommended Budget FY10 48 City of Bozeman, Montana
APPROPRIATIONS BY FUND
___________________________________________________________
As shown, Enterprise Funds and the General Fund account for 76% 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 premi-
ums, impact fees and liability insurance. Co mmunity 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
30%
Special Revenue
17%Debt Service
3%
Capital Project
0%
Enterprise Funds
46%
Internal Service
4%
Permanent Funds
0%
FY2010 -Appropriations by Fund
General Fund
Special Revenue
Debt Service
Capital Project
Enterprise Funds
Internal Service
Permanent Funds
City Manager’s Recommended Budget FY10 49 City of Bozeman, Montana
LEGAL DEBT LIMIT & BOND RATING
___________________________________________________________
General Obligation 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. (FY09 Total Market Value was $2.407 Billion.)
As of June 30, 2010, net outstanding General Obligation debt will be $5,075,000, including
$800,000 outstanding for Fire Station #3 constructi on, that is back by impact fee revenue col-
lections.
2007 Law Change:
In the recent Legislative session, SB245 was adopted that changed the statutory debt limit
from 1.51% to 2.5% of Market Value. This became effective July 1, 2007. This results in an
estimated Legal Debt Margin of $54.3 Million at the end of FY09, and $56.9 Million at the end
of FY10.
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 operat ions, known as “Revenue Bonds”. The city
plans to issue approximately $30 Million in revenue bonds for the construction of a new Waste
Water Treatment plant within the next three years.
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 lighti ng 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 rated BBB by Standard & Poor’s.
Legal Debt Limit—GO Estimated June 30, 2009
Statutory G.O Debt Limit—
2.5% of Valuation
$60,185,000
Less: Outstanding GO
Bonds
($5,815,000)
Less: Loans Payable -
Plus: Fund Balances Reserved
for Debt Payment
-
Equals: Legal Debt Margin $54,370,000
Estimated June 30, 2010
$61,990,000
($5,075,000)
-
-
$56,915,000
City Manager’s Recommended Budget FY10 50 City of Bozeman, Montana
STAFFING SUMMARY
___________________________________________________________
Approved Approved Approv ed Approved Proposed
FY06 FY07 FY08 FY09 FY10
GENERAL GOVERNMENT
City Commission 2.10 2.10 2.10 2.10 2.10
City Manager 9.50 8.00 10.50 10.50 10.50
Municipal Court 6.00 6.00 7.00 7.00 7.50
City Attorney 6.00 6.00 6.00 6.00 7.00
Finance 16.00 16.00 10.00 10.00 9.00
Office of Planning & Community Development 12.70 14.20 15.20 13.70 12.20
Building Maintenance 2.55 2.55 3.05 3.55 3.55
Information Technology 6.00 6.00 5.73
TOTAL GENERAL GOVERNMENT 54.85 54.85 59.85 58.85 57.58
PUBLIC SAFETY
Police Department 53.75 55.75 57.75 62.75 67.75
Fire Department 29.25 31.25 34.25 45.25 44.75
Building Inspection 15.05 16.55 16.55 13.55 9.55
Parking 2.75 3.75 3.75 4.75 4.75
TOTAL PUBLIC SAFETY 100.80 107.30 112.30 126.30 126.80
PUBLIC SERVICES
Public Services Administration 7.15 8.15 8.15 8.15 8.15
Streets 13.62 15.62 15.62 17.62 17.62
Water Plant 9.27 9.56 9.27 9.27 9.27
Water Operations 14.62 14.62 15.62 16.62 15.62
Wastewater Operations 9.25 9.25 10.25 11.25 10.25
Wastewater Plant 14.87 15.42 14.87 15.87 15.87
Solid Waste Collection 11.74 12.24 14.74 14.74 14.74
Solid Waste Disposal/Recycling 7.66 6.82 3.00 1.00 1.00
Vehicle Maintenance 3.50 4.00 4.00 4.00 4.00
TOTAL PUBLIC SERVICES 91.68 95.68 95.52 98.52 96.52
PUBLIC WELFARE
Cemetery 5.25 5.50 5.75 5.75 5.75
Parks 11.95 12.45 13.45 13.45 13.45
Forestry 3.60 4.60 4.60 4.60 4.60
Library 19.66 19.66 20.66 21.66 21.16
Recreation 14.65 14.90 14.90 15.00 15.00
Community Development 1.00 1.00 2.00 1.00 1.00
TOTAL PUBLIC WELFARE 56.11 58.11 61.36 61.46 60.96
TOTAL ALL FUNDS 303.44 315.94 329.03 345.13 341.86
Net FTE Increase from Previous Year 3.35 12.50 13.09 16.10 -3.27
% Increase from Previous Year 1.1% 4.1% 4.1% 4.9% -0.9%
City Manager’s Recommended Budget FY10 51 City of Bozeman, Montana
REVENUE TRENDS & ANALYSIS
____________________________________________________________
Revenues are estimated for every fund of the city each year. This summary of revenue estimates is sup-
ported by detailed revenue estimates for each fund, as described in the tables beginning on page 60.
This section of the budget highlight s 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 th e coming year. Together, these funds comprise 71%
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 rev enues include: city ad-
ministration, police and fire services, court, parks, recr eation, and library. Revenue is estimated to be
just under $22.4 Million for the budget year.
The growth in general fund revenues, depicted in the graph above, reflects the following trends:
• The approved mill levy for police and firefighter staff and equipment. That levy allows per-
manent increases in property tax levies, beginning in FY09.
• Beginning in the late 1990’s, the rapid growth in new construction and annexations, which
increases property taxes collected. Growth in taxable value last budget year was 7.5%, and
had averaged over 8.0% for the pr evious 5 years. However, th e significant decline in local
construction that begin in 2008 will reduce tax dollars from new construction. Based on City
Building Permit information, we estimate FY10 growth to be 3%.
• For FY09, Increased court revenues, based on th e hiring of an additional prosecutor in
FY09. Court revenues tend to grow as we add police officers and as our community be-
comes more of a regional trade-center and tourist area. In FY10, we are estimating court
revenues to decrease by $300,000 based on economic conditions and actual trend.
• Voted county-wide 911 levy and commitment to reduce city mills by an equivalent amount.
• Increased State Entitlement Share revenues, based on population 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
City Manager’s Recommended Budget FY10 52 City of Bozeman, Montana
WATER FUND
Shown on the graph below are total water fund revenues, estimated at $6.4 Million for the budget year.
As depicted by the graph, water fund revenues have stead ily increased as the result of both an increase
in the customer base and as the result of regular rate changes. Due to declining growth around the City,
our customer-base growth is estimated at 1% for t he budget year. This rate is markedly lower than the
5% trend of the past three years. We are also es timating no collections from “cash in lieu of water
rights” which are customarily collected when property is annexed into the city.
In updating our rate study for slower customer grow th, decreased Impact Fee collections and new esti-
mates of Water Plant costs, we estimate needing a 3.2% water rate increase for each of the next three
years (FY10, FY11, and FY12) in order to fund pl ant construction and other scheduled operations and
maintenance costs.
Historic Water Rate Changes information can be found on page 225.
WASTEWATER FUND
Revenues in the Wastewater Fund have, in general, been increasing over the past 10 years, and are
estimated at $20.8 Million for the budget year. This does include “proceeds of long term debt” of ap-
proximately $15 Million for Plant construction. This significant construction project broke ground in May
2009 and is expected to take 3 years to complete. The Wastewater Fund is expected to borrow a total
of $30 Million for the $54 Million project.
We estimate our customer-base to grow by 1% in t he budget year, down from 5% in previous years, and
have based our estimate on the sign ificant decline in new construction in town. We are still seeing mod-
est increases in water usage, so we expect a small amount of customer growth in the coming months.
Due to this decline in growth, the corresponding de cline in collection of Impact Fees, and higher-than-
expected plant construction costs, rates are expect ed to increase 10.2% each year for the next three
years (FY10, FY11, FY12.)
Wastewater rate increases are shown in the schedule on page 225.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
1st 8 years Actual ‐Last 2 projected
Water Fund Revenues
City Manager’s Recommended Budget FY10 53 City of Bozeman, Montana
SOLID WASTE FUND
Revenues in the Solid Waste Fund were significant effe cted 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 landf ill 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 oper ate residential and commercial collection, and in
FY09 we began to provide curb-side recycling collection services.
For FY10, garbage rates will increase 5%, to cover f uel 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 decreased demand for “roll-off” containers and the associated hauling and tip-
ping services. Solid waste fund revenues, including curbside recycling fees for the year, are estimated
at $2.6 Million.
$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
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
1st 8 Years Actual ‐Last 2 Years Projected
Solid Waste Fund Revenues
City Manager’s Recommended Budget FY10 54 City of Bozeman, Montana
EXPENDITURE TRENDS & ANALYSIS
___________________________________________________________________________
This section provides a historical trend analysis of the expenditures of the major funds of the city. In-
creases and decreases in a funds’ expenditure levels is a natural occurrence. The most important point
is to understand what factors are causing a funds’ expenditure levels to change. General fund expendi-
tures will usually be more stable, due to the fact t hat most costs ar e personnel that are predictable and
steady. In enterprise funds and construction funds, lar ge fluctuations will occur due to the fact that these
funds are infrastructure intense and large expendi tures are sporadic, depending on the projects in-
volved.
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 ad-
ministration, police and fire services, court, parks, recreation, and library. Expenditures total $22.9M 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. Staff-
ing increases to handle citizen demands bring salary and health insurance expenditure increases. In
addition, expanding buildings to accommodate more ci tizens and employees results in increased build-
ing maintenance costs. Expenditures on Library Serv ices increased significantly in 2007 due to the op-
erations of the new Library facility. For FY08 we decrease d 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
voter-approved levies for the addition of police offi cers and firefighters and associated equipment.
WATER FUND
The following chart depicts the trend in the Water Fu nd, and shows the result of sporadic large improve-
ment projects being undertaken in FY2004 through FY2008. In 2004, we began design and construction
on the Hyalite Transmission Main, which greatly impr oved service for the City’s water supply from Hya-
lite reservoir. That project was completed in FY2006. FY2010 expenditures total roughly $5.4 Million,
and includes spending on the design necessary for a new Water Treatment Facility, according to our
long-rang Water Facility Plan. We expect to see su bstantial investment in the city’s water supply and
delivery being made by the Water F und over the next 3-5 years.
‐
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
2001200220032004200520062007200820092010
General Fund Expenditures
City Manager’s Recommended Budget FY10 55 City of Bozeman, Montana
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 Gr ant award that required ma tching dollars from our
rate-payers. This grant funded some major impr ovements to our Wastewater Treatment Plant and Col-
lection System, and was fully utiliz ed by the end of the FY05.
FY10 expenditures are estimated at $20.7 Million. As a result of our most re cent Wastewater Facility
Study, the city immediately embarked on the design and construction of a new Water Reclamation Facil-
ity. In November 2008, the City approved bids fo r a project totaling $54Million. We broke ground in May
2009 and anticipate 3 years of construction spending. FY10 budget anticipates construction project ex-
penditures of over $15 Million.
SOLID WASTE
Expenditures in the Solid Waste Fund have increased si gnificantly in the recent years due to the City’s
investment in the Mandeville Farm property, Transf er Station design, and the Old Library Property.
Costs also increased in FY2006 when the City decid ed to direct-haul collection trash to the County
Landfill. The FY2009 budget included the cap and clos ure costs on the City’s existing landfill cell and
curbside recycling, in addition to our regular garbage collection routes. Expenditures are estimated to
total $2.7 Million for Collection and Recycling purposes, including a shop and office expansion project, in
this fiscal year.
‐
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
2001200220032004200520062007200820092010
Water Fund Expenditures
‐2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 20,000,000 22,000,000
2001200220032004200520062007200820092010
Wastewater Fund Expenditures
City Manager’s Recommended Budget FY10 56 City of Bozeman, Montana
‐
2,000,000
4,000,000
6,000,000
2001200220032004200520062007200820092010
Solid Waste Fund Expenditures
City Manager’s Recommended Budget FY10 57 City of Bozeman, Montana
FUND BALANCES / WORKING CA PITAL TRENDS & ANALYSIS
——————————————————————————————————————————
There are two fund types that are used to account for the city’s o perating funds. One is governmental
fund types and the other is propriet ary fund types. The best measure of a governmental fund types’ fi-
nancial condition is fund balance (assets minus liabiliti es). The best measure of a propriety fund types’
financial condition is working capital (curr ent 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 ad-
ministration, police and fire services, court, parks, recreation, and library.
The graph below shows that the city has maintai ned its general fund balance between $2.5 and $3.9
million over the past 10 years. Increases in fund balan ce in FY02, 05, 08 occurr ed as the result of unex-
pected 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 de-
cline in FY07 is attributed to the City’s share of the purchase of the Lamme Library property for $1 Mil-
lion. The FY09 budget had an ending Unreserved Ge neral Fund Balance of $4.2 million, spending
$116,500 on SAT matching funds for the interior renovations of the Story Mansion and $200,000 on the
rental of space for a Municipal Court facility. Wi th additional dollars spent on Story Mansion ($391,222),
LEED Certification Construction Co sts for City Hall ($386,000) and the Planning Fund Deficit from FY08
($78,000), loss of value of Old City Hall Propert y ($804,000) the FY09 ending Unreserved General Fund
Balance is estimated at $2.8 Million. The FY10 Budget maintains that level at $2.8 Million.
The graph on the next page shows the unreserved gener al fund balance in relation to the annual reve-
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
1st 8 Years Actual ‐Last 2 Years Projected
General Fund ‐Unreserved
Fund Balance
City Manager’s Recommended Budget FY10 58 City of Bozeman, Montana
nue of the fund. The decline in fiscal years 2000 & 2001 were due to the inclusion of expenditures for
employee benefits (health insurance and employee reti rement funds) in the general fund. These were
previously expended out of special revenue funds. The de cline in FY 03 was the result of the acquisition
of the Story Mansion. Again, the decline in FY07 is attributed to the purchase of the Lamme Library
property. The FY10 year is projected to end at 13.45% of FY10 operating revenues.
WATER FUND
The graph below depicts the working capital balance of the city’s water fund. This graph typifies the sig-
nificant fluctuations that result from large infrastruc ture expenditures. 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 wa s the Lyman Creek water supply and the Hyalite Trans-
mission Main project. We are now accumulating dollars for plant design and construction, which is es-
timated to cost approximately $40.7 million. FY10 bu dget projects and ending balance of $10.8 Million.
WASTEWATER FUND
As seen by the graph of the wastewater fund on th e next page, the fund’s working capital balance has
been steadily growing over the past 10 years. The large balance in FY 01 provided needed matching
funds for a $5 million federal grant. The reduction in FY 03 reflects expenditures associated with the
0%
10%
20%
30%
1st 8 Years Actual ‐Last 2 Years Projected
Unreserved General Fund Balance
as a % of Revenues
‐$5,000,000
$0
$5,000,000
$10,000,000
$15,000,000
1st 8 Years Actual ‐Last 2 Years Projected
Water Fund ‐Working Capital
City Manager’s Recommended Budget FY10 59 City of Bozeman, Montana
federal grant. The FY08 reduction is for the design costs of the new Wastewat er 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 t he treatment plant project represents the most substan-
tial investment in the City’s wastewater facility in decades. FY10 ending working capital balance is esti-
mated at $3.5 Million.
SOLID WASTE FUND
The graph of the solid waste fund working capital show s a relatively low balance in fiscal year 2001 due
to the installation costs of a liner for the City’s l andfill, totaling approximately $2 million. The steady in-
creases in FY 02 through FY 04 resulted from the la rge increase in 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 pu rchase 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 recy-
cling program in addition to the current garbage collection services. The new recycling program re-
quired 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. This will result in an ending working capital balance of ap-
proximately $761,671.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
1st 8 Years Actual ‐Last 2 Projected
Wastewater Fund ‐Working Capital
$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
City Manager’s Recommended Budget FY10 60 City of Bozeman, Montana
Revenue and Expenditure De tails For Each Fund
FY08 FY09 FY10
Actual Approved Recommended
General Fund
Revenues
Property Taxes 6,795,982 8,459,560 8,605,265
Gallatin County Option 1,082,839 1,100,000 1,050,000
Business/Animal Licenses 283,503 243,500 262,500
Permits 5,710 29,250 4,000
Grants 100,352 342,000 303,570
County Shared 434,691 470,355 454,230
State Shared 3,966,076 4,113,621 4,437,014
General Government 1,207,038 1,534,543 1,559,781
Public Safety 163,285 148,012 148,512
Public Welfare 650,733 638,050 618,450
Library Fines 57,617 55,000 55,000
Police Court Fines 1,174,401 1,391,500 1,091,500
Weed Mowing Fines - - -
Parking Fines 47,305 55,000 55,000
Animal Control Fines 26,057 20,000 20,000
Snow Removal Fines - 1,000 -
Miscellaneous Fines 321 - -
Interest Income 82,154 70,000 70,000
Admin Reimbursement
Cash Over/Short
Donations 676 2,000 -
Miscellaneous Revenue 4,330 110,000 10,000
Refunds & Reimburse-
ments 150,725 8,000 8,000
Rents and Royalties 6,130 5,000 -
Sales 3,363 10,000 -
Street & Alley Vacation 2,955,947 500 500
Transfers 3,480,960 3,659,085
Proceeds-Asset Disposi-
tion 22,802 - 10,000
Compensation for Loss - - -
Total Revenues 19,222,037 22,287,851 22,422,407
Expenditures
Personnel & Benefits 12,938,334 13,771,359 14,467,006
Operations 4,740,481 6,620,316 6,410,438
Capital 336,961 1,152,544 484,340
Debt Service 82,024 - 108,000
Transfers 642,367 900,615 1,458,912
Total Expenditures 19,581,229 22,444,834 22,928,696
The following table lists the Revenues & Other Fina ncing Sources and the Expenditures and Other Uses
for each of the City’s Funds. For details of Beginning & Ending balances, refer to pages 41 & 42.
City Manager’s Recommended Budget FY10 61 City of Bozeman, Montana
Special Revenue Funds FY08 Actual FY09 Approved FY10 Recommended
100 - Planning Fund
Revenues
Property Taxes 137,962 148,356 152,806
Grants - 5,700 5,500
County Shared 18,000 18,000 18,000
State Shared 62,800 51,443 53,141
General Government 447,350 240,000 213,000
Interest Income 4,950 - -
Refunds & Reimbursements 5,000 10,000 -
Transfers 245,000 398,000 348,000
Total Revenues 921,062 871,499 790,447
Expenditures
Personnel & Benefits 738,854 755,524 712,013
Operations 268,794 81,551 65,351
Capital 71,638 - -
Transfers
Total Expenditures 1,079,286 837,075 777,364
103 - Health-Medical Insurance
Revenues
Property Taxes 1,498,727 1,803,267 1,853,073
County Shared 2,646
Total Revenues 1,501,373 1,803,267 1,853,073
Expenditures
Transfers 1,523,464 1,803,267 1,853,073
Total Expenditures 1,542,415 1,803,267 1,853,073
104 - Liability Insurance
Revenues
Property Taxes 297,765 336,026 346,107
County Shared
State Shared 74,344 77,014 78,555
Total Revenues 372,109 413,040 424,662
Expenditures
Transfers 384,705 413,040 424,662
Total Expenditures 384,705 413,040 424,662
105 - PERS Fund
Revenues
Property Taxes 293,935 335,285 345,343
State Shared 75,534 78,428 79,997
Total Revenues 369,469 413,713 425,340
Expenditures
Transfers 381,866 413,713 425,340
Total Expenditures 381,866 413,713 425,340
106 - Police Pension Fund
Revenues
Property Taxes 271,884 307,097 316,310
State Shared 119,545 121,529 126,439
Total Revenues 391,429 428,626 442,749
Expenditures
Transfers 416,319 428,626 442,749
Total Expenditures 416,319 428,626 442,749
City Manager’s Recommended Budget FY10 62 City of Bozeman, Montana
107 - Firemans Pension Fund FY08 Actual FY09 Approved FY10 Recommended
Revenues
Property Taxes 177,897 201,764 207,817
State Shared 90,402 93,670 95,544
Total Revenues 268,299 295,434 303,361
Expenditures
Transfers 224,548 295,434 303,361
Total Expenditures 285,946 295,434 303,361
108 - Community Transportation
Revenues
Grants 1,518,233
Transfers - 30,515 30,515
Total Revenues 1,608,233 30,515 30,515
Expenditures
Personnel & Benefits - - -
Operations 261,930 30,515 30,515
Capital 1,463,439 - -
Total Expenditures 1,725,369 30,515 30,515
109 - Highway Safety Improvement Projects
Revenues
Interest Income 866 - -
Total Revenues 866 - -
Expenditures
Operations - 19,000 21,000
Total Expenditures - 19,000 21,000
110 - Gas Tax
Revenues
State Shared 605,810 605,809 630,725
Interest Income 14,097 10,000 7,500
Total Revenues 619,907 615,809 638,225
Expenditures
Operations 136,545 186,500 216,500
Capital 296,269 430,000 400,000
Total Expenditures 432,814 616,500 616,500
111 - Street Maintenance
Revenues
Penalty & Interest 6,354 - -
Permits 20,419 20,000 20,000
State Shared - - -
Public Service 1,857,626 2,067,916 2,130,023
Interest Income 21,030 15,000 15,000
Miscellaneous Revenue 2,545
Refunds & Reimbursements
Proceeds-Asset Disposition 319,081
Total Revenues 2,227,055 2,102,916 2,165,023
Expenditures
Personnel & Benefits 952,073 1,047,181 1,123,371
Operations 586,953 933,983 825,569
Capital 2,557 136,900 180,000
Total Expenditures 1,541,583 2,118,064 2,128,940
Refunds & Reimbursements 90,000
City Manager’s Recommended Budget FY10 63 City of Bozeman, Montana
112 - Tree Maintenance FY08 Actual FY09 Approved FY10 Recommended
Revenues
Penalty & Interest 2,567
State Shared
Public Service 380,732 392,304 397,875
Interest Income 9,718 7,000 7,000
Refunds & Reimbursements
Sales 7,783 10,000 10,000
Proceeds-Asset Disposition 5,554
Total Revenues 406,354 409,304 414,875
Expenditures
Personnel & Benefits 233,627 290,248 292,287
Operations 92,470 120,976 118,998
Capital 147,000 18,300 185,204
Total Expenditures 473,097 429,524 596,489
113 - Fire Impact Fee
Revenues
Public Safety 259,726 182,000 185,640
Interest Income 110,946 40,000 -
Proceeds of Long Term Debt 1,000,000 -
Total Revenues 370,672 1,222,000 185,640
Expenditures
Operations 44,301
Capital 289,998 3,392,463
Total Expenditures 334,299 3,392,463 185,640
114 - Street Impact Fee
Revenues
Public Service 1,948,550 1,600,000 750,000
Interest Income 306,168 175,000 100,000
Admin Reimbursement
Total Revenues 2,254,718 1,775,000 850,000
Expenditures
Operations 151,365
Capital 1,221,109 6,900,000 600,000
Total Expenditures 1,221,109 6,900,000 600,000
115 - Building Inspection Fund
Revenues
Permits 975,996 1,036,000 854,600
State Shared 61,102
General Government 3,879 4,000 4,000
Public Safety - 10,000 500
Refunds & Reimbursements 13,238 - -
Interest Income 41,486 25,000 10,000
Total Revenues 1,095,701 1,075,000 869,100
Expenditures
Personnel & Benefits 988,885 932,430 643,956
Operations 309,399 262,781 217,753
Capital 67,396 - -
Total Expenditures 1,365,680 1,195,211 861,709
Transfers 185,640
City Manager’s Recommended Budget FY10 64 City of Bozeman, Montana
116 - TIFD Downtown Improvement FY08 Actual FY09 Approved FY10 Recommended
Revenues
Property Taxes 520,213 676,300 686,460
State Shared 34,620 34,620 34,620
Interest Income 31,005 5,000 5,000
Total Revenues 585,838 715,920 726,080
Expenditures
Operations 127,597 299,398 301,080
Transfers 416,522 416,222 425,000
Total Expenditures 544,119 715,620 726,080
119 - Economic Development Loan
Revenues
Interest Income 52 1,000 -
Loan Principal - 175,000 175,000
Loan Interest - 40,000 40,000
Penalty 42,750
Refunds & Reimbursement
Total Revenues 42,802 216,000 215,000
Expenditures
Operations 43,853 111,000 215,000
Total Expenditures 43,853 111,000 215,000
120 - Community Housing Fund
Revenues
Transfer In (from Gfund) 137,962 105,600 76,403
Interest Income 8,166 5,000 5,000
Loan Principal 4,583 5,000 5,000
Total Revenues 150,711 115,600 86,403
Expenditures
Personnel 19,111 - -
Operations 38,751 190,162 40,000
Total Expenditures 38,751 190,162 40,000
121 - Housing Revolving Loan
Revenues
Interest Income 3,640 2,500 -
Loan Principal 3,807 8,000 8,000
Loan Interest 952 - -
Total Revenues 8,399 10,500 8,000
Expenditures
Operations 14,400 14,400 14,400
Total Expenditures 14,400 14,400 14,400
122 - Downtown Blast Clean Up Fund
Revenues
Transfers 250,000
Donations 50,000
Reimbursements
Total Revenues 300,000
Expenditures
Personnel & Benefits
Operations 300,000
Total Expenditures 300,000
City Manager’s Recommended Budget FY10 65 City of Bozeman, Montana
FY08 Actual FY09 Approved FY10 Recommended
125 - Drug Forfeiture Fund
Revenues
Grants 119,845 98,000 98,000
Police Court Fines 39,935 56,000 50,000
Miscellaneous Revenue 6,657 10,000 10,000
Total Revenues 166,437 164,000 158,000
Expenditures
Personnel & Benefits 220,871 159,447 164,944
Operations 8,570 9,515 8,500
Total Expenditures 229,441 168,962 173,444
127 - Downtown Parking Fund
Revenues
Permits 53,545
District Fines 101,640
Interest Income -
Pay In Lieu 10,505
Total Revenues 165,690 - -
Expenditures
Personnel & Benefits 106,816
Operations 89,350
Capital 67,058
Total Expenditures 263,224 - -
128 - Fish Wildlife & Park Mgmt
Revenues
Grants
Other Revenue - - -
Total Revenues - - -
Expenditures
Operations 195 15,000 15,000
Capital
Total Expenditures 195 15,000 15,000
129 - Special Projects Fund (FY10: Recovery Act, ARRA)
Revenues
Transfers In/Other - - 796,500
Interest Income 1,680,000 - -
Total Revenues 1,680,000 - 796,500
Expenditures
Operations 2,000,000 - 796,500
Capital
Total Expenditures 2,000,000 - 796,500
130 - Americans with Disability
Revenues
Interest Income 1,456 - -
Total Revenues 1,456 - -
Expenditures
Operations - 32,000 -
Capital
Total Expenditures - 32,000 -
City Manager’s Recommended Budget FY10 66 City of Bozeman, Montana
131 - Beautification of Bozeman FY08 Actual FY09 Approved FY10 Recommended
Revenues
Donations 4,330 - 4,000
Interest Income 176 - -
Total Revenues 4,506 - 4,000
Expenditures
Operations 4,506 - 5,800
Total Expenditures 4,506 - 5,800
133 - Recreation Special Revenue
Revenues
Interest Income 1,320 500 500
Donations 1,302 500 500
Total Revenues 2,622 1,000 1,000
Expenditures
Operations - 30,000 1,000
Total Expenditures - 30,000 1,000
135 - Cemetery Special Revenue
Revenues
Interest Income 90 - -
Donations - - -
Total Revenues 90 - -
Expenditures
Operations - - 2,200
Total Expenditures - - 2,200
136 - Park Special Revenue
Revenues
Interest Income 650 500 500
Donations 7,616 5,000 5,000
Total Revenues 8,266 5,500 5,500
Expenditures
Operations 12,000 12,000
Capital 4,400 - -
Total Expenditures 4,400 12,000 12,000
137 - Library Special Revenue
Revenues
Grants 1,620 - -
Interest Income 151 200 200
Donations 6,381 5,000 5,000
Refunds & Reimbursements - - -
Total Revenues 8,152 5,200 5,200
Expenditures
Operations 5,337 7,900 7,900
Transfers - - -
Total Expenditures 5,337 7,900 7,900
138 - Law & Justice Center
Expenditures
Operations 19,125 20,000 20,000
Total Expenditures 19,125 20,000 20,000
City Manager’s Recommended Budget FY10 67 City of Bozeman, Montana
139 - Police Special Revenue FY08 Actual FY09 Approved FY10 Recommended
Revenues
State Revenue 16,306
Public Safety 3,747 5,000 5,000
Interest Income 6,827 4,000 4,000
Donations 2,650 4,000 4,000
Miscellaneous Revenue 10,726 - -
Transfers 100,000 100,000 100,000
Federal Grants 24,464
Total Revenues 164,720 113,000 113,000
Expenditures
Personnel & Benefits 86,076 79,405 72,405
Operating 42,331 71,560 71,510
Transfers 1,331 - -
Total Expenditures 129,738 150,965 143,915
140 - Police Domestic Violence
Revenues
Grants 99,393 157,500 157,500
Refunds & Reimbursements
Transfers
Total Revenues 99,393 157,500 157,500
Expenditures
Operating 99,393 157,500 157,500
Total Expenditures 99,393 157,500 157,500
143 - TIF N 7th Corridor
Revenues
Property Taxes 31,028 56,500 57,630
Refunds & Reimbursements 679 500
Transfers
Total Revenues 31,707 56,500 58,130
Expenditures
Operating - 87,528 130,000
Total Expenditures - 87,528 130,000
144 - TIF NE Urban Renewal District
Revenues
Property Taxes 27,261 43,200 44,000
Refunds & Reimbursements 597 500
Transfers
Total Revenues 27,858 43,200 44,500
Expenditures
Operating - 70,461 125,000
Total Expenditures - 70,461 125,000
145 - TIF Mandeville Farm Industrial
Revenues
Property Taxes - - 10,000
Refunds & Reimbursements
Transfers
Total Revenues - - 10,000
Expenditures
Operating 143,704 - -
Total Expenditures 143,704 - -
City Manager’s Recommended Budget FY10 68 City of Bozeman, Montana
146 - Lighting Districts FY08 Actual FY09 Approved FY10 Recommended
Revenues
Special Assessments 183,924 170,000 170,000
Interest Income 65 - -
Total Revenues 183,989 170,000 170,000
Expenditures
Operating 131,445 150,000 150,000
Total Expenditures 131,445 150,000 150,000
174 - Victim/Witness Advocate
Revenues
Police Court Fines 79,148 60,000 70,000
Interest Income 11,217 6,000 6,000
Total Revenues 90,365 66,000 76,000
Expenditures
Operating - 52,000 65,000
Total Expenditures - 52,000 65,000
175 - Senior Transportation
Revenues
Property Taxes 66,988 74,178 76,403
State Shared 108
Interest Income 461
Total Revenues 67,557 74,178 76,403
Expenditures
Operating 68,710 74,178 76,403
Total Expenditures 68,710 74,178 76,403
176 - BID Downtown Improv Dist
Revenues
Assessments 105,170 114,000 114,000
Total Revenues 105,170 114,000 114,000
Expenditures
Operating 104,836 114,000 114,000
Total Expenditures 104,836 114,000 114,000
177 - Neighborhood Associations
Revenues
Donations 392
Interest Income 29 - -
Total Revenues 421 - -
Expenditures
Operating 76 - -
Total Expenditures 76 - -
179 - Disaster Relief
Revenues
Property Taxes
Interest Income 3,385 2,000 2,000
Total Revenues 3,385 2,000 2,000
Expenditures
Operating - - -
Total Expenditures - - -
City Manager’s Recommended Budget FY10 69 City of Bozeman, Montana
180 - Senior High Parking District FY08 Actual FY09 Approved FY10 Recommended
Revenues
Permits 4,166 - -
Residential Fines 3,829 - -
Interest Income 841 - -
Total Revenues 8,836 - -
Expenditures
Personnel & Benefits 5,511 - -
Operating 1,377 - -
Total Expenditures 6,888 - -
183 - Fire Dept Special Revenue
Revenues
Grants 16,766 - -
Donations 100 - -
Total Revenues 16,866 - -
Expenditures
Operating 27,286 - -
Capital - - -
Total Expenditures 27,286 - -
184 - Parks Master Plan/Improvement Grants
Revenues
Transfers 150,000 150,000 100,000
Total Revenues 150,000 150,000 100,000
Expenditures
Capital 137,792 150,000 100,000
Total Expenditures 137,792 150,000 100,000
185 - Insurance Proceeds
Revenues
Transfers In - - -
Interest Income 10,166 6,000 -
Total Revenues 10,166 6,000 -
Expenditures
Capital - 232,000 232,000
Total Expenditures - 232,000 232,000
186 - Development Impacts
Revenues
Transfers In - - -
Interest Income 23,898 20,000 20,000
Donations 200,000 100,000 -
Total Revenues 223,898 120,000 20,000
Expenditures
Operating 327,060 487,000 765,000
Total Expenditures 327,060 487,000 765,000
187 - Fire Dept Equipment
Revenues
Property Taxes 673 296,712 305,612
State Shared - - -
Interest Income 11,869 10,000 5,000
Total Revenues 12,542 306,712 310,612
Expenditures
Operating
Capital - 450,000 -
Total Expenditures - 450,000 -
City Manager’s Recommended Budget FY10 70 City of Bozeman, Montana
188 - City/County Joint Drug Forfeiture FY08 Actual FY09 Approved FY10 Recommended
Revenues
Fines 54,671 50,000 50,000
Interest Income 12,303
Donations 1,500 5,000 5,000
Total Revenues 68,474 55,000 55,000
Expenditures
Operating 20,336
Capital - 300,000 335,000
Total Expenditures 20,336 300,000 335,000
850 - Cash in Lieu of Parkland
Revenues
Cash in Lieu of Parkland 299,582 - -
Interest Income 18,601 - -
Total Revenues 318,183 - -
Expenditures
Transfers 500,150 - -
Total Expenditures 500,150 - -
Debt Service Funds
300 - SID Revolving Fund
Revenues
Personal Property 2,573
Miscellaneous
General Government
Interest Income 54,302 20,000 20,000
Transfers - - -
Total Revenues 54,302 20,000 20,000
Expenditures
Capital - - -
Debt Service - - -
Total Expenditures - - -
301 - Bond S & I Library
Revenues
Property Taxes 304,315 316,886 315,486
County Shared 548
Miscellaneous
Interest Income 11,475
Total Revenues 316,338 316,886 315,486
Expenditures
Debt Service 312,760 316,886 315,486
Total Expenditures 312,760 316,886 315,486
302 - Bond S & I 1995 Trans Proj
Revenues
Property Taxes 460,440 467,316 468,136
Personal Property
County Shared
State Shared
Interest Income
Proceeds-Long -Term Debt
Total Revenues 460,440 467,316 468,136
Expenditures
Operating 9,183
Debt Service 409,160 415,316 415,316
Total Expenditures 418,343 415,316 415,316
City Manager’s Recommended Budget FY10 71 City of Bozeman, Montana
305 - 2007 Downtown TIF Bonds FY08 Actual FY09 Approved FY10 Recommended
Revenues
Property Taxes - - -
Transfers In 416,522 416,222 416,222
Total Revenues 416,522 416,222 416,222
Expenditures
Operating
Debt Service 416,522 416,222 416,222
Total Expenditures 416,522 416,222 416,222
310-444 - SID Funds
Revenues
Special Assessments 1,182,851 1,500,000 1,500,000
Interest Income 157,420
Miscellaneous Revenue 589
Transfers
Total Revenues 1,340,860 1,500,000 1,500,000
Expenditures
Transfers
Debt Service 1,504,269 1,500,000 1,500,000
Total Expenditures 1,504,269 1,500,000 1,500,000
Construction Funds
504-558 - Construction Funds
Revenues
Grants 2,134,804 2,778,880 -
Interest Income 364,282 130,000 -
Other Revenues 2,704 -
Other Financing Sources 8,037,095 116,500 1,704,000
Total Revenues 10,538,885 3,025,380 1,704,000
Expenditures
Operating 222,581
Capital 7,025,865 835,319 -
Total Expenditures 7,248,446 835,319 -
Enterprise Funds
600 - Water
Revenues
Grants 16,326 - -
State Shared - - -
Utility Charges 6,121,576 6,315,099 6,316,689
Interest Income 475,319 200,000 94,000
Miscellaneous Revenue 42,305 - -
Refunds & Reimbursements 5,602 1,000 1,010
Rents and Royalties 40,171 40,000 40,400
Cash in Lieu of Water Rights - - -
Contriubted Capital/Other 14,773,289 - -
Proceeds-Principal Payments Rec'd 4,422
Total Revenues 21,479,010 6,556,099 6,452,099
Expenditures
Personnel & Benefits 1,577,211 1,775,354 1,747,869
Operating 3,444,979 2,122,392 2,257,795
Capital 1,735,784 2,473,000 1,448,768
Debt Service 82,730 92,958 31,547
Transfers
Total Expenditures 6,840,704 6,463,704 5,485,979
City Manager’s Recommended Budget FY10 72 City of Bozeman, Montana
610 - Water Impact Fee FY08 Actual FY09 Approved FY10 Recommended
Revenues
Utilities & Enterprise 1,237,939 1,160,000 400,000
Interest Income 295,380 125,000 125,000
Admin Reimbursement
Total Revenues 1,533,319 1,285,000 525,000
Expenditures
Operating 63,961 -
Capital 218,867 650,000 892,643
Transfers - - -
Total Expenditures 282,828 650,000 892,643
620 - Waste Water
Revenues
Grants 750,000 678,000
State Shared 1,150 - -
Utility Charges 4,739,702 5,086,500 4,678,324
Interest Income 277,094 100,000 100,000
Contriubted Capital/Other 14,615,989 - -
Refunds & Reimbursements 54,279 35,000 35,000
Rents and Royalties
Proceeds of Long Term Debt 3,926,000 15,323,000
Total Revenues 19,688,214 9,897,500 20,814,324
Expenditures
Personnel & Benefits 1,345,743 1,610,756 1,476,881
Operating 5,780,602 2,335,780 4,610,947
Capital 796,921 7,102,500 14,624,024
Debt Service - -
Transfers - -
Total Expenditures 7,923,266 11,049,036 20,711,852
621 - EPA Grant
Revenues
Grants - - -
Transfers - - -
Total Revenues - - -
Expenditures
Operating - -
Capital - - -
Total Expenditures - -
630 - Waste Water Impact Fee
Revenues
Utility Charges 1,306,983 1,052,000 400,000
Interest Income 540,044 250,000 -
Admin Reimbursement
Total Revenues 1,847,027 1,302,000 400,000
Expenditures
Operating 84,987 - -
Capital 42,861 5,173,400 4,725,000
Transfers 1,326,000 - -
Total Expenditures 1,453,848 5,173,400 4,725,000
City Manager’s Recommended Budget FY10 73 City of Bozeman, Montana
640 - Solid Waste FY08 Actual FY09 Approved FY10 Recommended
Revenues
Recycling Revenue 113,131 135,000 251,737
Collection Route Assessments 1,887,889 2,395,573 2,323,691
Tipping Fees 385,893 - -
Interest Income 169,952 100,000 50,000
Commercial Roll-Off Container Reve-
nue 18,335 20,115 21,966
Miscellaneous Revenue 30,597 - -
Rents and Royalties - -
Proceeds-Asset Disposition 3,766 10,000 10,000
Total Revenues 2,609,563 2,660,688 2,657,394
Expenditures
Personnel & Benefits 1,088,358 1,129,924 1,064,086
Operating 1,486,293 2,364,023 1,251,475
Capital 327,620 520,000 390,000
Debt Service
Transfers
Total Expenditures 2,902,271 4,013,947 2,705,561
650 - Parking
**established for
FY2009
Revenues
Licenses and Permits - 231,564 107,500
Fines and Forfeitures - 205,000 255,500
Interest Income - 2,500 -
Total Revenues - 439,064 378,000
Expenditures
Personnel & Benefits - 329,518 263,418
Operating - 210,939 181,272
Capital - - -
Total Expenditures - 540,457 444,690
Internal Service Funds
710 - Vehicle Maintenance
Revenues
State Shared 195 - -
General Government 508,764 649,625 623,000
Interest Income 1,875 - -
Proceeds-Asset Disposition 824
Total Revenues 511,658 649,625 623,000
Expenditures
Personnel & Benefits 230,883 237,422 239,926
Operating 364,848 409,503 389,488
Capital 25,279 2,700 -
Total Expenditures 621,010 649,625 629,414
720 - Health-Medical Insurance
Revenues
Premium Revenue 2,949,934 2,801,197 2,765,122
Interest Income - - -
Refunds & Reimbursements 3,653 -
Total Revenues 2,953,587 2,801,197 2,765,122
Expenditures
Operating 3,321,920 2,790,197 2,754,122
Total Expenditures 3,321,920 2,790,197 2,754,122
Miscellaneous 15,000
City Manager’s Recommended Budget FY10 74 City of Bozeman, Montana
Permanent Funds FY08 Actual FY09 Approved FY10 Recommended
800 - Cemetery Perpetual Care
Revenues
Public Welfare 4,994 4,000 4,000
Interest Income 23,940 16,000 16,000
Total Revenues 28,934 20,000 20,000
Expenditures
Transfers 23,940 16,000 16,000
Total Expenditures 23,940 16,000 16,000
865-881 - Public Welfare Grants
Revenues
Intergovernmental 8,850 - -
Total Revenues 8,850 - -
Expenditures
Operating 8,853 - -
Total Expenditures 8,853 - -
City Manager’s Recommended Budget FY10 75 City of Bozeman, Montana
CITY COMMISSION
PAGE 77
CITY MANAGER
81
MUNICIPAL COURT
87
CITY ATTORNEY
92
FINANCE
97
PLANNING
103
FACILITIES MANAGEMENT
108
GENERAL GOVERNMENT INDEX
INFORMATION TECHNOLOGY
111
City Manager’s Recommended Budget FY10 76 City of Bozeman, Montana
City Manager’s Recommended Budget FY10 77 City of Bozeman, Montana
BOZEMAN 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 Commi ssion are elected at large for four year over-
lapping 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 re sponsible 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 Clerk of the Com-
mission function was moved from the City Commi ssion 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 ci ty-wide support for economic development and to fos-
ter coordination of public and private re sources as a means of enhancing economic
prosperity and environ mental quality.
• To improve public facilities and the quality of services delivered to the public in or-
der to meet the needs of the citizenry.
• To cooperate with other government al entities in order to pr ovide services efficiently
and effectively and in a manner resulting in t he 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.
City Manager’s Recommended Budget FY10 78 City of Bozeman, Montana
BOZEMAN CITY COMMISSION
___________________________________________________________
FY09 & FY10 ANTICIPATED ACCOMPLISHMENTS
The Commission’s adopted work plan encompasses an 18-24 month period.
New Initiatives
1. Build a new police and municipal court facility: Sele ct and purchase a site; Select architect and com-
plete design; Educate the community on the need fo r bond approval; Award bids for the construction.
2. 2009 legislative session - expand the ability for local elected officials and citizens to make decisions re-
garding:
• Tax reform - lead the discussion on meaningful tax reforms resulting in lower property taxes
(local option tourist tax; or general sale s tax; or local option accommodations tax)
• Increasing the ½ inflation adjustment to be equal to inflation
3. Amend Gaming Ordinance
4. Adopt, implement and coordinate with the USFS, a Forestry Management Plan for the City’s land con-
sistent with the Gallatin NFS Watershed Management Plan protecting the health of our watershed.
5. Develop a long term plan for the Streamline bus system
Ongoing Priorities
1. Reconstruct College Street from 11 th west to Main Street.
2. Reconstruct Kagy Boulevard from Wilson west to 19 th.
3. Complete the first phase of the St ory Mansion’s interior restoration.
4. Adopt updated 20/20 Plan.
5. Break ground on Phase I of the Water Reclamat ion Plant (Wastewater Treatment Plant) expansion
($43 – $54 million)
6. Complete City Hall relocation on time and with in budget and finalize sale of the current site.
7. Adopt updated Transportation Plan in summer 2009.
8. Complete testing and select the engineering team to design the new Water Treatment Plant.
9. Select design team for Mystic Dam.
10. Watershed management – improve safety and access to Hyalite Canyon to include guard rails and
public restrooms.
11. Coordinate planning and infrastructure need s with City, County, School District and MSU.
12. Improve our town-gown relationsh ip by encouraging interaction between appropriate city and univer-
sity personnel to prevent neighborhood co nflicts between students and homeowners.
13. Adopt a Climate Action Plan consistent with the pr inciples outlined in the Mayor’s Climate Protection
Agreement. Implement the recommendations reaching 20% of the carbon reduction goal by December
2009.
14. Improve Bozeman as a bike friendly environment, stripe all possible bike lanes and increase street
sweeping.
15. Explore sources of funding for Park Maintenance and operation.
City Manager’s Recommended Budget FY10 79 City of Bozeman, Montana
BOZEMAN CITY COMMISSION
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 2.10 2.10 2.10 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 54,285 $ 63,360 $ 63,360 $ - 0%
1200 - 1299 Benefits 34,421 32,648 32,924 276 1%
2000 - 7599 Operating 91,119 81,500 74,700 (6,800) -8%
8000 - 8999 Capital 599 - -
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $ 180,424 $ 177,508 $ - $ 170,984 $ (6,524) -4%
EXPENDITURES BY DIVISION
Division
1110 City Commission $ 180,424 $ 177,508 $ - $ 170,984 $ (6,524) -4%
1130 Special Bodies/Stdy Com/Ethics Brd $ -
Total All Divisions $ 180,424 $ 177,508 $ - $ 170,984 $ (6,524) -4%
EXPENDITURES BY FUND
Fund
010 General Fund $ 180,424 $ 177,508 $ - $ 170,984 $ (6,524) -4%
Total All Funds $ 180,424 $ 177,508 $ - $ 170,984 $ (6,524) -4%
City Manager’s Recommended Budget FY10 80 City of Bozeman, Montana
BOZEMAN CITY COMMISSION
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09
Budgeted
FY10
Budgeted
Ordinances Passed 18 25 25 25
Resolutions Passed 103 100 100 75
Commission Meetings 76 76 76 80
Public Hearings 156 156 156 165
Hours of Meetings 230 200 200 240
Pages of Minutes 850 400 400 576
City Manager’s Recommended Budget FY10 81 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 t he City’s workforce. The City Manager’s Office
also ensures that quality, effective, and efficient services are provided within the law, the poli-
cies of the Bozeman City Commission, and the resources of the City. The City Manager pro-
vides information to the City Commission that supports their ability to make informed policy de-
cisions.
Divisions within the City Manager’s office includ e: Administration, City Clerk, Personnel, and
Neighborhoods.
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 em-
ployment 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, act-
ing as a staff person for the Commission, and preparing the Commission agenda in conjunc-
tion with the City Manager.
Neighborhood Program: The Neighborhood Program is lead by the Assistant to the City Man-
ager and facilitates the resolution of neighborhood concerns and issues including coordinating
neighborhood issues with City departments, ot her neighborhoods, and City programs. The
program assists in the planning, implementat ion and coordination of individual neighborhood
programs, as well as encourages and assist s neighborhood groups seeking formal recognition
by the City. Additionally, the Assistant to t he City Manager provides notice to INC delegates
regarding all applications received by the Department of Planning and Community Develop-
ment among other responsibilities outlined in BMC 2.82.130 Section A., 1 – 9.
City Manager’s Recommended Budget FY10 82 City of Bozeman, Montana
CITY MANAGER
___________________________________________________________
MAJOR OBJECTIVES
In support of the seven “Goals” of the City (see page 19), 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;
• Maintaining an effective Neighborhood Program.
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 harass-
ment 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 cons tantly develop, implement, and review
plans to address needs through efficiency in assignments, cross training and other
means.
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.
City Manager’s Recommended Budget FY10 83 City of Bozeman, Montana
CITY MANAGER
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 10.50 10.50 10.50 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 553,590 $ 560,407 $ - $ 572,775 $ 12,368 1%
1200 - 1299 Benefits 146,731 157,876 160,910 $ 3,034 1%
2000 - 7599 Operating 102,119 134,272 8,840 149,165 $ 6,053 2%
8000 - 8999 Capital 7,044 1,000 - $ (1,000) -12%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $ 809,484 $ 853,555 $ 8,840 $ 882,850 $ 20,455 2%
EXPENDITURES BY DIVISION
Division
1210 City Administration $ 449,515 431,921 $ - $ 452,750 $ 20,829 5%
1220 City Clerk 112,934 130,795 8,840 129,205 $ (10,430) -7%
1230 Human Resources 177,115 201,588 220,565 $ 18,977 9%
1260 Neighborhood Program 69,920 89,251 80,330 $ (8,921) -10%
Total All Divisions $ 809,484 $ 853,555 $ 8,840 $ 882,850 $ 20,455 2%
EXPENDITURES BY FUND
Fund
010 General Fund $ 809,484 $ 853,555 $ 8,840 $ 882,850 $ 20,455 2%
Total All Funds $ 809,484 $ 853,555 $ 8,840 $ 882,850 $ 20,455 2%
City Manager’s Recommended Budget FY10 84 City of Bozeman, Montana
CITY MANAGER
___________________________________________________________
FY2010 BUDGET HIGHLIGHTS
National Citizen Survey $12,000
License Plate Application, Design & Advertising $ 6,000
Municipal Code Codification Services $ 7,300
Salary Survey Update $44,000
Organization-wide Leadership Training $20,000
City Manager’s Recommended Budget FY10 85 City of Bozeman, Montana
CITY MANAGER
___________________________________________________________
PERFORMANCE MEASURES
Effectiveness Measurers
Standard
FY 07
Actual
FY08
Actual
FY09
Budgeted
FY10
Budgeted
The City Commission will be supported in their
decision process by al ways receiving unbi-
ased, accurate research and data from the
staff a minimum of four days prior to the intro-
duction of an item as an agenda item
80% 95% 98% 98%
98%
The City Commission will be supported in their
policy direction decisions by receiving, with
regular frequency, current operations status
reports; National Citiz en Survey’s results,
quarterly financial reports, and staff research
reports. 100% 96% 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, adver-
tised 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 proc-
ess 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. Turn-
over will be kept low resulting in a stable work-
force. 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 quarterly by
senior staff will result in a well-led and coordi-
nated workforce whose culture and work envi-
ronment is built on the city’s core values of
Integrity, Leadership, Service and Teamwork.
100% 100% 100% 100%
100%
City Manager’s Recommended Budget FY10 86 City of Bozeman, Montana
CITY MANAGER
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY08
Actual
FY09
Budgeted
FY10
Budgeted
Contracts Negotiated with
Bargaining Units
3 2 2 1
Commission Meetings
52 52 76 60
Telephone & Email (added
FY05) Contacts
CM and Assistant CM
9,000 9,000 45,000 45,000
Meetings with County Com-
missioners
4 24 24 12
Meetings with Civic Groups
and Citizens
150 150 150 150
Meetings with MSU
8 10 10 14
Meetings with the Chamber
8 8 8 8
Meetings with other MT City
Managers
3 3 3 3
City Manager’s Recommended Budget FY10 87 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
a judge, chief clerk, line clerks, and related operating costs.
•
• Section 3-6-101, et, seq., MCA, establish a municipal cour t for each municipality. Section 3-6-103 sets forth the
jurisdiction of the municipal court which includes: ju risdiction coordinate and coextensive with the justice'
courts; original jurisdiction of all civil and criminal ac tions 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 to any person from the city under $5,000; actions under $5,000 for the breach of official bonds and
breach of contracts; recovery of ci ty property under $5,000; collection of license fees; specified civil cases.
•
• The municipal judge is elected every 4 years in a nonpartisan election held in conjunction with the city's regu-
larly scheduled general election. The municipal court hears cases involving city ordinances and misdemeanor
cases defined by state criminal codes and may c onduct preliminary hearings in felony cases.
MAJOR OBJECTIVES
• Open second courtroom
• Write new local rules of court
• Begin scanning court records
• To maintain an efficient collection system concentrati ng on collections reported to Municipal Services Bu-
reau and collection of restitution.
• Return to maintain a current and efficient criminal docket.
• To continue effective communications with the city attorney, city prosecutor, law enforcement agencies,
and Public Defender’s Office.
• Additional training for staff.
• Maintain updates of computer program, jury 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.
• Establish second Municipal Court Judge.
• Co-operate with Commissioners toward establishi ng adequate space for increased court operations.
• Work with MT State Department of Revenue to collect tax refunds for people owing court fines, fees, and
restitution.
City Manager’s Recommended Budget FY10 88 City of Bozeman, Montana
MUNICIPAL COURT
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 7.00 7.00 7.50 7%
EXPENDITURES BY CATE-
GORY
Category
1000 - 1199 Salaries & Overtime $ 241,363 $ 254,610 $ 298,418 $ 43,808 17%
1200 - 1299 Benefits 96,178 104,179 116,841 12,662 12%
2000 - 7599 Operating 116,789 318,986 220,915 (98,071) -31%
8000 - 8999 Capital 599 8,450 - (8,450) -100%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $ 454,929 $ 686,225 $ - $ 636,174 $ (50,051) -7%
EXPENDITURES BY DIVISION
Division
1310 Municipal Court $ 454,929 $ 686,225 $ - $ 636,174 $ (50,051) -7%
Total All Divisions $ 454,929 $ 686,225 $ - $ 636,174 $ (50,051) -7%
EXPENDITURES BY FUND
Fund
010 General Fund $ 454,929 $ 686,225 $ - $ 636,174 $ (50,051) -7%
Total All Funds $ 454,929 $ 686,225 $ - $ 636,174 $ (50,051) -7%
City Manager’s Recommended Budget FY10 89 City of Bozeman, Montana
MUNICIPAL COURT
___________________________________________________________
FY 10 BUDGET HIGHLIGHTS
Contracted Services:
Temporary Staffing $ 5,500
Maintenance Contracts 3,948
Substitute Judges 11,880
Jury & Witness Costs 10,000
Law & Justice Center Facility Costs 42,750
Delivery Services 5,400
Total $ 79,478
Lease/Rent $100,000
FY 10 ANTICIPATED ACCOMPLISHMENTS
• To implement a mode of an efficient collection system concentrating on collections and monitoring restitution.
• To maintain a current and efficient criminal do cket; expedite jury trials and trial resolutions.
• To continue effective communications with the City Atto rney, City Prosecutor, Public Defenders Office, and Law
Enforcement Agencies.
• Additional training to all staff.
• Maintain West Law for Court use.
• Maintain updates of computer program, jury program, scanning records.
• Periodically update new bond book with new offenses and fine increases.
• Continue to reduce accounts receivable.
• Maintain improved access to archive records.
• Address increased volume of citations, motions and motions hearings.
City Manager’s Recommended Budget FY10 90 City of Bozeman, Montana
MUNICIPAL COURT
___________________________________________________________
PERFORMANCE MEASURES
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Actual
FY 10
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
<4**
<6 mo.
<1
<3
<5 mo.
<1
<3
6 mo.
<1
10-15 wks
<5 mo.
% of cases resolved on first appearance
80%
94%
94%
70%
70%
Bozeman Municipal Court’s effectiveness equals
or exceeds the standards in all cases and re-
mains in compliance with Montana law relating
to referrals of disposition of cases to the Depart-
ment of Motor Vehicles within 15 days.
15 days
100%
100%
Reporting
done by
automation
now –
STILL on
MT State
standards
(15 days)
100%
Amount of time spent to initialize time pay agree-
ment 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 75% 75% 25%/clerk 35%/clerk
Efficiency Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Actual
FY 10
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
20-30
20-30
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
½ day
½ day
Parking Summons Entry 1900 1800 5000
Municipal Court Trials – amount of Clerk Time in
Court Room w/Judge trials during trial 10% 10% 10% 10% 10%
City Manager’s Recommended Budget FY10 91 City of Bozeman, Montana
MUNICIPAL COURT
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
YTD 09
Actual
FY 10
Budgeted
Court Citations
11,328 9,883 6,854 11,000
Parking Summons
2,542 1,165 0 - switching
to Municipal
Infractions
0
Judge Trial Requests
338 567 468 450
Jury Trial Requests
427 931 931 900
Open Court Proceedings – hourly
9-10 hrs wkly 10-11 hrs
wkly
10-11 hrs
wkly
10-11 hrs
wkly
Judge Trials Held
184 186 195 175
Jury Trials Held
10 18 16 17
Temporary orders of protection 43 37 43 50
Summons Issued
7,778 6,940 2,633 2,500
Warrants Issued
720 1,305 1,036 1,100
Appeals
4 7 9 5
Open Court appearances (daily average) 28.16 27.03 29 30
Municipal Infractions 0 2009 1170 1500
City Manager’s Recommended Budget FY10 92 City of Bozeman, Montana
CITY ATTORNEY
___________________________________________________________
PROGRAM DESCRIPTION
The city attorney is the legal advisor and attorney for the city. The City Attorney’s Office is responsible
for protecting the legal interests of the city. The City Attorney and staff represent the city before all
courts, administrative agencies, and all legal proceedi ngs involving the city; prosecutes misdemeanors
and traffic offenses committed within city limits; prov ides legal advice to the City Commission, City Man-
ager, and all departmental staff; and pr epares or reviews contracts, deeds, resolutions , ordinances, and
other municipal documents.
Vision:
Team based integrated legal support to the Organization.
Mission:
To promote and enhance Bozeman’s quality of life th rough excellence in professional, ethical and credi-
ble legal representation, advice and counsel.
Goals:
Promote an understanding of what we do and understand what everyone else does.
Develop resources, materials and personnel within each team.
Train for consistent leadership for continuous operations.
Promote areas of specialization.
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.
Maximize coordination.
Provide quality legal services.
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
Loyalty to City goals and organization Teamwork
Teamwork Be fair to everyone
Communicate effectively
Be tolerant
Coordinate with other departments and strive for mutual
Understanding
City Manager’s Recommended Budget FY10 93 City of Bozeman, Montana
CITY ATTORNEY
___________________________________________________________
MAJOR OBJECTIVES
• To work with the Bozeman Police Department and MSU Police Department in enforcing state laws
and city ordinances pertaining to misdemeanors and tra ffic 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 fr om citizens for the filing of crimi nal offenses and, if approved by
the City Attorney's Office, prosecute the violations in court.
• To prosecute criminal cases in a timely, firm, and e fficient 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 agen-
cies, and in all legal proceedings involving the city, except where the city or a city insurance carrier
retains special legal counsel.
• To provide legal advice to the City Manager, Mayor, City Commi ssion, departmental staff, and city
boards concerning legal matters that arise with respect to city governmental services and opera-
tions.
• To perform legal research and issue legal opinions.
• To review or prepare contracts, deeds, resoluti ons, ordinances, and other municipal documents re-
lating to governmental agreements, serv ices, 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 pro-
viding legal risk management servic es and proactive legal advice.
City Manager’s Recommended Budget FY10 94 City of Bozeman, Montana
CITY ATTORNEY
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 6.00 6.00 1.00 7.00 0%
EXPENDITURES BY CATE-
GORY
Category
1000 - 1199 Salaries & Overtime $ 294,378 $ 373,322 $ 367,186 $ (6,136) -2%
1200 - 1299 Benefits 89,335 113,330 118,110 4,780 4%
2000 - 7599 Operating 128,188 123,565 143,235 19,670 16%
8000 - 8999 Capital 15,838 - - - 0%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $ 527,739 $ 610,217 $ - $ 628,531 $ 18,314 3%
EXPENDITURES BY DIVISION
Division
1410 City Attorney $ 489,147 $ 550,717 $ - $ 541,031 $ (9,686) -2%
1430-1446 Civil Litigation 2,842 6,000 21,000 $ 15,000 250%
1460 Criminal Prosecution - General 7,473 1,500 1,500 $ - 0%
1462 Criminal Prosecution - Victim/Witness 28,277 52,000 65,000 $ 13,000 25%
Total All Divisions $ 527,739 $ 610,217 $ - $ 628,531 $ 18,314 3%
EXPENDITURES BY FUND
Fund
010 General Fund $ 527,739 $ 558,217 $ - $ 563,531 $ 5,314 1%
174 Victim Witness Advocate - 52,000 65,000 $ 13,000 25%
Total All Funds $ 527,739 $ 610,217 $ - $ 628,531 $ 18,314 3%
City Manager’s Recommended Budget FY10 95 City of Bozeman, Montana
CITY ATTORNEY
___________________________________________________________
FY 09 ANTICIPATED ACCOMPLISHMENTS
• Improved response to applications for release of Co nfidential Criminal Justice Information by using
contract attorney
• Increased focus on bad check collection cases
• Improved program for Restitution requests in criminal and traffic cases
• Improve response time to law enfor cement’s Request for Prosecution
• Improve the time frame in which subpoenas are cr eated in our office and sent to Municipal Court
• Increase office work flow by conti nuing support staff training of JustWare
• Photo red light enforcement or dinance and assisting Police Department in developing a program
• Improve responses to law enforcement requests for Subpoena Duces Tecum and other advice per-
taining to criminal prosecution
• Improve enforcement of sentences through increased monitoring and filing of revocations for offend-
ers who do not pay fines or comple te the terms of their sentence
• Identified additional offenses that would benefit by making the offenses a municipal infraction and
drafting necessary ordinances
• Developed internal process for addressing ethics requests pursuant to new ordinance and prepared
information papers/memos to assist employee s and staff on how to request ethics opinions
• Parking Boot Ordinance
• Save taxpayers money by handling arbitration, medi ation, grievance and other administrative pro-
ceedings in house that are not covered by insurance or requiring special counsel
• Save taxpayers money by handling in house the civil litigation not co vered by insurance or requiring
special counsel
• Providing expeditious legal advice related to another busy construction and planning year
FY 10 BUDGET HIGHLIGHTS
• Contracted Services, Temporar y Admin Assistance $ 6,000
• Intern Prosecutor $ 1,500
• Legal Updates and Research Fees $18,100
City Manager’s Recommended Budget FY10 96 City of Bozeman, Montana
CITY ATTORNEY
___________________________________________________________
WORKLOAD INDICATORS
Work Load Indicator
FY 06
Actual
FY 07
Actual
FY 08
Actual
FY 09
Budgeted
FY10
Budgeted
New Cases 501 948 497 1163 1300
Discovery materials mailed N/A N/A 644 615 1000
Judge Trials 119 210 97 145 240
Jury Trials 12 15 9 17 30
Change of Plea Hearings 197 595 259 408 650
Omnibus Hearings N/A 183 201 674 750
Hearings 23 165 49 115 150
Parking Complaints filed N/A 2072 1274 0 0
Library letters sent N/A 320 191 435 700
Library items returned or
paid N/A $2,553.59 $5,787.06 $13,003.19 $18,000.00
CCJI Requests 15 15 13 5 10
Request for Prosecutions 15 20 43 24 35
Restitution Request N/A N/A 100 70 150
Bad Check Letters 42 23 26 36 50
Bad Check $$ Received N/A $1,688.60 $3,336.05 $3,223.55 $7,000.00
City Manager’s Recommended Budget FY10 97 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 licens e administration, development of internal con-
trols, information technology services, GIS services, and data processing services.
The purpose of the Administration division is to provide financial planning and budgeting ser-
vices and oversight. Insurance administrati on, capital improvements planning and long-range
financial planning is done through this division, along with general leadership for the Finance
Department as a whole.
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 prepa-
ration 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 as sessments to property owners. The division also issues busi-
ness & pet licenses, collects parking tickets, and records cemetery plot sales.
City Manager’s Recommended Budget FY10 98 City of Bozeman, Montana
FINANCE
___________________________________________________________
MAJOR OBJECTIVES
• To prepare a comprehensive budget on an annual basis that encompasses all funds of the
city.
• To manage and account for the city's finances in accordance with Generally Accepted Ac-
counting 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 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.
• To provide all city departments budgetary and expendi ture information on a timely basis to
enable the departments to operate within appropriation levels established by the City Com-
mission.
• 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 expendi-
ture control.
City Manager’s Recommended Budget FY10 99 City of Bozeman, Montana
FINANCE
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 10.00 10.00 9.00 -10%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 493,028 $ 528,877 $ 501,052 $ (27,825) -5%
1200 - 1299 Benefits 173,469 180,147 180,185 38 0%
2000 - 7599 Operating 183,219 187,995 183,630 (4,365) -2%
8000 - 8999 Capital 9,690 13,500 1,000 (12,500) -93%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $ 859,406 $ 910,519 $ - $ 865,867 $ (44,652) -5%
EXPENDITURES BY DIVISION
Division
1510 Finance Administration $ 153,560 $ 174,881 $ 144,869 $ (30,012) -17%
1520 Accounting 376,491 398,004 396,005 $ (1,999) -1%
1530 Treasury 329,355 337,634 324,993 $ (12,641) -4%
Total All Divisions $ 859,406 $ 910,519 $ - $ 865,867 $ (44,652) -5%
EXPENDITURES BY FUND
Fund
010 General Fund $ 859,406 $ 910,519 $ - $ 865,867 $ (44,652) -5%
- $ -
Total All Funds $ 859,406 $ 910,519 $ - $ 865,867 $ (44,652) -5%
City Manager’s Recommended Budget FY10 100 City of Bozeman, Montana
FINANCE
___________________________________________________________
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Close monthly accounting functions by the 20th day of the following month.
• Receive a clean audit opinion with no continuing audit comments.
• Improve information sharing with Plan ning Department and Engineering and GIS
Divisions to provide for more timely and accurate land parcel and owner informa-
tion.
• Document the procedures for all Financ e Department functions.
• Continue the develop a formal rating system for ranking of Capital Improvement
Plan projects and equipment pur chases.
• Assist Solid Waste Division with refini ng and auditing customer account informa-
tion, tote inventory, and route sequencing; to improve efficiency for Finance and
Solid Waste staff.
• Actively pursue and property account for ARRA/Stimulus do llars.
City Manager’s Recommended Budget FY10 101 City of Bozeman, Montana
FINANCE
___________________________________________________________
PERFORMANCE MEASURERS
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Budgeted
FY 10
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
Applied
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 previ-
ous A ratings. They are more refined versions of
an A rating)
Downtown TIF Bond Rating (S&P)
A2 (G.O.)*
A3 (Water)
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% 87% 99% 99%
% of journal entries made without later
correction or adjustment
95% 90% 90% 99% 99%
% of months general ledger is closed by the
20th of the month
90% 0% 20% 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 10-12 10 < 10 < 10
City Manager’s Recommended Budget FY10 102 City of Bozeman, Montana
FINANCE
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09
Budgeted
FY 10
Budgeted
SID Statements
11, 086 14,919 14,000 16,000
Utility Bills
111,463 134,460 134,000 135,000
Accounts Payable Checks Processed
33,463 11,511 11,500 11,000
W-2's Processed
411 454 415 450
Grants Recorded and Reported
26 13 30 30
IRS Informatio nal Returns
108 103 105 120
Business Licenses (Calendar Year)
3,588 3,836 3,800 3,750
City Manager’s Recommended Budget FY10 103 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 fundi ng for DPCD activities comes from the general
fund, fees, and grant administration monies. Major elements of the City’s Planning and Com-
munity Development program include:
Long Range Planning: Long range planning activities include: pre paration 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 strategi c plans for land-use related
programs, such as parks and open space planning; and dev eloping implementation strategies to achieve commu-
nity 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 Cit y’s Annexation Policies, as set forth in City
Resolution No. 3137and Chapter 2, Titl e 7, Montana Codes Annotated (MCA).
Subdivision Review: DPCD staff processes all proposals for subdivis ion of land within the City in accordance with
Title 18 of the Bozeman Municipal Code (BMC) and the M ontana Subdivision and Platting Act (Sections 76-3-101
through 76-3-625, MCA).
Zoning Ordinance Administration: This involves the processing of all applications for site development, including
Conditional Use Permits, Planned Unit Developments, Site Pl an 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 compli ance with adopted regulations. Zoning also regulates
the placement of commercial signage and establishes landscaping requirements.
Historic Preservation: DPCD staff, in consort with the Historic Pres ervation Advisory Board, works as an advocate
for preservation and creates public and civic awareness of preservation through talks, programs, media attention,
newsletters, the nomination of historic properties to the Na tional Register of Historic Places, an annual historic pres-
ervation awards program, and historic preservation week. The Historic Preservation officer also reviews proposals
for structural modifications within Bozeman's conservation overlay district and elsewhere for compliance with locally
adopted planning regulations; maintains inventories of recogniz ed historic properties within the city and makes this
information available to the public upon request; and, provides technical assistance to persons wishing to modify or
maintain local historic resources.
Impact Fees: DPCD administers the City’s impact fee program.
Work force Housing : DPCD staff administers the City’s Work Force Housing program.
Boards / Commissions Served: In carrying out the above-described prog ram elements, DPCD staff provides tech-
nical support and professional assistance to a variety of boards and commissions, including: City Planning Board;
City Zoning Commission; Design Review Board; Developm ent Review Committee; Tr ansportation Coordinating
Committee; Historic Preservation Advisory Board; Beautification Board; and City Commission.
City Manager’s Recommended Budget FY10 104 City of Bozeman, Montana
PLANNING
___________________________________________________________
MAJOR OBJECTIVES
LONG RANGE PLANNING :
To prepare and periodically update a “Growth Policy” (Com prehensive Plan) and Transportation Plan for the City of
Bozeman, and to provide technical support and informat ion to the Planning Board, City Commission, and other
departments on all matters pertaining to long-range comprehensive planning.
Assist with Capital Improvements Planning to ensure approp riate linkages between infrastructure and land use plan-
ning .
CURRENT PLANNING:
To evaluate and make recommendations to the Planning Board, City Commission, and /or Director of Public
Service on all applications for annexations and subdivis ions of land, and to provide accurate and current
maps for planning, subdivision, and annexation projects.
To evaluate and make recommendations to the Developm ent Review Committee, Design Review Board, Zon-
ing Commission and City Commission on all proposals for site development.
To provide zoning enforcement and support to staff and the public to insure compliance with, and resolution of
non-conformities from, the Bozeman Municipal Code.
Review business licenses and building permit applicat ions for compliance with the Zoning Ordinance.
Aid the City Commission and the Community Affordable Housing Board in implementing regulatory reform to
increase the stock of affordable housing in the City Of Bozeman.
Develop a visually appealing and historically rich community by encouraging the preservation of Bozeman’s
historic landmarks, districts, and neighborhoods th rough Administrative Design Review within the
Neighborhood Conservation Overlay Districts and the Entryway Overlay Districts.
Facilitate and coordinate the City’s Development Review and Design Review processes, to ensure compliance
with the City’s regulatory and design related policies.
Continue to promote local historic pr eservation education through various public forums, including slide shows,
lectures, tours, school presentations, the Historic Pr eservation Office resource library, and the publication
of Heritage Preservation News.
To review historic and architectural appropriateness of al terations, rehabilitations, and restorations of historic
buildings, structures, objects, lands capes, districts, and neighborhoods.
To research and inventory local historic properties an d, when appropriate, nominate them to the National Reg-
ister of Historic Places.
Administer the City’s impact fee program.
COMMUNITY DEVELOPMENT:
Assist and coordinate with other departments as need ed with various grant writing proposals and admini-
stration.
Participate in the City’s affordable housing programs, including participation on the Community Affordable
Housing Board (CAHAB) and administrat ion of the City’s Work Force Housing Policy, as codified in the
Unified Development Ordinance.
Participate in the City’s economic development programs by sitting on the Revolving Loan Fund Commit-
tee, reviewing commercial development proposals, and providing census and other technical data to
various entities as needed.
City Manager’s Recommended Budget FY10 105 City of Bozeman, Montana
PLANNING
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 15.20 13.70 12.20 -11%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 543,259 $ 551,875 $ 537,867 $ (14,008) -3%
1200 - 1299 Benefits 195,595 203,649 181,069 (22,580) -11%
2000 - 7599 Operating 268,794 81,551 65,351 (16,200) -20%
8000 - 8999 Capital 71,638 - - - 0%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $1,079,286 $ 837,075 $ - $ 784,287 $ (52,788) -6%
EXPENDITURES BY DIVISION
Division
1610 Planning Operations $ 449,237 $ 284,023 $ 258,473 (25,550) -9%
1620 Subdivision Review 142,130 140,989 119,812 (21,177) -15%
1630 Long-Range Planning 273,660 174,418 171,513 (2,905) -2%
1640 Annexation 55,438 57,772 58,319 547 1%
1650 Code Enforcement 57,113 60,619 57,933 (2,686) -4%
1660 Historic Preservation 16,257 33,310 31,390 (1,920) -6%
1670 Zoning Operations 85,451 85,944 86,847 903 1%
Total All Divisions $1,079,286 $ 837,075 $ - $ 784,287 $ (52,788) -6%
EXPENDITURES BY FUND
Fund
100 Planning Fund $1,079,286 $ 837,075 $ - $ 784,287 $ (52,788) -6%
Total All Funds $1,079,286 $ 837,075 $ - $ 784,287 $ (52,788) -6%
City Manager’s Recommended Budget FY10 106 City of Bozeman, Montana
PLANNING
___________________________________________________________
FY 10 BUDGET HIGHLIGHTS
6% overall reduction in proposed budget from FY09 level; 28% reduction from FY08 level;
Proposed 1.5 FTE reduction (13%) from FY09 leve l; 4.0 FTE reduction (29%) from FY08 level;
No contract planner services proposed for FY10, nor any other kinds of contracts;
No Capital Improvements planned for FY10.
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Final adoption and implementation of revis ed Unified Development Ordinance (UDO);
• Final adoption and implementation of Downtown Neighborhood Plan, in conjunction with Downtown
Business Partnership;
• Final adoption and implementation of updated Bozeman Community Plan, per statute;
• Final adoption and implementation of City of Bo zeman Economic Development Plan (in conjunction
with Prospera Business Partnership);
• Serve as official liaison to US Census Bureau in completing decennial census of population;
• Staffing of Tax Increment Finance District Boards;
• Begin in-house Historic Resources Inventory;
• Management of current workload (project review s for annexations, subdivision, and zoning propos-
als, impact fee administration, design review , and historic preservation activities); and
• Special projects as directed.
City Manager’s Recommended Budget FY10 107 City of Bozeman, Montana
PLANNING
___________________________________________________________
WORKLOAD INDICATORS
Data is collected and maintained on a calendar year basis.
WORKLOAD INDICATOR
FY 05
Actual
FY 06
Actual
FY07
Actual
FY08
Actual
FY09
Budgeted
FY10
Estimate
Subdivision Pre-applications 18 26 18 11 4 4
Minor Subdivision Pre. Plats 5 11 7 3 3 3
Major Sub-Preliminary Plats 10 12 12 7 2 2
Final Plats 19 17 30 21 6 6
Master Plan Amendments 6 8 5 4 0 0
Annexations 16 15 16 7 0 0
Exemptions 25 17 21 19 16 16
Preliminary Plat Lots Approved 661 1625 688 1,434 38 38
Final Plat Lots Approved 581 495 1211 861 61 61
Number of public forum opportuni-
ties for special projects
4 5 4 10 5 5
Number of participants in forums 35 45 60 125 100 100
Number of projects assessed im-
pact fees
2000 2240 1,771 1200 1200 1200
Number of literature/information
requests pertaining to impact fees
85 225 200 150 200 200
Number of estimates for impact
fees
100 75 110 100 150 150
Site Plans 46 53 32 45 29 29
Conditional Use Permits 11 14 23 9 18 18
Planned Unit Developments 13 7 6 7 1 1
Certificates of Appropriateness 199 197 268 224 211 211
Sign Reviews (permanent and
temp)
285 295 244 297 280 280
Variances/Appeals 5 4 1 0 6 6
Zone Map Amendments 20 21 14 20 4 4
Zone Text Amendments 2 1 6 0 2 2
Concept Plan Review/Informal
Review
40 53 36 29 22 22
Number of site visits and/or sign-
age consultations evaluating allow-
able signage
380 385 401 511 501 501
Special Temporary Use Permits
(STUPs)
12 18 9 13 9 9
Reuse Permits 42 11 10 18 26 26
HISTORIC PRESERVATION
Office Visitations 470 550 550 300 300
Historic Design Reviews 320 250 275 268 263 263
Presentations (slides, walking
tours, etc)
30 15 18
26
17 17
Newsletters/Articles 0 25 15 4 4
BHPAB Meetings/Beautification 45 50 50 92 92
Hrs Working w/Volunteers/Interns 520 640 600 1,040 1,040
Certified Local Government (CLG)
hrs.
120 832
850
20 20
City Manager’s Recommended Budget FY10 108 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, City Hall
Annex, Fire Stations #1, #2 and #3, City Shop Complex, Lower Yard Shop Complex, Alfred M.
Stiff Professional Building, Bozeman Public Library, the Bozeman Senior Citizen's Center.
Facilities Management is also responsible for coordinating remodeling, renovations and new
construction projects. Current construction projects include the Downtown Bozeman Intermo-
dal Facility, the remodel of the old Public Library into a new City Hall Facility, and the restora-
tion of the Story Mansion. Work in this area includes solicitation of professional design and
engineering services and the selection of contractors and tradespeople for project specific ac-
tivities.
The majority of the costs in this budget category are normally included in utility charges, build-
ing repairs and maintenance. Because of staffing levels, 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 sup-
pression systems and heating, ventilation and air conditioning systems. 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 and extending their useful
life.
• 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 require-
ments.
• To implement building design, maintenance, and operational practices that result in energy saving
measures.
• To act as the City’s representative on building cons truction projects, secure consultant services for
these projects, process claims and monitor progress.
City Manager’s Recommended Budget FY10 109 City of Bozeman, Montana
FACILITIES MANAGEMENT
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 3.05 3.55 3.55 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 121,780 $ 155,046 $ 163,249 $ 8,203 5%
1200 - 1299 Benefits 43,705 57,793 58,309 516 1%
2000 - 7599 Operating 710,738 1,096,190 875,950 (220,240) -20%
8000 - 8999 Capital 8,723 35,000 - (35,000) -100%
9000 - 9699 Debt Service 82,024 - 108,000 108,000 100%
9900 - 9999 Transfers
Total All Categories $ 966,970 $ 1,344,029 $ - $ 1,205,508 $ (138,521) -10%
EXPENDITURES BY DIVISION
Division
1810 City Hall $ 268,022 $ 469,874 $ 360,884 $ (108,990) -23%
1820 Fire Station #1 24,964 103,375 52,225 $ (51,150) -49%
1830 Shops Complex 78,918 133,055 103,075 $ (29,980) -23%
1840 Professional Building 227,459 170,350 143,250 $ (27,100) -16%
1850 Senior Center 91,544 158,150 216,600 $ 58,450 37%
1860 Library 198,197 227,500 232,250 $ 4,750 2%
1870 Library - Lamme St. 53,973 28,000 28,000 $ - 0%
1870 Fire Station #2 23,893 48,500 47,900 $ (600) -1%
1880 Fire Station #3 - 5,225 21,450 $ 16,225 0%
Total All Divisions $ 966,970 $ 1,344,029 $ - $ 1,205,634 $ (138,395) -10%
EXPENDITURES BY FUND
Fund
010 General Fund $ 966,970 $ 1,344,029 $ - $ 1,205,634 $ (138,395) -10%
Total All Funds $ 966,970 $ 1,344,029 $ - $ 1,205,634 $ (138,395) -10%
City Manager’s Recommended Budget FY10 110 City of Bozeman, Montana
FACILITIES MANAGEMENT
___________________________________________________________
FY 09 ACCOMPLISHMENTS
• Complete construction of the Bozeman Downtown Intermodal Facility.
• Complete the Phase I remodel of the old pub lic library into a new City Hall facility.
• Complete landscaping of the new Bozeman Public Library utilizing the federal ear-
mark funds and CTEP monies.
• Completed Begin Phase I remodel of the Story Mansion.
FY10 ANTICIPATED ACCOMPLISHMETNTS
• Continue work on a comprehensive, city-wide Facilities Condition Index as a base-
line to formalize long-term planning for all City owned properties.
• Complete construction of Fire Station #3 and the combined County 911 Communi-
cations Center
• Assist in the oversight of the Landfill building addition.
• Complete the construction Shop Complex at the lower yard area, and the remodel
of the existing Shops Complex.
PERFORMANCE MEASURERS
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Budgeted
FY10
Budgeted
Average response time for emergency repairs 30 minutes 95% 90% 90% 90%
Average response time for minor non-
emergency repairs (in-house) 3 days 90% 95% 95% 95%
Average response time for minor non-
emergency repairs (contracted) 12 days 95% 95% 95% 95%
% of facility users that rate the quality of their
areas as excellent or good 90% 85% 90% 90% 85%
Review and approval of payments of claims from
City Construction projects 3 days 98% 100% 100%
City Manager’s Recommended Budget FY10 111 City of Bozeman, Montana
INFORMATION TECHNOLOGY
___________________________________________________________
PROGRAM DESCRIPTION
The Information Technology provides customer-focused information technology services and
business solutions to local government and citize ns. The department’s primary responsibilities
are in the areas of providing reliable, e fficient 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 an d 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 manage-
ment decisions while promoting the use of electronic data publicly in a fair, efficient, and effec-
tive 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 tec hnology 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.
City Manager’s Recommended Budget FY10 112 City of Bozeman, Montana
INFORMATION TECHNOLOGY
___________________________________________________________
FY10 BUDGET HIGHLIGHTS
FY10 ANTICIPATED ACCOMPLISHMENTS
• Continue Upgrades to City Website to further enhance the public’s access to
necessary City information as well as the employee portal.
• Upgrade the City’s current antivirus.
• Continue Upgrade and maintenance to the City VoIP phones and gateways.
• Continue Upgrades to aging routers and switches at selected locations.
Upgrade city wide antivirus $21,600
Continue VoIP upgrade and maintenance
Continue Router and Switch upgrade
$28,000
$25,000
City Manager’s Recommended Budget FY10 113 City of Bozeman, Montana
INFORMATION TECHNOLOGY
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 6.00 6.00 (0.27) 5.73 -4%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 286,447 $ 340,674 $ 343,431 $ 2,757 1%
1200 - 1299 Benefits 87,901 107,151 103,429 (3,722) -3%
2000 - 7599 Operating 320,818 268,988 365,228 96,240 36%
8000 - 8999 Capital 110,236 178,000 53,100 (124,900) -70%
9000 - 9699 Debt Service -
9900 - 9999 Transfers -
Total All Categories $ 805,402 $ 894,813 $ - $ 865,188 $ (29,625) -3%
EXPENDITURES BY DIVISION
Division
1910 Information Technology $ 702,771 $ 779,741 $ 766,992 $ (12,749) -2%
1920 GIS 102,631 115,072 98,196 $ (16,876) -15%
Total All Divisions $ 805,402 $ 894,813 $ - $ 865,188 $ (29,625) -3%
EXPENDITURES BY FUND
Fund
010 General Fund $ 805,402 $ 894,813 $ - $ 865,188 $ (29,625) -3%
Total All Funds $ 805,402 $ 894,813 $ - $ 865,188 $ (29,625) -3%
City Manager’s Recommended Budget FY10 114 City of Bozeman, Montana
INFORMATION TECHNOLOGY
___________________________________________________________
WORKLOAD INDICATORS
PERFORMANCE MEASURES
Workload Indicator
FY 07
Actual
FY 08
Actual
FY 09
Estimated
FY 10
Budgeted
Number of Help Desk calls
created and completed
No Data No Data 1200 1200
Number of hours phone sys-
tem is in service
Possible available = 8760
No Data No Data 8660 8660
Number of hours data net-
work is in service
Possible available = 8760
No Data No Data 8660 8660
Number of Point to Point
links on the network (Fiber
and Copper) in service
No Data No Data 16 16
Number of hours Enterprise
Applications are available
Possible available = 8760
No Data No Data 8660 8660
Number of hours Server
Farm is available
Possible available = 8760
No Data No Data 8660 8660
Effectiveness Measures
Standard
FY 07
Actual
FY 08
Actual
FY 09
Estimated
FY 10
Budgeted
Number of Help Desk calls re-
solved
99% No data No data 99% 99%
Phone system uptime 99% No data No data 99% 99%
Data network uptime 99% No data No data 99% 99%
Point to Point links uptime
(Fiber and Copper)
99% No data No data 99% 99%
Enterprise Application uptime 99% No data No data 99% 99%
Server uptime 99% No data No data 99% 99%
City Manager’s Recommended Budget FY10 115 City of Bozeman, Montana
PUBLIC SAFETY INDEX
POLICE
PAGE 116
FIRE
122
BUILDING INSPECTION
128
PARKING
134
City Manager’s Recommended Budget FY10 116 City of Bozeman, Montana
POLICE
___________________________________________________________
PROGRAM DESCRIPTION
General
The police department budget unit accounts for costs associat ed with providing all law
enforcement services for the City of Boze man. The police depart ment utilizes both pa-
trol and investigative divisions to detect, prevent, and suppress crime and the enforce-
ment of criminal and traffi c codes of the state and local governments. The Parking and
Animal Control officers within the Support Se rvices Division provide enforcement of all
parking and animal related offenses wit hin the city limits of Bozeman.
Drug Forfeiture
The drug forfeiture budget unit accounts for the City of Bozeman's costs related to drug
enforcement and the costs related to the unit's work within the Missouri River Drug
Task Force as outlined in the inter loca l agreement. The Missouri River Drug Task
Force encompasses 7 counties.
DARE
The Drug Abuse Resistance Education (D.A.R .E.) budget unit accounts for the expen-
diture of restricted revenues of the police de partment. Much of the police special reve-
nue budget unit is funded by grants and donations that are restricted to the operation
of the D.A.R.E. program and ac tivities associated with it.
City Manager’s Recommended Budget FY10 117 City of Bozeman, Montana
POLICE
___________________________________________________________
MAJOR OBJECTIVES
GENERAL
Detection and proactive prevention of criminal activity.
Apprehension of criminal offenders.
Participation in court proceedings.
Assistance to those who cannot care for themselves or who are in danger of physical harm.
Aggressive and proactive traffic safety enforcement
Provide and maintain a Special Response Team of officers trained to handle hostage inci-
dents, high risk search warrants, and barricaded subjects.
Resolution of day-to-day conflicts among family, friends, and neighbors.
Provide and maintain a Civil Disturbance Team of officers trained to handle protests and large
scale civil disturbances.
Provide public education in areas of crime prevention of forgery, robbery I.D. fraud, elder
abuse, child abuse, sexual abuse, Internet Crimes against Children, seat belt and child
safety seat use, bicycle safety rodeos.
Create and maintain a feeling of security in the community.
Be committed and dedicated to providing the highest level of service to all the citizens of our
community.
Develop positive programs that incorporate the concept of shared responsibility with the com-
munity in the delivery of police services.
Develop and maintain certified trainers to maintain department training standards and require-
ments as well
as to sponsor regional law enforcement training.
Maintain a working environment where every employee's integrity, competency, and commit-
ment to service is self-evident.
Continue to work with partner law enforcement agencies to include local, State and Federal
agencies to improve information sharing and strengthen the working partnerships.
Drug Forfeiture
To maintain a two person investigation team.
To maintain confidential and concise intelligence files.
To assist prosecutors from city, state, and federal agencies in prosecutions of drug cases.
To coordinate with detectives of both the city and county on drug cases.
To provide drug education/awareness presentations as needed.
To investigate complaints of drug activity.
To make arrests for violations of drug laws.
To maintain a cooperative effort in investigation assistance and intelligence sharing with
county, state, and federal agencies.
DARE
To present DARE curriculum to all 3rd and 5th grade students in the Bozeman school district.
To make public awareness presentations to parents, teachers, and community organizations.
To provide DARE curriculum to rural schools in Gallatin County if possible.
To continue to pursue alternative means of funding the DARE program.
City Manager’s Recommended Budget FY10 118 City of Bozeman, Montana
POLICE
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 57.75 62.75 67.75 8%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $2,731,285 $3,107,727 $ 3,452,298 $ 344,571 11%
1200 - 1299 Benefits 1,789,285 1,124,446 1,248,639 124,193 11%
2000 - 7599 Operating 1,012,722 1,235,883 1,346,193 110,310 9%
8000 - 8999 Capital 122,553 305,239 70,960 (234,279) -77%
9000 - 9699 Debt Service
9900 - 9999 Transfers 100,000 100,000 100,000 - 0%
Total All Categories $5,755,845 $5,873,295 $ - $ 6,218,090 $ 344,795 6%
EXPENDITURES BY DIVISION
Division
3010 Police Operations $4,433,782 $4,284,301 $ 4,580,596 $ 296,295 7%
3020 Crime Control & Investigations 865,813 884,053 847,685 $ (36,368) -4%
3030 DARE 103,496 91,885 84,166 $ (7,719) -8%
3040 Drug Forfeiture 249,778 468,962 508,264 $ 39,302 8%
3070 Animal Control 102,976 144,094 197,379 $ 53,285 37%
Total All Divisions $5,755,845 $5,873,295 $ - $ 6,218,090 $ 344,795 6%
EXPENDITURES BY FUND
Fund
010 General Fund $5,257,808 $5,075,868 $ - $ 5,385,493 $ 309,625 6%
125 Drug Forfeiture 229,441 168,962 173,264 $ 4,302 3%
138 Law & Justice Center 19,125 20,000 20,000 $ - 0%
139 Police Special Revenue 129,742 150,965 143,833 $ (7,132) -5%
140 Police Domestic Violence 99,392 157,500 160,500 $ 3,000 2%
188 City-County Drug Forfeiture 20,337 300,000 335,000 $ 35,000 12%
Total All Funds $5,755,845 $5,873,295 $ - $ 6,218,090 $ 344,795 6%
City Manager’s Recommended Budget FY10 119 City of Bozeman, Montana
POLICE
___________________________________________________________
FY 10 BUDGET HIGHLIGHTS
Addition of five (5) sworn police officers to our staff (levy approved) $335,000.00
Replacement of one (1) patrol vehicle $ 48,880.00
Replacement (upgrade) of three Mobile Data Terminals $ 18,000.00
Reduction of FY10 levy by 5.92 mills—vacan cy savings and budget cuts $450,000.00
FY 10 ANTICIPATED ACCOMPLISHMENTS
Commitment to continue to maintain the highest quality of service to the citizens of the City of Boze-
man.
Hire, train and deploy five (5) sworn police offi cers as funded by the Public Safety Mill Levy.
Hire and train additional Administrative Assistant through General Fund request for needed support
staff.
Develop, implement and maintain a dedicated, year round, traffic enforcement division.
Develop, train and equip the investigations division to participate in Internet Crimes against Children
Task Force.
Develop train and implement patrol beats utilizing CAD technology and MDT’s to increase efficiency
of staff.
Sufficiently staff and maintain the downtown Police substation to enhance customer service, police
response and maximize use of available office space.
Increase shift staffing minimums to 4 officers on every shift.
Use CAD/911 system mapping for analyzing customer service and criminal activity.
Increased use and functionality of CAD/RMS I-Mobi le into MDT project and service delivery.
Utilize City of Bozeman GIS for crime analysis and mapping.
Utilize City of Bozeman GIS for Sexual and Violent Offender Program.
Implement Sexual and Violent Offender Address Co mpliance Checks within the City of Bozeman.
Continue to maintain highest training standards.
Develop, implement and maintain a defensive driving program.
Minimize risk and liability by continuing to main tain the highest standards of training possible.
Continue success in obtaining Federal and State Grants to include:
Department of Homeland Security
Domestic Violence Grant
NHTSA (National Highway Traffic Safety Administration)
MBOCC (Montana Board of Crime Control)
MDOT (Montana Department of Transportation)
AHAD (All Hazards All Discipline)
SRTS (Safe Routes to School)
COPS (Community Oriented Policing) Technology Grant
Continued funding for second SRO
Continued funding of the Missouri River Drug Task Force
City Manager’s Recommended Budget FY10 120 City of Bozeman, Montana
POLICE
___________________________________________________________
PERFORMANCE MEASURES
Effectiveness Measurers
Standard
FY06
Actual
FY 07
Actual
FY08
Projected
FY 09
Budgeted
Respond to citizen complaints/concerns 48 hours 95% 95% 95% 95%
Percent of DUI arrests which result in convictions
90%
85% 85% 85% 85%
Percent of citations issued by the Bozeman Police
Department resulting in convictions
80%
75% 75% 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% 100% 100%
Full staff meetings Monthly 80% 80% 80% 80%
Response to emergency calls/average 5
min.
5 min. 5 min. 5 min. 5 min.
Response to non-emergency calls/average 10
min.
10 min. 10 min. 10 min. 10 min.
Number of crimes reported ********** 7,800 8,120 8,000 8,000
Percent of reported crimes closed/cleared/or leads
exhausted:
Homicide
Rape
Aggravated Assault
Burglary
Counterfeiting/forgery
Destruction/damage/vandalism to prop-
erty
Shoplifting
Motor vehicle theft
Drug/narcotic violations
Drug equipment violations
Robbery
Embezzlement
100%
75%
80%
75%
75%
90%
95%
90%
95%
98%
90%
75%
100%
75%
80%
75%
75%
90%
95%
90%
95%
98%
90%
75%
100%
75%
80%
75%
75%
90%
95%
90%
95%
98%
90%
75%
100%
75%
80%
75%
75%
90%
95%
90%
95%
98%
90%
75%
Percent of Investigative Division cases cleared
90%
90% 90% 90% 90%
Drug Forfeiture:
Dedicate two officers full-time to drug investiga-
tions/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 5 th . grades (500) 100% (480) 96% 105% 105% 105%
Provide instruction to all 3 rd . grades (400) 100% (375) 94% 105% 105% 105%
Percent of 5 th . grade graduates
100%
100% 100% 100% 100%
Percent of 3 rd . grade graduates
100%
100% 100% 100% 100%
City Manager’s Recommended Budget FY10 121 City of Bozeman, Montana
POLICE
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 06
Actual
FY 07
Actual
FY 08
Projected
FY 09
Budgeted
Calls for Service 39,790 40,758 42,728 44,700
National Incident Reporting System (NIBRS)
Homicide
Rape
Robbery
Aggravated Assault
Assaults – other
Burglary
Theft
Motor Vehicle Theft
Partner/Family Member Assault
Arson
Forgery & Counterfeiting
Fraud
Destruction/Damage/Vandalism of Property
Disorderly Conduct
Runaway
Disturbance/Loud Party
1
20
15
48
287
136
1,300
123
153
23
39
91
718
479
46
1,647
0
23
14
20
194
112
1,546
193
146
25
31
60
799
515
38
1,257
1
52
18
9
110
126
1,812
182
178
10
32
68
722
680
42
1,410
1
40
16
12
130
137
1,900
192
194
22
37
78
803
740
47
1,720
Alarms 1,165 1,153 1,202 1,252
Animal Complaints 2,097 2,020 2,262 2,370
Arrests 2,299 2,524 2,382 2,530
Citations Issued – Motorcycle Patrol 2,538 1,204 1,000 2,500
Citations Issued 7,968 7,723 8,280 8,000
DARE:
Present DARE Curricula:
5 th . Grade Students
3 rd . Grade Students
500
375
500
375
500
375
500
375
Drug Forfeiture:
New Cases 212 264 280 250
Old Cases 47 66 50 50
Non-Drug Cases Worked 20 10 10 10
Cases Closed – any reason 213 83 100 100
Non – Drug Related Arrests 18 9 10 10
New Criminal Su bjects Identified 429 559 400 400
Public Education, Talks & Classes 145 139 190 190
DUI’s 378 372 380 390
Investigative Division Case Load 366 224 300 300
Investigative Div. Clerical-Interv iews Transcribed 577 572 600 600
Parking Complaints 1,923 1,865 1,962 2,120
Traffic Crashes 1,666 1,780 1,734 1,790
Warrant Arrests 370 447 552 575
City Manager’s Recommended Budget FY10 122 City of Bozeman, Montana
FIRE
___________________________________________________________
PROGRAM DESCRIPTION
The fire department budget unit accounts for the costs associated with meeting the fol-
lowing mission: To minimize life loss, in jury, and property loss by rendering advanced
life support emergency medical care, rescue services, fire code inspections, code en-
forcement, public fire safety/survival educati on, fire suppression, fire cause/arson in-
vestigation, hazardous materials mitigati on and response, and disaster management.
We will provide these services at the hig hest national standards consistent with com-
munity needs and available publ ic and private resources.
City Manager’s Recommended Budget FY10 123 City of Bozeman, Montana
FIRE
___________________________________________________________
MAJOR OBJECTIVES
BUILD, EQUIP, AND OPEN A NEW CITY FIRE STATION. Use resources provided by the passage of the Novem-
ber 2007 fire mill levy to design, construct and equip Fire Station 3 in the northwest quadrant of Bozeman. Pro-
mote 3 Battalion Chiefs and 3 Fire Captains in support of the new fire station. Hire, equip and train 11 new
firefighters (5 additional and 6 replacements) as authoriz ed by the voters to sta ff the new fire station.
TO PLAN AND PREPARE FOR CURRENT AND FUTURE SERVICE DELIVERY NEEDS THROUGH THE IMPLE-
MENTATION OF THE ADOPTED FIRE PROTECTION MASTER PLAN. Work closely with the police depart-
ment to identify current and future service trends and what resources are, and will be, needed to address the
growing community’s emergency service needs. Secure remaining funding for the construction and staffing of
Fire Station 3. Continue planning for Fire Station 4.
CONTINUE TO CREATE, REFINE AND MAINTAIN EF FECTIVE ADMINISTRATIVE SUPPORT FOR ALL FIRE
DEPARTMENT OPERATIONS AND ACTIVITIES. Encourage Fire and Emergency Services as a City Commis-
sion priority. Continued implementat ion of the Commission adopted Fire Pr otection Master Plan. Review and
reorganize responsibilities of adminis trative staff based on recent staffing changes. Review Hazardous Materi-
als and Disaster and Emergency Services Agreements be tween the City and County. Study the feasibility,
methods and opportunities for fire department accreditation, ISO reclassification and continued emergency ser-
vice delivery improvements. Expand program planning and performance measure budgeting within the depart-
ment.
TO ENHANCE AND UPGRADE DEPARTMENT FIRE PREVEN TION PROGRAMS. To more comprehensively
meet our fire prevention and inspection obligations th rough the continued developm ent of a Fire Prevention
Bureau. To continue to improve and enhance the departmen t’s life safety inspections and required self inspec-
tion program, home inspection programs, and other code enforcement activities. The further development of
our fire prevention bureau would greatly improve the quality, accuracy and public buy-in of the department’s fire
prevention efforts by providing the friendliest, most kn owledgeable, and most customer based service available,
while making the City a safer place.
TO MAXIMIZE UTILIZATION, EFFECTIVENESS, AND EF FICIENCY OF THE DEPARTMENT'S SERVICES. Im-
plement the recently created and funded fire apparatus a nd 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 de-
partment and the 9-1-1 center. Enthusia stically participate in joint training and operations with mutual aid de-
partments. Improve project review record keeping pr ocess and emergency response record keeping by provid-
ing a seamless interface with the Building Department’s an d 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. Cont inue to support and participate in the Gallatin County
Fire Investigation and Arson Task Force.
TO PROVIDE ADEQUATE RESOURCES, TRAINING AN D EDUCATION TO ASSURE EFFECTIVE LEVELS OF
SERVICES DELIVERY AND TO PROMOTE EMPLOYEE HEAL TH AND SAFETY. Continue development and
refinement of the department’s comp rehensive 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 career development plan. Maintain all current
professional certifications. Maintain all training, eq uipment, and personnel requirements for state licensure to
provide advanced life support, non-transport (ALS), emer gency services. Continue development of the Depart-
ment’s minimum company standards (MCS).
DEVELOP INTERNAL SYSTEMS ACTION PLANS THAT MA XIMIZE 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 ti meframes and current effectiveness. Review and revise as
necessary.
City Manager’s Recommended Budget FY10 124 City of Bozeman, Montana
FIRE
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 34.25 45.25 (0.50) 44.75 -1%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $1,823,579 $2,575,026 $ 2,655,916 $ 80,890 3%
1200 - 1299 Benefits 1,292,989 888,629 909,836 21,207 2%
2000 - 7599 Operating 464,152 442,423 406,261 (36,162) -8%
8000 - 8999 Capital 323,020 4,235,718 89,880 (4,145,838) -98%
9000 - 9699 Debt Service - - 0%
9900 - 9999 Transfers 514,000 185,640 (328,360) -64%
Total All Categories $3,903,740 $8,141,796 $ 514,000 $ 4,247,533 $(4,408,263) -51%
EXPENDITURES BY DIVISION
Division
3110 Fire Administration $ 609,967 $3,943,112 $ 514,000 $ 804,522 $(3,652,590) -82%
3120 Fire Operations 3,246,557 4,158,404 3,324,106 $ (834,298) -20%
3130 Operational Readiness 30,924 24,300 101,040 $ 76,740 316%
3140 Fire Prevention 6,228 8,830 10,715 $ 1,885 21%
3160 Hazardous Materials 7,295 7,150 7,150 $ - 0%
3170 Disaster & Emergency Services 2,769 - - $ -
Total All Divisions $3,903,740 $8,141,796 $ 514,000 $ 4,247,533 $(4,408,263) -51%
EXPENDITURES BY FUND
Fund
010 General Fund $3,542,154 $4,299,333 $ 4,061,893 $(4,408,263) -103%
113 Fire Impact Fees 334,299 3,392,463 514,000 185,640 $ - 0%
183 Fire Department Special Revenue 27,287 - - $ - 0%
187 Fire Capital & Equipment Replacement 450,000 - $ - 100%
Total All Funds $3,903,740 $8,141,796 $ 514,000 $ 4,247,533 $(4,408,263) -51%
City Manager’s Recommended Budget FY10 125 City of Bozeman, Montana
FIRE
___________________________________________________________
FY10 BUDGET HIGHLIGHTS
Training facility construction $ 74,500
Reduction of FY10 Levy by 1.72 mills—
vacancy savings and budget cuts $130,000
FY10 ANTICIPATED ACCOMPLISHMENTS
• Complete construction of Fire Station 3.
• Take delivery of new fire engine for Fire Station 3.
• Complete the hiring and training of new firefi ghters in preparation of Fire Station 3 opening.
• Develop and implement 3 station response districts to reduce response times citywide
• Develop and implement City of Bozeman ISO impr ovement plan to reduce city’s class rating
• Continue working with City and County emergency response agencies to improve radio, data, and
paging systems for all responders
• Complete installation and implementation of Inter operability Montana trunked radio system with PD
• Work with Water Department to develop and im plement comprehensive community wide public ac-
cess to defibrillation program
• Refine special operations program including confined space rescue, trench rescue, low and high
angle rescue, and collapsed building response
• Continue review of current administrative roles and responsibilities and work load to identify opportu-
nities for improved efficiency and service delivery
• Study feasibility of fire department ac creditation and begin process if possible
• Improve Fire Department’s website to maximize us efulness to community as a tool for public educa-
tion
• Continue development of live fire training complex at lower city yards
City Manager’s Recommended Budget FY10 126 City of Bozeman, Montana
FIRE
___________________________________________________________
PERFORMANCE MEASURERS
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Budgeted
FY 10
Budgeted
Emergency Operations
Response time to Fire and EMS call
100% of
city within 6
minutes
25%
25%
80%
80%
Fire Prevention
% of inspections brought to closure stage
Bars
Sororities & Fraternities
Schools
MSU
Existing structures
Business License Inspections
95%
100%
100%
100%
90%
100%
100%
100%
100%
100%
33%
100%
100%
100%
100%
100%
33%
100%
100%
100%
100%
100%
50%
100%
100%
100%
100%
100%
40%
100%
Training
% of firefighters completing certification
requirements by program
Haz Mat IC
Haz Mat Technician
EMT
Fire Fighter 1
Fire Fighter 2
Inspectors
100%
100%
100%
100%
100%
100%
100%
100%
100%
80%
20%
100%
100%
100%
100%
80%
20%
100%
100%
100%
100%
80%
20%
100%
100%
100%
100%
80%
20%
0%
Efficiency Measurers
Standard
FY 06
Actual
FY 07
Actual
FY 08
Actual
FY 09
Budgeted
Fire Prevention:
Number of inspections per year as a percentage
of properties in need of inspection.
100%
66%
66%
66%
66%
City Manager’s Recommended Budget FY10 127 City of Bozeman, Montana
FIRE
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Projected
**Fires, Hazardous Conditions & Misc
226 262 237 279
Emergency Medical Services
1367 1595 1576 1608
**Good Intent
105 273 375 665
Service Call
108 125 148 149
**False Call
155 179 212 279
Business Inspections
2600 2326 2000 3870
Business Applications
700 608 600 535
Special Inspections
538 530 500 510
Public Education Events 350 345
300 360
Child Safety Seat Installations/Checks
365 425 390
City Manager’s Recommended Budget FY10 128 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 stan-
dards 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. Existing commercial and industrial buildings
are inspected for continued compliance to the NFPA, Uniform Fire and International Building
Codes.
The support team utilized to attend this process includes an Assistant Director of Public Safety,
a Chief Building Official, three Plans Examiners, five Building Inspectors, two Fire and Life
Safety Inspectors, one Code Enforcement Officer, one Project Permit Coordinator, and two
Project Permit Technicians. Staff team members receive, process and review residential and
commercial projects and applications for compliance with adopted codes and ordinances; as-
sess and collect fees for building permits, impact fees, and other miscellaneous services after
plans are approved; issue permits; perform inspections to verify compliance to approved plans
and applicable codes and ordinances. Code violations are investigated, and if not resolved,
they are turned over to the Code Enforcement Officer for processing and remedial action. The
Fire and Life Safety Inspectors, Fire Department crews, and Building Inspectors inspect exist-
ing commercial and industrial building for continued compliance to the adopted Fire and Build-
ing Codes.
City Manager’s Recommended Budget FY10 129 City of Bozeman, Montana
BUILDING INSPECTION
___________________________________________________________
MAJOR OBJECTIVES
• Provide a quarterly community technical training program or code update seminar to foster
open communication and technical awareness of the adopted model codes, to the building
owners, contractors, Architects and Engineers.
• Provide a bi-annual technical newsletter to the building community to address current build-
ing code topics and changes.
• Make a smooth transition into the new code adoption of the 2006 International Codes. Pro-
vide public education programs to inform the public of any changes impacting the construc-
tion work they do.
• Continue to develop an informational website for the Building Inspection Division to be part
of the City of Bozeman website.
• Continue to improve the communication link between the Building Inspection Division and
other City Departments and Divisions.
City Manager’s Recommended Budget FY10 130 City of Bozeman, Montana
BUILDING INSPECTION
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 16.55 13.55 (4.00) 9.55 9.55 -30%
EXPENDITURES BY CATE-
GORY
Category
1000 - 1199 Salaries & Overtime $ 684,292 $ 682,644 $ 477,664 $ (204,980) -30%
1200 - 1299 Benefits 304,596 249,786 173,905 (75,881) -30%
2000 - 7599 Operating 309,401 262,781 217,753 (45,028) -17%
8000 - 8999 Capital 67,397 - - - 0%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $ 1,365,686 $ 1,195,211 $ - $ 869,322 $ (325,889) -27%
EXPENDITURES BY DIVISION
Division
3210 Building Inspection Operations $ 1,277,328 $ 1,122,799 $ 869,322 $ (253,477) -23%
3220 Life-Safety 88,358 72,412 - $ (72,412) -100%
Total All Divisions $ 1,365,686 $ 1,195,211 $ - $ 869,322 $ (325,889) -27%
EXPENDITURES BY FUND
Fund
115 Building Inspection Fund $ 1,365,686 $ 1,195,211 $ - $ 869,322 $ (325,889) -27%
Total All Funds $ 1,365,686 $ 1,195,211 $ - $ 869,322 $ (325,889) -27%
City Manager’s Recommended Budget FY10 131 City of Bozeman, Montana
BUILDING INSPECTION
___________________________________________________________
FY 10 BUDGET HIGHLIGHTS
• Continue to monitor staff levels and workload s as they relate to current to building
permit application activity.
• Examination of Department Pe rformance Measures and Wo rkload Indicators. This
document contains FY09 measures. They will be updated prior to final budget ap-
proval.
City Manager’s Recommended Budget FY10 132 City of Bozeman, Montana
BUILDING INSPECTION
___________________________________________________________
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY07
Actual
FY 08
Budgeted
FY 09
Projected
Percent of Plan Reviews done
within Standard (Residential)
75% w/in 2 weeks 82% 75%
75%
Percent of Plan Reviews done
within Standard (Commercial)
75% w/in 4 weeks 72% 75% 75%
Percent of Fast Track plan re-
views done within standard
90% w/in 1 week 93% 90% 90%
Percent of frame inspections done
within standard
(1 audit/month/employee)
90% 90% 90%
Percent of commercial plan
checks done within standard
(1 audit/month/employee)
90% 90% 90%
Percent of residential plan checks
done within standard
(1 audit/month/employee)
90% 90% 90%
Percent of final inspections done
within standard
(1 audit/month/employee)
90% 90% 90%
Efficiency Measurers Stan-
dard
FY 06
Actual
FY 07
Actual
FY 08
Budgeted
FY 09
Projected
Average commercial inspections
per day per inspector
8 9.45 18.36 8 8
Average residential inspections per
day per inspector
24 26.3 25.3 24 24
Average Multiple Residential In-
spections per day per inspector
32 26.3 13.46
32 32
City Manager’s Recommended Budget FY10 133 City of Bozeman, Montana
BUILDING INSPECTION
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 05
Actual
FY 06
Actual
FY 07
Actual
FY 08
Budgeted
FY 09
Projected
Commercial Permits:
Number
Value (Millions)
37
36.85
44
43.11
50
38.54
30
30.00
25
25.00
Residential Permits:
Number
Value (Millions)
927
118.25
890
135.64
764
118.15
600
100.00
500
90.00
City Manager’s Recommended Budget FY10 134 City of Bozeman, Montana
PARKING
___________________________________________________________
PROGRAM DESCRIPTION
The Parking Program consists of Downtown Parking, the Residential Parking District surround-
ing Montana State University and the Residential Parking District adjacent to Bozeman High
School. Fines received from parking officers providing enforcement in these divisions, go to
pay for the officers salary and other related enforcement costs.
Downtown Parking:
The downtown parking consists of the business district on Main street, from Broadway to N.
7 th . Enforcement is done 6 days per week with 2 full-time officers. Enforcement consists of a
variety of timed parking using a vehicle and digital tracking system and walking patrols. Pri-
mary infractions include overtime violations, handicapped parking violations and restricted
zone violations.
Residential Parking District:
In fiscal year 1992, the City Commission passed an ordinance enabling the creation of parking
districts in Bozeman.
In fiscal year 1994, the City Commission created a parking district adjacent to Montana State
University. The district encompasses approximatel y 32 city blocks. Costs of operating the dis-
trict will include administration, enforcement, signs, and permits. Revenues from the program
will include permit fees charged to residents of the district in addition to fines and forfeitures.
This district enforcement is done by 1 person 5 days per week for 30 hours per week. Primary
violations include failure to purchase or affix residential permit, abandoned vehicles (5-day vio-
lations) and restricted zone violations.
High School Residential Parking District:
In fiscal year 2001, the City Commission created a parking district adjacent to Bozeman High
School. The district encompasses approximately 53 city block faces. Costs of operating the
district will include administration, enforcement, signs, and permits. Revenues from the pro-
gram will include permit fees charged to residents of the district in addition to fines and forfei-
tures. Program costs will be monitored to determine if permit fees need to be adjusted.
There is no specific dedicated enforcement to this division, however, with some overlap hours
from downtown parking officers, 3 hours every two weeks is spent enforcing this district to pro-
vide some parking enforcement.
City Manager’s Recommended Budget FY10 135 City of Bozeman, Montana
PARKING
___________________________________________________________
MAJOR OBJECTIVES
Bozeman Parking Commission
Mission Statement: 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:
Improve and maintain our 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 our customers.
Provide consistent treatment regarding parking enforcement action.
Educate parking users to minimize parking conflicts.
Make parking areas attractive and easy to use.
Plan for and respond to changing needs in our districts.
Provide parking options for bicycles, motorcycles, and other transporta-
tion alternatives.
Work cooperatively with our local government partners.
Provide for the safe movement of pedestrian & vehicle traffic.
FY10 BUDGET HIGHLIGHTS
• Continuation of Vehicle mounted Digit al Tracking system for parking enforce-
ment.
• Operation of Parking Garage facility, which came online in April 2009.
City Manager’s Recommended Budget FY10 136 City of Bozeman, Montana
PARKING
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 3.75 4.75 4.75 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 103,659 $ 229,493 $ 181,935 $ (47,558) -21%
1200 - 1299 Benefits 54,532 100,025 81,483 (18,542) -19%
2000 - 7599 Operating 104,978 210,939 181,272 (29,667) -14%
8000 - 8999 Capital 4,725,587 - - - 0%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $4,988,756 $ 540,457 $ - $ 444,690 $ (95,767) -18%
EXPENDITURES BY DIVISION
Division
3310 Parking Administration $4,815,168 $ 119,664 $ 149,000 $ 29,336 25%
3320 Parking Operations/Enforcement 173,588 263,194 221,829 $ (41,365) -16%
3330 Parking Garage Operations - 157,599 76,288 $ (81,311) -52%
Total All Divisions $4,988,756 $ 540,457 $ - $ 447,117 $ (93,340) -17%
EXPENDITURES BY FUND
Fund
650 Parking Fund Enterprise $ 330,228 $ 540,457 $ - $ 447,117 $ (93,340) -17%
557 Parking Garage Construction 4,658,528 - - $ - 0%
Total All Funds $4,988,756 $ 540,457 $ - $ 447,117 $ (93,340) -17%
City Manager’s Recommended Budget FY10 137 City of Bozeman, Montana
PARKING
___________________________________________________________
PERFORMANCE MEASURERS
WORKLOAD INDICATORS
* These include all complaints citywide, of which enterprise parking handle a portion that is difficult to isolate to
specifically enterprise fund employees.
** Overtime citations now enforced by downtown parking employee with use of Vehicle tracking system.
Effectiveness Measurers Standard FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Downtown Parking:
Walk Downtown Parking District (M-Sa) 1 x Daily 60% 60% 70% 95%
Cover other 2 Hour Zones (M-Sa) 1 x Daily 65% 65% 70% 95%
MSU Parking District:
Patrol Parking District (M-F) 2 x Daily 65% 65% 75% 100%
BHS Parking District:
Patrol Parking District (M-F) 1 x Daily 10% 10% 10% 10%
Efficiency Measurers Standard FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Downtown Parking:
Overtime citations 5,000 3,710 3,298 4,000 4,750
Total Citations 7,000 5,162 5,140 6,600 5,500
Total Parking Complaints:
Number of General Complaints * 1,900 1,865 1,963 1,990 1,900
Number of Abandoned Complaints * 1,500 1,119 1,129 1,200 1,500
MSU Parking District:
Parking District Citations 3,000 2,413 2,943 3,506 3,000
Overtime Citations ** 0 402 176 0 0
Total Citations by Parking Officer 5,000 4,264 4,511 4,804 5,000
BHS Parking District:
Parking District Citations 2,000 413 278 380 200
City Manager’s Recommended Budget FY10 138 City of Bozeman, Montana
PUBLIC SERVICES INDEX
PUBLIC SERVICES ADMINISTRATION
PAGE 139
STREETS
145
WATER PLANT
151
WATER OPERATIONS
157
WASTEWATER OPERATIONS
162
WASTEWATER PLANT
167
SOLID WASTE COLLECTION
172
SOLID WASTE DISPOSAL
177
SOLID WASTE RECYCLING
178
VEHICLE MAINTENANCE
181
City Manager’s Recommended Budget FY10 139 City of Bozeman, Montana
PUBLIC SERVICES ADMINISTRATION
___________________________________________________________
PROGRAM DESCRIPTION
The public service/engi neering budget includes the director of public service, engineer-
ing, and snow removal.
The director of public service has oversight responsibilities for water and sewer utilities,
street maintenance, vehicle r epair, solid waste utility, parks, cemetery, forestry, public
facilities, and engineering.
The engineering division provides technical engineering in the prepar ation, review, and
oversight in the planning, design, construction inspection and construction manage-
ment of the city’s public works facilities including water treatment and distribution,
wastewater collection and tr eatment, sanitary sewer and storm water collection and
treatment, streets (with appurtenant curb, gutte r, sidewalk and drainage facilities), traf-
fic control facilities, solid wa ste, and other infrastructure projects. The division estab-
lishes and maintains current city infrastr ucture standards and assures compliance with
City, County, State, and Federal rules, regulations, codes and engineering standards.
The engineering division also maintains the city’s infrastr ucture files and records,
maps, plats, property ownersh ip and other records; partici pates in the review and ap-
proval of subdivision, annexation, and zone code / development proposals for confor-
mance with established standar ds; performs engineering surv eys; coordinates infra-
structure work with Count y, State, and Federal agenc ies; administers the EPA-
mandated wastewater pret reatment program; and administers the city’s flood plain or-
dinance, sidewalk repair and installation pr ograms, and the sidewalk snow and weed
enforcement programs.
City Manager’s Recommended Budget FY10 140 City of Bozeman, Montana
PUBLIC SERVICES ADMINISTRATION
___________________________________________________________
MAJOR OBJECTIVES
• To coordinate the activities of t he public service department divisions.
• To establish and maintain policies, pr ocedures and protocol for conducting the de-
partment's functions.
• To assist the city manager and administrative services di rector in reviewing enter-
prise funds revenue and expense fore casts 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 pl ans for water, wastewater, storm water,
public lands and transportation facilities ar e implemented in a cost-effective man-
ner, and that all city infrastructure impr ovements are construct ed in a quality man-
ner to provide reliable service for t he public’s immediate and long-term needs.
City Manager’s Recommended Budget FY10 141 City of Bozeman, Montana
PUBLIC SERVICES ADMINISTRATION
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 8.15 8.15 8.15 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 312,171 $ 330,297 $ 334,532 $ 4,235 1%
1200 - 1299 Benefits 116,726 111,925 113,543 $ 1,618 1%
2000 - 7599 Operating 138,812 56,823 42,297 $ (14,526) -26%
8000 - 8999 Capital 498,807 - - $ - 0%
9000 - 9699 Debt Service - - -
9900 - 9999 Transfers 9,405
Total All Categories $ 1,075,921 $ 499,045 $ - $ 490,372 $ (8,673) -2%
EXPENDITURES BY DIVISION
Division
4010 Public Services Administration $ 37,604 $ 38,567 $ 36,631 $ (1,936) -5%
4020 Engineering 439,232 434,906 428,725 $ (6,181) -1%
4030 Snow Removal Enforcement 14,507 24,022 23,433 $ (589) -2%
4040 Weed Cutting Enforcement - 750 750 $ - 0%
4050 Sidewalk Repair Program - 800 800 $ - 0%
4060 Sidewalk & Curb Construction 2,954 - - $ - 0%
4070 S.I.D Construction 581,624 - - $ -
Total All Divisions $ 1,075,921 $ 499,045 $ - $ 490,339 $ (8,706) -2%
EXPENDITURES BY FUND
Fund
010 General Fund $ 491,343 $ 499,045 $ - $ 490,339 $ (8,706) -2%
500… S.I.D Construction 584,578 $ - 0%
Total All Funds $ 1,075,921 $ 499,045 $ - $ 490,339 $ (8,706) -2%
City Manager’s Recommended Budget FY10 142 City of Bozeman, Montana
PUBLIC SERVICES ADMINISTRATION
___________________________________________________________
WORKLOAD INDICATORS
PRIVATE WATER AND SEWER PROJECTS 1/1/08 TO 12/31/08
WATER (LF) SEWER (LF) $VALUE 1
1 Stoneridge Square Fire Services 602 0 24,080
2 Greek Way Apartments 679 493 41,950
3 CJ Middle School Fire Service 188 7,520
4 PT Land Phase 1 1233 1844 104640
5 PT Land Phase 2 358 278 22660
6 Trout Meadows Fire Services 979 0 39,160
7 Haggerty Lane Cottages 1008 784 63,840
8 Traditions Sub. Ph. 2 1263 0 50,520
9 Saccocia Minor 282 555 27930
10 Creekwood Sub. 8109 6312 513,720
11 West Winds Subdivision Phase 4 2052 1338 122,220
12 911 Center Fire Service Line 134 5,360
13 Cattail Lake Sub. 6547 5033 412,870
14 Platinum RidgeCondos (Capstone Commons) 1083 1059 75,090
15 Hyalite Elementary School 556 22,240
16 Hyalite Elementary School Fire Service Line 85 3,400
17 CFT Building #5 Fire Service Line 368 14,720
18 Bronze Leaf Condos 400 240 23,200
19 Advanced Eyecare Fire Service Line 68 2,720
20 Bozeman Village Senior Center 786 781 54,870
21 New City Hall Fire Service Line 60 2,400
22 South Towne Square 740 540 45,800
23 Cattail Creek Lofts 637 529 41,350
24 Bozeman TV Fire Service Line 40 1,600
25 Weebees Fire Service 56 2,240
26 Vlaanderen Condos 556 510 37,540
27 Flying Horse Communications Fire Service Line 70 2,800
28 Rogers Dermatology Fire Service Line 137 5,480
29 Annie Street Cottages 2217 1561 135510
30 Links Condos 725 848 54,440
31 Pi Beta Phi Fire Service Line 142 5,680
32 Poplar Terrace 254 350 20,660
33 Urban Villa Condos 300 12,000
34 Urban Villa Condos Fire Services 297 11,880
35 Weedin Office Building Fire Service Line 120 4,800
36 American Federal Bank Fire Service Line 135 5,400
37 Intermodal Facility Retail Spaces Fire Service 74 2,960
38 Intermodal Facility Fire Service 22 0 880
39 Simkins Hallin Warehouse Fire Service 43 0 1,720
40 CJ Middle School 1291 0 51,640
41 *West Winds Subdivision Phase 5 1906 1624 124,960
42 *Norton East Ranch Subdi vision 14350 7005 784,150
City Manager’s Recommended Budget FY10 143 City of Bozeman, Montana
PUBLIC SERVICES ADMINISTRATION
___________________________________________________________
43 *Homewood Suites 323 100 15,920
44 *Eastlake Commercial Center 1830 1615 121,650
45 *Bozeman Brewery 100 232 10,960
46 *Lincoln Park Condos 606 392 36,000
47 *Stockman Bank Fire Service Line 50 2,000
48 *Gallatin County Detention Center 1811 924 100,160
49 *Crooked Creek Condos 713 593 46,310
TOTAL 56,385 35,540 3,321,600
Total 2007 131,986 100,511 8,844,050
PUBLIC WATER AND SEWER PROJECTS 1/1/08 TO 12/31/08
WATER (LF) SEWER (LF) $VALUE 1
1 2008 Sewer Rehab 6640 440,790
2 WWTP Modifications N/A 2,347,555
3 2008 Water Renovations 2317 588,845
4 Hilltop Tank Re-painting N/A 333,000
TOTAL 2317 6640 3,710,190
PRIVATE STREET AND STORM SEWER PROJECTS 1/1/08 TO 12/31/08
STREETS (LF) STORM SEWER (LF) $VALUE 1
1 PT Land Phase 1 562 729 78,600
2 PT Land Phase 2 210 239 27,700
3 CJ Middle School 930 750 107,250
4 Cattail Lake Sub. 6,070 3,164 613,450
5 South Towne Square 500 230 49,000
6 Creekwood Sub. 3,050 857 271,600
7 Stoneridge Square 965 4,266 285,675
8 Bozeman Village Senior Center - 887 44,350
9 Annie Street Cottages 1,429 300 122,175
10 *Homewood Suites 1,800 135,000
11 *Eastlake Commercial Center 2,270 456 193,050
12 Saccocia Minor Sub. 682 51,150
13 *Bozeman Brewery 530 39,750
14 West Winds Subdivision Phase 4 1,443 1,538 185,125
15 Haggerty Lane Cottages 700 252 65,100
16 *West Winds Subdivision Phase 5 4,404 2,006 430,600
17 *Norton East Ranch 13,589 3,315 1,184,962
18 *Baxter Meadows Ph. 3B 5,310 712 433,850
19 *Oak Meadows Condominiums 2,700 - 202,500
20 *Traditions Sub. Ph. 2 1,860 333 156,150
21 *Lincoln Park Condos 624 - 46,800
22 *Meadow Creek Sub. Ph. 5 7,770 777 621,600
TOTAL 57398 20811 5,345,437
Total 2007 114,447 38,821 10,510,200
City Manager’s Recommended Budget FY10 144 City of Bozeman, Montana
PUBLIC SERVICES ADMINISTRATION
___________________________________________________________
Location Description $Value
Griffen/Rouse Signal 403,983
*S. 11th/W. College Roundabout 700,000
Highland/Main Intersection modifications 200,000
W. Oak/N. 15th Signal 500,000
*Kagy/11th Signal 700,000
Total 2,503,983
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
2007 Street Improvements
Chip seal 3.4 miles, NW quandrant of city (6/08) $97,079
2008 Street Improvements $388,038
2008 Curbing & Sidewalk Improvements $106,477
SIDEWALKS / CURBCUTS / WEEDS / MISC.
1 Misc. Curbcut/Sidewalk Permits Issued: 25
2 2008 Weed/Sidewalk Obstruction Enforcement: 94 Notifications, 12 Enforcement Actions Taken
3 Traffic Calming Investigations:
N. Wallace Ave. Phase 3: Traffic circ les, proposed SID at $111,304 (killed)
4 Encroachment Permits Processed: 37
5 Street Cut Permits Processed: 55
Permit Fee Total: $2,750
Degradation Fee Total: $13,092.94
6 Sourdough Road Rockfall Mitigation $8,200
7 City Shops Retaining Wall Replacement $44,740
II SERVICE CONTRACTS OVERSIGHT
PROJECT ENGINEER FEE EST. COMP.
*******************WATER & SEWER****************
1 2008 Sewer Renovations Great West $166,155 2009
2 Lyman Creek Reservoir Improve. MM $362,385 2009
3 WWTP Construction HDR/MM $4,767,571 2011
COST SUBTOTAL $5,296,111
***************STREET/TRANSPORTATION/MISC.************
4 College St./ S. 11th Improve. Study MM $15,410 2009
5 Durston R/W Acq. Various $224,003 2008
6 Durston Road SID (Design/Con) MM $718,216 2008
7 Trans. Plan Update RPA $225,670 2009
8 Mandeville Farm Subdivision Great West $218,671 2008
COST SUBTOTAL $1,401,970
********************LANDFILL***************************
9 Gas/Groundwater Monitoring, Tetratech $33,608 On going
Well Abandoment, Gas Control
10 Landfill Closure Plan Great West $60,000 2009
COST SUBTOTAL $93,608
2008 TOTAL SERVICE CONTRACTS $6,791,689
2007 TOTAL SERVICE CONTRACTS $8,188,249
SIGNALIZATION/INTERSECTION IMPROVEMENTS
City Manager’s Recommended Budget FY10 145 City of Bozeman, Montana
STREETS
___________________________________________________________
PROGRAM DESCRIPTION
STREET MAINTENANCE FUND:
The street maintenance distri ct division accounts for the ex penditure of special assess-
ments on property in the city for the r epair 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 publ ic places.
The maintenance districts were first created dur ing fiscal year 1990-91. Each year, as-
sessments are levied on each piece of property within the city limits. The assessments
are placed on the property ow ners' SID notices each year. The collections in Novem-
ber and May provide the revenues for the str eet maintenance district program. Any
unexpended balance wil l be available for reappropriation next fiscal year.
The assessment for the costs and expenses incu rred in maintaining streets, alleys, and
other public places within t he maintenance district is asse ssed against each lot or par-
cel within the district for that part of the cost which its assessabl e area bears to the as-
sessable area of the entire di strict, exclusive of street s, avenues, alleys, and public
places.
GAS TAX FUND:
The gas tax division accounts fo r 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 prov ides that the Montana Departme nt of Transportation shall
allocate gas tax revenues to cities, towns, a nd counties. One-half of the city's alloca-
tion 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 ma y not be used for equipment purchases.
The goal of the street maint enance division is to help provide for a network of safe
roadways for the traveling public. To prov ide access to desired destinations such as
emergency services, schools, employment, shopping, community services, or other
facilities in a quick, convenient, safe and co mfortable manner for a ll population groups
in the community with a minimum of harmful effects on the environment.
City Manager’s Recommended Budget FY10 146 City of Bozeman, Montana
STREETS
___________________________________________________________
MAJOR OBJECTIVES
• To implement an efficient pavement management plan, which would help develop yearly maintenance pro-
grams for failing street infrastructure.
• To develop and design efficient truck by-pass routes and e ffective arterial and collector street networks for mov-
ing traffic through the city.
• To maintain streets and alley right-of-ways to allo w traffic to move in a safe and prudent manner.
• To improve the quality of summer and wi nter street maintenance work to resolve traffic congestion and vehicle
movements by implementing better street routing and signalization procedures.
• Continued use of alternative fuels such as Biodiesel and Ethanol in our fleet.
• Institute a city wide curb replacement progra m with assistance from the Engineering Dept.
• Expand our cooperative efforts with the County Road Department and MDT.
City Manager’s Recommended Budget FY10 147 City of Bozeman, Montana
STREETS
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 15.62 17.62 17.62 0%
EXPENDITURES BY CATE-
GORY
Category
1000 - 1199 Salaries & Overtime $ 690,583 $ 744,254 $ 784,224 $ 39,970 5%
1200 - 1299 Benefits 261,490 302,927 306,859 3,932 1%
2000 - 7599 Operating 1,501,080 1,319,998 1,236,588 (83,410) -6%
8000 - 8999 Capital 3,638,017 7,466,900 1,180,000 (6,286,900) -84%
9000 - 9699 Debt Service 28,967 - - -
9900 - 9999 Transfers - 30,515 30,515 - 0%
Total All Categories $ 6,120,137 $ 9,864,594 $ - $ 3,538,186 $(6,326,408) -64%
EXPENDITURES BY DIVISION
Division
4110 Street Operations $ 1,960,367 $ 8,857,792 $ 2,520,243 $(6,337,549) -72%
4120 Street Maintenance 507,924 677,607 678,098 $ 491 0%
4130 Street Construction 3,224,385 30,515 30,515 $ - 0%
4140 Snow & Ice Removal - - $ -
4150 Street Lighting 383,438 208,000 208,000 $ - 0%
4171 Traffic Signs & Markers 44,023 90,680 101,330 $ 10,650 12%
Total All Divisions $ 6,120,137 $ 9,864,594 $ - $ 3,538,186 $(6,326,408) -64%
EXPENDITURES BY FUND
Fund
010 General Fund $ - $ 30,515 $ - $ 30,515 $ - 0%
108 Community Transportation $ 1,725,369 $ 30,515 $ 30,515 $ - 0%
109 Highway Safety Improvement Projects $ - $ 19,000 $ 19,000 $ - 0%
110 Gas Tax Fund 432,814 616,500 616,500 $ - 0%
111 Street Maintenance District 1,994,906 2,118,064 2,091,656 $ (26,408) -1%
114 Street Impact Fees 1,372,475 6,900,000 600,000 $(6,300,000) -91%
146…201 Lighting Districts 316,666 150,000 150,000 $ - 0%
500…599 Construction Projects 277,907 $ - 0%
Total All Funds $ 6,120,137 $ 9,864,594 $ - $ 3,538,186 $(6,326,408) -64%
City Manager’s Recommended Budget FY10 148 City of Bozeman, Montana
STREETS
___________________________________________________________
FY 10 BUDGET HIGHLIGHTS
Hyalite View notification for plowing Priceless
Added another sweeper for bike lanes (leased) $25,000
Chip Seal Surface Treatme nts $100,000
Paved downtown alleys (Owenhouse and Baxter) $20,000
Added weekend shift (Savings vs. Standby) ($3,000)
Median and Boulevard Maintenance Program $25,000
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Continue sidewalk repair and replacement program
• Increase use of alternative fuels
• 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 downtown alleys
• Continue bike lane sweeping route and schedule
• Work with Streamline on bus stops and signage
City Manager’s Recommended Budget FY10 149 City of Bozeman, Montana
STREETS
___________________________________________________________
PERFORMANCE MEASURES
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Percentage of Pothole Repairs still holding 6
months later:
Summer Patches (Target 90%)
Winter Patches (Target 50%)
90%
50%
90%
30%
90%
30%
90%
30%
95%
40%
Percentage of citizen-called-in Pot holes re-
paired 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%
44%
61%
40%
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%
50%
75%
80%
100%
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%
80%
85%
90%
90%
Percentage of citizens rating street cleanliness
as satisfactory (Target 90% - Results of Survey) 100=Excell
0=poor
n/a
47%
47%
60%
Efficiency Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Labor hours per pothole repair (Target) <.50
.50
.55
.60
.60
.60
Repair pot holes & Other Road Hazards – Tar-
get
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
7
2
5
Shoulder blocks of Right-of-way mowed per day
(Target 20 – 25)
20-25
22
22
22
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
900
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
40
50
50
50
Streets plowed and sanded
(Target 1.75 labor-hours/lane mile or 14 lane-
miles /hr. [normal snowfall]
(Target 1.25 labor-hours/lane mile or 10 lane-
miles /hr. [heavy snowfall]
14
10
14.5
10.5
14.5
10.5
15.0
11.0
15
11
City Manager’s Recommended Budget FY10 150 City of Bozeman, Montana
STREETS
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Street & Alley Mileage 229 229 235 235
Lineal Feet of Curb Replaced 750 1526 800 800
# of Wheelchair Ramps Installed 4 10 8 10
Miles Chip Sealed 3.8 3.42 0 0
Miles Paved (Includes Asphalt Millings) 1.9 1.61 1.57 1.5
Miles Graveled 3 3 3 3
Miles of Street Milling 1.9 1.61 1.57 1.5
Lbs of Crack Sealer Used 4320 5700 4000 4000
# of Signs Installed 652 652 576 700
Lane Miles Painted 40 57 58 60
Lane Miles Plowed and Sanded 1000 1020 1020 1100
Miles of Crosswalks Painted 7.5 7.5 7.5 7.5
Miles of Crosswalk Tape Applied 200 lf 200 lf 200 lf 200 lf
Miles of Yellow Curb Painted 10.2 10.2 30** 30**
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 62 62 66 68
Flashing Yellow Lights Maintained 26 26 32 32
Tons of Brush Collected 84 84 84 84
Tons of Leaves Collected 885 900* 970* 1000
Frequency of Residential Streets Swept 2 2 3 3
Street Closures for Special Events 15 15 17 17
Miles of Creek Maintained 1 1 1 1
Miles of Sidewalk Plowed 2 2 2 2
City Manager’s Recommended Budget FY10 151 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 treatm ent plants: The 15 MGD Sourdough Pl ant and the 1.5 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 staffi ng, 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 superin-
tendent as of FY-09.
The WTP operators are also responsible for all monitoring of the drinking water in the distribution system in accor-
dance 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. A si gnificant increase in sample collecting is anticipated due
to the requirements of the Long Te rm 2 Enhanced Surface Water Treatment Rule, and the Stage 2 Disinfectants/
Disinfectants Byproducts Rule.
The WTP operators are responsible for t he 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. Preliminar y design for the plant is scheduled to be completed in FY-
10. Final design of that plant is scheduled to start in FY -10. This is a replacement fo r the current 15 million gallon
per day direct filtrati on/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 1 st of 2004. The Lyman Creek production expansion
engineering design is scheduled for completion in FY09. C onstruction of the Lyman Creek expansion is scheduled
for completion in FY-10.
The Sourdough Tank repair project is scheduled for completion in FY-09. This project includes structural repairs to
and reinforcement of the tank and the re placement of several major valves.
City Manager’s Recommended Budget FY10 152 City of Bozeman, Montana
WATER PLANT
___________________________________________________________
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.
City Manager’s Recommended Budget FY10 153 City of Bozeman, Montana
WATER PLANT
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 9.27 9.27 9.27 0%
EXPENDITURES BY CATE-
GORY
Category
1000 - 1199 Salaries & Overtime $ 449,714 $ 479,868 $ 469,583 $ (10,285) -2%
1200 - 1299 Benefits 167,654 175,862 174,090 (1,772) -1%
2000 - 7599 Operating 2,384,353 1,132,308 1,221,907 89,599 8%
8000 - 8999 Capital 817,924 1,650,000 1,844,311 194,311 12%
9000 - 9699 Debt Service - -
9900 - 9999 Transfers
Total All Categories $ 3,819,645 $ 3,438,038 $ - $ 3,709,891 $ 271,853 8%
EXPENDITURES BY DIVISION
Division
4610 WTP Operations $ 2,378,201 $ 2,788,038 $ 1,830,580 $ (957,458) -34%
4620 WTP Construction 1,441,444 650,000 1,879,311 $ 1,229,311 189%
Total All Divisions $ 3,819,645 $ 3,438,038 $ - $ 3,709,891 $ 271,853 8%
EXPENDITURES BY FUND
Fund
600 Water Fund $ 3,734,955 $ 2,788,038 $ - $ 2,817,248 $ 29,210 1%
610 Water Impact Fees 84,690 650,000 892,643 $ 242,643 37%
Total All Funds $ 3,819,645 $ 3,438,038 $ - $ 3,709,891 $ 271,853 8%
City Manager’s Recommended Budget FY10 154 City of Bozeman, Montana
WATER PLANT
___________________________________________________________
FY 10 BUDGET HIGHLIGHTS
• Membrane Plant design $ 2,000,000
• Lyman groundwater system expansion $ 500,000
• Water Conservation $ 50,000
• Mechanically clean raw water intakes $ 7,000
• Replace lawn mower $ 3,000
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Provide adequate quantity and quality water with zero State or Federal violations to our customers
• Continue implementing the Water Facility Plan
• Expand the capacity of the Lyman Creek Water Treatment Plant
• Continue to optimize the Sourdough Water Treatment Plant
• Complete Membrane piloting and preliminary design of the Sourdough Water Treatment replacement plant
• Start final design of the Sourdough Water Treatment replacement plant
• Continue our weed control program at the water tanks, diversions, and plants
• Continue implementing a water conservation program
City Manager’s Recommended Budget FY10 155 City of Bozeman, Montana
WATER PLANT
___________________________________________________________
PERFORMANCE MEASURERS
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
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%
92%
82%
95%
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% 100% 100%
Scheduled repair/maintenance completed
within 7 days
95%
95%
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 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
$’s/million gallons of water treated
(Highly dependent upon the weather)
$834
$817
$812
$854
Plant capacity per day 15 million gallons
Maximum water demand per day
gallons
11,713,000
11,584,000
11,659,000
13,000,000
Average water demand per day
gallons
5,362,000
5,301,000
5,340,000
5,395,000
Total water demand per year
gallons
1,957,000,000
1,986,000,000
1,949,000,000
1,999,000,000
City Manager’s Recommended Budget FY10 156 City of Bozeman, Montana
WATER PLANT
___________________________________________________________
WORKLOAD INDICATORS
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 Se rvice 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 Re sidual; 15) Lyman Influent Turbidity; 16) Lyman Reser-
voir Level.
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Estimate of Average Hours per Day of:
Plant Operation 23.0 22.7 23.1 24.0
Laboratory Analysis & Collection 5.0 5.0 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
City Manager’s Recommended Budget FY10 157 City of Bozeman, Montana
WATER OPERATIONS
___________________________________________________________
PROGRAM DESCRIPTION
The water operations budget unit accounts fo r the costs associated with operation and
maintaining the city's water tr ansmission and distribution system.
The water operations division is responsib le for locating, maintenance and repair of
existing water lines and appurtenances, overseei ng installation of new lines, and read-
ing all meters monthly.
The division maintains the ent ire water distribution system, ev er mindful of its integrity
and serviceability while maintaining potable water through this system.
City Manager’s Recommended Budget FY10 158 City of Bozeman, Montana
WATER OPERATIONS
___________________________________________________________
MAJOR OBJECTIVES
• To maintain and locate the City's water distri bution system including mains, fire hydrants,
valves, meters, raw water tran smission mains, and pressure reducing valves and vaults.
• To repair and replace water infrastructure as needed: hydrants, mains, valves, etc.
• To inspect all new infrastructure followi ng installation prior to acceptance.
• Maintain a valve replacement program for leaky or inoperative valves.
• Maintain a Valve Exercise Program – operati ng approximately 50% of all valves annually.
• Maintain an effective water main directional flus hing 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 distri bution system in a timely manner.
• To replace service lines as needed.
• To continue a curb stop verification and servic eability program for cu stomer service lines.
• To accurately read all meters monthly.
• To resolve meter reading problems on a timely basis.
• To institute and maintain a Backf low prevention and testing program.
• To respond to water distribution pr oblems 24 hours a day 7 days a week.
• To develop and maintain a comprehensive and cost effective security system for our water dis-
tribution system.
• To respond to all locate requests in a timely manner and accurately locate all water infrastruc-
ture
City Manager’s Recommended Budget FY10 159 City of Bozeman, Montana
WATER OPERATIONS
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 15.62 16.62 - 15.62 -6%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 690,603 $ 804,106 $ 722,833 $ (81,273) -10%
1200 - 1299 Benefits 269,246 315,518 280,616 (34,902) -11%
2000 - 7599 Operating 7,178,149 990,084 1,030,892 40,808 4%
8000 - 8999 Capital 1,136,729 1,473,000 497,100 (975,900) -66%
9000 - 9699 Debt Service 93,287 92,958 31,547 (61,411) -66%
9900 - 9999 Transfers
Total All Categories $ 9,368,014 $ 3,675,666 $ - $ 2,562,988 $ (1,112,678) -30%
EXPENDITURES BY DIVISION
Division
5010 Water Operations $ 2,038,105 $ 3,295,695 $ 2,141,673 $ (1,154,022) -35%
5020 Utility Locates 21,602 16,548 16,548 $ - 0%
5030 Water Services 22,433 35,000 35,000 $ - 0%
5040 Water Construction 6,826,482 $ -
5050 Reserviors 37,848 $ -
5060 Meter Reading 362,499 275,423 302,267 $ 26,844 10%
5070 Hydrants 34,321 37,500 37,500 $ - 0%
5080 Water Valves 11,234 8,000 15,000 $ 7,000 88%
5090 Main Repairs 13,490 7,500 15,000 $ 7,500 100%
Total All Divisions $ 9,368,014 $ 3,675,666 $ - $ 2,562,988 $ (1,112,678) -30%
EXPENDITURES BY FUND
Fund
600 Water Fund $ 9,151,805 $ 3,675,666 $ - $ 2,562,988 $ (1,112,678) -30%
610 Water Impact Fees 216,209 - - $ -
Total All Funds $ 9,368,014 $ 3,675,666 $ - $ 2,562,988 $ (1,112,678) -30%
City Manager’s Recommended Budget FY10 160 City of Bozeman, Montana
WATER OPERATIONS
___________________________________________________________
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 07
Actual
FY 08
Actual
FY 09
Pro-
jected
FY 10
Budgeted
Repair main breaks/leaks within four hours of
discovery 100% (8) 100% (5) 100% (6) 100% (6) 100%
Operate every valve
100% 50%
2,200 60% 50%
2,200 50%
2,200
Operate every Fire Hydrant (recommended bi-
annually) 100% 20%
430 20% 20%
430 20%
430
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 0 0 2 0
New Water Service Inspections 2 Hr X 1 with 4
hr Response 90%
392 90% 90%
400 90%
400
Efficiency Measurers
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 09
Budgeted
MH cost per hydrant flow
(6 hyds x 2 men per hr) Per Hydrant + Material (450) $9.14 (450) $8.79 (450) $9.50 (450) $9.88
MH cost per hydrant replace
(3 men x 7 hrs) Per Hydrant + Material (2)
$2,100.00 (2)
$2,455.02 (5)
$2,540.94 (10)
$2,629.87
MH cost per hydrant repair
(2 men x 3 hrs) Per Hydrant + Material (15)
$1181.00 (11)
$1,000.00 (20)
$1,000.00 (20)
$1,000.00
MH cost per valve op. Area
(2 men x 14 hrs) $774.45 $744.45 $780.00 $807.00
MH cost per curb box repair
(2 men x hrs) + Material (180)
$148.00 (120)
$141.71 (180)
$153.00 (190)
$158.00
MH cost per water service repair
(3 men x 6 hrs) + Material
(14)
$1,297.00 (13) $836.00 (15)
$1,342.00
(15)
$1,388.00
MH cost per water main repair/break
(4 men x 7 hrs) + Material
(9)
$2,834.62
(6)
$1.581.00
(7)
$3,000.00
(10)
$3,100.00
MH cost per renewed water service
(3 men x 6 hrs) + Material (3)
$3,661.00 (3)
$1,225.37 (9)
$2,000.00 (12)
$2,000.00
Inspect water service within 2 hr call $78.00 $75.00 $80.00 $83.00
2 Man X 1 Hr. X392 X316 X200 X225
City Manager’s Recommended Budget FY10 161 City of Bozeman, Montana
WATER OPERATIONS
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
New Service Main Taps 79 30 65 60
Renewal Service Installations 3 3 9 12
Meter Replacement/Repair 663 650 650 650
Valve Operation 70% 50% 70% 70%
One-Call Location Request 5,181 4,995 3,300 3,750
Hydrant Flushing 25% 25% 25% 25%
Hydrant Replacement 2 2 5 10
New Water Service Line Inspections 392 316 200 225
Water Main Repairs 2 6 7 10
Fire Hydrant Repairs 15 11 20 20
Water Main Valves Replaced 5 5 8 8
Water Main Valve Box Repairs 40 40 45 45
Water Service Line Repairs 14 13 15 15
Curb Box Repairs 180 120 180 190
Water Main Breaks 8 5 6 6
City Manager’s Recommended Budget FY10 162 City of Bozeman, Montana
WASTEWATER OPERATIONS
___________________________________________________________
PROGRAM DESCRIPTION
The wastewater operations budget unit acc ounts for the costs associated with provid-
ing and maintaining a wastewater collection system for the city.
The wastewater operations division maintain s a program of inspecting, cleaning, root
cutting, repairing sanitary sewer mains, manholes, and tapping for new wastewater
stubs.
The wastewater operations division is responsi ble for maintaining the city’s 6 sanitary
sewer lift stations.
The television inspection division maintains a program of inspecting all new sanitary
sewer infrastructure to be accepted by the Cit y of Bozeman. This division inspects ex-
isting infrastructure to determine defici encies and recommend repairs and prioritize
capital improvements. This enables us to minimize emergency callouts and customer
service problems .
City Manager’s Recommended Budget FY10 163 City of Bozeman, Montana
WASTEWATER OPERATIONS
___________________________________________________________
MAJOR OBJECTIVES
• To adequately maintain and locate the City's wa stewater 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
City Manager’s Recommended Budget FY10 164 City of Bozeman, Montana
WASTEWATER OPERATIONS
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 10.25 11.25 10.25 -9%
EXPENDITURES BY CATE-
GORY
Category
1000 - 1199 Salaries & Overtime $ 319,854 $ 388,451 $ 363,918 $ (24,533) -6%
1200 - 1299 Benefits 118,487 158,146 135,953 (22,193) -14%
2000 - 7599 Operating 5,099,257 724,583 1,052,112 327,529 45%
8000 - 8999 Capital 486,086 793,400 400,000 5,282,700 4,089,300 343%
9000 - 9699 Debt Service - - -
9900 - 9999 Transfers - -
Total All Categories $ 6,023,684 $ 2,064,580 $ 400,000 $ 6,834,683 $ 4,370,103 177%
EXPENDITURES BY DIVISION
Division
5210 Wastewater Operations $ 1,835,698 $ 2,001,632 $ 18,000 $ 6,782,735 $ 4,763,103 236%
5220 Utility Locates 886 4,348 4,348 $ - 0%
5230 Wastewater Services 1,514 8,000 8,000 $ - 0%
5240 Wastewater Construction 4,163,852 382,000 - $ (382,000)
5250 Manholes 10,365 34,600 25,000 $ (9,600) -28%
5260 Televising 7,540 8,000 6,600 $ (1,400) -18%
5280 Main Repairs 3,829 8,000 8,000 $ - 0%
Total All Divisions $ 6,023,684 $ 2,064,580 $ 400,000 $ 6,834,683 $ 4,370,103 177%
EXPENDITURES BY FUND
Fund
620 Wastewater Fund $ 5,593,178 $ 1,271,180 $ 400,000 $ 2,109,683 $ 438,503 26%
630 Wastewater Impact Fees 302,657 793,400 4,725,000 $ 3,931,600 496%
625 Wastewater EPA Grant 127,849 - - $ -
Total All Funds $ 6,023,684 $ 2,064,580 $ 400,000 $ 6,834,683 $ 4,370,103 177%
City Manager’s Recommended Budget FY10 165 City of Bozeman, Montana
WASTEWATER OPERATIONS
___________________________________________________________
PERFORMANCE MEASURES
Effectiveness Measurers Standard FY 07
Actual
FY 08
Actual
FY 09
Pro-
jected
FY 10
Budgeted
Flush every main in city
(trunk line not included)
Once/year 95 Miles 110 Miles 110 Miles 115 Miles
Root cut affected mains in city
(do not root cut PVC only root cut in areas
with large trees)
Once/year 32.6 Miles 39 Miles 31 Miles 31 Miles
Respond to sewer backup calls
(normally on scene within 30 minutes)
Within 30
Min 10 Calls
100% 8 Calls
100% 10 Calls
100% 10 Calls
100%
Install new service within 10 working days
(dependent on owner readiness)
100% 37
100% 29
100% 20
100% 25
100%
TV inspection of new mains prior to
acceptance (we will televise all our new
infrastructure to determine the quality of
installation)
100% 19 Miles
100% 4.8 Miles
100% 2 Miles
100% 5 Miles
100%
Efficiency Measurers Standard
FY 07
Actual
FY 08
Actual
FY 09
Pro-
jected
FY 10
Budgeted
MH cost per sewer repair
(3 men x 7 hrs)
4
$775.00 15
$870.00 25
$800.00 35
$828.00
MH cost per new sewer tap
(2 men x 1 hr)
37
$251.00
22
$334.00
30
$260.00
30
$270.00
MH cost per manhole repair
(2 men x 12 hrs + Material)
6
$605.27
7
$576.45
8
$620.00
8
$641.00
MH cost per sewer backup call
(2men x 2 hrs)
10
$94.68 8
$94.68 10
$101.00 10
$104.53
City Manager’s Recommended Budget FY10 166 City of Bozeman, Montana
WASTEWATER OPERATIONS
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Main Line Flushing
95 Miles 110 Miles 110 Miles 115 Miles
Manhole Inspection (ring/lid/steps)
100 % 100 % 100 % 100%
Main Line Root Cutting
32.6 Miles 39 Miles 31 Miles 31 Miles
Main Line Inspection TV
15 Miles 11.8 Miles 20 Miles 30 Miles
Manhole Ring Replac ement/Overla y Project
15 15 15 18
New Infrastructure TV
19 Miles 4.8 Miles 2 Miles 5 Miles
Sewer Manhole Repairs 6 7 8 8
Main Line Repairs 4 15 25 35
New Service Taps 37 22 30 32
One Call Location Requests 5,181 4,995 3,300 3,750
City Manager’s Recommended Budget FY10 167 City of Bozeman, Montana
WASTEWATER PLANT
___________________________________________________________
PROGRAM DESCRIPTION
The wastewater plant budget accounts for the costs associated with the treatment of the City’s
domestic, commercial, and industrial wastewater. The Bozeman Wastewater Treatment Plant
(WWTP) is an award-winning facility that serves to protect and enhance the water quality of the
East Gallatin River.
The purpose of the wastewater treatment facility is to ensure strict environmental compliance
by discharging thoroughly treated water that m eets or exceeds all State and Federal environ-
mental standards. Through its beneficial reuse program, the Bozeman WWTP also maintains
compliance with EPA Part 503 Biosolids regulations. All plant biosolids are thoroughly di-
gested and then land applied as a beneficial fertilizer.
The Bozeman WWTP has now launched a significant plant expansion and technology upgrade
in order to meet the growing demand for wastew ater services in our community. This plant
upgrade will also enable the City to begin removing nitrogen and phosphorus compounds as
well as conventional pollutants. Whenever po ssible these plant improvements will be funded,
in part, by matching grants from the U.S. Environmental Protection Agency and through waste-
water impact fees. The City currently has no outstanding indebtedness related to the waste-
water treatment plant.
MAJOR OBJECTIVES
• To protect and enhance the water quality of the East Gallatin River.
• To consistently achieve full compliance with all aspects of the City’s Montana Pollutant Dis-
charge Elimination System (MPDES) permit admin istered by the State Department of Environ-
mental Quality.
• To maintain the mechanical reliability of the wastewater treatment facility to ensure uninter-
rupted operations.
• To optimize the operational reliability of the wastewater treatment facility.
• To comply with all EPA 503 Biosolids land application requirements and regulations.
• To minimize unpleasant odors.
City Manager’s Recommended Budget FY10 168 City of Bozeman, Montana
WASTEWATER PLANT
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 14.87 15.87 15.87 0%
EXPENDITURES BY CATE-
GORY
Category
1000 - 1199 Salaries & Overtime $ 658,887 $ 769,858 $ 713,977 $ (55,881) -7%
1200 - 1299 Benefits 248,515 294,301 262,576 (31,725) -11%
2000 - 7599 Operating 1,616,415 1,611,197 3,553,839 1,942,642 121%
8000 - 8999 Capital 3,732,363 11,482,500 14,066,324 2,583,824 23%
9000 - 9699 Debt Service - -
9900 - 9999 Transfers 1,326,000
Total All Categories $ 7,582,180 $14,157,856 $ - $ 18,596,716 $ 4,438,860 31%
EXPENDITURES BY DIVISION
Division
5610 Facility Operations $ 1,773,421 $ 1,932,011 $ 1,950,347 $ 18,336 1%
5620 Laboratory 153,435 241,309 162,904 $ (78,405) -32%
5630 Sludge Injection 292,404 54,536 64,641 $ 10,105 19%
5640 Pretreatment 2,501 - 2,500 $ 2,500
5650 WRF Construction 5,360,419 11,930,000 16,416,324 $ 4,486,324 38%
Total All Divisions $ 7,582,180 $14,157,856 $ - $ 18,596,716 $ 4,438,860 31%
EXPENDITURES BY FUND
Fund
620 Wastewater Fund $ 5,747,544 $ 9,777,856 $ - $ 18,596,716 $ 4,438,860 45%
630 Wastewater Impact Fees 1,326,000 4,380,000 - $ - 100%
625 Wastewater EPA Grant 508,636 - - $ - 0%
Total All Funds $ 7,582,180 $14,157,856 $ - $ 18,596,716 $ 4,438,860 31%
City Manager’s Recommended Budget FY10 169 City of Bozeman, Montana
WASTEWATER PLANT
___________________________________________________________
FY 10 BUDGET HIGHLIGHTS
• Aggressively begin construction activity on the City’s new BNR facility $16,400,000
• HDR / MMI Construction Management / Proj ect Inspection Contract $2,350,000
FY 10 ANTICIPATED ACCOMPLISHMENTS
Design of the City’s new BNR facility has been completed and a major construction contract has been
awarded to Williams Bros Construction. Contractor mobilization and the initial on-set of this huge con-
struction project will be our largest capital expense for FY10. The City ’s new BNR facility will include a
new, state-of-the-art plant headworks, vortex grit removal, a new primary effluent pumping station, two
BNR bioreactor basins, an anaerobic digester, standby emergency power, and UV disinfection.
Throughout the coming year the entire plant staff will be engaged in construction management activities.
The coordination of a wastewater expansion project of this magnitude will require constant interaction
with the general contractor, tailgate meetings with fo remen from a variety of industry trades, and weekly
construction meetings with HDR and Morrison & Maierle Engineering.
During the coming year our staff also hopes to completely empty and inspect our biosolids holding la-
goons. This has not been possible for over 8 y ears now due to heavy sludge production and inclement
weather which limits the number of suitable land application days.
The WWTP staff is also planning to initiate an increa sed level of industrial pretreatment inspection activ-
ity. We hope to launch an expanded program of grease trap and grease interceptor inspections for com-
mercial kitchen facilities and area restaurants.
City Manager’s Recommended Budget FY10 170 City of Bozeman, Montana
WASTEWATER PLANT
___________________________________________________________
PERFORMANCE MEASURERS
Effectiveness Measurers
Design
Standard
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
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 Fecal Coliform and E. Coli
100%
98.5%
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 5 removal (% of carbonaceous bio-
chemical oxygen demand removed is a meas-
ure of the effectiveness of the plant) 85% 97% 97% 98% 97%
% of total suspended solids removed 85% 96% 96% 97% 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
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Million gallons of wastewater flow treated per
day (MGD)
5.78
5.65
5.71
5.80
5.85
Total gallons of wastewater flow treated per
fiscal year (MG) 2,110
2,062 2,084 2,117 2,135
CBOD Plant Loading (lbs/day)
8,580 11,533 12,816 12,900 13,000
TSS Plant Loading (lbs/day)
7,220 11,151 15,259 15,400 15,500
CBOD Total lbs removed per day 7,293 11,187 12,431 12,642 12,610
TSS Total lbs removed per day 6,137 10,705 14,648 14,938 14,880
Total O & M dollars spent per million gallons of
wastewater flow treated per year
N/A
$760
$805
$912
$928
Total salary and benefit dollars spent per million
gallons of wastewater flow treated per year
N/A
$356
$435
$502
$510
Total energy dollars spent per million gallons of
wastewater flow treated per year
N/A
$122
$145
$152
$159
Total O & M budget monies spent per year
N/A
$1,567,803
$1,679,341
$1,932,011
$1,981,533
City Manager’s Recommended Budget FY10 171 City of Bozeman, Montana
WASTEWATER PLANT
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
Plant O&M Tasks
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Preventive Maintenance & Lubrication
690
826
830
840
Corrective Maintenance
66
80
85
85
Bldg. & Grounds Maintenance
408
412
412
412
LAB TASKS
Activated Sludge Process Control
Tests
4745 4745 4745 4745
Required MPDES Regulatory Tests
6475 6475 6550 6550
Calibration of Lab Equipment
730 730 730 730
LOADING PARAMETERS
Population Served
37,300 38,900 40,500 41,800
Influent Flow (MGD)
5.65 5.71 5.80 5.85
BOD Loading (lbs per day)
11,533 12,816 12,900 13,000
TSS Loading (lbs per day)
11,151 15,259
15,400 15,500
SLUDGE INJECTION
Biosolids Injected (Metric tons) 734 709 510 620
Acres Injected 669 662 475 575
City Manager’s Recommended Budget FY10 172 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 si de load trucks, 4 roll-off trucks and two rear load
trucks. Over 13,309 tons were collected and deliver ed either to the Story Mill Landfill or to the Logan
landfill.
The Division employ’s fourteen Teamster Union Operators. The Division competes
with Allied Waste Services for residential, commercia l and roll-off business within the Bozeman city lim-
its.
The Division operates a pay as you throw collection system, which establishes a direct relationship be-
tween 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 commercia l 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 wa ste set out for collection, 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 cust omers who reduce, re use, and recycle.
• Promote the roll-off program, servicing both tempor ary construction projects and stationary loca-
tions.
• Promote the front-load commercial service, providing competiti on and six day a week service .
City Manager’s Recommended Budget FY10 173 City of Bozeman, Montana
SOLID WASTE COLLECTION
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 14.74 14.74 14.74 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 547,763 $ 759,485 $ 687,313 $ (72,172) -10%
1200 - 1299 Benefits 200,116 279,136 254,379 (24,757) -
2000 - 7599 Operating 1,322,061 1,230,784 1,117,825 (112,959) -9%
8000 - 8999 Capital 248,490 520,000 513,500 390,000 (643,500) -62%
9000 - 9699 Debt Service - -
9900 - 9999 Transfers 195,330
Total All Categories $ 2,318,430 $ 2,789,405 $ 708,830 $ 2,449,517 $ (853,388) -24%
EXPENDITURES BY DIVISION
Division
5810 Solid Waste Collection $ 2,318,430 $ 2,789,405 $ 708,830 $ 2,449,517 $ (1,048,718) -30%
Total All Divisions $ 2,318,430 $ 2,789,405 $ 708,830 $ 2,449,517 $ (1,048,718) -30%
EXPENDITURES BY FUND
Fund
640 Solid Waste Fund $ 2,318,430 $ 2,789,405 $ 708,830 $ 2,449,517 $ (1,048,718) -30%
Total All Funds $ 2,318,430 $ 2,789,405 $ 708,830 $ 2,449,517 $ (1,048,718) -30%
City Manager’s Recommended Budget FY10 174 City of Bozeman, Montana
SOLID WASTE COLLECTION
___________________________________________________________
FY 10 BUDGET HIGHLIGHTS
• Completion of Office and Garage expansion project, including repair of existing
vehicle storage area.
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Continue to increase the Division’s share of residential, commercial and roll-off cus-
tomers within the city limits
• Increase subscribers to the curbside recycling service.
• CMC Asbestos project
• Work with City Finance Department to re fine and audit customer account informa-
tion, tote inventory, and route sequencing; to improve efficiency for Finance and
Solid Waste staff.
City Manager’s Recommended Budget FY10 175 City of Bozeman, Montana
SOLID WASTE COLLECTION
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 06
Actual
FY 07
Actual
FY 08
Actual
FY09
Budgeted
FY09
Actual
FY10
Projected
Garbage Collection Program
Residential
Commercial
Total Number of Accounts
6,160
202
6,362
6,310
211
6,521
6,608
239
6,847
6,790
262
7,052
6,779
254
7,033
6,900
264
7,164
Yearly Tonnage Collected 10,394 11,171 11,953 12,789 13,309 12,895
Number of Collection Vehicles 5 7 6 6
7
6
7 6 7
WORKLOAD INDICATOR
FY 06
Actual
FY 07
Actual
FY 08
Actual
FY 09
Budgeted
FY09
Actual
FY10
Projected
Roll-off Program
# of roll-offs serviced
na
na
*757
760
633
747
Number of Roll-off Trucks 1 2 3
3 7
4
4 7
4
7
City Manager’s Recommended Budget FY10 176 City of Bozeman, Montana
SOLID WASTE DISPOSAL
___________________________________________________________
PROGRAM DESCRIPTION
The Disposal Division ceased land-filling acti vities as of June 30, 2008. Disposal
budget now accounts for final closure and fo r post-closure monitoring. The Solid
Waste Division will continue wit h the closure and post closur e activities for the RCRA
mandated 30 years after clos ure or the year 2038.
Disposal activity will take place at the Logan Landfill now that the City of Bozeman has
joined the Gallatin Solid Waste Management District which operates that landfill for the
benefit of Gallatin County residents.
As of June 30, 2008 the convenience stati on on Story Mill Road, which includes recy-
cling, refuse, brush, and white goods drop off, will be managed by the Gallatin Solid
Waste Management District under the terms of an agreement with the City of Boze-
man.
MAJOR OBJECTIVES
• To monitor the closed landf ill in compliance with St ate and Federal regulations.
City Manager’s Recommended Budget FY10 177 City of Bozeman, Montana
SOLID WASTE DISPOSAL
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 2.00 - -
EXPENDITURES BY CATE-
Category
1000 - 1199 Salaries & Overtime $ 240,916 $ 47,059 $ 47,059 0%
1200 - 1299 Benefits 99,563 15,123 15,123 0%
2000 - 7599 Operating 164,232 1,098,239 35,000 (1,063,239) -97%
8000 - 8999 Capital 79,130 - - -
9000 - 9699 Debt Service - - -
9900 - 9999 Transfers
Total All Categories $ 583,841 $ 1,098,239 $ - $ 97,182 $(1,001,057) -91%
EXPENDITURES BY DIVISION
Division
5910 Disposal/Convenience Station $ 1,099,993 - 0%
5930 Construction/Closure 199,847 1,098,239 97,182 (1,001,057) -91%
Total All Divisions $ 1,299,840 $ 1,098,239 $ - $ 97,182 $(1,001,057) -91%
EXPENDITURES BY FUND
Fund
640 Solid Waste Fund - Cash Reserve for $ 1,299,840 $ 1,098,239 $ - $ 97,182 $(1,001,057) -91%
Closure and Postclosure
Total All Funds $ 1,299,840 $ 1,098,239 $ - $ 97,182 $(1,001,057) -91%
City Manager’s Recommended Budget FY10 178 City of Bozeman, Montana
SOLID WASTE RECYCLING
___________________________________________________________
PROGRAM DESCRIPTION
The goal of the Solid Waste Recycling program is to divert recyclables from the main waste
stream that would normally be landfilled.
The recycling program underwent major changes in FY09. The drop off sites are now un-
der the operation of the Gallatin County Solid Waste Management District. This District
contracts with the City’s recycling program to collect the cardboard commodity at the drop
off sites.
The recycling program does collect cardboard fr om commercial businesses in the city. The
Division is in the process of replacing rearl oad collection trucks with the more efficient
frontload collection system. The program also includes collecting compost during the
months of June, July, and August from customers on city garbage service.
Curbside recycling began in December of 2008.
MAJOR OBJECTIVES
• To help minimize the amount of solid waste going to the landfill for disposal.
• To facilitate the separation of materials going to the landfill and support the functions of
the Gallatin County Solid Waste Management District.
• To continue the contract with the Solid Waste Management District for hauling of card-
board from the drop-off sites.
• To continue to expand the first municipal curbside recycling program in Montana.
City Manager’s Recommended Budget FY10 179 City of Bozeman, Montana
SOLID WASTE RECYCLING
___________________________________________________________
FY07 FY08 FY08 FY09 DOLLAR %
ACTUALS BUDGET AMEND APPROVED CHANGE CHANGE
Staffing: Full-Time Equivalents - 1.00 1.00 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 85,651 $ 58,240 $ 110,074 $ 51,834 89%
1200 - 1299 Benefits 38,376 40,978 40,978
2000 - 7599 Operating 159,666 96,597 35,000 (61,597) -64%
8000 - 8999 Capital 10,171 200,000 - (200,000) -100%
9000 - 9699 Debt Service - -
9900 - 9999 Transfers
Total All Categories $ 293,864 $ 354,837 $ - $ 186,052 $ (168,785) -48%
EXPENDITURES BY DIVISION
Division
5940 Recycling $ 293,864 $ 354,837 $ 186,052 $ (168,785) -48%
Total All Divisions $ 293,864 $ 354,837 $ - $ 186,052 $ (168,785) -48%
EXPENDITURES BY FUND
Fund
640 Solid Waste Fund $ 293,864 $ 354,837 $ - $ 186,052 $ (168,785) -48%
Total All Funds $ 293,864 $ 354,837 $ - $ 186,052 $ (168,785) -48%
City Manager’s Recommended Budget FY10 180 City of Bozeman, Montana
SOLID WASTE RECYCLING
___________________________________________________________
WORKLOAD INDICATORS
* Cardboard at drop-off sites transfers to Gallatin County Solid Waste District
* The Headwaters drop-off sites transfers to Gallatin County Solid Waste District Jul 1, 2008
** This is an estimate, landfill scale is not operable
*** Curbside collection program started Dec 1, 2008 (collecti ng cardboard, paper, plastics, cans) with 183 customers signed up
and
has grown to 647 customers as of Mar 1, 2009 and continues to grow
Note: Curbside Recycling Program averages approximately 15 pounds of recyclables per customer per week (at current market
prices this equates to approxima tely 32 cents per customer per week in revenue.
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09
Budgeted
FY 09
Actual
FY10
Pro-
jected
Total # of Tons of recyclables
diverted from being landfilled
(City & Headwaters)
6425
6612
6,750
*2846
0
Total # of Tons of recyclables
collected (curbside program)
0 0 0 ***11 ***137
Total # of Tons of Compost
Collected by the City
336 369 369
**375
**39
0 7
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09
Budgeted
FY 09
Actual
FY10
Pro-
jected
Commercial Cardboard (Tons)
1566
1600
*586
433
467
Number of Collection Vehicles 1 1.5 1.5
1.5
2
7
City Manager’s Recommended Budget FY10 181 City of Bozeman, Montana
VEHICLE MAINTENANCE
___________________________________________________________
PROGRAM DESCRIPTION
The vehicle maintenance budget unit accounts for the costs of repairing and maintaining vehi-
cles of city departments.
The vehicle maintenance staff consists of three 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 per sonnel 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 Maint. Dept. 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 condi-
tion 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.
FY 09 BUDGET HIGHLIGHTS
• Maintained high quality of repairs and keep comebacks at less than 1%.
• ASE certification of all mechanics with 2 mechanics attaining Master Technician
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Complete construction of new Vehicle Maintenance Shop at City’s lower yards.
• 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.
• Continue to burn our waste oil in our furnace to supplement our heating and help keep the utility costs lower.
City Manager’s Recommended Budget FY10 182 City of Bozeman, Montana
VEHICLE MAINTENANCE
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 4.00 4.00 4.00 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 163,668 $ 168,170 $ 170,273 $ 2,103 1%
1200 - 1299 Benefits 67,216 69,252 69,540 288 0%
2000 - 7599 Operating 364,848 409,503 384,492 (25,011) -6%
8000 - 8999 Capital 25,280 2,700 - (2,700) -100%
9000 - 9699 Debt Service - -
9900 - 9999 Transfers
Total All Categories $ 621,012 $ 649,625 $ - $ 624,305 $ (25,320) -4%
EXPENDITURES BY DIVISION
Division
6010 Vehicle Maintenance $ 621,012 $ 649,625 $ - $ 624,305 $ (25,320) -4%
Total All Divisions $ 621,012 $ 649,625 $ - $ 624,305 $ (25,320) -4%
EXPENDITURES BY FUND
Fund
710 Vehicle Maintenance Fund $ 621,012 $ 649,625 $ - $ 624,305 $ (25,320) -4%
Total All Funds $ 621,012 $ 649,625 $ - $ 624,305 $ (25,320) -4%
City Manager’s Recommended Budget FY10 183 City of Bozeman, Montana
VEHICLE MAINTENANCE
___________________________________________________________
PERFORMANCE MEASURERS
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Pro-
jected
FY 10
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%
.53%
.5%
.5%
.5%
Percentage of Mechanics Certified 100% 67% 67% 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%
93%
95%
95%
95%
Respond to Service Requests (oil
change & lube) within 2 work days
(Target –90%)
90%
70%
75%
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%
92%
92%
80%
95%
98%
95%
95%
83%
95%
98%
95%
95%
83%
95%
98%
95%
95%
90%
Efficiency Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Pro-
jected
FY 10
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
45
38
40
40
Average Number Work Orders
processed per Mechanic labor-hour
(Target – 0.4 per hour)
0.4
0.31
0.3
0.3
0.3
Number of Vehicles/Equipment per
Mechanic
50
150
153
160
160
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% 65% 70% 70% 75%
City Manager’s Recommended Budget FY10 184 City of Bozeman, Montana
VEHICLE MAINTENANCE
___________________________________________________________
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 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
City Fleet – Number of Vehicles
& Equipment (approximate)
450
460
470
470
Work Orders Processed 1070 974 1000 1000
Service Jobs (Oil Changes, etc.) 130 112 120 120
Major Engine Overhauls 1 0 0 0
Transmission/Rear-end Repairs 12 6 20 20
Other Major Equipment Repairs 20 20 20 25
Gallons of Used Antifreeze Disposed 363 400 529 400
Gallons of Oil Disposed 10000 9350 9000 9000
City Manager’s Recommended Budget FY10 185 City of Bozeman, Montana
PUBLIC WELFARE INDEX
CEMETERY
PAGE 186
PARKS
190
FORESTRY
195
LIBRARY
199
RECREATION
203
COMMUNITY DEVELOPMENT
209
City Manager’s Recommended Budget FY10 186 City of Bozeman, Montana
CEMETERY
___________________________________________________________
PROGRAM DESCRIPTION
The cemetery budget unit accounts for the cost s of operating and maintaining the city's
cemetery, which includes 65 devel oped acres, and 75 undeveloped acres.
The cemetery division includes a forem an, two maintenance workers, and seasonal
employees. The superintendent of facilities and lands oversees the division. Employ-
ees are responsible for burials, ceme tery development and maintenance.
Sunset Hills Cemetery Mission Statement
Sunset Hills Cemetery is dedicated to excellence in the provision of pro-
fessional and dignified interment se rvices in a serene and beautiful sur-
rounding that helps survivors thr ough the bereavement process. The
cemetery staff is dedicated to the pr ovision of ongoing services & perpet-
ual care essential to maintain the cemetery grounds in a manner that is
highly regarded by surviving family members and the citizens of Boze-
man.
City Manager’s Recommended Budget FY10 187 City of Bozeman, Montana
CEMETERY
___________________________________________________________
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 re leases, and advertisements of current policies,
procedures, and practices of the Sunset Hills Cemetery.
• Continue safety training programs, professional development, and pr o-active customer service.
• Carry out the Mission and Vision stat ements of the City of Bozeman.
Facilities and Grounds Maintenance
• Surviving family, user, taxpayer and city commissi on satisfaction with the use, care, and overall ap-
pearance of the cemetery grounds and buildings.
• Provide an easily accessible, safe, and sere ne setting for cemetery/gravesite visitation.
• Maintain and expand the underground ir rigation system, as needed to fu lly utilize all water resources
in a conscious manner.
• Keep all paved roads clear and open during winter months.
• Keep the Highland Boulevard path clea r 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 manne r and method consistent with the long-term plan-
ning guidelines developed by the Cemetery Advisory Board.
Burial Services
• Modernize and maintain an improved and accura te mapping and computerized grave registration
system.
• Continue to provide experienced an d 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 la ws and regulations regarding the interment of
human remains.
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 08
Actual
FY 09
Actual
FY 10
Projected
Interment Permits 133 103** 135
Lot Sales 110 155** 155
Monument Permits 95 110 95
Graves Repaired 115 65 65
Columbarium Interments 4 5** 5
New Lots Developed 0 0 0
City Manager’s Recommended Budget FY10 188 City of Bozeman, Montana
CEMETERY
__________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 5.75 5.75 5.75 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 216,167 $ 251,612 $ 251,658 $ 46 0%
1200 - 1299 Benefits 73,192 86,931 77,046 (9,885) -11%
2000 - 7599 Operating 95,550 137,381 99,195 (38,186) -28%
8000 - 8999 Capital 11,134 12,000 38,000 26,000 217%
9000 - 9699 Debt Service
9900 - 9999 Transfers 23,941 16,000 16,000 $ - 0%
Total All Categories $ 419,984 $ 503,924 $ - $ 481,899 $ (22,025) -4%
EXPENDITURES BY DIVISION
Division
7210 Cemetery Operations $ 419,984 $ 503,924 $ - $ 481,899 $ (22,025) -4%
Total All Divisions $ 419,984 $ 503,924 $ - $ 481,899 $ (22,025) -4%
EXPENDITURES BY FUND
Fund
010 General Fund $ 396,043 $ 487,924 $ - $ 463,699 $ (24,225) -5%
135 Cemetery Special Revenue $ - $ - $ 2,200 $ 2,200 100%
800 Cemetery Perpetual Care 23,941 16,000 16,000 $ - 0%
Total All Funds $ 419,984 $ 503,924 $ - $ 481,899 $ (22,025) -4%
City Manager’s Recommended Budget FY10 189 City of Bozeman, Montana
CEMETERY
___________________________________________________________
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY10
Budgeted
Administrative
Develop, submit, & administer cemetery
budgets and related materials in a timely
and efficient manner
On or before stated dead-
lines
100% 100% 100% 100%
Ensure full-time staff is on-site and easily
recognized
40 hours per week 95% 95% 95% 95%
Facilities & Grounds
Maintenance
Family/User/Taxpayer/Governmental
satisfaction with the use, care, and over-
all appearance of the cemetery.
Mow cemetery 1 time per wk
Trim between stones 2
times per yr
Apply 11/2 – 2 inches of
water per wk
90% 90% 90% 95%
Provide easily accessible, safe and se-
rene setting for cemetery and/or grave
visitation.
Road miles plowed
Number of reported civilian
accidents
Respond to all grave repairs
within 48 hours
Rake and dispose of the
majority of pinecones &
leaves 2 times per year
85% 85% 85% 90%
Burial Services
Continue to provide experienced and
professional staff to perform essential
burial functions
30 hours of continuing edu-
cation per FTE
98% 98% 98% 0%
Ensure the safety of mourners, funeral
home personnel, and cemetery staff
during funerals within the control of the
cemetery.
3 or less reported injuries/yr
Plow all essential roads
within 4 hours of a funeral,
or as needed
A clear and unobstructed
path from road to gravesite
100% 100% 100%
100%
City Manager’s Recommended Budget FY10 190 City of Bozeman, Montana
PARKS
___________________________________________________________
PROGRAM DESCRIPTION
The parks and playground budget unit accounts fo r 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, maintain s, and cares for park buildings and rest-
rooms, playground equipment, picnic facilities, sports fields, trail system, natural areas,
skating rinks, tennis courts, swimming/boati ng ponds and other re lated equipment and
facilities.
The Parks Department along with the Street Department are responsible for snow re-
moval on all public sidewalks adjoining par ks and street rights-of-way designated as
the City’s responsibility.
MAJOR OBJECTIVES
• To maintain the city's parks in a conditi on of which the city would be proud.
• To participate in the implementation of the master plans for parks approved in
1992.
• To acquire and develop new parks and cont inue to keep pace with the growth of
Bozeman by providing an adequate number of sports fields.
• To continue adding, upgrading, and maintain ing safe, quality sports fields and play-
ground equipment to the city's parks.
• To provide expanded maintenance to restr ooms, litter control, pet waste disposal,
turf care, and playground equipment.
• To improve, maintain and expand the trail system.
• To oversee and coordinate volunteer, grant funded and neig hborhood park im-
provement projects.
• To assist other Divisions in the City of Bozeman as needed or as directed.
City Manager’s Recommended Budget FY10 191 City of Bozeman, Montana
PARKS
___________________________________________________________
FY10 BUDGET HIGHLIGHTS
• Park Improvement Grant funding of $100,000 from the General Fund
(Transfer to Fund 184).
• Security Services, including increased security patrols in parks for
FY10, totaling $19,000.
• Mowing & snowplowing contracts, $10,500.
City Manager’s Recommended Budget FY10 192 City of Bozeman, Montana
PARKS
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 13.45 13.45 13.45 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 439,734 $ 511,455 $ 509,700 $ (1,755) 0%
1200 - 1299 Benefits 144,055 155,959 166,260 10,301 7%
2000 - 7599 Operating 382,754 406,634 412,917 6,283 2%
8000 - 8999 Capital 898,474 1,162,319 150,000 (1,012,319) -87%
9000 - 9699 Debt Service
9900 - 9999 Transfers 150,000 150,000 100,000 (50,000) -33%
Total All Categories $ 2,015,017 $ 2,386,367 $ - $ 1,338,877 $(1,047,490) -44%
EXPENDITURES BY DIVISION
Division
7610 Parks Operations $ 2,015,017 $ 2,386,367 $ - $ 1,338,877 $(1,047,490) -44%
Total All Divisions $ 2,015,017 $ 2,386,367 $ - $ 1,338,877 $(1,047,490) -44%
EXPENDITURES BY FUND
Fund
010 General Fund $ 1,133,406 $ 1,374,048 $ - $ 1,183,738 $ (190,310) -14%
108 Community Transportation - - - $ -
128 FWP Management Areas 195 15,000 15,000 $ - 0%
136 Parks Special Revenue 4,400 12,000 12,000 $ - 0%
144 Cash In Lieu of Parkland 500,1 46 - $ -
184 Park Improvement Grants 137,793 150,000 100,000 $ (50,000) -33%
189 Story Mansion Operations - - 28,139 $ 28,139
558 Story Mansion Rehabilitation 239,077 835,319 - $ (835,319)
Total All Funds $ 2,015,017 $ 2,386,367 $ - $ 1,338,877 $(1,047,490) -44%
City Manager’s Recommended Budget FY10 193 City of Bozeman, Montana
PARKS
___________________________________________________________
PERFORMANCE MEASURES
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Projected
FY 09
Budgeted
FY10
Budgeted
Mowing (Increase due to good help)
Core Parks
Sports Fields
Natural Parks
1 X wk
2 X wk
2 X Yr
85%
85%
60%
85%
60%
60%
75%
60%
60%
75%
75%
80%
Fertilization (wet, windy spring hindered
apps)
Core Parks
Sports Fields
Neighborhood Parks
3 X Yr
4 X Yr
2 X Yr
40%
60%
10%
40%
50%
5%
40%
40%
0%
40%
30%
20%
Irrigation – Activate all systems
(Well down, bad valves, etc.) May 15
All Parks
75%
75%
60%
60%
Irrigation – Winterize all systems
(Keeping on for user groups and early
snow)
Oct 31
All Parks 100% 80% 80% 100%
Leaf Mulch & Pickup (Good weather and
help) All Parks 60% 65% 65%
65%
Playground Inspection (Workload increase,
lost
2 people 3 days a week, garbage and rest-
rooms)
1 X wk 8% 35% 35% 75%
Playground Repairs Same Day 75% 75% 75% 80%
Trails
Inspections (Good help)
Maintenance (Added trail projects, lack of
equip)
2 X mo.
2 X yr
40%
40%
35%
40%
30%
40%
40%
40%
Weed Control (Wet, windy spring hindered
apps)
Round-up
Broadleaf
Noxious
3 X yr
2 X yr
2 X yr
50%
50%
40%
40%
40%
40%
40%
30%
30%
40%
60%
50%
Weed eating (Breakdowns, workload) Bi-Weekly 35% 30% 30% 30%
Garbage Collection (Good help) 7 Days per
wk
85%
85%
85% 90%
Police All Grounds (Workload, lack of help) 5 Days per
wk
10%
15%
15%
10%
Building Maint / Repairs (Workload, lack of
help) Same Day 45% 45% 40% 40%
Restrooms / Clean & Maintain (Lack of
help) 7 Days per
wk 50% 50% 50% 50%
Response to Complaints Within 2
days
90% 80% 90% 90%
Sidewalk Plowing (Intermittent break-
downs) Complete
walks by
10am
80% 80% 80% 85%
City Manager’s Recommended Budget FY10 194 City of Bozeman, Montana
PARKS
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Projected
FY 09
Budgeted
FY10
Budgeted
Park Reservations per year 340 360 475 500
Formal Turf Acres 258 265 270 272
Natural Parkland Acres 110 115 125 125
Miles of Trails 45 50 55 55
Number of Park Fund Grant Projects 27 32 37 43
Number of User Agreements 14 14 16 15
Number of Volunteer Projects 12 16 20 20
Miles of Sidewalks to Plow 8 8 10 10
Number of Buildings to Maintain 18 20 21 22
Number of Playgrounds 19 20 22 26
Number of Ice Rinks 3 4 5 4
Weed Spraying – Acres 150 160 200 215
Garbage Collection / Number of Cans 130 132 135 140
City Manager’s Recommended Budget FY10 195 City of Bozeman, Montana
FORESTRY
___________________________________________________________
PROGRAM DESCRIPTION
The tree maintenance district budget unit accounts fo r the costs of maintaining the city's trees.
The tree maintenance district is financed by a spec ial assessment on all properties within the City of
Bozeman. The use of the funds generated by the asse ssment is limited to maintaining existing trees on
city-owned properties, the planting of new trees on city -owned properties within the city limits and main-
tenance 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 plans for all public areas.
• To implement the arboricultur al specifications manual.
• To maintain a city-wide tree inventory.
• To pursue state and federal grants for forestry related activities.
• To implement the city street tree ordinance.
• To coordinate the city’s cost share tree and other planting programs.
• To provide educational materials to the public on t he 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 acti vities and Tree City USA certification
• Continue International Society of Arboric ulture certification and staff education.
City Manager’s Recommended Budget FY10 196 City of Bozeman, Montana
FORESTRY
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 4.60 4.60 4.60 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 184,451 $ 210,954 $ 212,703 $ 1,749 1%
1200 - 1299 Benefits 69,867 79,294 79,413 119 0%
2000 - 7599 Operating 75,083 120,976 114,002
(6,974) -6%
8000 - 8999 Capital 151,020 18,300 185,204 166,904 912%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $ 480,421 $ 429,524 $ - $ 591,322
$
161,798 38%
EXPENDITURES BY DIVISION
Division
7710 Tree Maintenance $ 480,421 $ 429,524 $ 591,322
$
161,798 38%
Total All Divisions $ 480,421 $ 429,524 $ - $ 591,322
$
161,798 38%
EXPENDITURES BY FUND
Fund
112 Tree Maintenance District $ 480,421 $ 429,524 $ - $ 591,322
$
161,798 38%
Total All Funds $ 480,421 $ 429,524 $ - $ 591,322
$
161,798 38%
City Manager’s Recommended Budget FY10 197 City of Bozeman, Montana
FORESTRY
___________________________________________________________
FY 09 BUDGET HIGHLIGHTS
100 Cost Share Trees Planted $7,000
Continued Dead Tree Replacement Vouchers (100) $7,500
75 Pine Trees Removed-Pine Beetle Kill $7,500
50 Trees Planted in Boulevards Fronting Open Space $5,500
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Continued cyclic pruning of boulevard, park and cemetery trees.
• Continued trimming for sidewalk clearance, traffic signs, sight triangles and construction projects.
• Continue Cost-Share and voucher program of 200 trees planted.
• Continue ISA Certified Arborist education.
• Provide information to the public on appropriate pl anting practices, species selection, code require-
ments related to public and private tree pl antings, 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 (Treeworks 9)
• Continue Arbor Day activities an d Tree City USA accreditation.
• Work injury free.
• Continued use of alternative fuels.
• Promote use of trees in Storm Water management.
• Replace 32 year old water truck with 20 year old chip per truck which will be replaced with new.
City Manager’s Recommended Budget FY10 198 City of Bozeman, Montana
FORESTRY
___________________________________________________________
PERFORMANCE MEASURERS
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Trees Trimmed
1085 1225 1296 1300
Trees Removed
2 12 300 2000
Trees Planted-Total
75 160 225 225
Emergency Storm Damage Tons
10 10 42 10
Christmas Trees – Tons
Chipped and Composted
35
35
42
42
Trees Planted
Cost Share
Vouchers
Nursery
Tree Spade, Arbor Day, misc
64
4
100
60
6
100
100
25
100
100
1050
Sidewalk, sight triangle, or street sign en-
croachments addressed
643
400
973
1000
Planting Permits 223 250 186 200
DRC Reviews 228 230 150 50
Vandalism 20 10 42 40
Service Requests 563 400 550 300
Trees Inventoried 1050 100 0 2000
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
Response to citizen requests within two
days
Assessed and Prioritized.
100%
90%
90%
90%
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 100% 95% 95% 100%
Maintain and update tree inventory Bimonthly 10% 20% 25% 75%
City Manager’s Recommended Budget FY10 199 City of Bozeman, Montana
LIBRARY
___________________________________________________________
PROGRAM DESCRIPTION
The library budget unit accounts for the cost s associated with operating and maintain-
ing the city's public library. Approximately one-third of t he 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 material s to meet cultural and recreational needs;
and the training needed to find, evaluat e and use information effectively.
MAJOR OBJECTIVES
• To provide effective and efficient managem ent of the Bozeman Public Library.
• To provide a dynamic collecti on of library materials in a ll formats to meet the infor-
mational, educational, and recr eational needs of all residents of the library's service
area.
• To provide children's programming that will encourage use of the library by children
and their parents, and foster a life-l ong interest in reading and learning.
• To provide courteous, accurate and timely check-out, check-in, and re-shelving of
library materials.
• To insure that new materials are order ed, cataloged, processed, and made avail-
able for public use in an accurate and timely manner.
• To provide professional, qua lity, and courteous service by ensuring that the knowl-
edge and skills of library staff are kept up-to-date through on-the-job training, work-
shops, seminars, conferences, and reading profession al journals.
• To publicize library services and program s through a coordinated marketing plan.
City Manager’s Recommended Budget FY10 200 City of Bozeman, Montana
LIBRARY
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 20.66 21.66 (0.50) 21.16 -2%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 691,987 $ 839,265 $ 831,550 $ (7,715) -1%
1200 - 1299 Benefits 254,018 295,000 296,147 1,147 0%
2000 - 7599 Operating 361,303 301,535 274,382 (27,153) -9%
8000 - 8999 Capital 98,833 29,100 134,000 104,900 360%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $ 1,406,141 $ 1,464,900 $ - $ 1,536,079 $ 71,179 5%
EXPENDITURES BY DIVISION
Division
7810 Library Operations $ 409,731 $ 489,460 $ 542,227 $ 52,767 11%
7820 Technical Services 222,817 256,013 328,391 $ 72,378 28%
7830 Information Services 186,587 220,315 224,791 $ 4,476 2%
7840 Children's Services 120,645 127,571 165,646 $ 38,075 30%
7850 Circulation Servicecs 282,807 371,541 275,024 $ (96,517) -26%
7899 Library Construction 183,554 - - $ - 0%
Total All Divisions $ 1,406,141 $ 1,464,900 $ - $ 1,536,079 $ 71,179 5%
EXPENDITURES BY FUND
Fund
010 General Fund $ 1,217,249 $ 1,457,000 $ - $ 1,528,179 $ 71,179 5%
137 Library Special Revenue 5,338 7,900 7,900 $ - 0%
542 Library Construction 183,554 - - $ - 0%
Total All Funds $ 1,406,141 $ 1,464,900 $ - $ 1,536,079 $ 71,179 5%
City Manager’s Recommended Budget FY10 201 City of Bozeman, Montana
LIBRARY
___________________________________________________________
ANTICIPATED ACCOMPLISHMENTS
• The Library will continue to work with the City and concerned residents on a potential
South Wallace Avenue development/Library interface.
• The Library will begin work on a new strategic plan.
• The Library will revise and update its Library Policy Manual.
• The Library will update its Technology Plan.
• The Library Foundation will increase adult and children’s programming and projects
and will augment material collections for this specific programming.
• The Library will work on improving pedestrian access and parking concerns.
• The Library will finish its landscaping plan and work with the Library Foundation on se-
curing benches, dog stations, and other items deleted from the landscaping plan.
• Departmental procedures manuals will be up dated, i.e. the circulation procedures
manual will be based on SirsiDynix upgrade s and appropriate use of new technology.
• The Library will work with volunteers and organizations on continued enhancement
and maintenance of the landscaping, including a possible sculpture garden alongside
the trail.
• The Library will work with the expanded maintenance staff on better Library opera-
tions.
• The Library will hope to add stack lighting to the shelving for better viewing of items.
• The Library will complete it s Disaster Plan for submission to the Montana State Li-
brary.
• The Library will work toward more continuing education opportunities for staff including
attendance at local, regional, and national library and related conferences.
• Staff will work with the Foundation and a web designer to redesign the Library web
site.
• Library collections will be inventoried to determine loss and condition of materials.
• The Library will update and index its community resources directory.
• County libraries will continue to explore further cooperation with other Montana librar-
ies for the purpose of sharing materi als statewide through the bus system.
• Staff will explore cooperation with other county librarians to obtain reduced rates on
supplies, library materials, and other related expenses.
• Policies and procedures for the county libraries will be formalized and written.
• The Library will purchase a new staff copier to replace the outdated one.
• The Library will work with other organizations on implementing a Citywide reading pro-
gram, where residents will read one designated book and di scuss it as a community.
• The Library will continue outreach to Spanish-speaking individuals through the Gates/
WebJunction Spanish Language Outreach Program.
• Computer classes offered will be evaluated and expanded to meet public need.
• The Library will offer more children’s programs in foreign languages for diversity sake.
• The Library will sponsor a Summer Family Music Series on the plaza July-August.
• The Children’s Room will be able to expand its “Creative Workshops” to up to ten
workshops for ages 9-13 due to a Mountain Sky Guest Ranch grant and the Founda-
tion.
City Manager’s Recommended Budget FY10 202 City of Bozeman, Montana
LIBRARY
___________________________________________________________
ANTICIPATED ACCOMPLISHMENTS, CONT’D
• A “Baby Brains: Partnering with Parents” project begins fall 2008 to offer staff and pa-
tron training on brain development, additional resources and materials, and outreach
packets mailed to families of newborns.
• The Reference/Adult Services Department will evaluate and expand its standing or-
ders.
• The Library will participate in the Mont ana Shared Catalog audio book program.
• The Library will engage in community outreach through special programs for targeted
audiences such as retirees and school children.
• The proctoring service for people taking examinations will be evaluated.
• Local historic photographs will be digitized and added to the Montana Memory Project.
• Preschool storytimes will inco rporate science and math conc epts in addition to their
focus on emergent literacy skills, especially during the “Catch the Reading Bug” sum-
mer reading program.
• The current method of using substitutes for vacation/sick leave will be evaluated.
• The Friends of the Library will increase its membership to 275 members and continue
their book sales three times a year as well as selling items in Wild Joe’s Coffee House.
• The City will replace all computers purchased more than four years ago.
• Staff will begin planning for the Radio Frequency Identification (RFID) implementation.
• Weeding of the collection will be begun prior to RFID implementation. •
• The Library will purchase new video and audio equipment for in-library use as well as
a motion picture umbrella license so that videos/DVDs can be shown in the Library.
• The Library will start a book/movie progra m through reading books and viewing those
that are made into movies.
• The Technical Services Department will expl ore outsourcing some operations such as
original cataloging, mending, and processing items.
• The Library will actively work with the Montana Shared Catalog to improve the Sir-
siDynix public catalog, to create consistency in bibliographic records, and to pre-
sent current and accurate bibliographic holdings and patron information.
• The Library will continue to work with the Downtown Bozeman Association and Part-
nership on events such as an outdoor sculpture installation and Christmas Stroll.
• The Library will host the Sweet Pea Art Show during the Sweet Pea Festival in August.
• The Library will increase outreach events geared toward the growing Latino popula-
tion, including enhancing the Library’s collection of Spanish-language materials,
offering appropriate programs, and providing more library information in Spanish.
• The Library will educate staff and patrons regarding the Library’s Leadership in En-
ergy and Environmental Design (LEED) gr een principles and encourage more recy-
cling, energy efficiency, and other sustainable practices to be measured by a sur-
vey.
City Manager’s Recommended Budget FY10 203 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 assist s 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 o ffers preschool age programs year-round, pro-
grams 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, di ving board, pool toys, dive-in movies, inner-tubes
and Family Night Specials. The Professional Wate r Safety program trains local and area life-
guards, swim instructors, and professional rescuer s, 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 Sync hronized 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 activi-
ties. Bogert Pool features a 26' triple-tube water slide that offers three levels of excite-
ment. 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 swimmi ng, swim team workouts, water fitness, and
recreation swimming for all ages. Bogert Pool serves as a rental facility for the Bozeman Bar-
racudas age-group swim team and the Bozeman Ma sters Swim Club. Special Events such as
the Goldfish Swim, Family Pizza Nights, M oonlight and Midnight Swims, and the Dog Swim
make Bogert a desired and affordable venue for family recreation.
.
City Manager’s Recommended Budget FY10 204 City of Bozeman, Montana
RECREATION
___________________________________________________________
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 le arning 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 ess ential to the development of our youth. Our
recreation programs offer opportunities for youth to build self-esteem, self-reliance,
positive self-images, resiliency factors, lifet ime 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 opportuni ties 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, syn-
chronized swim team, SCUBA, kayak, and others.
To offer a setting for individuals to have a sense of accomplishment, be creative, and im-
prove 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.
City Manager’s Recommended Budget FY10 205 City of Bozeman, Montana
RECREATION
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 14.90 15.00 15.00 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 498,025 $ 553,848 $ 586,836 $ 32,988 6%
1200 - 1299 Benefits 128,963 148,671 143,620 (5,051) -3%
2000 - 7599 Operating 492,734 474,673 392,198 (82,475) -17%
8000 - 8999 Capital 599 55,000 55,000 100%
9000 - 9699 Debt Service
9900 - 9999 Transfers
Total All Categories $ 1,120,321 $ 1,177,192 $ - $ 1,177,654 $ 462 0%
EXPENDITURES BY DIVISION
Division
8010 Recreation Operations $ 659,597 $ 691,905 $ 682,492 $ (9,413) -1%
8020 Swim Center 191,960 291,007 347,992 $ 56,985 20%
8030 Bogert Pool 82,843 78,580 88,525 $ 9,945 13%
8040 Lindley & Beall Centers 168,646 98,645 43,335 $ (55,310) -56%
8050 Recreation Programs 17,275 17,055 15,310 $ (1,745) -10%
Total All Divisions $ 1,120,321 $ 1,177,192 $ - $ 1,177,654 $ 462 0%
EXPENDITURES BY FUND
Fund
010 General Fund $ 1,120,321 $ 1,147,192 $ - $ 1,176,654 $ 29,462 3%
133 Recreation Special Revenue Fund - 30,000 1,000 $ (29,000) -97%
Total All Funds $ 1,120,321 $ 1,177,192 $ - $ 1,177,654 $ 462 0%
City Manager’s Recommended Budget FY10 206 City of Bozeman, Montana
RECREATION
___________________________________________________________
FY 09 BUDGET HIGHLIGHTS
• Increase Recreation Program staff .25 FTE from .50 FTE to .75 FTE so as to en-
able offerings of additional Recreation pr ograms for the City of Bozeman youth.
• Remodel the Lindley Center by repairi ng and replacing the flooring and upgrading
the kitchen.
• Replace Swim Center west doors.
• Replace Swim Center underwater pool lights.
Replace exercise equipment for t he Swim Center fitness corner.
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Begin implementation of the Recreation Program as pect of the PROST Plan.
• Begin implementation of the Facilities aspect of the PROST Plan.
• Maintain 98% customer satisfaction rating of participants in all recreation programs.
• Continue to maintain Bogert Pool until the City can identify land upon which to build
a new aquatic facility.
• Complete VGB Pool Drai n Replacement Project.
• Complete Swim Center Air Handler Replacement Project.
• Complete Swim Center UV Disinfection System Installation.
City Manager’s Recommended Budget FY10 207 City of Bozeman, Montana
RECREATION
___________________________________________________________
PERFORMANCE MEASURERS
Specific criteria and measurements avail able from the Recreation Department office.
Effectiveness Measurers
Standard
FY 07
Actual
FY 08
Actual
FY 09
Projected
FY 10
Budgeted
The Recreation Departmen t improves conditions
in our community by offering over 100 recreation
100%
100%
100%
100%
100%
Citizens will have oppor tunities to engage on a
daily basis in activities that will promote health
100%
100%
100%
100%
100%
Youth will be offered recreat ion activities that are
essential to their development.
100%
100%
100%
100%
100%
Economic benefits will be provided to the city by
generating funds, and by reducing community
100%
100%
100%
100%
100%
Total revenue generated TBD $528,894 $509,511 $512,901 $515,000
Revenue increase from previous year None 7% -4% .6% .4%
Citizens will be assured an open and accessible
Recreation Department.
100%
100%
100%
100%
100%
Customer satisfaction
Recreation Programs
Swim Center Programs
75%
99.0%
99.4%
97.0%
99.5%
97.0%
94%
94%
95%
95%
Safety
Prevention of accidents
100%
100%
100%
100%
100%
Citizens will be supported in their recreation
interests by receiving information & supportive
100%
100%
100%
100%
100%
Citizens will receive personal benefits, social
benefits, economic benefits & environmental
TBD
100%
100%
100%
100%
Percent of lifeguards with current certifications in
Lifeguarding, CPR for the Professional Rescuer,
First Aid, Water Safety Instructor, Automated
75% 100% 99% 95% 95%
Lifeguards will be trained to per-
form at the industrie s’ standard of
care
10/20
Rule
100% 100% 98% 100%
City Manager’s Recommended Budget FY10 208 City of Bozeman, Montana
RECREATION
___________________________________________________________
WORKLOAD INDICATORS
WORKLOAD INDICATOR
FY 07
Actual
FY 08
Actual
FY 09 Pro-
jected
FY 10
Budgeted
Special Events Attendees 5161 4924 4932 4982
Recreation Classes Attendees 2057 1453 1584 1598
Tee Ball Youth 415 428 450 455
Tee Ball Coaches 79 84 90 92
Number of Recreation Classes for Youth 240 280 291 298
Lindley Rentals Public/In-House (City Rec) 226/142 214/152 206/140 210/130
Beall Rentals Public/In-House (City Rec) 230/58 293/82 300/70
Total Attendance 106,228 83,725 79,197 79,300
General Admission Swimmers (Lap, Recrea-
tion, Open Boating, Water Fitness,City Les-
sons)
51,379 46,453 48,380 48,225
Swim Teams/Scuba/Kayak /Private Kayak 17,772 10,467 8,053 7,998
Bozeman School District Lessons 25,891 20,444 18,713 18,817
Rural School Lessons 1,610 692 695 724
Birthday Parties 2,894 1,854 2,203 2,275
Groups 6,968 3,513 1,060 1,133
Total Swimmers (Recreation, Laps, Water Fit-46,284 38,295 45,000 45,895
Swim Teams/Masters/Groups 991 231 895 925
Swimming Lessons 11,640 7,939 8,000 8,025
Jr. Leaders (Jr. Guards beginning FY09) 60 60 63 65
City Manager’s Recommended Budget FY10 209 City of Bozeman, Montana
COMMUNITY DEVELOPMENT
___________________________________________________________
PROGRAM DESCRIPTION
Tax Increment Financing:
The Downtown Improvement District, Northeast Improvement District, and North 7 th 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 prog rams and services for accessibility. These self assess-
ments were supplemented by an inventory of all city owned facilities pursuant to an Adaptive Environments Center
and Barrier Free Environments checklist, which strictly fo llows Americans with Disabilities Act Accessibility Guide-
lines. Remedial actions range from simply relocating activities to reconstructing certain facilities to assure compli-
ance. 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 acco unts for the costs of administration and use of pro-
gram income received from the pay back of various Economic Development Community Block Grant awards.
City Commission Resolution #2852 provides that the progra m income earned from the various Economic Develop-
ment Grants the city has received from the Department of Commerce shall be utilized in compliance with the guide-
lines 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 solic itation and review of applic ations; assisting the Loan
Review Committee in the selection of proposals; preparations of necessary legal documents; and project monitor-
ing. The city has contracted with Prospera, Inc. to per form 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 t he 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 current ly administered by HRDC under contra ct with the City of Bozeman.
The functions necessary for this administration include recruitm ent of eligible property owne rs 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 se lecting contractors; performance of site inspections; com-
pletion and filing of appropriate loan papers; and payment to the contractors.
City Manager’s Recommended Budget FY10 210 City of Bozeman, Montana
COMMUNITY DEVELOPMENT
___________________________________________________________
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 offi-
cials.
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 Commis-
sion.
Community Development:
Enhance community involvement through the facilitation of neighborhood meetings.
Administer the TEA-21 program, and provide adm inistrative 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.
City Manager’s Recommended Budget FY10 211 City of Bozeman, Montana
COMMUNITY DEVELOPMENT
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 2.00 1.00 1.00 0%
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ 28,330 $ - $ 28,621 $ 28,621 1%
1200 - 1299 Benefits 12,059 - 11,542 11,542 -4%
2000 - 7599 Operating 671,484 1,412,349 (1,500) 2,504,448 1,093,599 78%
8000 - 8999 Capital 143,704 - - 0%
9000 - 9699 Debt Service - -
9900 - 9999 Transfers 416,523 416,222 416,222 - 100%
Total All Categories $ 1,272,100 $ 1,828,571 $ (1,500) $ 2,960,833 $ 1,133,762 62%
EXPENDITURES BY DIVISION
Division
8210 Downtown Improvement District $ 796,078 $ 987,609 $ 1,084,620 $ 97,011 10%
8220 Americans With Disabilities - 32,000 - $ (32,000) -100%
8230 Urban Redevelopment & Housing 84,323 204,562 54,400 $ (150,162) -73%
8240 Economic Development 367,750 598,000 - 980,000 $ 382,000 64%
8250 Grants 23,949 6,400 (1,500) 841,813 $ 836,913 17080%
Total All Divisions $ 1,272,100 $ 1,828,571 $ (1,500) $ 2,960,833 $ 1,133,762 62%
EXPENDITURES BY FUND
Fund
010 General Fund $ 23,949 $ 6,400 $ (1,500) $ 45,313 $ 40,413 825%
116 Downtown TIF District 544,120 715,620 715,620 $ - 0%
119 Economic Development 52,750 111,000 215,000 $ 104,000 94%
120 Community Housing 57,863 190,162 40,000 $ (150,162) -79%
121 Housing Revolving Loans 14,400 14,400 14,400 $ - 0%
130 Americans With Disabilities Fund - 32,000 - $ (32,000) -100%
143 N 7th Corridor TIF District 87,528 130,000 $ 42,472 49%
144 NEURD TIF 70,461 125,000 $ 54,539 77%
145 Mandeville Farm TIF District 147,122 - - $ -
176 Business Improvement District 104,836 114,000 114,000 $ - 0%
186 Development Impacts Fund 327,060 487,000 765,000 $ 278,000 57%
129 Recovery Act ARRA - 796,500 $ 796,500
881 Montana Arts Council - $ -
Total All Funds $ 1,272,100 $ 1,828,571 $ (1,500) $ 2,960,833 $ 1,133,762 62%
City Manager’s Recommended Budget FY10 212 City of Bozeman, Montana
COMMUNITY DEVELOPMENT
___________________________________________________________
FY 10 BUDGET HIGHLIGHTS
Downtown Improvement District (Tax Increment Financing): Spending authority is included for
the anticipated increment payments received duri ng the year, plus available cash balances
for that have been carried-over from FY09’s budget year.
Housing Revolving Loan: Appropriation authority includes $14,400 paid to HRDC for admini-
stration.
Recovery Act ARRA: Stimulus-related American Reinvestment and Recovery Act (ARRA)
grants are included. State Allocation as well as the ARRA funded Energy Efficiency and
Conservation Block Grants that the City will receive.
Community Housing. Revenue equivalent to 1.0 mill has been allocated from the General
Fund to the Community Housing fund for the purpose of supporting Workforce Housing ef-
forts in the city. The Workforce Housing coordinator position was eliminated in FY09 due
to the downturn in subdivision activity.
City Manager’s Recommended Budget FY10 213 City of Bozeman, Montana
OTHER INDEX
NON-DEPARTMENTAL
PAGE 214
GENERAL OBLIGATION BONDS DEBT SERVICE
217
SID REVOLVING FUND
219
SID BONDS DEBT SERVICE
220
City Manager’s Recommended Budget FY10 214 City of Bozeman, Montana
NON-DEPARTMENTAL
___________________________________________________________
PROGRAM DESCRIPTION
The non-departmental pr ogram accounts for ex penditures that ar e not associated with
a specific city department. Examples incl ude insurance premiums paid by the city,
costs of leave pay-outs for terminati ng employees, contingency funds, etc.
MAJOR OBJECTIVE
To accurately budget and account for non-departmental costs.
City Manager’s Recommended Budget FY10 215 City of Bozeman, Montana
NON-DEPARTMENTAL
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ - $ - $ - $ - 0%
1200 - 1299 Benefits - - - -
2000 - 7599 Operating 4,025,964 5,118,918 (7,340) 4,982,096 (129,482) -3%
8000 - 8999 Capital 1,301,531 - - -
9000 - 9699 Debt Service -
9900 - 9999 Transfers 3,313,866 3,974,180 208,720 4,677,588 494,688 12%
Total All Categories $ 8,641,361 $ 9,093,098 $ 201,380 $ 9,659,684 $ 365,206 4%
Division
8910 Insurance $ 3,803,689 $ 3,468,740 $ 3,193,893 $ (274,847) -8%
8920 City Band 6,000 6,000 6,000 $ - 0%
8940 Other/Contingencies 68,482 1,570,000 (8,840) 1,700,000 $ 138,840 9%
8960 Transfers 3,313,866 3,974,180 208,720 4,677,588 $ 494,688 12%
8970 Senior Transportation 68,711 74,178 76,403 $ 2,225 3%
8980 General 1,380,613 - 1,500 5,800 $ 4,300 287%
Total All Divisions $ 8,641,361 $ 9,093,098 $ 201,380 $ 9,659,684 $ 365,206 4%
EXPENDITURES BY FUND
Fund
010 General Fund $ 953,540 $ 2,642,643 $ 201,380 $ 3,374,174 $ 530,151 19%
103 Permissive Medical Levy Fund 1,523,464 1,803,267 1,853,073 $ 49,806 3%
104 Liability Insurance Fund 384,705 413,040 424,662 $ 11,622 3%
105 PERS Pension Fund 381,867 413,713 425,340 $ 11,627 3%
106 Police Pension Fund 416,319 428,626 442,749 $ 14,123 3%
107 Fire Pension Fund 224,549 295,434 303,361 $ 7,927 3%
129 Special Projects 30,873 - - $ - 0%
131 Beautification of Bozeman 3,759 - 5,800 $ 5,800 100%
175 Senior Transportation 68,711 74,178 76,403 $ 2,225 3%
185 Insurance Proceeds - 232,000 - $ (232,000) -100%
558 City Hall Remodel 1,304,802 - - $ - 0%
720 Employee Health Insurance 3,321,921 2,790,197 2,754,122 $ (36,075) -1%
860-881 Pass Through Arts Grants 26,851 - - $ - 0%
Total All Funds $ 8,641,361 $ 9,093,098 $ 201,380 $ 9,659,684 $ 365,206 4%
EXPENDITURES BY DIVISION
City Manager’s Recommended Budget FY10 216 City of Bozeman, Montana
NON-DEPARTMENTAL
___________________________________________________________
FY 10 BUDGET HIGHLIGHTS
The budget includes the following general fund items:
• General fund contributi on to the band $6,000.
• Contingency appropr iation $150,000.
• Transfer to Police & Fire (state contribut ions to retirement systems) $1,550,000.
The budget includes the following Special Revenue Fund items:
• Transfer from Permissive Medical Levy Fund to the General Fund $1,853,073.
• Transfer from the PERS Special Rev enue Fund to the General Fund $425,340.
• Transfer from the Police Pension Specia l Revenue Fund to the General Fund
$442,749.
• Transfer from the Fire Pension Spec ial Revenue Fund to the General Fund
$303,631.
• Transfer from the Liability Insurance S pecial Revenue Fund to the General Fund
$424,662.
• Mill levy for senior transportation $76,403.
The budget includes the following Heal th Medical Insurance Fund items:
• Appropriation authority of $2,754,122 for health/medical claims and an adminis-
trative cost allocation.
City Manager’s Recommended Budget FY10 217 City of Bozeman, Montana
G.O. BONDS DEBT SERVICE
___________________________________________________________
PROGRAM DESCRIPTION
The General Obligation Bond division accoun ts for debt service payments associated
with the transportation general obligation bonds.
The $5 million transportation gene ral obligation bonds were so ld 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.
FY 08 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.
City Manager’s Recommended Budget FY10 218 City of Bozeman, Montana
G.O. BONDS DEBT SERVICE
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime $ - 0%
1200 - 1299 Benefits - 0%
2000 - 7599 Operating 9,184 - - 0%
8000 - 8999 Capital - 0%
9000 - 9699 Debt Service 721,920 732,202 731,622 (580) 0%
9900 - 9999 Transfers
Total All Categories $ 731,104 $ 732,202 $ - $ 731,622 $ (580) 0%
EXPENDITURES BY DIVISION
Division
9310 G.O. Bonds $ 731,104 $ 732,202 $ 731,622 $ (580) 0%
Total All Divisions $ 731,104 $ 732,202 $ - $ 731,622 $ (580) 0%
EXPENDITURES BY FUND
Fund
301 Library Bonds $ 312,760 $ 316,886 $ - $ 315,486 $ (1,400) 0%
302 Transportation Bonds 418,344 415,316 416,136 $ 820 0%
Total All Funds $ 731,104 $ 732,202 $ - $ 731,622 $ (580) 0%
City Manager’s Recommended Budget FY10 219 City of Bozeman, Montana
SID REVOLVING FUND
___________________________________________________________
PROGRAM DESCRIPTION
The SID Revolving Fund was established purs uant 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 dist rict or districts for any
purpose may in its discretion create, establis h, and maintain by ordinance a fund to be
known and designated as the special improvem ent district revolving fund in order to
secure prompt payment of any special impr ovement 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
• 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.
• To meet the requirements of state law.
City Manager’s Recommended Budget FY10 220 City of Bozeman, Montana
SID REVOLVING FUND
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & 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 $ - $ - $ - $ - $ -
City Manager’s Recommended Budget FY10 221 City of Bozeman, Montana
SID & TIF BONDS 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 dist rict 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
FY 10 BUDGET HIGHLIGHTS
• The budget includes appropriation authorit y necessary for the anticipated repay-
ment of SID & TIF bonds principal and interest.
City Manager’s Recommended Budget FY10 222 City of Bozeman, Montana
SID & TIF BONDS DEBT SERVICE
___________________________________________________________
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY CATEGORY
Category
1000 - 1199 Salaries & Overtime
1200 - 1299 Benefits
2000 - 7599 Operating 90,175
8000 - 8999 Capital
9000 - 9699 Debt Service 1,830,617 1,916,222 1,916,222
- 0%
9900 - 9999 Transfers
Total All Categories $ 1,920,792 $ 1,916,222 $ - $ 1,916,222
$
- 0%
EXPENDITURES BY DIVISION
Division
9710 SID Bonds $ 1,504,269 $ 1,500,000 $ 1,500,000
$
- 0%
9720 TIF Bonds 416,523 416,222 416,222
$
-
Total All Divisions $ 1,920,792 $ 1,916,222 $ - $ 1,916,222
$
- 0%
EXPENDITURES BY FUND
Fund
310…444 S.I.D. Bond Funds $ 1,504,269 $ 1,500,000 $ - $ 1,500,000
$
- 0%
305 Downtown TIF Bonds 416,523 416,222 416,222
$
-
Total All Funds $ 1,920,792 $ 1,916,222 $ - $ 1,916,222
$
- 0%
City Manager’s Recommended Budget FY10 223 City of Bozeman, Montana
APPENDIX INDEX
CAPITAL EXPENDITURES SUMMARY
PAGE 224
WATER & WASTEWATER RATE INCREASES
225
US CONSUMER PRICE INDEX
226
TRANSPORTATION GO BOND DEBT SCHEDULE
227
LIBRARY GO BOND #1 DEBT SERVICE SCHEDULE
228
LIBRARY GO BOND #2 DEBT SERVICE SCHEDULE
229
LYMAN CREEK #1 & #2 RE VENUE BOND SCHEDULE
230
DOWNTOWN TAX INCREMENT BOND SCHEDULE
231
GLOSSARY OF KEY TERMS
232
City Manager’s Recommended Budget FY10 224 City of Bozeman, Montana
FY10 Recommended Capital Expenditures
** Note: Some Capital Projects are budged as "Contracted Services" and don't appear on this list.
Information Technology Computer Hardware: Switch Replacements 25,000
Computer Software : Server Licenses 12,600
Computer Software : Desktop Licenses 9,000
Cisco Management Console 6,000
Police Patrol Vehicle Replacement Program 48,880
Mobile Data Terminals 18,000
Fire Mobile Data Terminals 15,000
Training Facility 74,880
Cemetery Flex Fuel Pickup Truck (replacement) 25,000
Mower Replacement Program 13,000
Parks Flex Fuel Pickup Trucks (replacement) 50,000
Park Improvement Grants 100,000
Library Radio Frequency Materials System 134,000
Recreation Swim Center UV Disinfection System 55,000
Streets Overlay Project (Thompson Addition area) 300,000
Pedestiran Ramps 25,000
Thermoplastice Lane Marking Upgrades 25,000
Curb/Gutter/Sidewalk Replacements 50,000
2 Street Sweepers (MACI program purchases) 45,000
2 Graders (lease) 50,000
Bike Lane Sweeper (lease) 25,000
Median & Boulevard Mtc 30,000
Bike Lane Improvements 25,000
Small Equipment Cover 5,000
Forestry Chip Truck 70,304
Computer Hardware 8,000
Office Equipment & Furniture 6,900
Shop Complex 100,000
Street Impact Fees Right of Way Acquisition 100,000
Durston Road 500,000
Water Plant Plant Design & Engineering 901,668
Sourdough Creek Dam (FY08 CIP) 50,000
Water Operations Shops Complex 451,600
Lyman Creek Water Main Imps (Share) 33,000
Insulation of Lower Yards Building 12,500
Water Impact Fees Plant Design & Engineering 392,643
Lyman Creek Intake Improvements (FY08 CIP) 500,000
Wastewater Operations Dump Truck 93,600
Shops Complex 451,600
Insulation of Lower Yards Building 12,500
Wastewater Plant WRF Plant Construction 14,066,324
Wastewater Impact Fees WRF Plant Construction 4,725,000
Solid Waste Collection Flex Fuel Truck 25,000
Landfill Addition (FY08 & FY09 CIP) 300,000
TOTAL 23,966,999
City Manager’s Recommended Budget FY10 225 City of Bozeman, Montana
Water & Wastewater Utility Rate Increases (Decreases)
Calendar Year Water Rates Wastewater Rates
1989 7.0% 12.0%
1990 6.5% 10.5%
1991 4.5% 9.0%
1992 ‐ ‐
1993 ‐ 9.5%
1994 5.0% 9.5%
1995 ‐ 12.0%
1996 4.0% 4.0%
1996 Surcharge ‐ 25.0%
1997 ‐ ‐
1998 Surcharge ‐ 20.0%
1998 3.0% 3.0%
1999 7.0% 28.0%
2000 3.0% ‐
2001 7.0% 3.0%
2002 ‐ ‐
2003 6.0% ‐
2004 ‐ ‐
2005 10.0% 15.0%
2006 10.0% 10.0%
2007 ‐ 5.0%
2008 ‐ 9.0%
2009 RECOMMENDED 3.2% 10.2%
City Manager’s Recommended Budget FY10 226 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, Un adjusted, Urban Consumers (CPI-U)
Source: Bureau of Labor St atistics, US Dept of Labor
Year Ending December, CPI-U % Change
1998 166.8 1.6%
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%
Consumer Price Index, WESTERN STATES — All Items, Unadjusted, Urban Con-
sumers (CPI-U). Source: Bureau of Labor Statistics, US Dept of Labor
ANNUAL CPI-U Western % Change
1998 164.4 1.9%
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%
The City’s Living Wage Ordinance bases in crease on the CPI-U for Western States.
City Manager’s Recommended Budget FY10 227 City of Bozeman, Montana
CITY OF BOZEMAN
TRANSPORTATION G.O. BONDS REFUNDING
DEBT SERVICE SCHEDULE
Payment Principal Interest In terest 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 $3,480,0 00 $792,955 $4,272,955
City Manager’s Recommended Budget FY10 228 City of Bozeman, Montana
CITY OF BOZEMAN
G. O. BOND-LIBRARY #1
DEBT SERVICE SCHEDULE
Payment Principal Interest In terest 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
City Manager’s Recommended Budget FY10 229 City of Bozeman, Montana
CITY OF BOZEMAN
G. O. BOND-LIBRARY #2
DE BT SERVICE 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
City Manager’s Recommended Budget FY10 230 City of Bozeman, Montana
CITY OF BOZEMAN
LYMAN CREEK WATER REVENUE BONDS
DEBT SERVICE SCHEDULE
PHASE II
Payment Principal Interest Semi-Annual Principal
Date Payment Payment Payment Balance
$316,712
November 23,1996 $7,272 $7,759 $15,031 309,441
May 23, 1997 7,450 7,581 15,031 301,991
November 23,1997 7,632 7,399 15,031 294,359
May 23, 1998 7,819 7,212 15,031 286,539
November 23,1998 8,011 7,020 15,031 278,528
May 23, 1999 8,207 6,824 15,031 270,321
November 23,1999 8,408 6,623 15,031 261,913
May 23, 2000 8,614 6,417 15,031 253,299
November 23,2000 8,825 6,206 15,031 244,474
May 23, 2001 9,041 5,990 15,031 235,432
November 23,2001 9,263 5,768 15,031 226,169
May 23, 2002 9,490 5,541 15,031 216,679
November 23,2002 9,722 5,309 15,031 206,957
May 23, 2003 9,961 5,070 15,031 196,996
November 23,2003 10,205 4,826 15,031 186,792
May 23, 2004 10,455 4,576 15,031 176,337
November 23,2004 10,711 4,320 15,031 165,626
May 23, 2005 10,973 4,058 15,031 154,653
November 23,2005 11,242 3,789 15,031 143,411
May 23, 2006 11,517 3,514 15,031 131,893
November 23,2006 11,800 3,231 15,031 120,094
May 23, 2007 12,089 2,942 15,031 108,005
November 23,2007 12,385 2,646 15,031 95,620
May 23, 2008 12,688 2,343 15,031 82,932
November 23,2008 12,999 2,032 15,031 69,932
May 23, 2009 13,318 1,713 15,031 56,615
November 23,2009 13,644 1,387 15,031 42,971
May 23, 2010 13,978 1,053 15,031 28,992
November 23,2010 14,321 710 15,031 14,672
May 23, 2011 14,672 359 15,031 0
TOTALS $316,712 $134,220 $450,932
City Manager’s Recommended Budget FY10 231 City of Bozeman, Montana
CITY OF BOZEMAN
DOWNTOWN TAX INCREMENT BONDS
DEBT SERVICE SCHEDULE
PAYMENT
DATE PRINCIPAL INTEREST
PRINCIPAL
BALANCE
PAYMENT
DATE PRINCIPAL INTEREST
PRINCIPAL
BALANCE
6,270,000 July 1, 240,000 92,051 3,525,000
July 1, 2008 270,000 73,111 6,000,000 January 1, 2022 92,051
January 1, 2009 73,111 July 1, 250,000 86,651 3,275,000
July 1, 150,000 137,644 5,850,000 January 1, 2023 86,651
January 1, 2010 137,644 July 1, 260,000 80,901 3,015,000
July 1, 155,000 134,644 5,695,000 January 1, 2024 80,901
January 1, 2011 134,644 July 1, 275,000 74,791 2,740,000
July 1, 160,000 131,544 5,535,000 January 1, 2025 74,791
January 1, 2012 131,544 July 1, 290,000 68,191 2,450,000
July 1, 165,000 128,344 5,370,000 January 1, 2026 68,191
January 1, 2013 128,344 July 1, 300,000 61,014 2,150,000
July 1, 175,000 125,044 5,195,000 January 1, 2027 61,014
January 1, 2014 125,044 July 1, 315,000 53,589 1,835,000
July 1, 180,000 121,544 5,015,000 January 1, 2028 53,589
January 1, 2015 121,544 July 1, 330,000 45,793 1,505,000
July 1, 190,000 117,944 4,825,000 January 1, 2029 45,793
January 1, 2016 117,944 July 1, 350,000 37,625 1,155,000
July 1, 195,000 114,144 4,630,000 January 1, 2030 37,625
January 1, 2017 114,144 July 1, 365,000 28,875 790,000
July 1, 205,000 110,244 4,425,000 January 1, 2031 28,875
January 1, 2018 110,244 July 1, 385,000 19,750 405,000
July 1, 210,000 106,144 4,215,000 January 1, 2032 19,750
January 1, 2019 106,144 July 1, 405,000 20,250 -
July 1, 220,000 101,786 3,995,000
January 1, 2020 101,786 TOTAL Principal $6,270,000
July 1, 230,000 97,111 3,765,000
January 1, 2021 97,111
TOTAL Interest Paid
City Manager’s Recommended Budget FY10 232 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 expendi-
tures 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, Prop-
erty values are established by the Montana Department of Reve-
nue.)
ASSET Resources owned or held by a government which have monetary
value.
AVAILABLE
(UNDESIGNATED)
FUND BALANCE Refers to the funds remaining from the prior years which are avail-
able for appropriation and expenditure in the current year.
BOND A written promise to pay a sum of money on a specific date at a
specified interest rate. The most common types of bonds are gen-
eral 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.
City Manager’s Recommended Budget FY10 233 City of Bozeman, Montana
BUDGET CALENDAR The schedule of key dates or milestones which the City follows in
the preparation, adoption, and administration of the budget.
BUDGET MESSAGE The opening section of the budget which provides the City Com
mission and the public with a general summary of the most impor
-tant 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 accor-
dance with an approved budget for the purpose of keeping expen-
ditures within the limitations of available appropriations and avail-
able revenues.
CAPITAL BUDGET The Capital Budget comprises the capital improvements that are
funded in the current budget year.
CAPITAL EXPENDITURES The item has a unit cost over $5,000, benefits future periods, has a
normal useful life of 1 year or more, has an identity that does not
change with use (i.e., retains its identity throughout its useful life),
and s identifiable and can be separately accounted for. Improve-
ments to existing assets must add life and value to be included as
a capital item.
CAPITAL IMPROVEMENTS Expenditures related to the acquisition, expansion, or rehabilitation
of an element of the government’s physical plant; sometimes re-
ferred 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 an-
nually 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.
City Manager’s Recommended Budget FY10 234 City of Bozeman, Montana
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.
CONTINGENCY A budgetary reserve set aside for emergencies or unforeseen ex-
penditures 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 permit-
ted.
DEBT RATIO Ratios which provide a method of assessing debt load and the abil-
ity 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 inter-
est.
DEBT SERVICE FUND
REQUIREMENT The amounts of revenue which must be provided for a Debt Ser-
vice 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 Fi-
nance Officers Association to encourage governments to prepare
effective budget documents.
City Manager’s Recommended Budget FY10 235 City of Bozeman, Montana
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 gen-
eral public on a continuing basis be financed or recovered primarily
through user charges.
ESTIMATE The most recent prediction of current year revenue and expendi-
tures. Estimates are based upon many months of actual expendi-
ture and revenue information and are prepared to consider the im-
pact 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 re-
cording 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 As used in the budget, the excess of resources over expenditures.
The beginning fund balance is the residual funds brought forward
from the previous fiscal year. Also defined as current assets minus
current liabilities in a governmental fund.
GAAP See Generally Accepted Accounting Principles.
City Manager’s Recommended Budget FY10 236 City of Bozeman, Montana
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 an-
other. The contribution is usually made to aid in the support of a
specified function (e.g. public safety or drug enforcement,) but is
sometimes for general purposes.
IMPROVEMENT DISTRICT Special assessment districts formed by property owners who de-
sire and are willing to pay for mutually enjoyed improvements such
as lighting or street maintenance .
INFRASTRUCTURE Facilities that support the daily life and growth of the city, for exam-
ple, 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 pro-
vided 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 ma-
chinery.
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.
City Manager’s Recommended Budget FY10 237 City of Bozeman, Montana
LONG-TERM DEBT Debt with a maturity of more than one year after the date of issu-
ance.
MANDATE Legislation passed by the state or federal government requiring
action or provision of services and/or programs by the City. Exam-
ples 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 as-
sessed valuation.
OBJECT As used in expenditure classification, this term applies to the article
purchased or the service obtained (as distinguished from the re-
sults obtained from expenditures). Examples are personnel ser-
vices, 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 pro-
vide basic governmental services. The operating budget contains
appropriations for such expenditures as personnel, supplies, utili-
ties, 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 con-
stitutional 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 govern-
mental units which either overlap it or underlie it. The debt is gen-
erally apportioned based on relative assessed value.
PAYMENT IN LIEU
OF TAXES Also referred to as PILT. Payments made in lieu of taxes from an-
other government or entity.
PERFORMANCE BUDGET A budget that focuses on departmental goals and objectives rather
than line items, programs, or funds. Workload and unit cost data
are collected in order to assess effectiveness and efficiency of ser-
vices.
PERSONNEL SERVICES Items of expenditures in the operating budget for salaries and
City Manager’s Recommended Budget FY10 238 City of Bozeman, Montana
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 Commis-
sion) requiring less legal formality than an ordinance or statute.
RESOURCES Total amounts available for appropriation including estimated reve-
nues, 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 proj ect 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 ac-
cidental 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 as-
sessments 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 speci-
fied purposes.
STATE SHARED REVENUE Revenues levied and collected by the state but shared with local
governments as determined by state government. Entitlement
funds received by the City form the state of Montana is the largest
State Shared Revenue.
TAXES Compulsory charges levied by a government for the purpose of
financing services performed for the common benefit. This term
does not refer to specific charges made against particular property
for current or permanent benefits, such as special assessments.
TIF Tax Increment Financing; A method of using incremental in-
creases in property tax values to fund the improvements or efforts
of a designated area.
City Manager’s Recommended Budget FY10 239 City of Bozeman, Montana
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 re-
ceived for the number of burglaries to be investigated.)
WRF Water Reclamation Facility; commonly referred to in the past as a
Wastewater Treatment Plant.