HomeMy WebLinkAboutFiscal Year 2004 Approved Budget, City of Bozeman City of Bozeman, Montana
City
Budget Recommendation
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Fiscal Year 2003 - 2004
CITY OF BOZEMAN, MONTANA
FISCAL YEAR 2003-2004
ANNUAL OPERATING AND CAPITAL IMPROVEMENT BUDGET
CITY COMMISSION
Steven R. Kirchhoff, Mayor
Jarvis H. Brown, Commissioner
Andrew L. Cetraro, Commissioner
Lee Hietala, Commisioner
Marcia B. Youngman, Commissioner
Robin L. Sullivan, Clerk of Commission
Clark V. Johnson, City Manager
Miral D. Gamradt, Administrative Services Director
PUBLIC REVIEW
This document is available for review by the public in the office of the Clerk of Commission of the City of
Bozeman during regular business hours (8 a.m. to 5 p.m. Monday through Friday). Copies of this document
are also available in the Bozeman Public Library or they may be purchased at City Hall for$30.
The public is encouraged to attend all work sessions and the public hearing which is held prior to final
adoption of the budget.
(113
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Bozeman
Montana
For the Fiscal Year Beginning
July 1, 2002
igg;#1 fierC•7 '‘ , n`AlOrJ
President Executive Director
The Government Finance Officers Association of the United States and Canada(GFOA)presented an award
of Distinguished Budget Presentation to the City of Bozeman for its annual budget for the fiscal year
beginning July 1, 2002.
In order to receive this award, a governmental unit must publish a budget document that meets program
criteria as a policy document,as an operations guide,as a financial plan and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
TABLE OF CONTENTS
INTRODUCTION
Transmittal Letter
Vision Statement A-1
Mission Statement A-2
Goals A-3
Goals & Budgetary Response A-4
Fiscal Policy A-11
Financial Structure A-14
The Budget Process A-26
Organization Chart A-31
SUMMARIES
Financial Summary B-1
Mill Levies & Mill Values B-4
Appropriations by Object Graph B-5
Appropriations by Fund Graph B-6
REVENUES
Revenue Estimate Analysis C-1
FUND BALANCE & WORKING CAPITAL
Fund Balance & Working Capital C-4
GENERAL GOVERNMENT
General Government Index D-1
City Commission D-2
City Manager D-8
Municipal Court D-14
City Attorney D-20
Finance Department D-26
Planning D-32
Building Maintenance D-38
PUBLIC SAFETY
Public Safety Index E-1
Police E-2
Fire E-8
Building Inspection E-14
Parking E-20
Joint Dispatch E-26
PUBLIC SERVICES
Public Services Index F-1
Public Services Administration F-2
Streets F-8
Water Plant F-14
Water Operations F-20
Wastewater Operations F-26
Wastewater Plant F-32
Solid Waste Collection F-38
Solid Waste Disposal F-44
Vehicle Maintenance F-50
PUBLIC WELFARE
Public Welfare Index G-1
Cemetery G-2
Parks G-8
Forestry G-14
Library G-20
Recreation G-26
Community Development G-32
OTHER
Other Index H-1
Non-Departmental H-2
G.O Bonds H-6
SID Revolving H-10
SID Bonds H-14
APPENDIX
U.S. Consumer Price Index I-1
U.S. Consumer Price Index Graph 1-2
Transportation G.O. Bonds Debt Service Schedule 1-3
Transportation G.O. Bonds Graph 1-4
Library G.O. Bonds #1 Debt Service Schedule 1-5
Library G.O. Bonds#2 Graph 1-6
Library G.O. Bonds#1 Debt Service Schedule 1-7
Library G.O. Bonds #2 Graph 1-8
Water Revenue Bonds Debt Service Schedule 1-9
Water Revenue Bonds Graph 1-10
Lyman Creek Water Revenue Bonds Debt Service Schedule I-11
Lyman Creek Water Bonds Graph 1-12
Lyman Creek Water Rev Bonds Ph It Debt Sery Schedule 1-13
Lyman Creek Water Bonds Phase 11 Graph 1-14
Legal Debt Margin 1-15
Staffing Summary 1-16
Commission Resolution No. 3580 1-17
Commission Resolution No. 3457 1-20
Commission Resolution No. 3581 1-23
Commission Resolution No. 3582 1-25
Water Rate Increases 1-28
Wastewater Rate Increases 1-29
CTEP 1-30
Glossary of Key Terms 1-32
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CITY OF BOZEAN
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BUDGET MESSAGE
July 17, 2003
Bozeman City Commission:
Transmitted herewith is the City Manager's Recommended Budget for the City of Bozeman for
fiscal year 2003-04. A summary of the budget is discussed below.
The following table depicts projected beginning balances, estimated revenues, recommended
appropriation levels and projected ending balances for fiscal year 2004. The table reflects a decrease in
reserves of $5.9 million. The reduction in reserve levels is almost exclusively attributable to the
expenditure of impact fees. A series of one-time capital improvement projects funded with impact fees,
more fully described later in this letter and in the body of the budget, are the primary reasons for the
reduction in reserve levels. This planned reduction in reserve levels does not present a cause for
concern. Sufficient reserve levels remain in all of the other city funds. Pages B-2 and B-3 of the budget
itemize the financial position of all of the city's funds_
Governmental Fund Proprietary Fund Fldudary
Types Types Fund Types
Total
Special Debt Capital Internal Trust& All
General Revenue Service Project Enterprise Service Agency Funds
Projected Beginning
Fund BalanceiWorking Capital $ 2,943,638 $ 11,554,944 $ 3.468,453 $ 2,505,735 Sr 15.801,442 $ (394,578) $ 574,813 $ 36,454,447
Estimated Revenues 14,871,516 8,553,122 1,660,161 - 14,992,974 3,043,568 14,500 43,135,841
Less Appropriations 15,108,932 14.880,737 1,610,336 - 14,565,036 2,888,898 10,000 49,063,939
Projected Change in
Fund Balance/Working Capital (237,416) (6327515) 49,825 - 427,938 154,670 4,500 (5,928,098)
Projected Ending
Fund Balance/Working Capital $ 2,706,222 $ 5.227,329 $ 3,518,278 $ 2.505,735 $ 16,229,380 $ (239,908) $ 579,313 $ 30526,349
Street address:411 E.Main St. Phone: (406)582-2300
Mailing address:P.O. Box 1230 Fax:(406) 582-2344
Bozeman,Montana 59771-1230 TDD:(406) 582-2301
FY 04 BUDGET
Page 2
FINANCIAL SUMMARY
The FY 04 budget of$49 million represents an increase in overall spending of$1.3 million from
the FY 03 budget or a 2.8 percent increase in total spending. This increase in spending is the net result of
many factors—some of which resulted in expenditure increases and some resulted in expenditure
decreases. The largest single factor, however, is the expenditure of$7.5 million of impact fees. Listed
below is summary of the impact fees which will be expended in fiscal year 2004.
APPROPRIATION OF IMPACT FEES
---------Impact Fee Fund-------
Project Streets Fire Water Wastewater Total
VALLEY CENTER/N 19TH $ 3,610,880 $ 3,610,880
S 19TH AVE(BABCOCK TO KAGY) 1,934,400 1,934,400
TRAFFIC SIGNAL PREEMPTION PROGRAM 156,000 156,000
S 19TH AVE 24"TRUNK WATER MAIN 416,000 416,000
FOWLER/DAVIS 12"TRUNK WATER CATTAIL TO BAXTER 176,800 176,800
BAXTER LANE 12"TRUNK:N 27TH-FOWLER 171,600 171,600
N2/N3 FOWLER/DAVIS TRUNK SEWER 475,280 475,280
WWTP NEW SECONDARY CLARIFIER 562,432 562,432
Total $ 5,545,280 $ 156,000 $ 764,400 $ 1,037,712 $ 7,503,392
The need to construct the improvements is obvious. Substantial improvements to North and
South 19th Street will benefit all of the residents and businesses in our community. The three water trunk
lines, the sewer trunk lines, and the clarifier provide needed capacity expanding improvements which will
enhance the utility operations of the water and wastewater facilities. The city's use of the collected impact
fees to construct these projects originates in Montana law which was approved by several judicial cases
most recently being the latest decision in our present impact fee litigation.
Not considering impact fees, the FY 04 budget actually results in a reduction in spending of$6.2
million. While it is important and necessary to track total government spending, caution must be
exercised from drawing misleading conclusions from this "macro" type of comparison due to the many
different causes of changes in expenditure levels.
Fiscal year 1998 marked the beginning of a very significant change in the direction of Bozeman
City Government. The city grew rapidly in the 1990's. This growth has translated to ever-increasing
demands on city services. The direction of Bozeman City Government in previous years has been to
address this increased demand on city services with additional employees. From fiscal year 1990 to 1997
total city employees grew by 78 FTE or 43 percent during this 7-year period.
The financial effect of this philosophy resulted in utilizing the majority of increased revenues to sustain the
increased staffing levels. Very little money remained to provide the capital equipment and infrastructure
necessary for the city to carry out its responsibilities.
The fiscal year 1998 budget changed this trend. Total city employees were actually reduced in
FY 98 for the first time in over a decade. The FY 04 budget includes a net increase of 2 FTE over FY 03
levels. This net change results from a new employee in the Personnel Department, a new employee in
Municipal Court which will be dedicated to the collection of delinquent accounts, a janitorial position
FY 04 BUDGET
Page 3
replacing contracted services costs, and the reduction of 1 FTE in the Wastewater Plant which has not
been filled for several years. The proposed FY 04 budget continues this philosophy of not meeting the
increasing service demands with more employees. Rather, this budget reflects the philosophy of
providing existing employees with the equipment, technology, and infrastructure necessary for them to do
their jobs effectively and efficiently.
This budget represents the sixth year of implementation of the city's first fully-funded Capital
Improvement Program (CIP). The CIP has again been followed in this budget document. The most
recent update of the CIP outlines$52 million in capital spending plans for the city over the next five years.
Of the $52 million in total CIP spending over the next five years, impact fees comprise $23 million. The
lack of a fully-funded CIP in previous years has resulted in the need for the city to play"catch-up" in the
area of capital spending.
Listed below is a discussion of the major funds of the city.
General Fund
The city's general fund is always the most difficult fund to balance and this year is no exception.
General fund departments'demands for resources always exceed the general fund revenue stream. The
general fund is supported primarily through property taxes and the state legislature has placed limits on
the city's ability to raise property taxes. Recent legislative action has now allowed local governments to
increase their levies by 1/2 the rate of inflation,which has provided at least a limited amount of flexibility.
An interesting fact is that departments funded by the general fund are labor intense. That is,
personnel comprise over 60% of the general fund budgets. C onversely, e nterprise funds are capital
intense. Personnel in the enterprise funds in the current year only account for 23% of the b udgets.
Personnel costs are very consistent and predictable. C apital costs are sporadic and s ubject t o wide
variations. It is not uncommon in the enterprise funds to see wide variations in costs and reserve
balances. In the general fund it is far more important to limit the fluctuations in expenditure levels and
reserve balances. Substantial declines in general fund reserves should be avoided, unless they are
attributable to one-time costs that can be eliminated in subsequent years.
Revenues in the general fund are projected to be $14,871,516 while appropriations are
recommended at $15,108,932—resulting appropriations exceeding revenues by $237,416. This
budgeted decline in the general fund balance amounts to slightly over 1% of the general fund revenues,
which is relatively small. Furthermore, we are anticipating ending fiscal year 2003-04 with a general fund ,
balance of$2.7 million,which represents approximately 16%of our general fund expenditure level. Some
municipalities carry a larger general fund reserve, while others carry less. Seldom will general fund
revenues mirror general fund expenditures. There will always be years in which expenditures exceed
revenues as there will be years in which revenues exceed expenditures. We continue to anticipate a
"safe" general fund reserve balance. However, declines in reserve balances should be viewed with
caution. We anticipate that vacancy savings (the difference between budgeted salaries and actual
salaries)will result in savings to at least partially offset the projected decline in the general fund balance.
Water Fund
The working capital balance in the water fund is expected to hold relatively stable after some fairly
sharp declines associated with some large capital projects, including the Lyman Creek Reservoir in FY
03. In FY 04, the budget includes a $2.4 million appropriation to replace the Hyalite transmission main.
This expenditure is supported by an anticipated loan of $2 million from the state. The budget also
includes$364,000 for a 30"bypass at Sourdough Reservoir.
FY 04 BUDGET
Page 4
We have been able to finance most of improvements with current cash flow. Our objective is to
finance regular and routine capital construction projects with cash,to the extent possible. We have been
successful in accomplishing some major renovation projects without incurring a substantial amount of
debt. The CIP calls for increasing FY 04 water rates by 5%.
Wastewater Fund
We expect the working capital level in the wastewater fund to increase by $634,109 in FY 04,
resulting in a projected working capital balance of $2,26715.. A large portion of the EPA projects were
completed in FY 03 with the balance of the projects anticipated to be substantially completed in FY 04.
We anticipate being able to drop the wastewater rates by approximately 37% next year, once the EPA
projects have been completed and the city has met it matching requirements for the grant funds.
Solid Waste Fund
The solid waste fund remains in very good financial condition. The estimated balance in the fund
at the end of fiscal year 2004 is$4.3 million. The FY 04 budget includes $100,000 of engineering fees for
the transfer station. The balance in the fund will be used to construct the transfer station in FY 05.
At the end of FY 02, the city had $2,425,024 set aside, which is anticipated to fully fund our
financial assurance liability relating to closure and post-closure care of the landfill. Capital funds in future
years, beyond that needed to meet on-going operating costs,will be used to finance an alternative to the
existing landfill operations.
PRIORITIES AND ISSUES FOR THE YEAR
Current trends in the Bozeman economy can be characterized as continued growth and expansion.
Our economic growth translates to greater demands on local government services. We have been
experiencing significant increases in the demand for services in many areas including transportation,
planning, zoning, engineering, building inspection, water, wastewater, solid waste disposal, and
administration. Previous budgets have addressed these demands with additional staff and operating
costs. The proposed budget addresses these increased demands with additional equipment,
infrastructure, and technology improvements.
Listed below is a summary of the major issues addressed in the budget and issues of interest to
the Commission.
GENERAL GOVERNMENT
• City Commission. The budget includes $2,000 for neighborhood councils, $1,000 for
neighborhood projects, $60,000 for a "Big Box" impact study, $24,000 for a primary and
general election, $3,500 for a recording system for the Commission room, and $5,000 for
a computer enhanced records system.
FY 04 BUDGET
Page 5
• City Manager. The budget includes $50,000 for completion of the phone system, $14,000
for a Web/GIS server, $7,500 for disaster recovery associated with the city's network, as
well as other technology improvements. The city's Information Technology Department
now has spending authority for all general fund department's computer acquisitions and
replacement. The decision when to replace personal computers will be made by the IT
Department.
• Municipal Court. The budget includes an additional employee to work solely on the
collection of delinquent fines, $50,000 for public defenders; $12,500 for substitute Judges
and$10,000 for juror and witness fees.
• City Attorney. The budget includes $49,000 for a contracted prosecutor. This has freed
up another attorney which was previously devoted to prosecution. The budget also
includes $22,000 of contracted services relating to outside counsel. In the event actual
outside counsel exceeds this amount, a budget amendment will be submitted to the
Commission.
• Finance Department. The budget includes the general fund share of audit costs of
$17,450; $47,150 for the maintenance contract on the mainframe software; $5,000 for
temporary services and$5,000 for HTE training.
• Planning. The planning and zoning budgets have been combined into one called planning.
The budget includes: $40,000 for a d esign objective p Ian u pdate, $16,640 for a new
copier, $18,500 for front office and conference room furniture.
• Building Maintenance. The budget includes numerous repair projects identified on page
D-41.
PUBLIC SAFETY
• Police. The budget includes: $74,227 for three new police cars; $190,162 related to the
expenditure of the remaining domestic violence grant;$38,500 for the police department's
share of repair and maintenance costs of the Law&Justice Center; $20,000 for bookings
at Gallatin County; and$35,400 for animal control shelter costs.
• Fire. The budget includes $156,000 for a traffic signal preemption program funded with
Fire Impact Fees.
• Building Inspection. The budget includes $5,000 for contracted plan reviews, $5,000 for
software maintenance, and$26,000 for a replacement vehicle in accordance with the CIP.
• Parking. T he b udget i ncludes $5,000 for s oftware conversion, $10,000 for parking lot
improvements, $7,000 for snow removal, and $15,000 for a new parking/animal control
vehicle.
• Joint Dispatch Services. The budget includes a 5% increase in the city contribution to
Joint Dispatch from $437,000 to 458,850.
FY 04 BUDGET
Page 6
PUBLIC SERVICES
• Public Services Administration. The budget includes $2,500 for additional GIS
infrastructure layers, $15,000 for concrete testing for new sidewalks and repairs, $12,500
for the city's share of the 2001 sidewalk program, $42,500 for the city's share of the 2003
sidewalk program, $17,500 for contract snow removal, and a new $50,000 annual
allocation for bike paths.
• Streets. The budget includes a total of$1,181,226 of contracted services funds from the
street maintenance district fund, gas tax, safety projects and Community Transportation
Enhancement Program (CTEP). These projects are itemized on page F-11. The budget
also includes $88,400 for a dump t ruck with plow and sander, $58,250 for an asphalt
patching machine, and $25,000 for a pickup replacement. Appropriation authority is
provided for the unexpended balance o f t he S pecial Projects funds. The budget also
includes$5,545,280 of appropriation authority for street impact fees as itemized below.
Impact Fees:
VALLEY CENTER/N 19TH 3,610,880
S 19TH AVENUE(BABCOCK TO KAGY) 1,934,400
Total $ 5,545,280
• Water Plant. The budget includes $2,433,600 for the Hyalite Transmission main
replacement, $364,000 for a 30" Bypass at Sourdough Reservoir, $50,000 for a Water
Conservation Program, and$125,000 for a water facility plan.
• Water Operations. The budget includes$90,000 for CIP engineering costs, $75,000 for a
Water Facility Plan, and $24,800 for a storage shed at the lower yard.
Also included is a$764,400 appropriation of impact fee funds itemized below.
IMPACT FEES:
S 19TH AVE 24"TRUNK WATER MAIN $ 416,000
FOWLER/DAVIS 12"TRUNK WATER CATTAIL TO BAXTER 176,800
BAXTER LANE 12"TRUNK N 27TH-FOWLER 171,600
• Wastewater Operations. The budget includes $75,000 for a wastewater facility plan
update, $37,961 for a 1-ton with a hoist, $62,400 for a sewer bypass pump, and
$1,144,000 for priority 2 sewer rehab construction.
The budget also includes the appropriation of $1,037,712 of wastewater impact fees
itemized below.
IMPACT FEES
N2/N3 FOWLER/DAVIS TRUNK SEWER 475,280
WWTP NEW SECONDARY CLARIFIER 562,432
• Wastewater Plant. The budget includes $125,000 for a wastewater facility plan update,
$79,560 for roof repairs, and $22,000 for a lagoon dredge.
FY 04 BUDGET
Page 7
• Solid Waste Collection. The budget includes $170,331 for a new rear-load garbage truck
with packer and$61,886 for a recycling trailer.
• Solid Waste Disposal. The budget includes $261,574 for numerous contracted services
projects. The projects are itemized on page F-47. Also included is $100,000 of
engineering fees for the transfer station, $60,000 for a scale for the recycling building, and
$30,000 for a stacking conveyor for recycling products.
• Vehicle Maintenance: The budget includes$36,501 for a one-ton service truck, $8,000 for
a hose replacement program, and $5,500 for a hydraulic filtering system.
PUBLIC WELFARE
• Cemetery. The budget includes $10,000 for turf mower replacement and $90,000 for
Buttonwood gate improvements.
• Parks. The budget includes $150,000 for continued implementation of the Parks Master
Plan; $5,000 for park master plans for unplanned parks, and $16,000 for the expenditure
of Fish Wildlife and Parks funds.
• Forestry. The budget includes $29,120 for a pickup, $31,200 for a storage building,
$5,500 to continue the cost share planting program, and $10,000 to address sight triangle
encroachments.
• Library. The budget includes $109,000 for the book budget and $77,222 of numerous
contracted services itemized on page G-23.
• Recreation. The budget includes$42,000 for a new computerized activity and registration
pass system.
OTHER
• Non-Departmental. The budget includes $100,000 of contingency funds, $271,592 of
general fund subsidy to the Planning function, $2.4 million for employee health insurance,
and several inter-fund transfers itemized on page H-5.
Personnel
The proposed budget contains average combined employee salary and longevity increases of
approximately 4 percent for fiscal year 2003-04.
The recommended budget includes an increase in full-time equivalent employees (FTE) from
286.84 to 288.84 or 2.00 additional FTE. The following table summarizes the staffing changes included in
the 2004 recommended budget.
FY 04 BUDGET
Page 8
STAFFING CHANGES
Change
Department in FTE
Personnel Assistant 1.00
Municipal Court Clerk 1.00
Janitor 1.00
City Service Worker-WWTP (1.00)
Total Change in FTE 2.00
Revenues
A summary of all revenues for the city are shown on page B-1. This summary is supported by a
listing of revenues for each fund of the city on pages B-2 and B-3. Finally, the budget contains a Revenue
section which shows the trend in several major revenue sources over a ten-year period.
CAPITAL BUDGET
The city's Capital Budget (capital improvements funded in the current y ear), i s i ncluded i n t his
document together with the regular operating budget. The narrative section accompanying each
department includes an explanation of capital improvement items contained in the fiscal year 2004
appropriation.
The city also produces a Capital Improvements Program (CIP) document separate and apart from
the Annual Operating Budget. Unlike the Capital Budget, the CIP is a multi-year capital improvements
plan that forecasts, but does not obligate,future spending for all anticipated capital projects.
A natural consequence of capital improvement projects(unlike the normal operating budget)is that
they frequently do not begin and end within the same fiscal year. Rather, in the case of construction
projects,they will routinely begin and end in different fiscal years.
Therefore, the appropriation ordinance includes a provision that the unexpended balance at the
end of the year for any incomplete CIP project is automatically re-appropriated the following fiscal year.
This provision will allow the financing of a CIP project to cross fiscal years without requiring a re-
FY 04 BUDGET
Page 9
appropriation of the unexpended balance. In those cases where we can predict the unexpended balance,
the specific projects are rebudgeted in the proposed budget.
Mill Levy
The total mill levy for fiscal year 2003-04 has been recommended at 163.00 mills as compared to
154.21 mills last year,or an increase of 8.79 mills. State law exempts certain levies from the mill levy
cap, including: voted levies,judgment levies, emergency levies, protested tax levies, and levies imposed
under HB 409 for health insurance. The remaining tax levies are subject to property tax limitations. State
law now allows these levies to increase at Y2 the rate of inflation for the previous three years. Therefore,
levies may increase by 1.27% of our overall mill levy. The changes to the city's property tax levy for FY
04 are itemized below.
Item Mills
Levies Exempt from Limitation
Change in Library G.O. Bond Levy 2.66
Change in Transportation G. 0 Bond Levy -7.70
Change in Emergency Levy -2.00
Change in Health Insurance Levy 8.32
Change in Fire Truck & Related Equipment Levy 6.00
Levies Subject to Limitation
All Other Levies 1.51
Net Change in Total Levy 8.79
The final mill levy will be dependent upon the actual mill valuation and new construction numbers
the city will receive from the Department of Revenue in July.
The SID revolving fund levy will remain at-0-mills for FY 04. State law requires the city to maintain
a balance in the SID revolving fund equal to five percent of the outstanding special improvement district
bonds. The city will continue to meet the legal requirements of the SID revolving fund without any levy for
FY 04.
Acknowledgements
As you read each department's objectives and performance measure page you will observe
different types of measures used. Some are "outcome" orientated, many are "output" orientated. Some
FY 04 BUDGET
Page 10
are quantitative and some are qualitative. These measures were written by the members of the
department and reflect how the department wanted to communicate to the reader their performance.
This is a learning process.Traditionally the City has emphasized inputs (people's labor and dollars)
in the budget. It is our plan to learn more about how to maintain our high quality programs and improve
others through the use of measurements and standards. Because of the variation in styles used in this
budget, some extra effort may be required by the reader to get a clear understanding of some of the
measures. If you have questions we encourage you to contact any specific department.
Growth acknowledgment brings one kind of budget pressure- serving a larger population with the
same or better level of service with slowly growing marginal revenues. No growth brings its own budget
pressures - providing acceptable levels of service with fewer dollars or dollars losing value because of
inflation. Over the past several years and continuing in FY 2003 the city staff and commission are dealing
with the effects of growth while insuring we can financially deal with a change to no-growth.
Each department and division head, and every employee in our system has dedicated their self to
focusing on performance and providing continued high quality levels of service within the boundaries of
our existing resources. In 2004, their compensation will be directly related to their performance and the
market. Every page of this budget book is a reflection of individual effort towards team success.
Sincerely,
Clark V.Johnson
City Manager
CITY OF BOZEMAN
VISION STATEMENT
Bozeman,
Montana :
The most
livable place.
CITY OF BOZEMAN
MISSION STATEMENT
To enhance the
quality of life
through
excellence in
public service.
CITY OF BOZEMAN
GOALS
• Encourage and promote opportunities for
citizenship.
• Provide and communicate quality
customer service.
• Build a strong team of staff, elected
officials and citizens.
• Anticipate future service demands and
resource deficiencies and be proactive in
addressing them.
• Develop a visually appealing and
culturally rich community.
• Commit to a strong financial position.
s Provide excellent and equitable public
services which are responsive to the
community within available resources
A-3
GOALS AND BUDGETARY RESPONSE
Throughout the year, the City Commission spends much of its time engaged in a
thoughtful budget process, including the public and members of staff. The process
studies the financial position of the City, researches long-term plans and needs and
listens to constituent visions for the City. From those discussions the Manager builds the
"Managers Recommended Budget." The Commission reviews the prioritized goals and
determines the allocation of resources to meet those goals. The resulting list of priorities
is never all-inclusive, but the list does reflect the areas of emphasis for the coming fiscal
year.
GOAL BUDGETARY RESPONSE
Continue current-level operations. Current-level funding maintains current
appropriations in personnel and
operations. Current-level funding includes
inflationary increases in operations, the
continued commitment to the Capital
Improvements Program and salary
increases as negotiated in bargaining unit
contracts. Maintaining current-level
operations usually consumes most of the
growth of the City's revenue stream. In
this budget maintaining current level
services meant additional personnel.
Allowances have been made to increase
staffing in the office of human resources
and the Municipal Court.
In some cases, service levels may
decrease because of growth. An example
is in street maintenance, more miles of
streets with current personnel and
equipment will result in a reduced ability to
clear snow in a timely manner, fill potholes,
sweep and maintain surfaces.
Another example will be a decrease in our
ability to maintain new formal-park
A-4
GOALS AND BUDGETARY RESPONSE
acreages. In some cases, new spaces will
go unimproved, in others our ability to
maintain formal turf areas will result in
longer cut heights and less of a manicured
appearance. Purchase of large turf
mowers have abated this at current growth
levels. The quality of ice for winter sports
activities will decrease with the addition of
each new rink. This budget encourages
public private partnerships for the
development of parks by increasing the
matching fund program from $75,000 to
$150,000.
A-5
GOALS AND BUDGETARY RESPONSE
GOAL BUDGETARY RESPONSE
Build and Maintain Neighborhood Groups The FYO budget funds a neighborhood
coordinator to support neighborhood
groups and complete establishment of a n
Inter-Neighborhood Council. The City will
continue its work in supporting and
encouraging efforts of neighborhood
groups through the Inter-Neighborhood
Council. The Inter-Neighborhood Council is
a collaborative effort of the neighborhood
groups that encourages "system thinking"
to avoid pushing undesirable situations
and circumstances from one neighborhood
to the next and for making commonly
acceptable recommendations to the
Commission. The City Commission budget
has allocated funds to support printing and
distribution costs of neighborhood
informational flyers and money to support
specific neighborhood projects like
Neighborhood Watch.
In FY04 neighborhoods are further
supported by funding to the Community
Mediation Center. Mediators are available
to help neighbors and developers agree on
new development and changes in the area.
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GOALS AND BUDGETARY RESPONSE
GOAL BUDGETARY RESPONSE
Support Quality Neighborhoods through In FY04, the City Commission will be
Code Compliance encouraging strong neighborhood
organizational groups. The Commission
recognizes that neighborhoods are
enhanced through code compliance. The
Commission intends for the code
enforcement program to include
neighborhood groups with support from the
single Code Compliance Officer in the City.
The code compliance officer will support
neighborhood groups by assisting
neighborhoods to identify code compliance
issues and notifying neighbors that the City
will be concentrating on compliance of
these issues during a certain period. The
code compliance officer will inspect the
neighborhood and issue warnings with a
specific date for corrective action to be
completed. After the specific date the
compliance officer will issue citations for
violations that remain.
A-7
GOALS AND BUDGETARY RESPONSE
GOAL BUDGETARY RESPONSE
Water Conservation The Commission goal is to encourage
water conservation by providing incentives
for conservation activities. During 2001 a
conservation study group concluded that a
loan program be established to loan low
interest money for household renovations
that resulted in water conservation.
Staffing and the loan funding have not
been included in the FY04 budget.
The FY04 budget does contain an
allocation o f$50,000 for a n interior water
conservation plan, $208,000 for a water
facility plan for more efficient production of
water, and $2,433,600 for the construction
of the transmission main for raw water
from Hyalite reservoir to the treatment
plant.
A-8
GOALS AND BUDGETARY RESPONSE
GOAL BUDGETARY RESPONSE
Commitment to Public Health The Commission remains unanimous in
their support to complete the solid waste
transfer station, continue the use of the
current Bozeman Landfill site, and to
remain in the solid waste collection
business.
The Bozeman City Commission has
recognized its role in the stewardship of
our natural resources and this community's
desire to recycle and reduce the amount of
materials p laced i nto s olid waste I andfills.
Recycling, at its best, is a break-even
activity and more often requires
subsidizing. The Commission goal is to
subsidize, when necessary, recycling
efforts through an increase in the cost of
disposing of those items that are not
recycled.
GOAL BUDGETARY RESPONSE
Additional Financial Support to Parks The Commission will support park
development by maintaining the matching
fund program at$150,000.
GOAL BUDGETARY RESPONSE
A viable downtown The Commission, in partnership with the
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GOALS AND BUDGETARY RESPONSE
Parking Commission, the Tax Increment
Financing District, a non-profit group, and
private investors supports the development
of parking, hotels, convention c enter, and
retail business footage in the downtown
area. The Commission has not in this
budget committed public funds beyond
those generated by the TIFD for use in the
project. The Commission does support
allowing some of the project to utilize
public lands that will remain in public
ownership.
GOAL BUDGETARY RESPONSE
Provide needed infrastructure to support This budget contains the appropriation of
growth. $8.2 million in impact fees to build water,
wastewater, and street improvements. A
signal interrupt system for emergency
response will improve response times from
existing stations into new growth areas.
A-10
FISCAL POLICY
The overall goal of the city's fiscal policy is to establish and maintain effective management of the
city's financial resources. Formal policy statements and major objectives provide the foundation
for achieving this goal. Accordingly, this section outlines the policies used in guiding the
preparation and management of the city's overall budget and the major objectives to be
accomplished. In addition, the rationale which led to the establishment of the fiscal policy
statements is also identified.
BUDGETING
1. A comprehensive annual budget will be prepared for all funds expended by the city.
Rationale: State law provides that "no money shall be drawn from the treasury of the
municipality, nor shall any obligation for the expenditure of money be incurred except
pursuant to the appropriation made by the commission." Inclusion of all funds in the
budget enables the commission, the administration, and the public to consider all financial
aspects of city government when preparing, modifying, and monitoring the budget, rather
than deal with the city's finances on a"piece meal" basis.
2. The budget will be prepared in such a manner as to facilitate its understanding by citizens
and elected officials.
Rationale: One of the stated purposes of the budget is to present a picture of the city
government operations and intentions for the year to the citizens of Bozeman. Presenting
a budget document that is understandable to the citizens furthers the goal of effectively
communicating local government finance issues to both elected officials and the public.
3. In addition t o required public hearings, the Commission w ill h old work sessions on the
budget which will be open to the public.
Rationale: Work sessions provide all citizens with a forum for meaningful participation in
the budget process. Work sessions enable citizens to: obtain an understanding of the
A-11
FISCAL POLICY
budget that cannot be acquired by the document itself; provide public input to the
proposed budget; and to monitor the Commission's changes to the proposed budget.
4. Copies of the proposed budget will be made available to citizens and elected officials prior
to the work sessions.
Rationale: Providing citizens with copies of the proposed budget in advance of the work
sessions enables the public to become better informed on the issues facing the
commission and the administration during the budget work sessions.
5. Budgetary emphasis will focus on providing those basic municipal services which provide
the maximum level of services, to the most citizens, in the most cost effective manner, with
due consideration being given to all costs—economic, fiscal, and social.
Rationale: Adherence to this basic philosophy provides the citizens of Bozeman
assurance that its government and elected officials are responsive to the basic needs of
the citizens and that its government is operated in an economical and efficient manner.
6. The budget will provide for adequate maintenance of capital, plant, and equipment and for
their orderly replacement.
Rationale: All governments experience prosperous times as well as periods of economic
decline. In periods of economic decline, proper maintenance and replacement of capital,
plant, and equipment is generally postponed or eliminated as a first means of balancing
the budget. Recognition of the need for adequate maintenance and replacement of
capital, plant, and equipment, regardless of the economic conditions, will assist in
maintaining the government's equipment and infrastructure in good operating condition.
7. The city will avoid budgetary practices that balance current expenditures at the expense of
meeting future years'expenses.
Rationale: Budgetary practices such as postponing capital expenditures, accruing future
years' revenues, or rolling over short-term debt are budgetary practices which can solve
short-term financial problems, however, they can create much larger financial problems for
future administrations and commissions. Avoidance of these budgetary practices will
assure citizens that current problems are not simply being delayed to a future year.
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FISCAL POLICY
8. The city will give highest priority in the use of one-time revenues to the funding of capital
assets or other non-recurring expenditures.
Rationale: Utilizing one-time revenues to fund on-going expenditures results in incurring
annual expenditure obligations which may be unfunded in future years. Using one-time
revenues to fund capital assets or other non-recurring expenditures better enables future
administrations and commissions to cope with the financial problems when these revenue
sources are discontinued, since these types of expenditures can more easily be
eliminated.
9. The city will maintain a budgetary control system to help it adhere to the established
budget.
Rationale: 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.
10. The City will exercise budgetary control (maximum spending authority) through City
Commission approval of appropriation authority for each appropriated budget unit.
Rationale: Exercising budgetary control for each appropriated budget unit satisfies
requirements of state law. It also assists the commission in monitoring current year
operations a nd a cts as an early warning mechanism when departments deviate in any
substantive way from the original budget.
11. Reports comparing actual revenues and expenditures to budgeted amounts will be
prepared monthly.
Rationale: The city's budget is ineffective without a system to regularly monitor actual
spending and revenue collections with those anticipated at the beginning of the year.
Monthly reports comparing actual revenues and expenditures to budget amounts provide
the mechanism for the Commission and the administration to regularly monitor compliance
with the adopted budget.
A-13
FISCAL POLICY
REVENUES
I. The city will seek to maintain a diversified and stable revenue base.
Rationale: A city dependent upon a few volatile revenue sources, is frequently forced to
suddenly adjust tax rates or alter expenditure levels to coincide with revenue collections.
Establishment of a diversified and stable revenue base, however, serves to protect the city
from short-term fluctuations in any one major revenue source.
2. The city will estimate revenues in a realistic and conservative manner.
Rationale: Aggressive revenue estimates significantly increase the chances of budgetary
shortfalls occurring during the year--resulting in either deficit spending or required
spending reductions. Realistic and conservative revenue estimates, on the other hand,
will serve to minimize the adverse impact of revenue shortfalls and will also reduce the
need for mid-year spending reductions.
3. The city will pursue an aggressive policy of collecting revenues.
Rationale: An aggressive policy of collecting revenues will help to insure the city's
revenue estimates are met, all taxpayers are treated fairly and consistently, and
delinquencies are kept to a minimum.
4. The city will aggressively pursue opportunities for Federal or State grant funding.
Rationale: An aggressive policy of pursuing opportunities for Federal or State grant
funding provides citizens assurance that the city is striving to obtain all state and federal
funds to which it is entitled--thereby reducing dependence upon local taxpayers for the
support of local public services.
5. User fees and charges will be used, as opposed to general taxes, when distinct
beneficiary populations or interest groups can be identified.
Rationale: 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
A-14
FISCAL POLICY
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.
Rationale: 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
1. On-going expenditures will be limited to levels which can be supported by current
revenues.
Rationale: Utilization of reserves to fund on-going expenditures will produce a balanced
budget, however, this practice will eventually cause severe financial problems. Once
reserve levels are depleted, the city would face elimination of on-going costs in order to
balance the budget. T herefore, the funding of o n-going expenditures will be limited to
current revenues.
2. Minor capital projects or recurring capital projects, which primarily benefit current
residents,will be financed from current revenues.
Rationale: Minor capital projects or recurring capital projects represent relatively small
costs of an on-going nature, and therefore, should be financed with current revenues
rather than utilizing debt financing. This policy also reflects the view that those who benefit
from a capital project should pay for the project.
3. Major capital projects, which benefit future as well as current residents, will be financed
with current revenues as well as other financing sources (e.g. debt financing).
Rationale: This policy reflects the view that those who benefit from a capital project
should pay for the project.
A-15
FISCAL POLICY
4. Major capital projects, which benefit future residents, will be financed with other financing
sources (e.g. debt financing).
Rationale: Major capital projects represent large expenditures of a non-recurring nature
which primarily benefit future residents. Debt financing provides a means of generating
sufficient funds to pay for the costs of major projects. Debt financing also enables the
costs oft he p roject to be s upported by t hose who benefit from the project, since debt
service payments will be funded through charges to future residents.
5. Construction projects and capital purchases of $10,000 or more will be included in the
Capital Improvement Plan (CIP); minor capital outlays of less than $10,000 will be included
in the regular operating budget.
Rationale: 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 MANAGEMENT
1. The City will limit long-term debt to capital improvements which cannot be financed from
current revenues.
Rationale: Incurring long-term debt serves to obligate future taxpayers. Excess reliance
on long-term can cause debt levels to reach or exceed the government's ability to pay.
Therefore, conscientious use of long-term debt will provide assurance that future residents
will be able service the debt obligations left by former residents.
2. The city will repay borrowed funds, used for capital projects, within a period not to exceed
the expected useful life of the project,
Rationale: 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.
A-16
FISCAL POLICY
3. In accordance with state law, the city will not issue bonds or incur other indebtedness for
any purpose in an amount which, with all outstanding and unpaid indebtedness, will
exceed 28% of the taxable value of the property therein subject to taxation, to be
ascertained by the last assessment for state and county taxes.
Rationale: Section 7-7-4201 MCA places this restriction on all Montana cities.
4. The city will not use long-term debt for financing current operations.
Rationale: This policy reflects the view that those residents who benefit from a service
should pay for the service. Utilization of long-term debt to support current operations
would result in future residents supporting services provided to current residents.
5. The City of Bozeman will adhere to a policy of full public disclosure with regard to the
issuance of debt.
Rationale: Full public disclosure with regard to the issuance of debt provides assurance
that the incurrence of debt, for which the public is responsible, is based upon a genuine
need and is consistent with underwriters guidelines.
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).
Rationale: 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.
2. One undesignated general fund reserve will be maintained by the city. This undesignated
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.
A-17
FISCAL POLICY
Rationale: P roperty t axes represent the city's primary source of general fund revenue.
Property taxes are collected in November and May of each fiscal year. Since the City's
fiscal year begins on July 1st, the city must maintain an adequate cash balance in order to
meet its expenditure obligations between July 1st and the commencement of the collection
of property taxes in November.
Accrued employee payroll benefits represent a bona fide obligation of the city. The city will
maintain sufficient reserves to meet its annual expenditure obligations.
The city recognizes the need to maintain adequate equipment in order to carry out
required public services. Equipment acquisition and replacement represent on-going
costs of a relatively minor nature, as compared to major capital purchases. Accordingly,
these on-going costs should be funded through current revenues. 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.
ACCOUNTING AND FINANCIAL REPORTING
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).
Rationale: GASB is recognized as the authority with respect to governmental accounting.
Managing the city's finances in accordance with GAAP and in accordance with the rules
set forth by GASB, provides the Bozeman citizens assurance that their public funds are
being accounted for in a proper manner.
2. The city will maintain its accounting records for general governmental operations on a
modified accrual basis, with revenues recorded when available and measurable, and
expenditures recorded when services or goods are received and liabilities incurred.
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FISCAL POLICY
Accounting records for proprietary fund types and similar trust funds will be maintained on
an accrual basis, with all revenues recorded when earned and expenses recorded at the
time liabilities are incurred, without regard to receipt or payment of cash.
Rationale: Adherence to this policy will enable the city to prepare its financial statements
in accordance with Generally Accepted Accounting Principles as set forth by the
Governmental Accounting Standards Board.
3. The City of Bozeman will prepare a Comprehensive Annual Financial Report (CAFR) in
conformity with Generally Accepted Accounting Principles (GAAP). The report will be
made available to the general public. The CAFR shall be prepared in accordance with the
standards established by the GFOA for the Certificate of Achievement for Excellence in
Financial Reporting Program.
Rationale: The Certificate of Achievement represents a significant accomplishment for a
government and its financial management. The program encourages governments to
prepare and publish an easily readable and understandable comprehensive annual
financial report covering all funds and financial transactions of the government during the
year. The CAFR provides users with a wide variety of information useful in evaluating the
financial condition of a government. The program also encourages continued
improvement in the city's financial reporting practices.
5. 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.
Rationale: Audits of the city's financial records provide the public assurance that its funds
are being expended in accordance with Local, State, and Federal law and in accordance
with Generally Accepted Accounting Principles. Audits also provide management and the
Commission with suggestions for improvement in its financial operations from independent
experts in the accounting field.
6. The City of Bozeman will maintain a policy of full and open public disclosure of all financial
activity.
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FISCAL POLICY
Rationale: 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.
7. The modified accrual basis o f a ccounting and b udgeting i s u sed for the Governmental
Funds. Under the modified accrual basis of accounting, revenues are recorded when
susceptible to accrual, i.e., both measurable and available. Available means collectible
within the current period or soon enough thereafter to be used to pay liabilities of the
current period. Expenditures are recorded when the related liability is incurred. Employee
compensated absences and principal and interest on long-term debt expenditures are
recorded when due i n the current period. The accrual basis of accounting is used for
Proprietary Funds. Under this method, revenues are recorded when earned and
expenses are recorded when the related liability is incurred. For Budget preparation and
presentation, the Proprietary Funds' expenses are converted to expenditures and follow
the same budget format as the Government Fund types. Capital outlays in the Enterprise
Funds are presented as expenses for budget basis, but are recorded as assets along with
associated depreciation expense on the GAAP basis. Debt service principal payments in
the Enterprise Funds are accounted for as expenses for budget purposes, but are
reported as reduction of long-term debt liability on the GAAP basis.
Rationale: Recording capital outlays as expenditures and principal payments on long-
term debt for budget purposes, presents a clearer picture of the city's financial operations,
is easier to administer for cash flow purposes, and is easier for the lay person to
understand.
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FINANCIAL STRUCTURE
The city's operating expenditures are organized into the following hierarchial categories:
Departments, Divisions, and Budget Units. To better understand the budget, a basic
understanding of these terms is required.
Department. Department represents the highest level of summarization used in the City's
financial structure. The function classification represents a grouping of related operations and
programs aimed at accomplishing a broad goal or accomplishing a major service. The five
departments in the city's financial structure are:
Department of Law Department of Public Service
Department of Public Welfare Department of Public Safety
Department of Finance
Division. Departments can be further subdivided into divisions which are usually associated with
functioning work groups having more limited sets of work responsibilities. Their primary purpose
is organizational and budgetary accountability. An example is the Accounting Division of the
Department of Finance.
Budget Unit. Divisions may be further subdivided into budget units. A budget unit is used to
account for a specific public 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.
The following is an example of the relationship between departments, divisions, and budget units.
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FINANCIAL STRUCTURE
DEPARTMENT Public Service
DIVISION Engineering
BUDGET UNIT Snow Removal
Depending upon the level of control desired, the budget document and corresponding
appropriation ordinance may contain appropriated amounts for departments, divisions, or budget
units. For example, the budget contains no further breakdown of the Department of Law. The
City Attorney budget unit encompasses the Department of Law, without separate divisions or
multiple budget units. Whereas, the department of public service is segregated into several
divisions and budget units.
The text of the budget document contains four pages of information for each budget unit. The
first page provides a description of the budget unit and the major objectives to be accomplished.
The second page provides a staffing summary as well as selected workload indicators. The third
page provides detailed financial information while the fourth page identifies the major changes or
major expenditure items contained in the ensuing year's budget. This information is presented
together with the financial detail to assist readers in understanding each budget unit, the purpose
of each budget unit, and major changes or expenditure items in the coming year.
The financial information includes expenditure information for the last two completed fiscal years,
the appropriated amounts for the current year, and the recommended amounts covered by the
budget. Costs are segregated into five basic classifications: salaries, wages, & benefits;
operating expenses; capital; d ebt s ervice; a nd transfers. I n a ddition, m ore d etailed objects of
expenditure are also presented. For example, the amount expected to be expended 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.
To better assist readers in understanding the budget document, a basic knowledge of the
following terms is useful:
A FUND is a fiscal and accounting entity with a self-balancing set of accounts recording cash and
other financial resources, together with all related liabilities and residual equities or balances, and
changes therein, which are segregated for the purpose of carrying on specific activities or
attaining certain objectives in accordance with special regulations, restrictions, or limitations.
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FINANCIAL STRUCTURE
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 a restricted-use
revenue 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 organizational and budgetary accountability.
An OBJECT OF EXPENDITURE refers to specific, detailed expenditure classification. It relates
to a s pecific type o f i tern p urchased o r s ervice o btained. Examples of objects of expenditure
include salaries, supplies, contracted services, travel, etc.
The city's financial operations and fund structure conform with generally accepted accounting
principles. T he funds are grouped under governmental funds, proprietary funds, and fiduciary
fund types. The city's fund structure is comprised of the following funds, all of which are
budgeted.
GOVERNMENTAL FUND TYPES
Genera!Fund: The general fund is used to account for all financial resources of the city, except
for those required to be accounted for in another fund. The general fund supports such basic
services as the legislative branch, judicial branch, general administration, police, fire, finance,
engineering, streets, recreation, library services, as well as zoning'and community development
functions.
Revenue Sources: The city's general fund is financed primarily by property taxes
which provide over half of the general fund revenue. Other revenue sources
include: licenses and permits, intergovernmental revenue, charges for services,
fines and forfeitures, interest on investments, operating transfers, and
miscellaneous revenues.
Special Revenue Funds: Special Revenue funds are used to account for the proceeds of
specific revenue sources (other than special assessments, expendable trusts, or for major capital
A-23
FINANCIAL STRUCTURE
projects) that are legally restricted to expenditure for specific purposes. Special revenue funds
support insurance costs, retirement costs, planning functions, and other services legally restricted
for specific purposes.
Revenue Sources: Special revenue funds are supported either through property
taxes or through grants or other restricted revenue sources. Examples of special
revenue funds supported by property taxes include retirement and insurance
funds. Examples of special revenue funds supported by grants or other restricted
revenue sources include Community Development Block Grant, Housing and
Urban Development, and Gas Tax Apportionment.
Debt Service Funds: Debt service funds are used to account for the accumulation of resources
for, and the payment of, general long-term debt principal and interest. Special revenue 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, motor vehicle fees, interest income.
Capital Proiect Funds: Capital project funds are used to account for financial resources to be
used for the acquisition or construction of major capital facilities (other than those financed by
proprietary funds).
Revenue Sources: Capital project funds are supported by special assessments &
G.O. Bonds.
PROPRIETARY FUND TYPES
Internal Service Funds: Internal service funds are used to account for the financing of goods or
services provided by one department to other departments on a cost-reimbursement basis.
Internal service funds account for the city's purchasing and 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.
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FINANCIAL STRUCTURE
Enterprise Funds: Enterprise funds are used to account for operations that are financed and
operated in a manner similar to private business enterprises--where the intent of the governing
body is that the costs (expenses, including depreciation) of providing goods or services to the
general public on a continuing basis be financed or recovered primarily through user charges.
Enterprise funds account for the city's water, waste water, and solid waste services.
Revenue Sources: Enterprise funds are supported through user charges,
penalties, and interest income.
FIDUCIARY FUND TYPES
Trust and Agency Funds: Trust and agency funds are used to account for assets held by a
governmental unit in a trustee capacity or as an agent for individuals, private organizations, other
governmental units, and/or other funds. These include (a) expendable trust funds, (b)
nonexpendable trust funds, (c) pension trust funds, and (d) agency funds.
Revenue Sources: Trust and agency funds are supported by donations and
interest income.
A-25
THE BUDGET PROCESS
The City of Bozeman budget serves several purposes. For the City Commission, it serves as a
policy tool and as an expression of goals and objectives. Management uses the budget as an
operating guide and a control mechanism. For the citizens of the City of Bozeman, it presents
a picture of the city government operations and intentions for the year.
State law requires the City Manager to:
...submit to the commission an estimate of the expenditures and revenues of
the municipal departments for the ensuing year. The estimate shall be
compiled from detailed information obtained from the several departments on
uniform blanks to be furnished by the city manager...
The City's budget encompasses both the operating budget and the capital improvement
budget. E ach b udget u nit i ncludes a mounts 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.
The annual budget is normally adopted in June following eight months of development and
analysis by staff and the City Commission. The Bozeman City Commission continually faces
new and changing economic challenges. The Commission, through its processes, give staff
policy direction as a focus for the development of departmental objectives and workplans. The
emphasis is to meet stakeholders'values through the delivery of services.
The budget process begins in November of each year with budget request forms being sent to
all departments. Department administrators are responsible for assessing the needs of their
respective departments for the ensuing year and submitting budget requests together with
written justification. The departments' requests are compiled by the Administrative Services
Director and analyzed in relation to available funds in order to determine the adequacy of
financial resources available to support the requested services.
The City Manager and Administrative Services Director then hold meetings as necessary with
each of the administrators to discuss their requests and make necessary adjustments in order
to insure needed services are provided and the budget is balanced. At the conclusion of the
meetings the City Manager's comprehensive operating and capital improvement budget
recommendation is prepared and submitted to the City Commission in early May.
Upon submission of the City Manager's budget recommendation to the City Commission, work
sessions are held with the Commissioners at which time the City Manager, Administrative
Services Director, and department staff explain the budget recommendations and underlying
justification for the requests. The Commission also reviews departmental requests which could
not be funded. 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.
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THE BUDGET PROCESS
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.
Listed below is the statutory procedure required to enact the appropriation ordinance.
7-3-4272. Procedure to enact appropriation ordinance. (1) Upon receipt of
such estimate, the commission shall prepare an appropriation ordinance in such
form as may be prescribed by ordinance or resolution. B efore finally a cting
upon such tentative appropriation, the commission shall fix a time and place for
holding a public hearing upon the tentative appropriation and shall give public
notice of such hearing. Following the public hearings and before its final
passage, the appropriation ordinance shall be published with a parallel
comparison with the recommendation of the city manager. The commission
shall not pass the appropriation ordinance until 10 days after its publication or
before the second Monday in August
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 will result in a shift in emphasis
away from describing what will be purchased (inputs) towards describing what will be
accomplished (outputs and outcomes).
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 subclasses, however, appropriation control is exercised only at the budget
unit level.
MONITORING AND REPORTING PROCESS
As the budget year proceeds, individual departments and the Finance Department have dual
responsibility for monitoring the status of each budget unit. Department staff have primary
responsibility for monitoring the status of expenditures against their budget. This responsibility
includes informing the Finance Department of any significant departures from the plans
anticipated in the budget.
The Finance Department has overall responsibility for monitoring the status of all departments
and funds. This is accomplished primarily through analysis of computerized budget
performance reports which compare a ppropriation a mounts on a line-item basis with a ctual
A-27
THE BUDGET PROCESS
expenditures throughout the year. These reports aid department staff in controlling costs and
act as an early warning system for the Finance Department.
The Finance Department reviews the budget reports on a monthly basis and discusses any
variances from expected performance with the department staff. The Finance Department
conducts in-depth quarterly budget reviews of all expenditures and revenues. Significant
changes in either expenditures or revenues require a budget revision that must be adopted by
the City Commission. Recommendations are made by the Administrative Services Director for
any corrective actions that are believed necessary.
Department staff may exercise their judgment in exceeding expenditures by object code so
long as they do not exceed the total amount appropriated for the budget unit. Any overrun of a
budget unit appropriation requires a budget amendment authorized and approved by the City
Commission.
BUDGET AMENDMENT PROCESS
In accordance with State law, the budget may be amended in two different ways: the first -
involves a reallocation of existing appropriations and the second involves an addition to or
reduction of existing appropriations.
Under the first method, departmental expenditures and requirements are monitored throughout
the fiscal year. Certain departments will develop the need for additional expenditure authority
to cover unanticipated costs, while other departments will not require their full budget
authorizations. The Finance Department reviews and analyzes all budget units to determine
what a djustments a re n ecessary a nd whether the adjustments can be made within existing
appropriation limits. These changes are then reviewed with the affected department and finally
with the City Manager. If the City Manager concurs with the requested changes, the
recommended budget adjustments are presented to the City Commission for their approval.
The second method of amending the budget occurs whenever the requested changes will
cause the existing appropriation level to be exceeded. This situation requires a supplemental
appropriation authorized by the City Commission--thereby increasing the original budget.
The Administrative Services Director is responsible for insuring compliance with spending
limitations imposed by the budget. Accordingly, the Administrative Services Director submits a
comprehensive budget review to the City Commission after 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.
A-28
THE BUDGET PROCESS
Listed below are the statutory requirements of the budget amendment process.
7-3-4373. Financial administration. (1) Upon request of the city manager, the
commission may transfer any part of an unencumbered balance of an
appropriation to a purpose or object for which the appropriation for the current
year has proved insufficient or may authorize a transfer to be made between
items appropriated to the same office or department.
(2) At the close of each fiscal year, the unencumbered balance of each
appropriation shall revert to the respective fund from which it was appropriated
and shall be subject to future appropriations.
(3) Any accruing revenue of the municipality not appropriated as herein before
provided and any balance at any time remaining after the purpose of the
appropriation shall have been satisfied or abandoned may from time to time be
appropriated by the commission to such uses as will not conflict with any uses
for which specifically such revenues accrued.
BUDGET CALENDAR/PROCEDURES
1. The Commission's goals provide the legislative policy direction for the budget process
and the development of departmental objectives and workplans.
2. In December of each year, the Finance Department sends budget request forms and
instructions to all departments.
3. During the months of January and February, department administrators assess the
needs of their departments and communicate their needs through their budget
requests.
4. During M arch, the department requests are compiled by the Administrative Services
Director and compared to available funds to support the requested services.
5. In April the City Manager and Administrative Services Director hold budget meetings as
necessary with staff responsible for each budget unit to discuss their budget requests
and make necessary adjustments in order to insure needed services are provided, and
the budget is balanced.
6. The City Manager's comprehensive operating and capital improvements budget
recommendation is normally submitted to the City Commission in May.
A-29
THE BUDGET PROCESS
7. The City Commission holds work sessions on the budget at which time the City
Manager, Administrative Services Director, and department staff explain the budget
recommendations and underlying justification for the requests.
8. During or following the work sessions, the Commissioners may make adjustments to
the proposed budget.
9. The Commission provisionally adopts the budget.
10. The public hearing on the budget is advertised in the local newspaper.
11. A public hearing on the budget is held and adjustments to the budget, if any, are made.
12. A comparison of the City Manager's budget recommendation and the final budget is
published in the local newspaper.
13. The Commission finally adopts the appropriation ordinance.
A-30
CITY ORGANIZATION
The organization chart on the following page depicts the overall structure of the City of Bozeman
government. Voters of the City elect the City Commission and Municipal Court Judge. The City
Commission appoints a Clerk of Commission who acts as staff for the Commission and also
appoints a City Manager who is the Chief Executive Officer of the City.
The City Manager 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.
A-31
VOTERS OF TILE CITY OF BOZEMAN .
I
CLERK OF COMMISSION 1 1 CITY COMMISSION CITY COURT
D
w . •
N
• CITY MANAGER
ASSISTANT CITY
MANAGER
I I I I
DEPARTMENT OF 1 1 DEPARTMENT OF 1 1 DEPARTMENT OF 1 1 DEPARTMENT OF 1 1 DEPARTMENT OF
FINANCE LAW PUBLIC SAFETY PUBLIC SERVICE PUBLIC WELFARE
FINANCIAL SUMMARY
Governmental Fund Proprietary Fund Fiduciary
Types Types Fund Types
Total
Special Debt Capital Internal Trust& All
General Revenue Service Project Enterprise Service Agency Funds
Projected Beginning
Fund BalanceNVorking Capital $ 2,943,638 $11,554,944 $ 3,468,453 $ 2,505,735 $16,501,442 $ (394,578) $ 574,813 $37,154,447
Estimated Revenues 14,871,516 8,553,122 1,660,161 - 14,992,974 3,043,568 14,500 43,135,841
Less Appropnations 15,108,932 14,880,737 1,610,336 - 14,565,036 2,888,898 10,000 49,063,939
Increase/(Decrease)in
Fund Balance/Working Capital (237,416) (6,327,615) 49,825 - 427,938 154,670 4,500 (5,928,098)
Projected Ending
Fund Balance/Working Capital $ 2,706,222 $ 5,227,329 $ 3,518,278 $ 2,505,735 $16,929,380 $ (239,908) $ 579,313 $31,226,349
t3-1
CHANGES IN FUND BALANCE/WORKING CAPITAL
FYE 02 /'.'04-----
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 $ 3,600,359 $ 2,943,638 $ 14,871,516 $ 15,108,932 $ 2,706,222
Special Revenue Funds
100 City/County Planning Board 31,320 92,244 435,032 508,776 18,500
101 Historic Preservation (2,802) 20,102 26,856 46,958 -
102 Local Governmental Study Commission 244 244 - 244
103 Health-Medical Insurance - - 1,044,306 1,044,306 -
104 Liability Insurance - - 275,179 275,179 -
105 P.E.R.S.Fund 1 1 277,307 277,307 1
106 Police Pension Fund 8,955 - 311,559 311,559 -
107 Fire Pension Fund 43,853 52,990 155,472 155,472 52,990
108 Community Transportation - - 629,076 629,076 -
109 Highway Safety Improvement Projects 17,495 17,495 605 18,100 -
110 Gas Tax Apportionment 273,651 234,510 495,000 522,000 207,510
111 Street Maintenance District (43,093) 118,647 1,208,000 1,383,806 (57,159)
112 Tree Maintenance 114,678 84,824 242,000 317,385 9,439
113 Fire Impact Fee 983,913 1,133,913 180,000 156,000 1,157,913
114 Street Impact Fee 4,451,168 5,801,168 957,660 5,545,280 1,213,548
115 Building Inspection Special Revenue 349,020 520,249 723,000 685,859 557,390
116 Dowtown Improvement District 283,177 375,487 300,000 675,487 -
117 Community Development Block/Home Grants (10,500) (10,500) - (10,500)
118 Section 8 Housing Mod/Rental Rehab - - - -
119 Economic Development Loan Fund 830,927 735,927 180,000 511,000 404,927
120 Community Housing 23,185 28,185 5,00033,185
121 Housing Revolving Loan Fund 109,760 128,760 7,200 135,960 -
122 9-1-1 Grant - - - -
123 Beall Park Art Center Grant - - -
124 Fire Truck - - - -
125 Drug Forfeiture - 16,000 111,000 130,723 (3,723)
126 Neighborhood Parking Districts 22,627 58,627 75,700 60,028 74,299
127 Down Town Parking 150,318 112,318 8,300 50,953 69,665
128 Fish Wildlife And Park Management Areas 25,763 10,763 5,300 16,000 63
129 Special Projects 637,440 642,940 8,000 650,940 -
130 Americans With Disability Act 39,182 35,782 500 36,282 -
131 Beautification Of Bozeman 134 - - -
132 We Share The Road Campaign - - - -
133 Recreation Department Special Revenue 23,285 285 200 26,000 (25,515)
134 Amateur Hockey Projects - - - -
135 Cemetery Department Special Revenue 1,545 1,545 255 1,800 -
136 Park Department Special Revenue 6,790 6,790 1,210 8,000 -
137 Library Department Special Revenue 13,133 24,133 867 25,000 -
138 Law&Justice Center 618,375 598,375 - 20,000 578,375
139 Police Department Special Revenue 9,410 - 73,012 73,012 -
140 Police Domestic Violence (16,747) - 240,901 240,901 -
141 Police Motor Cycle Fund - - - -
142 Problem Area Response Team 1,118 - - -
143 K-9 Project - - - -
144 Bogert Pavilion - - - -
145 Interfaith Housing - - - -
146 Lighting Districts (116,328) (116,328) 150,000 150,000 (116,328)
174 Victim Witness Advocate 33,358 53,358 23,000 60,000 16,358
175 Senior Transportation 2,307 2,418 47,970 47,970 2,418
176 Business Improvement District 8,118 28,118 55,000 83,118 -
177 Northeast Neighborhood 500 365 135 500 -
178 Police Grants (889) - -
179 Diaster Relief Fund (36,175) 71,825 - 71,825
180 Sr.High Parking (4,799) (4,799) 10,700 - 5,901
183 Fire Department 564 (2,963) - (2,963)
184 Parks Master Plan Develop 100,000 100,000
185 Insurance Proceeds 331,146 281,146 - 281,146
186 Development Impacts 400,000 400,000
187 Fire Department Equipment - (100,000) 287,820 - 187,820
Total Special Revenue Funds 9,215,127 11,554,944 8,553,122 14,880,737 5,227,329
B-2
CHANGES IN FUND BALANCENVORKING CAPITAL
FYE 02 FY 0".
Actual Projected Beginning Estimated Appropriations Budgeted Ending
Fund Balance! Fund Balance/ Revenues Fund Balance/
Working Capital Working Capital Working Capital
# Debt Service Funds
300 Special Improvement District Revolv.Fund 988,954 1,028,954 15,000 1,043,954
301 Library Bonds (51,719) (8,590) 394,313 311,372 74,351
302 Bond S&11995 Transportation Projects 212,754 642,558 50,848 98,964 594,442
310 SID Funds 1,805,531 1,805,531 1,200,000 1,200,000 1,805,531
Total Debt Service Funds 2,955,520 3,468,453 1,660,161 1,610,336 3,518,278
Construction Funds
Capital Projects 2,505,735 2,505,735 2,505,735
Enterprise Funds
600 Water 2,186,176 451,692 6,023,000 6,158,376 316,316
610 Water Impact Fee 2,852,053 3,852,053 845,000 764,400 3,932,653
620 Waste Water 4,415,680 2,292,606 4,383,474 3,749,365 2,926,715
630 Waste Water Impact Fee 4,029,008 5,229,008 1,200,000 1,037,712 5,391,296
640 Solid Waste 3,418,583 4,676,083 2,541,500 2,855,183 4,362,400
Total Enterprise Funds 16,901,500 16,501,442 14,992,974 14,565,036 16,929,380
Internal Service Funds
700 Supply - - -
710 Vehicle Maintenance Shop (2,935) - 423,769 423,769 -
720 Health-Medical Self-Insurance Fund 526,422 (394,578) 2,619,799 2,465,129 (239,908)
730 General Overhead Suspense Fund - -
Total Internal Service Funds 523,487 (394,578) 3,043,568 2,888,898 (239,908)
Trust And Agency Funds
800 Cemetery Perpetual Care 504,537 504,537 13,500 10,000 508,037
850 Park Land Trust 68,646 69,646 1,000 - 70,646
860 Montana Arts Council-Ballet - - -
865 City Court-Agency - - -
866 Municipal Court Restitution Trust Fund 630 630 - 630
871 Big Sky Association For The Arts - - - -
876 Bozeman Symphony Orchestra - - -
Total Trust And Agency Funds 573,813 574,813 14,500 10,000 579,313
Total All Funds 36,275,541 37,154,447 43,135,841 49,063,939 31,226,349
B-3
MILL LEVIES & MILL VALUES
FISCAL YEAR FY 99 FY 00 FY 01 FY 02 FY 03 FY 04
MILL VALUE $ 39,274 $ 39,420 $ 39,932 $ 42,450 $ 46,055 $ 47,970
PERCENTAGE CHANGE 0.4 1.3 6.3 8.5 4.2
GENERAL FUND:
All-Purpose 89.22 94.21 101.21 101.92 106.78 108.12
SPECIAL REVENUE:
City Planning 2.00 2.00 2.00 2.00 2.00 2.00
Police Retirement 3.62 3.68 5.03 5.09 4.58 4.70
Firefighters'Retirement 3.42 3.48 3.86 3.91 3.52 2.10
Public Employees'Retirement 6.02 3.09 2.96 3.00 2.70 4.08
Comprehensive Insurance 2.60 3.92 4.30 4.35 3.92 4.01
Health/Med Insurance 16.39 15.76 14.76 14.94 13.45 21.77
Emergency Levy 2.00
Fire Truck/'quipment 6.00
Senior Transportation 0.81 1.00 1.00 1.00
TOTAL SPECIAL REVENUE 34.05 31.93 33.72 34.29 33.17 45.66
DEBT SERVICE:
Library G.O. Bonds 1.90 0.95 5.56 8.22
Transportation G.O.Bonds 13.62 14.22 11.91 9.00 8.70 1.00 '
TOTAL DEBT SERVICE 15.52 15.17 11.91 9.00 14.26 9.22
TOTAL ALL LEVIES 138.79 141.31 146.84 145.21 154.21 163.00
Property Taxes Levied $5,450,838 $5,570,440 $5,863,615 $6,164,165 $7,102,142 $7,819,077
Percentage Change 2.2 5.3 5.1 15.2 10.1
* Transportation Bonds were refinanced during FY 03. Consequently,no principal payments were made this
year--resulting in a large fund balance. This translated to a significant reduction in the levy for FY 04. Subsequent
year's levies will be increased gradually.
B-4
APPROPRIATIONS BY FUND
Appropriaitons by Fund
Trust &
Internal Agency
Service
General
w f
Enterprise • Fund
Capital
Projects Special
Debt Revenue
Service
As shown above, enterprise funds and the general fund account for 60% of total expenditures of the city.
The general fund is the city's primary operating account for general governmental operations. Enterprise
funds consist of the water, waste water, and solid waste funds. These funds operate on a self-supporting
basis.
Special revenue funds include a variety of tax supported funds including funds supporting employer
retirement contributions, health insurance premiums, impact fees and liability insurance. Community
development block grant moneys,the city's gas tax allocation,and street and tree maintenance districts are
also included. Less significant are a whole host departmental special revenue funds which are used to
account for g rant funds o r f unds which are restricted for a specific purpose and must b e accounted for
separately.
Debt service, internal service, and trust and agency funds make up the remainder of the city's
appropriations.
B-5
APPROPRIATIONS BY TYPE
Appropriations by Type
Transfers
Debt
Service Personnel
Capital :_:
Operating
All expenditures are classified under one of five major categories (Salaries, Wages, & Benefits, Operating
Expenses, Capital, Debt Service, and Transfers). The graph above shows the relative percentage of budgeted
expenditures for these five major categories.
In governmental agencies, salaries, wages, & benefits normally represent the largest of these categories.
However, due to the significant investment in infrastructure,cities have a much higher percentage of the budget
devoted to operating costs than most other governmental agencies. Transportation projects are included under
contracted services,which is an operating expense.
B-6
REVENUES
Revenues are estimated for every fund of the city each year. A summary of the revenue
estimates for each fund is shown on page B — 1 through B — 3. This summary of revenue
estimates is supported by detailed revenue estimates for every revenue type for every fund.
The detailed revenue estimates are contained in the city's computerized budgeting system.
Computer printouts of these detailed revenue estimates are available at City Hall.
This section of the budget highlights major funds of the city and selected revenue estimates
within these funds. Trends of these funds and individual revenues are shown over a ten-year
period, together with estimates for the coming year.
GENERAL FUND
The General Fund is used to
account for all financial GENERAL FUND REVENUES
resources of the city, except for
those required to be accounted $17,000,000
for in another fund. $15,000,000
Major functions supported by $13,000,000
general fund revenues include: $11,000,000
city administration, police and $9,000,000
fire services, court, parks, $7,000,000 ,---
recreation, and library.
$5,000,000
The growth in general fund $3,000,000 ,
revenues, depicted in the graph 95 96 97 98 99 00 01 02 03 04
on the right, reflects the rapid 1st 8 Years Actual - Last 2 Years Projected
growth in the community over
the last several years.
Much of the growth in the general fund revenues since FY 99 has been attributable to a required
accounting change. Beginning in FY 99, employee health insurance costs (and associated
revenues) had to be shown in the general fund. In FY 00, we chose to account for employee
retirement costs and revenues in a similar manner.
c-1
REVENUES
Shown on the left is a graph of
WATER FUND total water fund revenues. As
OPERATING REVENUES depicted by the graph, water
fund revenues have steadily
$4,000,000 increased as the result of both
an increase in the customer
$3,500,000base and as the result of regular
$3,000,000 r R x i • rate changes. The Capital
1 miImprovements Plan projects a
$2,500,000mTm4 ,; water fund rate change of 5% in
$2,000,000 ' i.`. ,1 FY 04.
$1,500,000 . •w ,� '.
95 96 97 98 99 00 01 02 03 04
1st 8 Years Actual - Last 2 Years Projected
The graph on the right reflects
substantial increases in WASTEWATER FUND
wastewater fund revenues. OPERATING REVENUES
This is due to increases in the
customer base and increases
attributable to the rate $4,000,000
changes that were necessary $3,000,000
in order to restore the
financial position of the $2,000,000
wastewater fund caused by .---'''�
the solvent site. A 2 percent $1,000,000
rate change i s recommended $0
in FY 04 to be dedicated
toward capital improvements. 95 96 97 98 99 00 01 02 03 04
1st 8 Years Actual - Last 2 Years Projected
C-2
REVENUES
Solid waste revenues reflect the "booming" economy of Bozeman and how it has translated to
increased revenues at our landfill. Landfill gate fees can vary widely, however, depending upon
whether or not the private
haulers utilize our landfill or I SOLID WASTE FUND
choose to go elsewhere. The OPERATING REVENUES
significant increase in the
solid waste fund revenues has
allowed the city to meet its $3,500,000
financial assurance $3,000,000
obligations for closure of the $2,500,000
landfill and also to prepare for $2,000,000
an alternative to the existing $1,500,000 - - �; -
landfill site. $1,000,000 ■ • -
500 • •• •• EL .
$500,000 -
$
95 96 97 98 99 00 01 02 03 04
1st 8 Years Actual - Last 2 Years Projected
C-3
FUND BALANCES / WORKING CAPITAL
There are two fund types that are used to account for the city's operating funds. One is governmental
fund types and the other i s proprietary fund types. T he b est measure of a governmental fund types'
financial condition is fund balance (assets minus liabilities). The best measure of a propriety fund types'
financial condition is working capital (current assets minus current liabilities).
This section provides a historical trend analysis of the fund balance and working capital balances of the
major funds of the city. Increases and decreases in a funds' financial position is a natural occurrence.
The most important point is to understand what factors are causing a funds' financial position to change.
General fund balances will generally be more stable, due to the fact that most costs are personnel that
are predictable and steady. In enterprise funds, large fluctuations will occur due to the fact that these
funds are infrastructure intense and large expenditures are sporadic.
GENERAL FUND
The General Fund is used to account
for all financial resources of the city, GENERAL FUND FUND BALANCE
except for those required to be
accounted for in another fund. $4,000,000
Major functions supported by general $3,000,000
fund revenues include: city c $2,000,000
administration, police and fire services, w
court, parks, recreation, and library. rce $1,000,000
The graph on the right shows that the $0
city has been able to maintain its 95 96 97 98 99 00 01 02 03 04
general fund balance at relatively 1ST 8 YEARS ACTUAL- LAST 2 YEARS PROJECTB
stable levels. The relatively sharp
decline in FY 03 resulted from the use
of $1.3 million in reserves to purchase the Story Mansion. The city may decide to change the funding
source of this purchase and/or sell the mansion some time in the future. Declines in the fund balance
during FY 95 and FY 96 were planned reductions. Increases in fund balance in FY 98 and 02 occurred
as the result of unexpected revenues.
The graph below shows the general
GENERAL FUND BALANCE AS A%OF EXPENDITURES fund balance in relation to the
expenditure level of the fund. The
2 60 decline in fiscal years 2000 & 2001
were due to the inclusion of
m 40 expenditures for employee benefits
(health insurance and employee
20 — — -- — — retirement funds) in the general fund.
c _ These were previously expended out
95 96 97 98 99 00 01 02 03 04 of special revenue funds. The decline
in FY 03 was the result of the
1ST 8 YEARS ACTUAL-LAST 2 YEARS PROJECTED acquisition of the Story Mansion.
C-1
FUND BALANCES I WORKING CAPITAL
WATER FUND
WATER FUND WORKING CAPITAL The graph on the left depicts the
working capital balance of the city's
U
a $4,000,000 water fund. This graph typifies the
significant fluctuations that result from
$3,000,000
m _ large infrastructure expenditures. The
c $2,000,000 significant reduction in FY 02 and FY 0
IV $1,000,000 - — relates to the completion of some large
$p 1-1 �, capital improvement projects primarily
r 95 96 97 98 99 00 01 02 03 04 funded with cash balances. The most
significant of which was the Lyman
1ST 8 YEARS ACTUAL-LAST 2 YEARS PROJECTED Creek water supply.
WASTEWATER FUND
As seen by the graph of the
WASTEWATER FUND WORKING CAPITAL wastewater fund, there have been
enormous swings in the balance of the
$6,000,000 wastewater fund. The declines,
beginning in fiscal year 95, were
m $4,000,000 I attributable to the Bozeman Solvent
Site. These costs resulted in operating
o $2,000,000 — p g
in a deficit position for five years. The
cr $0 , " , ' large increase in FY 00 results from
$2,000,000 95 96 97 98 99 00 01 02 03 04 both the settlement with Jewel Foods
and the effect of the surcharge. The
1ST 8 YEARS ACTUAL-LAST TWO YEARS PROJECTED large balance continues into FY 01 to
provide needed matching funds for a
$5 million federal grant. The reduction
in FY 03 reflects expenditures associated with the federal grant. We are anticipating fully funding the
city's match requirements totaling $4 million with cash and avoid borrowing.
C-2
FUND BALANCES /WORKING CAPITAL
SOLID WASTE FUND
The graph of the solid waste fund
SOLID WASTE FUND WORKING CAPITAL working capital shows a large decline
in fiscal year 96, 97, & 98. This
a $5,000,000 resulted from the installation costs of a
$4,000,000 liner for the existing landfill, for a cost
m $3,000,000 �, — of approximately$2 million. The
w $2,000,000 steady increases in FY 01, FY 02, &
th $1,000,000 —� ! FY 03 resulted from the large increase
I ,-,� n in gate fee revenues. The additional
$0 revenues will be used to provide an
95 96 97 98 99 00 01 02 03 04 alternative to the existing landfill
1ST 8 YEARS ACTUAL-LAST TWO YEARS PROJECTED operation. Additional revenues,
beyond that needed for operating costs
will be earmarked to meet the city's
obligation with respect to the EPA requirements for landfill closure and post closure care.
C-3
GENERAL GOVERNMENT
• CITY COMMISSION
• CITY MANAGER
• MUNICIPAL COURT
• CITY ATTORNEY
• FINANCE
• PLANNING
• BUILDING MAINTENANCE
D-1
CITY COMMISSION
PROGRAM DESCRIPTION
The City Commission is the legislative body of city government. It is comprised of a mayor and four commissioners.
Members of the City Commission are elected at large for four year overlapping terms. The Mayor is the member of
the Commission who received the highest number of votes in the regular municipal election.
Responsibilities of the Commission include: establishing policies governing the operation of the City,enactment of
ordinances and resolutions,adoption of the annual operating budget,levying taxes,and appointment of members to
citizen advisory boards and commissions.
The Commission employs a Clerk of Commission and a Deputy. Responsibilities of the Clerk of Commission include:
attending all commission meetings,preparation of minutes,keeping official records of the City, publishing notices as
needed and as required by law,acting as a staff person for the Commission, and preparation of the Commission
agenda in conjunction with the City Manager.
D-2
CITY COMMISSION
MAJOR OBJECTIVES
• To work closely with the administration and other government officials to lobby for state legislation beneficial to
cities.
• To develop broadly-based city-wide support for economic development and to foster coordination of public and
private resources as a means of enhancing economic prosperity and environmental quality.
• To improve public facilities and the quality of services delivered to the public in order to meet the needs of the
citizenry.
• To cooperate with other governmental entities in order to provide services efficiently and effectively and in a
manner resulting in the most equitable distribution of the tax burden.
• To ensure that all decisions are protective of the health, safety and general welfare of the citizens of this
community.
D-3
CITY COMMISSION
EXPENDITURES BY CATEGORY
Actual Appropriated Amendments Recommends Dollar
FY 02 I FY 03 I FY 03 I FY 04 I Change I Change
Full-Time Equivalents 4.00 4.00 4.00
Number Category
1000-1299 Personnel $ 147,334 $ 162,901 $ - $ 175,479 $ 12,578
2000-7599 Operating 65,954 65,400 135,175 69,775
8000-8999 Capital - - 8,500 8,500
9000-9699 Debt Service - - - -
9900-9999 Transfers - - - -
Total All Categories $ 213,288 $ 228,301 $ - $ 319,154 $ 90,853 40%
EXPENDITURES BY DIVISION
Division
Number Division
1110 City Commission $ 120,197 $ 80,524 $ - $ 209,645 $ 129,121
1120 Clerk of Commission 93,091 147,777 109,509 (38,268)
1130 Special Bodies - -
Total All Divisions $ 213,288 $ 228,301 $ - $ 319,154 $ 90,853 40%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 213,288 $ 228,301 $ - $ 319,154 $ 90,853
Total All Funds $ 213,288 $ 228,301 $ - $ 319,154 $ 90,853 40%
D-4
CITY COMMISSION
FY 04 BUDGET HIGHLIGHTS
Commissioners are listed at.40 FTE. Previous years were restated for comparison purposes.
The significant increase in the budget is attributable to:
1) Health insurance benefits for the Commissioners were inadvertently omitted from the FY 03 budget.
2) The big box impact study listed below.
Contracted Services
FUNDING FOR NEIGHBORHOOD COUNCILS $ 2,000
FUNDING FOR NEIGHBORHOOD PROJECTS 1,000
BIG BOX IMPACT STUDY 60,000
PRIMARY AND GENERAL ELECTION 24,000
TEMPORARY SECRETARIAL HELP 800
RECORDING FEES (WITH GALLATIN CO CLERK& RECORDER) 2,400
Total Contracted Services $ 90,200
Capital
RECORDING SYSTEM FOR COMMISSION ROOM $ 3,500
COMPUTER ENHANCED RECORDS SYSTEM 5,000
Total Capital $ 8,500
FY 03 ACCOMPLISHMENTS
• Through its endorsement of the comprehensive Capital Improvement Program document, previous adoption
of updated facilities plans for water and wastewater, adoption of the Greater Bozeman Area Transportation
Plan 2001 Update, adoption of he Bozeman 2020 Community Plan, and adoption of revisions to the
subdivision regulations and zone code to bring them into compliance with the new growth plan, and
continued efforts to protect the City's water rights and reservations,the City Commission has continued to set
the stage for infrastructure-based growth decisions with a commitment to project funding, allowing community
development to proceed in an organized and funded manner. The adoption of the Bozeman 2020
Community Plan has also set the stage for implementing smart growth concepts within new developments.
• With the full-time, trained Deputy position, this office is continuing to maintain a computerized listing of all
ordinances and resolutions adopted from 1883 to date and the permanent files, thus making public records
more accessible. Also, with the purchase of the base portion of a new Laser-Fiche document imaging
system, searching through old ordinances,resolutions and minutes will be made much easier and much less
time intensive(let the computer do the walking).
D-5
CITY COMMISSION
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY Of FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
For the Clerk of Commission's Office...
To provide quality customer service,respond
to questions/requests for information that
require 10 minutes or less of research within
2 hours 95% 95% 95% 98% 99%
To ensure that the City Commission is well
informed and to maintain good permanent
records,complete and distribute accurate
and comprehensive minutes for Commission
meetings as follows:
within one week of meeting 50% 44% 30% 57% 60%
within two weeks of meeting 75% 68% 53% 82% 90%
To ensure that citizens will be assured
accessibility to local government through the
ready availability of records,undertake a
comprehensive records management program
which is enhanced through the development
of a computer index,as follows:
permanent records 100% 90% 85% 95% 100%
ordinances 100% 90% 88% 85% 100%
resolutions 100% 80% 75% 70% 100%
minutes 100% 0% 0% 0% 10%
Development of record storage area:
move records to designated area 100% 80% 75% 70% 90%
To enhance customer service(both internal
and external)and to ensure that the history
of the City is protected,complete a records
inventory and develop a revised retention
schedule(based on the schedule recently
approved by the state) 100% 0% 0% 0% 20%
To assist the Commission in its decisions on a
variety of issues,to encourage public
participation in local government,and to meet
statutory requirements,ensure that adequate
applications are on file for board appointments
number of boards 26 26 25
number of positions filled 162 152 157
To ensure the prompt and accurate
codification of newly adopted ordinances and
to provide that information to other staff
members and the public,possibly via the
website,bring the codification process in-house,
with ordinances to be codified within 10 days of
their effective date 100% 5% 100%
D-6
CITY COMMISSION
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Ordinances Passed 22 I 25 33 30
Resolutions Passed 80 I 72 77 80
Commission Meetings 59 60 63 60
Public HearinQ,s 123 131 132 135
Hours of Meetings 200 I 230 199 220
Pages of Minutes 824 I 833 849 850 ,
D-7
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 of the remainder of the City's workforce. And, to ensure that quality, effective, and efficient
services are provided within the law, the policies of the Bozeman City Commission, and the resources of the City.
The City Manager provides information to the City Commission that supports their ability to make informed policy
decisions.
The purpose of the Office of Personnel is to support City functions by ensuring the capability and stability of the
workforce.The Director supports administrators and workforce members with current lawful information that provides
sound recruitment practices and protects the employment rights of the City and the workforce member.
The purpose of the GIS division is to provide accurate and complete spatial data for the City of Bozeman. The GIS
division will use this data to stimulate intelligent growth and management decisions while promoting the use of
electronic data publicly in a fair, efficient, and effective manner. All departments within the City organization as well
as the public will benefit from the efficiencies of coordinating interdepartmental data for use in a variety of applications
and projects.
The City's Information Technology division provides customer-focused information technology services
and business solutions to local government and citizens. The department's primary responsibilities are in
the areas of providing reliable, efficient information technology systems. This is accomplished by
developing and implementing recommended standards for information technologies, by developing and
enforcing security policies, and through strategic acquisition of information technology resources. The
department's mission is to yield the highest level of customer service and satisfaction possible.
o-s
CITY MANAGER
MAJOR OBJECTIVES
In support of the seven"Overarching Goals"of the City,the staff of the City Manager's off ice will:
• Communicate Bozeman city government activities to the public by:
• Increasing the amount of current information available on the WEB;
• 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 monthly in-house training for supervisors;
• Conducting in-house training for staff covering"work place violence,"and"sexual harassment in
the work place."
• 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;
• Partnering with MSU College of Technology to provide computer skill education.
• Acknowledge our limited resources in our growth situation and constantly develop,implement,and review plans
to address needs through efficiency in assignments,cross training and other means to maximize available
resources.
• Review and streamline processes to accommodate timely responses to citizen projects and maintain regulatory
requirements by:
• Forming a citizen"regulatory review committee";
• Conduct random follow-up interviews with"users"after completion of their project.
• Constantly review all programs and processes to ensure that they assimilate the expressed community wide
interests and provide high quality services to all members of the community by:
• Utilize surveys distributed through the monthly water billing,
• Utilizing forced pairings technologies at "Manager's Round Table"meetings,
• Conducting"public invited"budgeting tours.
• Provide opportunities and training for senior level staff to ensure seamless governmental operations in the
absence of any department head by:
• Rotating"Acting City Manager"at 20%of the Commission Meetings.
• Requiring job shadowing of each department head by a subordinate one week per year.
• Anticipate future service demands and resource deficiencies and be proactive in addressing them.
• Maintain an inventory of geographically referenced data within the City of Bozeman.
• Provide technical and coordination assistance in all spatially oriented projects within the city.
The outcomes of our investment will be:
• A well led,coordinated 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 government.
D-9
CITY MANAGER
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments mmends Dollar
FY 02 I FY 03 IReco
FY I3 I FY 04 I Change I Change
Full-Time Equivalents 5.50 6.50 7.50
Number Category
1000-1299 Personnel $ 481,893 $ 490,064 $ - $ 576,908 $ 86,844
2000-7599 Operating 216,805 89,839 - 148,023 58,184
8000-8999 Capital 187,588 - - 76,500 76,500
9000-9699 Debt Service - - - -
9900-9999 Transfers - - - -
Total All Categories $ 886,286 $ 579,903 $ - $ 801,431 $ 221,528 38%
EXPENDITURES BY DIVISION
Division
Number Division
1210 City Administration $ 390,780 $ 275,062 $ - $ 354,377 $ 79,315
1220 Special Projects 140 - -
1230 Personnel 73,422 85,388 105,939 20,551
1240 G.I.S. 73,106 68,075 76,348 8,273
1250 Networking 348,838 151,378 - 264,767 113,389
Total All Divisions $ 886,286 $ 579,903 $ - $ 801,431 $ 221,528 38%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 886,286 $ 579,903 $ - $ 801,431 $ 221,528
Total All Funds $ 886,286 $ 579,903 $ - $ 801,431 $ 221,528 38%
D-10
CITY MANAGER
•
FY 04 BUDGET HIGHLIGHTS
The budget includes an additional employee in the personnel department.
Contracted Services
COLLECTIVE BARGAINING, LEADERSHIP,GENERAL $ 11,000
FLUKE MAINT/SUPPORT CONTRACT RENEWAL 550
CISCO PHONE/NETWORK SMARTNET CONTRACT RENEWAL 7,500
TRENDMICRO EXCHANGE SERVER ANTIVIRUS RENEWAL 2,500
TRENDMICRO SERVERPROTECT RENEWAL 500
TRENDMICRO OFFICESCAN RENEWAL 1,500
WEB SITE DEVELOPMENT 9,000
MISCELLANEOUS 300
WEB SERVICE,SIGNS,GENERAL 10,000
MAINTANENCE CONTRACT FOR GIS SOFTWARE 6,000
SERVICE CONTRACTS WITH CONSULTANT, DATA ACQUISTION&ANI 7,000
Total Contracted Services $ 55,850
Capital
GIS SOFTWARE $ 5,000
FY04 PHONE IMPLEMENTATION-CONTINUED 50,000
REPLACEMENT WEB/GIS SERVER 14,000
NETWORK ATTACHED STORAGE-DISASTER RECOVERY 7,500
AND BACKUP CAPACITY NEEDED TO MEET INCREASED
DATA STORE SIZE
Total Capital $ 76,500
FY 03 ACCOMPLISHMENTS
• As a follow-up to the University of Virginia's Leading, Educating and Developing Seminar(LEADS)training
session brought to Big Sky in April 2002,senior staff members and Commissioners participated in a two-day
workshop at Blue Sky Ranch, atop the Bozeman Pass. The result was to develop a more cohesive team of
policy makers and policy implementers.
• The name of the previous weekly staff meetings has been c hanged t o"High P erformance Organization"
(HPO), and attendance has been expanded to include many division heads as well as department heads.
The meetings have also been revised to provide for continued training in forward thinking rather than just
technical improvement and discussion. The result has been to continue with nurturing the concept that all
staff members work for the City first and for their individual departments second.
• Assisted the City Commissioners by providing the information necessary for them to make informed
decisions regarding the acquisition of property for a new solid waste transfer station site and to purchase the
SAE House to ensure its preservation as a major historic site within the community.
D-11
CITY MANAGER
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Actual Budgeted
The City Commission will be supported in their
decision process by always receiving unbiased,
accurate research and data from the staff a
minimum of four days prior to the introduction of
an item as an agenda item 80% 77% 82% 85% 85%
The City Commission will be supported in their
policy direction decisions by receiving, with
regular frequency,current operations status
reports,state and federal legislative activity
reports,tabulations of citizen surveys done by
city departments,regular financial reports,and
staff rese [[ hh reports. 100% 81% 75% 88% 92%
Citizens will be assured an open and accessible
local government through established,
maintained,published,and staffed open office
hours equal to 1992 hours annually:Advertised
public meetings:Advertised Commission
agendas:Open and accessible meetings:
Accessible public records:and information
available via the intemet. 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% 95% 95% 100%
Public resources will be allocated effectively and
lawfully. Qualified independent auditors will
perform annual audits;the budgeting process will
be a public process;and the budget will
eJ�nnp asize oujcomes. 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 result in matching
appropriate hires with appropriate jobs.
Turnover will be kept low resulting in a stable
workforce. Continual skill improvement training
will result in a competent,effective and efficient
workforce. Physical,mental,and financial fitness
Orograms will result in a healthy workforce. 100% 100% 100% 100% 100%
pportunities to participate in world class,
leadership skills training seminars semiannually
by senior staff will result in a well led and
Soord)pate vlorkforce. 100% 100% 100% 100% 100%
pecific cn(ena and measurements available from the Office of the City Manager.
D-12
CITY MANAGER
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Bargaining Units 3 1 3 1
GIS Requests for Data Services
GIS Requests for Output Data
Commission Meetings 59 60 63 60
Public Hearings 123 131 132 135
Hours of Commission Meetings 200 230 199 220
Telephone Contacts 3,458 3,649 4,000 3,900 1
Meetings with County Commissioners 4 2 0 0 11
911 Administrative Meetings 12 12 12 12 1
Meetings with Civic Groups 106 113 150 150 1
Meetings with MSU 12 24 24 24 1
Meetings with the Chamber 16 14 24 24 1
Meetings with other MT City Managers 6 6 6 6 1
Meetings with the Legislature 18 30 0 1
Meetings with State Agencies 1 4 5 4
D-13
MUNICIPAL COURT
PROGRAM DESCRIPTION
The court budget unit accounts for costs associated with the judicial branch of city government, which includes a
judge,clerk of court,line clerks,and related operating costs.
Section 3-6-101, et, seq., MCA, establish a municipal court for each municipality. Section 3-6-103 sets forth the
jurisdiction o f the municipal court which includes: j urisdiction coordinate and coextensive with the justice'courts;
original jurisdiction of all civil and criminal actions and proceedings provided for in 3-11-103; concurrent jurisdiction
with the district courts in actions arising under Title 70,chapters 24 through 27; applications for search warrants and
complaints charging commission of a felony; tax collection under$5,000; money due the city or 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 city
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 regularly
scheduled general election. The municipal court hears cases involving city ordinances and misdemeanor cases
defined by state criminal codes and may conduct preliminary hearings in felony cases.
D-14
MUNICIPAL COURT
MAJOR OBJECTIVES
• To maintain an efficient collection system using additional recommended staff person to concentrate on
collections report to Credit Bureaus and MSU.
• To maintain a current and efficient criminal docket.
• To continue effective communications with the city attorney,city prosecutor,and law enforcement agencies.
• Additional training for staff and Public Defenders.
• Update computer program, jury program — Supreme Court has not authorized this yet as they are still in the
testing phase.
• Install West Law for court use
• Work with District Court in creating a space for the Public Defenders
• New bond book with Substantial fine increases.
• Reduce accounts receivable—write off all bad debt.
D-15
MUNICIPAL COURT
EXPENDITURES BY CATEGORY
Actual Appropriated Amendments Recommends Dollar
FY 02 FY 03 I FY 03 I FY 04 Change Change
Full-Time Equivalents 5.00 5.00 6.00
Number Category
1000-1299 Personnel $ 149,215 $ 175,996 $ - $ 222,650 $ 46,654
2000-7599 Operating 126,844 123,120 143,116 19,996
8000-8999 Capital - - - -
9000-9699 Debt Service - - - -
9900-9999 Transfers - - - -
Total All Categories $ 276,059 $ 299,116 $ - $ 365,766 $ 66,650 22%
EXPENDITURES BY DIVISION
Division
Number Division
1310 Municipal Court $ 276,059 $ 299,116 $ - $ 365,766 $ 66,650
Total All Divisions $ 276,059 $ 299,116 $ - $ 365,766 $ 66,650 22%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 276,059 $ 299,116 $ - $ 365,766 $ 66,650
Total All Funds $ 276,059 $ 299,116 $ - $ 365,766 $ 66,650 22%
D-16
MUNICIPAL COURT
FY 04 BUDGET HIGHLIGHTS
The budget includes one additional clerk to work exclusively on delinquent fines.
Contracted Services
PUBLIC DEFENDERS $ 50,000
SUB JUDGES 11,000
SUB JUDGES-JUDGE TRAINING 1,500
LAW&JUSTICE CENTER CONTRACT 31,500
COPIER/FAX 5,756
DELIVERY SERVICES 1,776
COURT REPORTING SYSTEM 1,500
JURY&WITNESS COSTS 10,000
Total Contracted Services $ 113,032
FY 03 ACCOMPLISHMENTS
• Please see attached FY 04 Pre-Budget Analysis
• Streamlining of court procedural paperwork utilizing computer generated forms
• Publicizing local warrants in the Bozeman Daily Chronicle, generating $56,000 in revenues during
the first 10 months.
• Working closely with the City Attorney's Office to increase overdue parking payments
• 90% overall collection rate
• Over$1,000,000 in revenues
• Reviewing, recalling all old arrest warrants
• Reorganization of office to better utilize space and increase office efficiency
• Reorganization of upper and lower storage space
• Increased court security and minimized staff interruptions with keypad lock system
• Increased productivity of Clerk of Court with addition of enclosed office built within current office
space
D-17
MUNICIPAL COURT
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
In an effort to maintain current and efficient
criminal and civil dockets,the average age of
cases will be as follows:
Initial Appearance <1 Mo. <1 <1 <1 <1
Judge <3 Mos. <3 <4** <4** <4**
Jury <6 Mos. <6 <6 <6 <6
**per police dept request,scheduling judge trials
around officers'days off to reduce OT
I %of cases resolved on first appearance I 80% I 93% I 95% I 94% 94%
Bozeman Municipal Court's effectiveness equals
or exceeds the standards in all cases and
remains in compliance with Montana law relating
to referrals of disposition of cases to the
Department of Motor Vehicles within 5 days.
1 day 100% 100% 100% 100%
Amount of time spent to initialize time pay 10 min per 1 min per 1 min per 1 min per 1 min per
/aeement case case case case case
o of daily time devoted to time pay(phone, 10%per 30% 75% J 75% 75%
counter,summons,warrant) Clerk
%of weekly time devoted to Juror Phone 1% 1% I 1% I 1% 1%
Efficiency Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Number of:
Judge trials 3 days wkly 3 days wkly 3 days wkly 3 days wkly 3 days wkly
Jury trials 2 days wkly 2 days wkly 2 days wkly 2 days wkly 2 days wkly
Open court 3 days wkly 3 days wkly 3 days wkly 3 days wkly 3 days wkly
Misc.hearings 3 day wkly 1 day wkly 3 day wkly 3 day wkly 3 day wkly
Ticket entry per hour 20 I 10-15 20-30 20-30 I 20-30
Processing of open court paperwork(amount of 1/2 day 1/2 day 1/2 day Y2 day 1/2 day
time needed to complete the processing of all
paperwork created during that day's open court
session and is based on a standard of'/day per
clerk to complete one average day's paperwork
from open court proceedings)&Judge Trials
Calendar for trials,hearing,status '/2 day %2 day 1/2 day 1/2 day %2 day
conferences per month(amount of time needed
per month to complete processing the matters in
this block based on a standard of day to
complete the paperwork related to these
matters.)
I Parkir)p Summons Entry I 1900 I 1,700 I 1586 I 1600 1600 I
Municipal Court Trials—amount of Clerk Time in I 10% I 10% I 10% I 10% 10% I
Court Room w/Judge trials during trial
%of time in court with Jury trials I 70% I 85% I 70% I 70% I 70%
D-18
MUNICIPAL COURT
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Court Citations 11,193 12110 13672 15000
Parking Summons 1,711 1586 2000 2000
Judge Trial Requests 366 199 375 400
Jury Trial Requests 387 333 400 450
Open Court Proceedings—hourly 8 hrs weekly 9 hrs weekly 9 hrs weekly 9 hrs weekly
Judge Trials Held 138 122 122 125
Jury Trials Held 8 8 25 30
Civil Cases Filed - 198 200 200
Temporan(orderof protection
Summons issued 850 2656 4800 5000
Warrants Issued 300 317 1200 ( 1500
Appeals 8 7 6 I 8
D-19
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 proceedings involving the city; prosecutes misdemeanors and traffic offenses committed within city
limits;provides legal advice to the City Commission,City Manager,and all departmental staff;and prepares 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 through excellence in professional, ethical and credible 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
D 20
CITY ATTORNEY
MAJOR OBJECTIVES
• To work with the Police Department in enforcing state laws and city ordinances pertaining to misdemeanors and
traffic violations committed within the city limits.
• To work with other city personnel and officials in enforcing city ordinances including zoning, building code, fire
code, and business licensing.
• To review legitimate citizens' complaints for the filing of criminal offenses and, if approved by the City Attorney's
Office,prosecute the violations in court.
• To process criminal prosecutions in a timely, firm, and efficient manner which serves the best interests of the
citizens of Bozeman and serves justice for the victims and the city.
• To serve as the city's legal counsel and legal representative before all courts, administrative agencies,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 Commission, departmental staff, and city boards
concerning legal matters that arise with respect to city governmental services and operations.
• To perform legal research and issue legal opinions.
• To review or prepare contracts, deeds, resolutions, ordinances, and other municipal documents relating to
governmental agreements,services,and operations of the city.
• To attend City Commission meetings and provide legal advice.
• To practice preventative law by being integral members of the city's departmental teams and by providing legal
risk management services and proactive legal advice.
D-21
CITY ATTORNEY
EXPENDITURES BY CATEGORY
ActualAppropriatedI R
Amendments ecommends Dollar
FY 02 FY 03 FY 03 I FY 04 I Change I Change
y
Full-Time Equivalents 6.00 6.00 6.00
Number Category
1000-1299 Personnel $ 366,954 $ 376,940 $ - $ 381,990 $ 5,050
2000-7599 Operating 46,858 203,041 177,766 (25,275)
8000-8999 Capital - - - -
9000-9699 Debt Service - - - -
9900-9999 Transfers - - - -
Total All Categories $ 413,812 $ 579,981 $ - $ 559,756 $ (20,225) -3%
EXPENDITURES BY DIVISION
Division
Number Division
1410 City Attorney Admin $ 392,258 $ 422,531 $ - $ 414,806 $ (7,725)
1430-1446 Civil Litigation 11,728 24,500 25,000 500
1460 Criminal-General 1,089 59,950 59,950 -
1462 Criminal-Victim/Witness 8,737 73,000 60,000 (13,000)
Total All Divisions $ 413,812 $ 579,981 $ - $ 559,756 $ (20,225) -3%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 405,075 $ 519,981 $ - $ 499,756 $ (20,225)
103 Health-Medical lnsur* - -
105 P.E.R.S. Fund* - -
174 Victim Witness Advocate 8,737 60,000 60,000 -
Total All Funds $ 413,812 $ 579,981 $ - $ 559,756 $ (20,225) -3%
D-22
CITY ATTORNEY
FY 04 BUDGET HIGHLIGHTS
The budget includes the addition of a contracted prosecutor.
Contracted Services
OUTSIDE COUNSEL $ 22,000
CRIMINAL PROSECUTION 49,000
Total Contracted Services $ 71,000
FY 03 ACCOMPLISHMENTS
• Prepared the following significant ordinance and amendments to Bozeman Municipal Code:
• Telecommunication zoning amendments
• Big Box Store Interim Ordinance
• Big Box Store Ordinance
• Smoking Ordinance
• Sidewalk Vendor's Ordinance
• Sandwich sign amendment to Sidewalk Vendor's Ordinance
• Revisions to Code to implement reorganization of Department of Public Safety
• Fiscal Impact Condition to Site Plan for Big Box Stores
• Saved the taxpayer over$419,880 in general legal fees by using City Attorney staff.
• Saved the taxpayer in litigation expenses by handling cases within the office.
• Continued to provide quality legal services despite the significant increase in litigation cases handled by in-house
staff attorneys.
• Aggressive enforcement of DUI and Domestic Abuse offenses.
• Contracting out prosecution to save costs and create efficiency in the civil work by transitioning criminal attorney
to civil work.
• Provided guidance on development of annexation provisions for affordable housing and site development
• Worked closely with staff and advised on Unified Development Ordinance
• Worked closely with staff and advised on architectural service for new library and engineering contract
• Worked closely with staff and advised on Baxter Meadows
• Drafted contract which established criminal misdemeanor probation supervision for municipal court
• Worked with Bozeman Police Department in establishing a warrant service program
• Developed an aggressive parking enforcement program for contempt violators
• Increased enforcement of parking violators ignoring their tickets
• Prepared Solid Waste Collection Fee's Resolution
• Prepared Amendments to City Commission Rules of Procedure
• Prepared Senior Center Bylaws for Senior Center Advisory Board
• Provided presentations to Local HR Association on Military Reemployment Rights
• Published scholarly article in Montana Lawyer
• Worked with Governor's Chief Legal Counsel in obtaining amendatory veto of HB 247 to allow Cities to enact
aggressive solicitation ordinances
• Revised and negotiated contract for use o f c ommunity service workers from Municipal Court which will s ave
departments money while keeping risks low
• Worked with staff on risk management resulting in a safe work place and MMIA's award to First Class and
Second Class Cities for The Most Improved Modification Experience Factor in Workers Compensation Program
(25%)for FY 2002-2003. In addition to a safer work place,the risk management keeps premium costs low.
• Instrumental in establishing the only County Public Defenders'Office that includes Municipal Court.
D 23
CITY ATTORNEY
PERFORMANCE MEASURERS*
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
I Legislative/Executive
Draft9omplex ordinaqc/es to BMC within 90 days 95% 50% 38% 75% 50% I
Draless complex ordinances amending the 95% 40% 94% 95% 95%
BMC within 60 days
Draft/review resolutions,non-code ordinances, 90% 95% 83% 90% 90%
administrative orders regulations or policies and
procedures within 10 days
I I I I I
Legal Municipal Documents: I I I I
Legal/Municipal Documents—Draft Contracts, 90% 46% 80% 85% 90%
deeds and easements,license/permits,
affidavits/proxies,leases and miscellaneous
documents within 30 days
Provide a detailed and complex review of 90% 86% 81% 95% 90%
contracts,deeds and easements,license/
permits,affidavits/proxies,leases and
miscellaneous documents within 30 days
Provide a limited review as to form of 95% 80% 75% 75% 75%
contracts,deeds and easements,license/
permits,affidavits/proxies,leases and
miscellaneous documents within 5 days
I Advisor I I I
Research and prepare formal written legal 90% 50% 63% 90% 90%
opinion within 90 days
Provide informal written,e-mail,or verbal 90% 92% 95% 90% 90%
opinions on complex issues within 30 days
Provide informal written,e-mail,or verbal 95% 95% 95% 95% 95%
opinions on simple issues within 5 days
Requests for Prosecution I I I
Respond to criminal requests for 95% 39% 97% 80% 95%
prosecution within 30 days
Efficiency Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
I 1
Savings of using City Attorney staff on N/A N/A N/A N/A
litigation or potential litigation.
Parking fine revenue collected N/A $24,900 $23,669 $15,000
through legal enforcement.
Revenue collected through other civil legal $7616 $7643 $2698 $8000 1
enforcement
D-24
CITY ATTORNEY
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Criminal Jury Trials 18 17 20 17
Criminal Judge Trials 100 140 110 150
Requests for Prosecution/Parking Contempts 62/NA 31/377 15/928 50
Revocation Proceedings 0 0 0 5
Criminal Judge/Jury Trials Scheduled 774 I 45 316 600
Prep&Review of Contracts, Res,Ord.etc. 293 202 348 300
Formal&Informal Opinions 352 248 574 450
District/Supreme Court Cases and 23 N/A N/A
Administrative Hearings
Municipal Court Civil Cases 126 144 150 150
Liability Claims Filed 28 23 25 45
{ Miscellaneous(Library,bad checks) 375 366 300 300
{ ParkinCorrp aints 1,639 1,290 1,300 2,000
{
Total Criminal Case Files Opened 449 616 1,028 600
D-25
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 four divisions: administration, accounting, treasury, and data processing.
The department provides support services to other departments including: financial planning, budgeting, insurance
administration, accounting,data processing,collection and investment of city funds,debt administration, utility billing,
special improvement district accounting,business license administration,and development of internal controls.
D 26
FINANCE
MAJOR OBJECTIVES
• To prepare a comprehensive budget on an annual basis which encompasses all funds of the city.
• To m anage and a ccount for the city's f inances i n accordance with Generally Accepted Accounting Principles
(GAAP),as set forth by the Governmental Accounting Standards Board (GASB).
• To prepare a Comprehensive Annual Financial Report(CAFR)in conformity with Generally Accepted Accounting
Principles.
• To 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 expenditure information on a timely basis to enable the
departments to operate within appropriation levels established by the City Commission.
D-27
•
FINANCE
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommends Dollar
FY 02 I FY 03 I FY 03 I FY 04 I Change I Change
Full-Time Equivalents 16.75 16.00 16.00
Number Category
1000-1299 Personnel $ 624,949 $ 655,903 $ - $ 741,512 $ 85,609
2000-7599 Operating 872,743 193,850 185,614 (8,236)
8000-8999 Capital 9,335 - - -
9000-9699 Debt Service - - - -
9900-9999 Transfers - - - -
Total All Categories $ 1,507,027 $ 849,753 $ - $ 927,126 $ 77,373 9%
EXPENDITURES BY DIVISION
Division
Number Division
1510 Administration $ 120,603 $ 164,515 $ - $ 153,322 $ (11,193)
1520 Accounting 253,428 265,661 - 287,223 21,562
1530 Treasury 253,639 255,761 - 305,364 49,603
1540 Data Processing 135,796 163,816 181,217 17,401
1550 Purchasing/Supply 743,561 - - -
Total All Divisions $ 1,507,027 $ 849,753 $ - $ 927,126 $ 77,373 9%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 763,466 $ 849,753 $ - $ 927,126 $ 77,373
103 Health-MedicalInsur' -
105 P.E.R.S. Fund* -
700 Supply 743,561 -
Total All Funds $ 1,507,027 $ 849,753 $ - $ 927,126 $ 77,373 9%
D-28
FINANCE
FY 04 BUDGET HIGHLIGHTS
Contracted Services
AUDIT COSTS $ 17,450
SOFTWARE MAINTENANCE AGREEMENT ON HTE SOFTWARE 47,150
IBM AS400 PRINTER MAINTENANCE AGREEMENTS 3,200
TEMPORARY SERVICES 5,000
DEPT OF MOTOR VEHICLE SEARCHES 500
MAINTENANCE CONTRACT ON COPIER 1,650
SECURITEC SYSTEMS-VAULT ALARM LEASE-MONITOR 900
MISCELLANEOUS 2,050
HTE-TRAINING 5,000
HTE-SCR'S FOR PROGRAM MODIFCATIONS 1,500
Total Contracted Services $ 84,400
FY 03 ACCOMPLISHMENTS
• Improved and refined report archiving processes to increase user-friendliness while decreasing unneeded data
archiving.
• Attended training and went live on HTE Parking module computer software.
• Continued performance reviews for MPEA personnel.
• Enriched information in HTE's Land Management software module by involving Planning Department staff in
data input and data sharing.
• Implemented HTE's Document Management Service with Occupational, Liquor,and Pet Licenses.
• Increased frequency of staff meetings to improve communication and provide a forum for open sharing of ideas
in addition to cultivating a workplace environment of continual learning and improvement.
• Improved check printing procedures,resulting in the elimination of unnecessary printing and less paper being
wasted during the processing of accounts payable and payroll checks.
• Replaced the printing of checks issued back to the City with automatic transfers.
• Condensed the Expenditure Approval List so that expenditures would be grouped at the departmental level,
satisfying not only a request from the Public Service Department,but also saving paper.
• Re-organized vacant position job description duties to better meet workload demands and employee capabilities,
resulting in staff being more appropriately positioned between jobs requiring strong clerical skills and jobs with a
higher emphasis on customer service.
• Increased the customer service training for front-line staff.
• Initiated the infrastructure reporting stage of GASB Statement 34.
• Automated the procedure for applying refunds and reimbursements to expenditures.
• Discontinued the purchasing function, resulting in a large reduction in the Finance Department budget. Inventory
carrying and maintenance costs were eliminated along with the additional recordkeeping required of a central
stores operation.
• Expanded electronic payroll reporting to include Fed/State W2's, State retirement and deferred compensation.
D 29
FINANCE
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Receive Distinguished Budget Presentation
Award for the Government Finance
Officer's Association Receive Received Received Applied Will Apply
Receive Certificate of Achievement for
Excellence in Financial Reporting from the
Government Finance Officer's Association Receive Received Applied Will Apply Will Apply
City's Bond Rating(Note: In FY 99,the rating
agency refined its rating structure. The A2 and A2 (G.O.)* A2 (G.O.)* A2 (G.O.)* A2 (G.O.)*
A3 ratings are not better or worse than the A3 (Water) A3 (Water) A3 (Water) A3 (Water)
previous A ratings. They are more refined
versions of an A rating)
%of monthly checklist items done correctly 95% 99% 99% 99% 99%
the first time
%of journal entries made without later 95% 99% 99% 99% 99%
correction or adjustment
%of months general ledger is closed by the 90% 25% 8% 17% 75%
10th of the month
%of property transfers billed on schedule 97% 98% 100% 100% 100%
%of accounts receivable statements mailed 98% 99% 100% 100% 100%
by the 15th of the month
Average#of water customers on <10 7-8 7-8 <10 <10
shut-off list
D-30
FINANCE
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
SID Statements 9,062 9,525 9,955 10,350
Utility Bills 93,532 97,627 100,000 102,000
Checks Processed 8,945 9,366 9,500 9,750
W-2's Processed 378 395 400 405
Journal Entries Processed 978 623 600 575
Journal Entry Transactions 21,612 18,147 17,500 16,750
Grants Administered 19 19 21 25
Warrant Transactions 25,612 26,126 26,800 27,000
IRS Informational Returns 102 79 85 85
Business Licenses(Calendar Year) 2,706 2,742 2,800 2,850
D-31
PLANNING
PROGRAM DESCI7'IP D'O
The Department of Planning and Community Development(DPCD)accounts for the costs of administering the City's
long range planning,current planning,and community development programs. Section 76-1-407 MCA authorizes a
city levy,not to exceed 2 mills,for funding of the City planning program. The balance of funding for DPCD activities
comes from the general fund, fees, and grant administration monies. Major elements of the City's Planning and
Community Development program include:
Long Range Planning: Long range planning activities include:preparation and updating of a transportation plan an
comprehensive"growth policy"for the City of Bozeman, in accordance with Part 6, Chapter 1,Title 76 MCA);
providing assistance and coordination to other departments with the preparation of Capital Improvements Plans;
providing assistance to other boards and departments with the preparation of strategic plans for land-use related
programs,such as parks and open space planning; and developing implementation strategies to achieve community
planning goals and objectives. DPCD also serves as the City's liaison with the U.S. Census Bureau.
Annexation: DPCD staff is responsible for the implementation of the City's Annexation Policies, as set forth in City
Resolution No.3137and Chapter 2,Title 7, Montana Codes Annotated (MCA).
Subdivision Review: DPCD staff processes all proposals for subdivision of land within the City in accordance with
Title 16 of the Bozeman Municipal Code(BMC)and the Montana Subdivision and Platting Act(Sections 76-3-101
through 76-3-625, MCA).
Zonis,Ordinance Administration: This involves the processing of all applications for site development, including
Conditional Use Permits, Planned Unit Developments, Minor and Major Site Plan reviews,Certificates of
Appropriateness,requests for variances and deviations,zone map amendments,and zone code amendments. This
program element also includes our Code Enforcement operations,to ensure compliance with adopted regulations.
Historic Preservation: The Historic Preservation Officer, under the direction of the Historic Preservation 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 National Register of Historic
Places, an annual historic preservation 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 recognized 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
Boards/Commissions Served: In carrying out the above-described program elements, DPCD staff provides
technical support and professional assistance to a variety of boards and commissions, including: City Planning Board;
Design Review Board; Development Review Committee;Transportation Coordinating Committee; Historic
Preservation Advisory Board; Beautification Board; and City Commission.
D-32
PLANNING
MAJOR OBJECTIVES
LONG RANGE PLANNING:
• To prepare and periodically update a"Growth Policy""(Comprehensive Plan)and Transportation Plan for the
City of Bozeman,and to provide technical support and information to the Planning Board and City Commission
on all matters pertaining to long-range comprehensive planning.
• Assist with Capital Improvements Planning to ensure appropriate linkages between infrastructure and land use
planning .
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 subdivisions of land,and to provide accurate and current
maps for planning,subdivision,and annexation projects.
• To evaluate and make recommendations to the Development Review Committee,Design Review Board,
Zoning Commission and City Commission on all proposals for site development.
• To provide zoning 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 applications 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 through 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 preservation education through various public forums, including slide
shows,lectures,tours, school presentations,the Historic Preservation Office resource library,and the
publication of Heritage Preservation News.
• To review historic and architectural appropriateness of alterations, rehabilitations,and restorations of historic
buildings,structures,objects, landscapes,districts,and neighborhoods.
• To research and inventory local historic properties and,when appropriate, nominate them to the National
Register of Historic Places.
• Administer the City's impact fee program.
D-33
PLANNING
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommends Dollar
FY 02 I FY 03 I FY 03 I FY 04 I Change I Change
Full-Time Equivalents 11.70 12.70 12.70
Number Category
1000-1299 Personnel $ 457,455 $ 566,318 $ - $ 572,086 $ 5,768
2000-7599 Operating 127,186 168,895 177,327 8,432
8000-8999 Capital 578 - 35,140 35,140
9000-9699 Debt Service - - - -
9900-9999 Transfers - - - -
Total All Categories $ 585,219 $ 735,213 $ - $ 784,553 $ 49,340 7%
EXPENDITURES BY DIVISION
Division
Number Division
1610 Operations $ 261,393 $ 108,045 $ - $ 182,842 $ 74,797
1620 Subdivision Review 43,543 113,723 122,365 8,642
1630 Long-range Planning 24,180 144,386 138,501 (5,885)
1640 Annexation 19,113 59,510 65,068 5,558
1650 Code Enforcement 29,791 31,093 34,912 3,819
1660 Historical Preservation 31,346 51,677 46,958 (4,719)
1670 Zoning Operations 175,853 226,779 193,907 (32,872)
Total All Divisions $ 585,219 $ 735,213 $ - $ 784,553 $ 49,340 7%
EXPENDITURES BY FUND
Fund
Number Fund
100 Planning $ 294,261 $ 425,664 $ - $ 508,776 $ 49,340
103 Health-Medical In* - -
105 P.E.R.S. Fund* - -
10 General Fund 259,611 257,872 228,819 (29,053)
101 Historic Preservation 31,347 51,677 46,958 (4,719)
Total All Funds $ 585,219 $ 735,213 $ - $ 784,553 $ 49,340 7%
D-34
PLANNING
FY 04 BUDGET HIGHLIGHTS
Contracted Services
MAINTENANCE CONTRACTS $ 4,500
TEMPORARY SECRETARIAL SERVICES& INTERNS 6,000
COMMUNITY LANDUSE MEDIATION PROGRAM 5,000
LEGAL CONSULTANT SERVICES 5,000
DESIGN OBJECTIVES PLAN UPDATE 40,000
HISTORIC PRESERVATION
COMPILING DIGITIZED HISTORIC MAPS 1,000
ARCHEOLOGICAL SURVEY OF LOCAL SITES 3,000
SECOND HALF OF EXISTING CONTRACT FOR PUBLICATION 8,000
PRESERVATION DAYS SPEAKERS 1,000
Total Contracted Services $ 73,500
Capital
COPIER $ 16,640
NEW FRONT OFFICE AND CONFERENCE ROOM FURNITURE 18,500
Total Capital $ 35,140
FY 03 ACCOMPLISHMENTS
• Bozeman 2020 Community Plan and Transportation Plan Implemented.
• Land Use Facilitated Meeting Program implemented with assistance from Community Mediation Center
• Subdivision Regulations revised to implement"Smart Growth"policies;ordinance adopted.
• Zoning Ordinance revised to implement"Smart Growth"policies;ordinances adopted.
• Three active,two pending CTEP applications.
• Land Use Inventory updated biannually in accord with 2020 Plan.
• Daily utilization of GIS technology in long range and current planning projects.
• Automated permit tracking system implemented in cooperation with Building Division.
• Departmental Staff Retreat held—"Core Values"and goals identified to complement Vision/Mission statements.
• Historic Preservation Days sponsored
• Residential Rehabilitation Workshop sponsored by HPAB
• Continuing implementation of City's impact fee program.
• Over 60 public presentations and programs given to service clubs,civic groups,schools, etc.by DPCD staff in
2002.
• Continuing education of staff through attendance at MAP and national APA conferences.
• Implementation of"mentoring program"for better orientation!training of new employees.
• Affordable Housing Advisory Board participation—2002 housing tour and Needs Assessment contract
• Library"Annex"proposal implemented—all Planning library books now catalogued with Bozeman Public Library
• Grants Administrator hired
• Economic Development Loan Review Committee Participation
D-35
PLANNING
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
%of case recommendations upheld by City 85% 75% 75% 80% 80%
Commission
Percent of impact fee assessments requiring
cprrectio or refunds due to errors <2% < 1% <1% <1% <1%
%of staff recommendations upheld by
Development Review Committee 95% 95% 95% 95% 95%
Design Review Board 80% 80% 80% 80% 85%
City Commission 80% 80% 80% 80% 85%
Number of violations identified 200 218 220 225
Percent of violations referred to City
Attorney's Office 0 1% 1% 1% 1%
Number of citations issued 4 0 3 2
Percent of citations resulting in conviction in
City Court 100% 100% N/A 100% 100%
Percent of violations corrected (includes
citations)
100% 90% N/A 100% 100%
PFF,E�SERVATION I I I
Percent of historic design review applicants 50% ( 75% 75% 75% 75%
assisted by staff prior to formal application
submittal
Total number of local residents participating 500 2,500 1500 2000 2000
in historic preservation education programs
&events
Number of Participants in Historic I 300 773 700 700 700
Preservation Week
Number of walking tour participants not 500 860 700 750 800
including Historic Preservation Week
Efficiency Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Pre-app reviews completed w/i15 days I 70% 65% I 75% I 75% I 75% I
Preliminary plat reviews completed within
60 days 80% 75% 80% 85% 85%
%of impact fee assessments completed
within two days of receipt by coordinator. 80% 80% 1 80% 85% 85%
Minor site plans reviewed within 35 days 85% 75% I 75% I 85% I 85%
Major site flans reviewed within 60 days I 85% 85% I 80% I 85% I 85%
PUD preliminary plans reviewed within 60
days 50% 50% 65% 65% 65%
%of business licenses and building permits 75% 80% 70% 75% 80%
reviewed within 3 days
HISTORIC PRESERVATION 75% 85% 85% 90% 90%
%of Administrative Design Review Projects
qualifying for sketch plan review that were
D-36
PLANNING
WORKLOAD INDICATORS
* * * *
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Amended Plats 5 3 I 4 4
Subdivisionpfg-a pligaljorls 12 I 11 I 11 11
Minor Subdivision Pre.Plats 9 I 10 10 10
Major Sub-Preliminary Plats 9 I 9 9 9
Final Plats 22 15 I 17 17
Master Plan Amendments 2 1 I 2 2
Annexations 6 I 9 8 8
Exemitions 12 I 10 ( 10 10
Preliminary Plat Lots Approved 377 I 986 I 700 I 700
Final Plat Lots Approved 508 I 339 I 400 400
Number of public forum opportunities for 9 10 10
$ ecial projects 20
pni Or o par jcints in forums I 300 I 175 I 200 I 200
Num per o prompts�ss�sse impact fees I 800 I 1332 I 1100 I 1100
Numoer o literaure/information requests 125 125 150 150
Rertainin_gto impact fees
mb of el�tn els for i
Nmpact fees I 50 75 100 100
ws e,p`c�sttnpbu on I 400 N/A N/A N/A
Minorite Pans I 15 I 19 18 18
Major Site Plans I 10 I 21 20 20
Conditional Use Permits 16 I 12 14 14
Planned Unit Developments 3 I 6 5 5
Certificates of Appropriate1riesg I 109 I 128 135 135
Sian Reviews(p rmanent and temp) I 126 246 222 225
nances/AGpeas I 3 6 I 5 5
Zone Map Amendments 12 I 11 I 11 11
Zone Text Amendments 2 I 5 3 3
Concept Plan Review/Informal Review I 54 I 42 40 40
Number of site visits and/or signage 160 150 150 150
consultations evaluatinjor allowable signage
HVO13ly PRESERVATION I I I
Office Visitations I 220 I 200 220 220
Historic Design Reviews I 121 135 140 140
Presentations(slides,walking tours,etc) I 37 21 I 25 25
Newsletters/Articles I 12 8 I 10 10
BHPAB Meetings/Beautification I 25 I 16 I 18 18
Hrs Workinccwolunteers/Intems I 210 I 105 I 125 125
Design Services Bank Projects 23 I 19 I 20 20
Special Temporary Use Permits 10 I 15 I 15 15
*Data is collected and maintained on a calendar year basis.
D-37
BUILDING MAINTENANCE
PROGRAM DESCRIPTION
The Building Maintenance budget unit accounts for costs associated with maintaining City Hall, Building Department,
Fire Station #1, Shop Complex, Bozeman Professional Building, and Senior Citizen's Center. The majority of the
costs are normally included in utilities and janitorial services.
D-38
BUILDING MAINTENANCE
MAJOR OBJECTIVES
• To provide a safe, comfortable, and professional working environment for all city employees, elected officials,
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 requirements.
D-39
BUILDING MAINTENANCE
EXPENDITURES BY CATEGORY
Actual IAppropriatedi Amendments IRecommendedl Dollar I
FY 02 FY 03 FY 03 FY 04 Change Change
Full-Time Equivalents 0.55 0.55 1.55
Number Category
1000-1299 Personnel $ 23,560 $ 26,660 $ - $ 66,274 $ 39,614
2000-7599 Operating 375,419 424,900 412,659 (12,241)
8000-8999 Capital - 59,500 - (59,500)
9000-9699 Debt Service 86,355 87,488 87,488 -
9900-9999 Transfers - - - -
Total All Categories $ 485,334 $ 598,548 $ - $ 566,421 $ (32,127) -5%
EXPENDITURES BY DIVISION
Division
Number Division
1810 City Hall $ 143,888 $ 268,635 $ - $ 221,240 $ (47,395)
1820 City Hall Annex 23,823 20,685 23,735 3,050
1830 Shop Complex 58,028 47,350 53,452 6,102
1840 Professional Building 209,781 204,898 214,592 9,694
1850 Senior Center 49,814 56,980 53,402 (3,578)
Total All Divisions $ 485,334 $ 598,548 $ - $ 566,421 $ (32,127) -5%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 485,334 $ 598,548 $ - $ 566,421 $ (32,127)
Total All Funds $ 485,334 $ 598,548 $ - $ 566,421 $ (32,127) -5%
D-40
BUILDING MAINTENANCE
FY 04 BUDGET HIGHLIGHTS
The budget includes a new janitor position that will replace a portion of the city's contracted janitorial
services.
Contracted Services City Hall Annex Shop Prof Build Sr.Ctr. Total
Overall Total 5 25,900 $ 11,450 5 12,400 $ 47,700 $ 8,330 $ 105,780
Items include:
ELEVATOR
COPIER
BOILER AND AIR HANDLING
CUSTODIAL CONTRACT
CARPET CLEAN 2X
AREA RUGS
SNOW REMOVAL PARKING LOTS
LEAVES
SPRAY-FERTILIZE
SECURITY SERVICES
FIRE EXT/ALARM
MECHANICAL SYSTEM
SEAL COAT/STRIPE LOT
EMERGENCY GENERATOR MAINT
REWAX FLOORS 3 X YEAR
INSPECT FIRE SUPP SYS
DESIGN SERV FUR REMODEL
HEATING SYSTEM
REPAIR AND MAINTENANCE City Hall Annex Shop Prof Build Sr.Ctr. Total
GENERAL REPAIRS 5 61,750 5 10,835 5 19,000 $ 37,700 $ 12,500 $ 141,785
Total Repair and Maintenance $ 61,750 5 10,835 5 19,000 5 37,700 5 12,500 5 141,785
FY 03 ACCOMPLISHMENTS
• Install back up compressors and service existing compressors for pneumatic control lines at City Hall and
Professional Building
• Relocate thermostats and add new supply air for second floor of the Professional Building to address tenant
concerns related to building comfort
• Assist the Library Board in the design process for the new Bozeman Public Library
• Remodel restroom and other office spaces at the City Shop Complex
• Install new gutters and downspouts at the Shop Complex to address building runoff
• Select the architect and begin design work for remodel of the second floor of the Professional Building
• Rehab out of service steam lines in offices in City Hall and the Annex
• Complete facilities needs plan for the Departments located at the Shop Complex
• Upgrade the elevator components at the Bozeman Senior Citizens Center
• Replace one furnace and rebuild the second furnace at the Beall Park Art Center
• Initiate the design work for summer replacement of the 44 year old boiler at the Professional Building
• Complete Level II Building Operator's Certification Program
D-41
BUILDING MAINTENANCE
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Average response ine or emergency repairs 30 minutes I 100% I 95% I 95% I 100%
Average response time for minor non-emergency 3 days 95% 85% 90% 100%
repairs(in-house)
Average response time for minor non-emergency I 7 days 90% 85% 95% 100%
repairs contracted)
of facility users that rate the quality of their I 90% 90% 85% 85% 90%
areas as excellent or good
D 42
BUILDING MAINTENANCE
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
D 43
PUBLIC SAFETY
• POLICE DEPARTMENT
• FIRE DEPARTMENT
• BUILDING INSPECTION
• PARKING
• JOINT DISPATCH SERVICES
E-1
POLICE DEPARTMENT
PROGRAM DESCRIPTION
General
The police department budget unit accounts for costs associated with providing all law enforcement services for the
City of Bozeman. The police department utilizes both patrol and investigative divisions to detect,prevent,and
suppress crime and the enforcement of criminal and traffic codes of the state and local governments.
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 local agreement.
DARE
The Drug Abuse Resistance Education(D.A.R.E.)budget unit accounts for the expenditure of restricted revenues of
the police department. Much of the police special revenue budget unit is funded by grants and donations that are
restricted to the operation of the D.A.R.E. program and activities associated with it.
E-2
POLICE DEPARTMENT
MAJOR OBJECTIVES
GENERAL
• Prevention of criminal activity.
• Detection 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.
• Traffic safety enforcement.
• Resolution of day-to-day conflicts among family,friends,and neighbors.
• Creation and maintenance of 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 community in the
delivery of police services.
• Maintain a working environment where every employee's integrity, competency, and commitment to service is
self-evident.
Drua 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.
E-3
POLICE DEPARTMENT
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommender' Dollar
FY 02 I FY 03 I
FY 03 I FY 04 I Change I Chan%ge
Full-Time Equivalents 48.25 48.25 48.25
Number Category
1000-1299 Personnel $ 2,991,104 $ 2,580,286 $ - $ 2,828,866 $ 248,580
2000-7599 Operating 528,870 697,945 685,407 (12,538)
8000-8999 Capital 231,271 96,773 74,227 (22,546)
9000-9699 Debt Service - -
9900-9999 Transfers 53,000 62,000 58,512 (3,488)
Total All Categories $ 3,804,245 $ 3,437,004 $ - $ 3,647,012 $ 210,008 6%
EXPENDITURES BY DIVISION
Division
Number Division
3010 Police Operations $ 2,925,821 $ 2,668,349 $ - $ 2,874,807 $ 206,458
3020 Crime Control& Invest 533,082 479,120 473,034 (6,086)
3030 DARE 79,796 68,322 73,012 4,690
3040 Drug Forfeiture 182,334 133,026 130,723 (2,303)
3050 - -
3060 9-1-1 Services - (88,187)
3070 Animal Control 83,212 88,187 95,436 95,436
Total All Divisions $ 3,804,245 $ 3,437,004 $ - $ 3,647,012 $ 210,008 6%
EXPENDITURES BY FUND
Fund
Number Fund
126 Neighborhood P $ - $ - $ - $ - $ -
010 General Fund 3,417,684 2,974,755 - 3,182,376 207,621
103 Health-Medical lnsur* -
105 P.E.R.S.Fund* -
106 Police Pension Fund' -
122 9-1-1 Grant - -
125 Drug Forfeiture 182,359 133,026 130,723 (2,303)
139 Police Department Specie 79,706 68,322 73,012 4,690
140 Police Domestic Violence 105,370 240,901 240,901 -
141 Police Motor Cycle Fund -
142 Problem Area Response Team -
138 Law&Justice Center 19,126 20,000 20,000 -
143 K-9 -
127 Downtown Parking
Total All Funds $ 3,804,245 $ 3,437,004 $ - $ 3,647,012 $ 210,008 6%
E-4
POLICE DEPARTMENT
FY 04 BUDGET HIGHLIGHTS
Contracted Services
COPIER CONTRACT $ 3,000
MEDICAL SERVICES 13,500
PROTECTIVE CUSTODY ASSISTANCE 3,000
CITY SHARE FOR L&J CENTER OPERATING COSTS 38,500
GENERAL(HOSPITAL,TOWING,ETC.) 3,500
GALLATIN COUNTY BOOKING FEES 20,000
HUMANE SOCIETY 35,400
LICENSED PROFESSIONAL COUNSELORS 5,544
MISCELLANEOUS 1,000
SPEAKERS 400
DOMESTIC VIOLENCE FUND: 190,162
Total Contracted Services $ 314,006
Capital
NEW PATROL VEHICLES (3) $ 74,227
Total Capital $ 74,227
FY 03 ACCOMPLISHMENTS
• Utilized grant funds to develop a Crime Scene Investigation Unit.
• Increased first line supervisor staffing by three additional patrol sergeants.
• Utilized City of Bozeman GIS for crime analysis and mapping.
• Utilized City of Bozeman GIS for Sexual and Violent Offender Program.
• Addition of three marked patrol units.
• Formation of a Civil Disturbance Unit.
• Implemented training on the Use of Force Training Simulator.
• Completed Mobile Data Terminal joint partnership system infrastructure,and work continues on
improvement and the adding of additional users.
• Trained all Bozeman Police Department personnel on CJIN/MDT use.
• Commitment to continue to maintain the highest quality of service to the City of Bozeman.
• Continued to maintain highest training standards.
• Citizen generated officer complaints continue to decline,compliments have increased.
• Continued success in obtaining Federal and State Grants:
* Continued Domestic Violence Funding
* Montana Department of Transportation grant
* Continued funding under COPS Universal grant
* Continued funding for second SRO
* Continued funding of the Missouri River Drug Task Force
E-5
POLICE DEPARTMENT
PERFORMANCE MEASURERS
Effectiveness Measurers Standard
FY01 FY02 FY03 FY04
Actual Actual Projected Projected
Respond t Jtigen comp p is/concerns I 48 hours I 95% 95% I 95% 95% I
Percent of DUI arrests which result in convictions 90% I n/a I 88% I 85% 85%
Percent of citations issued by the Bozeman Police 80% n/a 76% 75% 75%
Department resulting in convictions
Increased officer presence to ensure public safety 5 mo/yr. 100% 100% 100% 100%
of pedestrians and vehicles on City streets by
utUin&bicycie and motorcycle patrols
Fur staff meetings I Monthly I 75% 80% 80% I 80%
gesponse to emergency calls/average 5 min. I 3.6 min. 5.8 min. I 5 min. l 5 min.
Reskonse to Ion-emergency calls/average 10 min. I . 7.3 min I 10.2 min. I 10 min. I 10 min.
jdumber of crimes Fella-tea I ********** I 4,650 I 7,505 I 7,800 I 7,800
Percent of reported crimes closed/cleared/or leads
exhausted:
Homicide 100% 100% 100% 100%
Rape 52% 52% 75% 75%
Aggravated Assault 68% 84% 80% 80%
Burglary 66% 72% 75% 75%
Counterfeiting/forgery 44% 73% 75% 75%
Destruction/damage/vandalism to property 84% 93% 90% 90%
Shoplifting 95% 96% 95% 95%
Motor vehicle theft 82% 94% 90% 90%
Drug/narcotic violations 93% 98% 95% 95%
Drug equipment violations 98% 98% 98% 98%
Robbery 20% 100% 90% 90%
Embezzlement 100% 50% 75% 75%
Percent of Investigative Division cases cleared I 90% I 94% I 88% I 90% 90%
Druy Forfeiture; I I I I I I
Dedicate two officers full-time to drug 100% 100% 100% 100% 100%
investigatjptlts/ forceper}t
Devote 25%of investigative time to assisting 100% n/a n/a 100% 100%
smaller counties with their investigations
Target juvenile drug use(Zero Tolerance)by 100% ( 100% 100% 100% 100%1havin juveniles comprise 5%of total DTF arrests
Att weekly inter-agency meetings 100% I 100% +I 100% I 100% 100% I
Provide instruction to all 55. grades I (500)100% I (460) 92% I (481)96% ( (470)94% I (480)96%
Provide instruction to all 3'".grades I (400)100% I (4451111% I (3941,99% I (375194% I (375\94%
Percent of 51h.grade graduates I 100% I k99.2% I 2p9% I 100% 100%
Percent of 3r°.grade graduates I 100% I 100% I 100% I 100% 100%
E-6
POLICE DEPARTMENT
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Calls for Service
21,077 33,514 34,000 36,000
National Incident Reporting System(NIBRS)
Homicide 1 1 I 1
Rape 21 27 25 28
Robbery 10 4 5 5
Aggravated Assault 41 61 65 65
Assaults-other 140 149 150 160
Burglary 125 166 170 170
Theft 1,321 1,339 1,350 1,375
Motor Vehicle Theft 87 81 85 85
Partner/Family Member Assault 114 79 80 85
Arson 11 11 14 14
Forgery&Counterfeiting 50 78 80 85
Fraud 65 69 75 80
Destruction/Damage/Vandalism of Property 595 580 590 600
Disorderly Conduct 242 236 250 265
Runaway 59 43 50 50
Disturbance/Loud Party 415 1,460 1,500 1,500
Alarms I 641 I 860 I 875 900
ParkinParkinsgLavolaints 1,142 1,483 1,500 1,550
Traffic Crashes 1,292 1,732 1,800 1,850
DUI's 462 465 480 490
Animal Coml faints 822 1,538 1,575 1,600
Investigative Division Case Load 286 275 300 300
Citations Issued 9,469 12,110 12,300 12,500
Arrests 2,102 3,709 3,800 4,000
Motorcycle Patrol-Citations Issued 1,678 2,960 2,500 3,000
Clerical-Interviews Transcribed 412 550 575 600
Drug Forfeiture:
New Cases 814 746 750 750
Old Cases 274 286 275 I 275
Non-Drug Cases Worked 30 280 100 I 100
Cases Closed-anx reason I 385 I 169 150 I 150
Non-DntQ RelatedArrests I 40 I 86 75 I 75
Public Ta11Ks/Classes I 29 I 54 35 I 35
New Criminal Subjects Identified I 719 I 746 750 750
DARE:
Present DARE Curricula:
5th.Grade Students 470 481 500 500
3rd.Grade Students 200 394 375 375
Ju_ Trials Re nested I 430 I 333 I 350 I 375
Jgrials Held I 19 I 8 I 15 I 20
Juaaaa a Trials ReRuested I 403 I 199 I 200 I 200
Judge Trials Held I 92 I 122 I 150 175
Warrant Arrests I 439 I 701 I 800 850
E-7
FIRE DEPARTMENT
PROGRAM DESCRIPTION
The fire department budget unit accounts for the costs associated with meeting the following mission: To minimize
life loss, injury, and property loss by rendering advanced life support emergency medical care, rescue services,fire
code inspections, code enforcement, public fire safety/survival education, fire suppression, fire cause/arson
investigation, hazardous materials mitigation and response, and disaster management. We will provide these
services at the highest national standards consistent with community needs and available public and private
resources.
E-8
FIRE DEPARTMENT
MAJOR OBJECTIVES
• TO CREATE AND MAINTAIN EFFECTIVE ADMINISTRATIVE SUPPORT FOR ALL FIRE DEPARTMENT
OPERATIONS AND ACTIVITIES. Encourage Fire and Emergency Services as a City Commission priority.
Develop a Fire Protection Master Plan. Review Hazardous Materials Agreement between the City and County.
Study the feasibility, methods and opportunities for jointly providing City-County fire protection and emergency
services. Expand program planning and performance measurers budgeting within the department.
• TO ENHANCE AND UPGRADE DEPARTMENT FIRE PREVENTION PROGRAMS. To meet our fire prevention
and inspection obligations through the formation of a Fire Prevention Bureau, hire and equip two full-time fire
inspectors responsible for conducting fire and life safety inspections and required self inspection program, home
inspection programs,and other code enforcement activities. The creation of a bureau would greatly improve the
quality, accuracy and public buy-in to the department's fire prevention efforts by providing the friendliest, most
knowledgeable, and most customer based service available,while making the City a safer place.
• TO MAXIMIZE UTILIZATION, EFFECTIVENESS, AND EFFICIENCY OF THE DEPARTMENT'S SERVICES.
Implement Department's apparatus/equipment needs and replacement schedule. Enthusiastically participate in
joint training and operations with mutual aid departments. Improve project review record keeping process and
emergency response record keeping by providing a seamless interface with the Building Department's and 9-1-1
Center's proposed IMS. Jointly,with the Building Department and other city departments, maintain a program to
inspect and establish life safety requirements within existing commercial structures and in damaged commercial
and residential structures. Meet all contractual and performance requirements for regional hazardous materials
response teams.
• TO PROVIDE ADEQUATE RESOURCES, TRAINING AND EDUCATION TO ASSURE EFFECTIVE LEVELS
OF SERVICES DELIVERY AND TO PROMOTE EMPLOYEE HEALTH AND SAFETY. Implement a
comprehensive training program encompassing all Fire Department operations and services, which include but
are not limited to, DES, fire prevention, fire suppression, hazardous materials, emergency medical and wildland
fire fighting. Implement employee career development plan. Maintain all current professional certifications.
Maintain all training, equipment, and personnel requirements for state licensure to provide advanced life support,
non-transport(ALS), emergency services.
• WRITE BEST-FIT SPECIFICATIONS AND SOLICIT BEST-VALUE BIDS FOR FIRE EQUIPMENT
REPLACEMENT BOND ISSUE AS APPROVED BY VOTERS IN NOVEMBER. Write specification and go to bid
on fire equipment replacement and facility upgrades as approved in the Bond Issue.
E-9
FIRE DEPARTMENT
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommends Dollar
FY 02 I FY 03 I FY 03 I FY 04 I Change I °!e Change
Full-Time Equivalents 28.75 29.75 29.75
Number Category
1000-1299 Personnel $ 1,811,459 $ 1,541,309 $ - $ 1,706,154 $ 164,845
2000-7599 Operating 321,887 297,829 - 488,711 190,882
8000-8999 Capital 39,979 12,083 - (12,083)
9000-9699 Debt Service - -
9900-9999 Transfers - -
Total All Categories $ 2,173,325 $ 1,851,221 $ - $ 2,194,865 $ 343,644 19%
EXPENDITURES BY DIVISION
Division
Number Division
3110 Administration $ 264,629 $ 257,662 $ - $ 372,850 $ 115,188
3120 Fire Operations 1,882,570 1,553,257 1,784,607 231,350
3130 Operational Readiness 23,885 28,697 26,068 (2,629)
3140 Fire Prevention 32,214 5,255 4,740 (515)
3150 Special Sew-Reimb 15,921 -
3160 Hazardous Materials 6,350 6,600 250
3170 Diaster&Emerg Sew (45,894) - - -
3180 Firefighting Maintenance - -
Total All Divisions $ 2,173,325 $ 1,851,221 $ - $ 2,194,865 $ 343,644 19%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 2,150,203 $ 1,851,221 $ - $ 2,038,865 $ 187,644
103 Health-Medical lnsur* -
105 P.E.R.S.Fund* -
124 Fire Truck -
107 Firemans Pension Fund* -
113 Fire Impact Fee 3,320 156,000 156,000
187 Fire Dept Equipment -
179 Diaster Relief 1,348 -
183 Fire Dept Sp Rev 18,450 -
Total All Funds $ 2,173,321 $ 1,851,221 $ - $ 2,194,865 $ 343,644 19%
E-10
FIRE DEPARTMENT
FY 04 BUDGET HIGHLIGHTS
Contracted Services
COPIER MAINTENANCE AGREEMENT $ 1,850
ASSESSMENT CENTER COSTS 2,000
MAINTENACE CONTRACTS 5,401
MEDICAL SERVICES 9,430
MEDICAL CONTROL&DIRECTION-EMS 2,500
LAUNDRY SERVICES 2,400
Fire Impact Fees:
TRAFFIC SIGNAL PREEMPTION PROGRAM 156,000
Total Contracted Services $ 179,581
FY 03 ACCOMPLISHMENTS
• Promoted and successfully passed a 1 million dollar fire equipment replacement and facility upgrade bond issue
• Completed the recruitment and selection of a new Fire Department Training Officer
• Purchased and put into service an additional Lifepak Defibrillator improving the medical service delivered out of Fire
Station 2
• 3 of our existing firefighters achieved certification at the EMT-Intermediate level
• Hired 5 replacement firefighters and certified them at the Firefighter 1 level
• Successfully completed the Fire Captain promotional process for the vacancy created by the appointment of the Fire
Trainer
• Completed the purchase and deployment of equipment funded by the Weapons of Mass Destruction grant
• Received a$22,000 Fire Act grant for a thermal imaging camera
• Continued the search for funding department operations through private industry contributions and grants
• Implemented a comprehensive fire apparatus and equipment preventive maintenance policy and program to ensure
serviceability and long life of our equipment
• Worked on facilities repair and maintenance projects to complete long deferred maintenance and upgrades
• Initiated personal protective equipment maintenance and replacement program to ensure all personnel have properly
functioning protective equipment at all times
• Continued firefighter fitness evaluation program in conjunction with MSU movement science laboratory
• In cooperation with the Bozeman School District,2 of our firefighters co-wrote and performed new fire and life-safety show
for all kindergarten through 5th grade elementary students
• Received Bozeman Fire Department designation as a National Highway Transportation Safety Administration permanent
child safety seat safety check point
• Partnered with Gallatin County to purchase and equip Hazardous Materials response equipment trailer as interim solution
until proper apparatus can be purchased
• Successfully completed the first year of the Countywide Project Impact Grant including the hiring of a grant-funded Project
Impact Coordinator through the Gallatin County DES contract
• DES instrumental in recovering over$400,000 in cost reimbursements for disaster related responses in the city
• Completed agreement and implemented construction on new Emergency Operations Center in partnership with County
Search and Rescue to be built at the County Fair Grounds
• In partnership with Bozeman Deaconess Hospital,developed preplans for bioterrorism response and decontamination
procedures
• Through DES received NOAA"Storm Ready Designation"for Bozeman and Gallatin County
E-11
FIRE DEPARTMENT
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Emergency Operations 100%of
Response time to Fire and EMS call city within 4
minutes 27.1% 25% 25% 25%
%response with current professional national 3 person
standard crew capability on arrival engine crew 39% 39% 39% 39$
%response with substandard crew capability <3 person
on arrival engine crew 61% 61% 61% 61%
Fire Prevention
%of inspections brought to closure stage
Bars 95% 95% 100% 100% 100%
Sororities&Fraternities 90% 100% 100% 100% 100%
Schools 90% 100% 100% 100% 100%
MSU 50% 85% 85% 100% 100%
Existing structures 90% 33% 33% 33% 33%
Business License Inspections 100% 100% 100% 100% 100%
Training
%of firefighters completing certification
requirements by program
Haz Mat IC 100% 100% 100% 100% 100%
Haz Mat Technician 100% 100% 100% 100% 100%
EMT 100% 100% 100% 100% 100%
Fire Fighter 1 100% 40% 40% 60% 80%
Fire Fighter 2 100% 0% 5% 10% 20%
Inspectors 100% 100% 100% 100% 100%
Efficiency Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Fire Prevention:
Number of inspections per year as a percentage
of properties in need of inspection. 100% 66% 66% 66% 66%
E-12
FIRE DEPARTMENT
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Structure Fires&Misc 446 380 425 ( 450
Vehicle Fires 18 22 25 35
Emergency Medical Services 932 1103 1300 1400
{ Haz-Mat Spills&Invest. I 55 83 75 75
Wildland Fires 17 12 ! 10 10
Rescues 32 43 50 50
Business Inspections 824 952 1100 1100
Business Applications 374 502 600 600
Special Inspections 359 425 475 475
1 Public Education Events 250 275 300 I 300
E-13
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 standards to safeguard life,limb,health,property and public welfare
by regulating and controlling the design,construction,quality of materials, use and occupancy,location and
maintenance of all buildings and structures within this jurisdiction. Existing commercial and industrial buildings are
inspected for continued compliance to the Uniform Fire and Building Codes.
The support team utilized to attend this process includes an Assistant Director of Public Safety, a Chief Building
Official,two Plans Examiners,three Building Inspectors,one Fire and Life Safety Inspector,one Code Enforcement
Officer(part time),one Project Permit Coordinator,and one Building Division Secretary. Staff team members
receive,process and review residential and commercial projects and applications for compliance with adopted codes
and ordinances;assess and collect fees for building permits;impact fees and other miscellaneous services after
plans are approved;issues permits;performs 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 Code
Enforcement Officer for processing and remedial action. The Fire and Life Safety Inspector,Fire Department crews
and Building Inspectors,inspect existing commercial and industrial building for continued compliance to the adopted
Fire and Building Codes.
The Building Inspection Division currently contracts with the City of Livingston to perform their construction plan
reviews and field inspections. We have also been approached by other jurisdictions to provide similar services in the
future.
E-14
BUILDING INSPECTION
MAJOR OBJECTIVES
• Continue utilizing Performance Measures system of monitoring our public service in the field and in the office.
Expand this process to include other employees and work areas of our process.
• 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 public.
• Provide a quarterly technical newsletter to the building community to address current building code topics and
changes.
• Make a smooth transition into new code adoption series for International Building Code, International Residential
Code and National Electrical Code. Provide public education programs to inform the public of any changes
impacting the construction work they do.
• Meet with and provide annual training for the newly created Emergency Response Inspection Team.
• Create and implement a joint existing commercial building inspection program with the Fire Life Safety Inspector
and fire operations crews.
• Develop and implement cross-training programs for career-path enhancement for fire and building inspection
programs.
• Develop an informational website for the Building Inspection Division to be part of the City of Bozeman website.
• Improve the communication link between the Building Inspection Division and other City Departments and
Divisions.
E-15
BUILDING INSPECTION
EXPENDITURES BY CATEGORY
ActualAppropriated endments mmends Dollar
FY 02 I FY 03 I AmReco
FY 03 I FY 04 I Change I Change
y
Full-Time Equivalents 10.05 10.55 10.55
Number Category
1000-1299 Personnel $ 439,275 $ 500,736 $ - $ 549,955 $ 49,219
2000-7599 Operating 130,161 106,661 109,904 3,243
8000-8999 Capital 33,339 - 26,000 26,000
9000-9699 Debt Service - -
9900-9999 Transfers - -
Total All Categories $ 602,775 $ 607,397 $ - $ 685,859 $ 78,462 13%
EXPENDITURES BY DIVISION
Division
Number Division
3210 Building Insp Operations $ 531,166 $ 550,859 $ - $ 622,061 $ 71,202
3220 Life-Safety 71,609 56,538 63,798 7,260
3230 Residential Inspection -
3240 Commercial Inspection -
Total All Divisions $ 602,775 $ 607,397 $ - $ 685,859 $ 78,462 13%
EXPENDITURES BY FUND
Fund
Number Fund
115 Building Inspection Speci $ 602,775 $ 607,397 $ - $ 685,859 78,462
Total All Funds $ 602,775 $ 607,397 $ - $ 685,859 $ 78,462 13%
E-16
BUILDING INSPECTION
FY 04 BUDGET HIGHLIGHTS
Contracted Services
CONTRACTED PLAN REVIEWS $ 5,000
MAINTENANCE CONTRACTS 1,400
HTE MAINTENANCE 5,000
Total Contracted Services $ 11,400
Capital
EQUIPMENT REPLACEMENT PLAN PER CIP $ 26,000
Total Capital $ 26,000
FY 03 ACCOMPLISHMENTS
• A great deal of staff and community training has been accomplished during this fiscal year to facilitate the
adoption and implementation of three new construction related codes. The International Building Code,
International Residential Code and National Electrical Code were all adopted by the State and City of Bozeman
recently. Eight public seminars have been held and over 300 people have attended to learn about new code
requirements. These seminars were co-sponsored with the local homebuilders association,two local lumber
companies and the architectural staff of MSU. In addition we have provided codebooks to most of the
participants at these seminars at no cost to them. Another training seminar was presented to a group of 25
HVAC workers on gas fired appliance venting. These seminars have helped us meet our goal to create a smooth
transition into the new code requirements.
• The Building Inspection Division continues to utilize our Performance Measures to monitor our public service.
Building Inspection and Plan review functions continue to meet or exceed the 90%minimums set for those
functions. Additional performance measures relating to the Division's counter functions will be created and
implemented now that we have hired and trained a Project Permit Coordinator at the front counter.
• The Building Inspection Division has met our goal of implementing the building permit module of the City's
mainframe H.T.E.program. The system is activated and we are issuing all permits through the process now.
The system has been set up to provide an inter-departmental computer link for signoffs on projects during the
building permit review process. The system is also set up to electronically track our field inspectors'corrections
and approvals on those permits issued through the system. Before the end of the fiscal year,the process will
include a pocket PC interface for field inspector permit signoffs also. The intent of implementing this system is
to streamline the work process and provide more effective and efficient service to the community.
• The Division created and mailed out three technical trade newsletters to roofing,fireplace and illuminated sign
contractors. We also provided a monthly technical newsletter article for the Southwest Montana Building
Industry Association and the Upper Yellowstone Building Association magazine. One general newsletter was
also sent out to our mailing list of over 600 contractors. Another general newsletter will be created and mailed
out before the end of the fiscal year.
E-17
BUILDING INSPECTION
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 I FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Percent of Plan Reviews done 75%w/in 92% I 89% 75% 75%
within Standard Residential) 2 weeks
Percent of Plan Reviews done 75%w/in 94% I 91% 75% 75%
within Standard iCommercial\ 4 weeks
Percent of Fast Track plan reviews 90%w/in 88% 83% 90% 90%
done within standard 1 week
Percent of customer cards done 190% 100% 100% 1 90% 90%
within standard
Percent of frame inspections done 90% 99% 99% 90% 90%
within standard
(1 audit/month/employee)
Percent of commercial plan 90% 99% 99% 90% 90%
checks done within standard
(1 audij/rrtonT/prnv,V(ee)
Percent of residential plan checks 90% 99% 99% 90% 90%
done within standard
(1 auditJmonth/p nploye,p)
Percent Anal inspections done 90% 99% 99% 90% 90%
within standard
(1 audit/month/employee)
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Average commercial inspections 8 6.93 6.43 8 8
ver day per inspep�Qr
Average residential inspections 10 14.33 13.07 I 10 10
er day ppi lipor
AverageMutiple Residential
8 5.24 4.77 I 8 8
I spectionspr day/per inpector
Average public contact units per Collect data
day per office employee** for standard I I I
** Since we are short one person at the front counter,we will collect the data when the position is filled
next year sometime.
E-18
BUILDING INSPECTION
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Commercial Permits:
Number 22 24 25 25
Value(Millions) 27.91 23.27 24.23 25.00
Residential Permits:
Number 257 272 300 300
Value(Millions) 34.11 40.50 44.10 45.00
E-19
PARKING
PROGRAM DESCRIPTION
The Parking Program consists of Downtown Parking and the Residential Parking District surrounding Montana State
University.
Downtown Parkin:
The downtown parking division accounts for the costs of the Bozeman Parking Commission and their activities. Title
7 Chapter 14 Part 46 provides the statutory authorization for the Parking Commission.
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 approximately 29 city blocks. Costs of operating the district 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. T he program is intended to be revenue neutral, however, s tart-up costs w ill need to be
amortized over the first few years of the program.
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 program will include permit fees charged to residents of the
district in addition to fines and forfeitures. Program costs will be monitored to determine if permit fees need to be
adjusted.
E-20
PARKING
MAJOR OBJECTIVES
Downtown Parking:
• To provide adequate parking facilities in the downtown area.
• To manage and collect fees for reserve space rentals.
• To develop additional parking in the downtown area.
• To enforce Parking Ordinance.
Residential Parking District:
• To limit parking within the district to residents of the district.
• To enforce parking restrictions.
BHS Residential Parking District
• Promoting tranquility among commuters and residents
• Reducing noise
• Reducing traffic hazards
• Reducing litter
E-21
PARKING
EXPENDITURES BY CATEGORY
Actual Appropriated Amendments recommendel Dollar
FY 02 I FY 03 I FY 03 I FY 04 I Change I Change
Full-Time Equivalents 1.75 2.75 2.75
Number Category
1000-1299 Personnel $ 55,937 $ 75,433 $ - $ 89,181 $ 13,748
2000-7599 Operating 31,659 70,932 69,467 (1,465)
8000-8999 Capital 19,710 - 15,000 15,000
9000-9699 Debt Service - -
9900-9999 Transfers -
Total All Categories $ 107,306 $ 146,365 $ - $ 173,648 $ 27,283 19%
EXPENDITURES BY DIVISION
Division
Number Division
3310 Development $ 22,379 $ 18,800 $ - $ 18,800 $ -
3320 Enforcement 37,136 84,100 94,820 10,720
3330 Neighborhood 47,791 43,465 60,028 16,563
Total All Divisions $ 107,306 $ 146,365 $ - $ 173,648 $ 27,283 19%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 7,944 $ 57,522 $ 62,667 5,145
103 Health-Medical Insurance - -
105 P,E.R.S. Fund - -
126 Neighborhood Parking Di: 40,401 43,465 60,028 16,563
127 Down Town Parking Func 51,571 45,378 - 50,953 5,575
180 Sr.High Parking Dist 7,390 - -
Total All Funds $ 107,306 $ 146,365 $ - $ 173,648 $ 27,283 19%
E-22
PARKING
FY 04 BUDGET HIGHLIGHTS
Contracted Services
SOFTWARE ANNUAL MAINTENANCE $ 5,000
PARKING LOT IMPROVEMENTS 10,000
SNOW REMOVAL 7,000
Total Contracted Services $ 22,000
Capital
PARKING/ANIMAL SER'TRUCK $ 15,000
Total Capital $ 15,000
FY 03 ACCOMPLISHMENTS
Downtown Parking District:
• Developed and implemented new Time Zone Parking Ordinance
• Developed and implemented new Parking Permit Lease Program
• Provide high visibility,directed enforcement of Overtime Parking
• Implemented the use of new automated ticket writers and software from Enforcement Technologies, Inc.
• Continued to work with City Attorney on the development of a Boot Program to address delinquent parking
tickets
MSU Parking District:
• Continued enforcement efforts in the district to educate new residents,students and visitors
• Implemented time zone parking enforcement within district
BHS Parking District:
• Continued enforcement of BHS Residential District
• Reduced non-resident vehicular traffic and parking congestions through enforcement of parking restrictions
• Reduced traffic hazards for both vehicular and pedestrian traffic
• Reduced litter in neighborhoods by limiting non-resident parking
• Implemented time zone parking enforcement within district
Abandoned Vehicles:
• Continued coordinated efforts of patrol and parking divisions to address abandoned vehicle complaints
• Reduced traffic hazards of abandoned vehicles
• Reduced neighborhood decay by removing abandoned vehicles
• Implemented the use of County Junk Vehicle vouchers for towing abandoned vehicles which reduced costs to
the City of Bozeman
• Implemented a minimum acceptable bid on abandoned vehicle auctions
• Turned unsold junk vehicles over to Bozeman Fire for extrication training
• Developed closer working relationship with Gallatin County Junk Vehicle Program to address abandoned vehicle
problems on private property
• Continued to educate vehicle owners about Junk Vehicle Program in an effort to have them dispose of the
abandoned vehicles
E-23
PARKING
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04 f
Actual Actual Projected Budgeted
Downtown Parking: I I
Walk Downtown Parking District 12 x Daily 50%* 100% 100% I 100%
Cover other 2 Hour Zones Weekly 50%* 10%* 50%* I 100%
MSU Parking District: I I
Patrol Parking District 12 x Daily I 25% 50% 75% I 75%
I I
BHS Parking District: I
Patrol Parking District 2 x Daily I N/A N/A** I 10%** 10%**
* Percentage was affected by automated ticket system and software problems.
**No dedicated enforcement officer/plan.
Efficiency Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Downtown Parking: I I
Qv [rpe citations 3,000 2,943 110* 3,000 I 3,000
To i a ons 5,000 4,953 4,714* 5,000 I 5,000
Total Parking Complaints: I
Number of GeneralCorpnpfaints 1,000 1,377 1,530 1,500 1,500
Number of Abandoned Complaints I 700 659 790 700 700
MSU Parkinc1 District: I I
Parking Distnct Citations 2,000 2,785 2,301* 3,000 I 3,000
Total Citations by Parking Officer 3,000 4,953 3,480* 5,000 5,000
BHS Parking District: I I
Parking Distnct Citations I 200200**N/A 300** 200** I
I I
* Efficiency was affected by automated ticket system and software problems.
**No dedicated enforcement officer/plan.
E-24
PARKING
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Downtown Parking:
Overtime Wamin. s 1,934 9* 500 200 I
Second Overtime Citations 499 40* N/A N/A I
Third Overtime Citations 230 28* N/A N/A I
Multi Je Overtime Citations 280 33* N/A N/A I
Overtime Citations(2003 Ordinance) 3,500 3,500 I
Parking Lot Overtime Citations
2003 Ordinances 500 500
Total Citations by Parking Officer 4,292 3,056* 4,000 5,000
MSU Parking District:
Parking District Citations 2,785 1,256* 2,800 3,000
Overtime Citations(2003 Ordinance) I 2,000 2,000
Total Citations by Parking Officer 4,953 I 2,047* 5,000 5,000
BHS Parking District: I
Parking District Citations N/A I 340** 350** 350**
* Actual performance was affected by automated ticket system and software problems.
** No dedicated enforcement officer/plan.
E-25
JOINT DISPATCH SERVICES
PROGRAM DESCRIPTION
The Communications Dispatcher and Support Services personnel have a major impact on the perception held by our community
regarding the performance of all Public Safety Agencies in the City of Bozeman and Gallatin County. In all contacts,the Dispatcher
and/or Records Custodian are representing the respective Public Safety Department(s). Contacts with the public are to be
courteous,diplomatic and professional.
The 9-1-1 Director is the manager of the Communications and Support Services Departments.Through subordinate staff, the
Director manages those areas that support the operations function. The Director develops the personnel productivity standards
and priorities within the division,and ensures that policies and procedures of the department are followed. The Director also
manages budget issues by obtaining and allocating the fiscal resources necessary to meet the goals and objectives of the division.
He or she also serves as liaison to the CAD vendor and coordinates all issues related to Risk Management within the
Communications Department.
The Senior Dispatcher supervises and directs employees engaged in dispatching emergency public safety equipment.The Seniors
operate in a first-line supervisory capacity,under the direction of the 9-1-1 Director.
The Senior Dispatcher prepares schedules to ensure adequate staffing levels and assigns overtime,if needed. He or she conducts
investigations of complaints about emergency communications services or equipment and conducts personnel investigations.
Seniors prepare reports and records of shift activity,and review weekly training reports. They are responsible for evaluating and
preparing performance appraisals on the Communications Dispatchers under their supervision. During emergency situations,
Senior Dispatchers act as the Communications Incident Commander.
The Communications Dispatcher dispatches police,fire and emergency medical personnel and equipment on routine and
emergency calls utilizing the CAD system,radio consoles and related equipment. Dispatchers assigned to the radio positions are
responsible for prompt and effective radio transmissions or dispatches,as well as coordination and intercommunications for field
units. The radio dispatcher's job involves considerable exercise of initiative and independent judgment in determining priorities and
coordinating a variety of simultaneous activities of a critical nature,keeping field unit and citizen safety foremost in mind.
Communications Dispatchers are trained as call-takers as well and serve as the link between the citizen and the field unit as they
often keep callers on the line updating the radio dispatchers and responding officers.
Communications personnel have access to several telecommunications systems in the performance of their duties. The
Department of Justice has established policy on the access to,and release of information from,these data base files or
telecommunications systems. Compliance with Department of Justice regulations is required in order to maintain system security,
respect confidentiality laws,and comply with system audit procedures.
The Records Supervisor supervises and directs employees engaged in managing and maintaining law enforcement records.The
Records Supervisor operates in a first-line supervisory capacity,under the direction of the 9.1-1 Director.
The Records Supervisor prepares schedules to ensure adequate staffing levels and assigns overtime,if needed. He or she
conducts investigations of complaints about Support Services tasks or equipment and conducts personnel investigations. S/he
prepares reports and records of shift activity. The Supervisor is responsible for evaluating and preparing performance appraisals on
the Records Custodians.
The Records Custodian manages and maintains records of the Gallatin County Sheriff and the Bozeman City Police in compliance
with State and Federal laws concerning the maintenance of records and dispositions and dissemination of sensitive information.
This position assembles all complaints and related reports/paperwork and enters them into computer software. Prepares file jackets
and does filing.Receives and handles callers and visitors,answers questions and researches information.
E-26
JOINT DISPATCH SERVICES
MAJOR OBJECTIVES
9-1-1 Public Safety Communications is the first link the citizens of the City of Bozeman and Gallatin County have in
the event of an emergency. As such,we are dedicated to providing prompt,efficient and progressive emergency
communications service to the residents of the communities we serve.
The goal of 9-1-1 Emergency Services is to be creative and innovative with out resources,foster a positive work
environment and strive to meet the ever-changing challenges inherent in the Public Safety environment. We will
embrace the goals of the agencies we serve with professionalism and courtesy and treat all people with dignity and
respect as we deliver our services with a commitment to excellence.
Law Enforcement Support Services manages and maintains records of the Bozeman City Police,and the Gallatin
County Sheriff's Office. This is done in compliance with State and Federal laws concerning the maintenance of
records and disposition and dissemination of sensitive information. Our departmental goal is to strive to provide
prompt,efficient and exceptional service to the law enforcement agencies, citizens and communities we serve.
E-27
JOINT DISPATCH SERVICES
EXPENDITURES BY CATEGORY
Actual Appropriated Amendments Recommends Dollar
FY 02 I FY 03 ( FY 03 FY 04 Change I Changel
Full-Time Equivalents
Number Category
1000-1299 Personnel $ - $ - $ - $ - $ -
2000-7599 Operating 412,915 437,000 - 458,850 21,850
8000-8999 Capital - - -
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 412,915 $ 437,000 $ - $ 458,850 $ 21,850 5%
EXPENDITURES BY DIVISION
Division
Number Division
3510 9-1-1 Administration $ 412,915 $ 437,000 $ - $ 458,850 $ 21,850
Total All Divisions $ 412,915 $ 437,000 $ - $ 458,850 $ 21,850 5%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 412,915 $ 437,000 $ - $ 458,850 $ 21,850
122 9-1-1
Total All Funds $ 412,915 $ 437,000 $ - $ 458,850 $ 21,850 5%
E-28
JOINT DISPATCH SERVICES
FY 04 BUDGET HIGHLIGHTS
• The budget includes a 5% increase in the city's contribution to 9-1-1.
FY 03 ACCOMPLISHMENTS
• Computer Aided Dispatch
- Utilized technology to increase service effectiveness and track statistics.
• Records Management
- Joint City/County records management system database continues to build and assist officers and
detectives in daily work activity.
• MDT Joint Purchasing Task Force:
- A multi jurisdiction task force has been formed to acquire Federal Grant funding to purchase and
install an infrastructure for Mobile Data Communications System.
E-29
JOINT DISPATCH SERVICES
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
To follow the standard in processing calls for Dispatch...
service as follows:
-Priority E:A life endangering,major felony or
large-scale incident with immediate impact on,
and need for City and/or County-wide resources
as well as notification of adjacent agencies. within 1 25 40 30 32
Notification of all channels is automatic. minutes 8% 17.5% 22% 25%
-Priority 1:A life-endangering situation or major
felony that requires immediate dispatch and due
to its nature,requires that all channel dispatchers within 3 3,489 9,353 9,168 8,500
be made aware of the incident.Generally used minutes 66% 76.5% 76% 78%
for in-progress or just occurred incidents.
-Priority 2:A violent(or threat of violence)
situation.Only that particular channel will be
notified of the incident*(*unless back-up units
will be required from the agency immediate within 5 3,226 7,233 7,082 6,250
adjacent to the location of occurrence). minutes 81.8% 63.1% 66.1% 65%
- Priority 3:A routine call to be dispatched as within 15 2,864 8,017 7,096 6,100
soon as possible. minutes 72.5% 79.7% 81.7% 82%
- Priority 4:Calls that can be handled sometime within 30 2,057 10424 13,441 13,800
during the shift by the field unit. minutes 80.9% 94.7% 94.7% 95%
In all cases,a call should take no longer than 90
seconds*(*barring unforeseen circumstances)
for the call-taker to obtain the address of a given
incident and type code the call so an event can
be created.
To conform to the policies and procedures
described in the Gallatin County
Communications Procedure Manual,the Sheriff's
Office Procedures,the City of Belgrade and City
of Bozeman Police and Fire Department
Procedures,the Federal Communications
Commission Rules and Regulations and all local,
state and national Public Safety statutes;
E-30
JOINT DISPATCH SERVICES
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Calls for Service(Event Processing)*
Bozeman PD; 6,456 21,093 22,000 22,300
Gallatin County Sheriff; 3,390 12,200 12,250 12,350
Belgrade PD: 918 3,391 3,200 3,300
Manhattan PD; 66 285 320 340
Three Forks Marshall; 155 552 850 875
Bozeman Fire; 551 1,764 1700 1,780
Belgrade Fire; 316 790 850 865
Rural Fire District:
Amsterdam 25 71 60 62
Bridger Canyon 24 82 60 65
Clarkston 5 11 10 8
Fort Ellis 27 144 110 115
Gallatin Canyon 96 302 350 360
Gallatin Gateway 62 174 160 165
Manhattan 55 116 90 92
Rae/Sourdough 226 256 260 265
Reese Creek(annexing w/Belgrade Fire) 3 0 0
Springhill Community 1 5 4
Three Forks 87 101 90 96
Willow Creek 14 45 40 42
Three Forks Ambulance 152 175 182
Mutual Aid/Agency Assists(#s included with agency) 667
American Medical Response(AMR Ambulance); 715 2,837 2850 2900
Search and Rescue; 18 48 50 52
Animal Control(included with BOZPD and GCSO#s) 415
Coroner's Office; 14 63 40 45
Chaplain Call-Outs; 12 55 30 32
Highway Patrol,Federal Agency Contacts,Others. 261 2062 2250 2310
Community Service/Events
9-1-1 Presentations 1 3
Tours 15
Training Programs
Others
*The statistical calculations exclude Officer initiated events.
E-31
PUBLIC WELFARE
• CEMETERY
• PARKS
• FORESTRY
• LIBRARY
• RECREATION
• COMMUNITY DEVELOPMENT
G- 1
CEMETERY
PROGRAM DESCRIPTION
The cemetery budget unit accounts for the costs of operating and maintaining the city's cemetery,which includes 65
developed acres,and 75 undeveloped acres.
The cemetery division includes a foreman, two maintenance workers,and seasonal employees. The superintendent
of facilities and lands oversees the division. Employees are responsible for burials, cemetery development and
maintenance.
Sunset Hills Cemetery Mission Statement
Sunset Hills Cemetery is dedicated to excellence in the provision of professional and dignified
interment services in a serene and beautiful surrounding that helps survivors through the
bereavement process. The cemetery staff is dedicated to the provision of ongoing services &
perpetual care essential to maintain the cemetery grounds in a manner that is highly regarded by
surviving family members and the citizens of Bozeman.
G-2
CEMETERY
MAJOR OBJECTIVES
Administrative
1. Develop,submit,and administer cemetery budgets in a timely manner.
2. Maintain computer technology to improve/enhance intra-departmental communication(s).
3. Create new cemetery blocks and open lots up for sale as demand dictates.
4. Inform the community through publications,press releases,and advertisements of current policies, procedures,
and practices of the Sunset Hills Cemetery.
5. Continue safety training programs,professional development,and pro-active customer service.
Facilities and Grounds Maintenance
1. Surviving family, user, taxpayer and city commission satisfaction with the use,care,and overall
appearance of the cemetery grounds and buildings.
2. Provide an easily accessible,safe, and serene setting for cemetery/gravesite visitation.
3. Maintain and expand the underground irrigation system,as needed to fully utilize all water resources in a
consensus manner.
4. Keep all paved roads clear and open during winter months.
5. Keep the Highland Boulevard path clear during the winter work week.
Burial Services
1. Modernize and maintain an improved and accurate mapping and computerized grave
registration system.
2. Continue to provide experienced and professional staff to perform essential burial functions.
3. Continually strive to achieve high public/user/group satisfaction levels of all services and
activities the cemetery provides.
4. Make known.adhere to,and fully comply with,all laws and regulations regarding the interment of human
remains.
G-3
CEMETERY
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommends Dollar %
FY 02 I FY 03 I FY 03 I FY 04 I Change I Change
Full-Time Equivalents 5.25 5.25 5.25
Number Category
1000-1299 Personnel $ 202,068 $ 204,393 $ - $ 220,056 $ 15,663
2000-7599 Operating 80,097 107,009 112,202 5,193
8000-8999 Capital 68,227 10,000 100,000 90,000
9000-9699 Debt Service - -
9900-9999 Transfers 14,633 25,000 10,000 (15,000)
Total All Categories $ 365,025 $ 346,402 $ - $ 442,258 $ 95,856 28%
EXPENDITURES BY DIVISION
Division
Number Division
7210 Cemetery Operations $ 365,025 $ 346,402 $ - $ 442,258 $ 95,856
Total All Divisions $ 365,025 $ 346,402 $ - $ 442,258 $ 95,856 28%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 350,390 $ 319,602 $ - $ 430,458 $ 110,856
103 Health-Medical lnsur* - -
105 P.E.R.S.Fund* - -
800 Cemetery Perpetual Care 14,635 25,000 10,000 (15,000)
135 Cemetery Dept Sp Rev 1,800 1,800 -
Total All Funds $ 365,025 $ 346,402 $ - $ 442,258 $ 95,856 28%
G-4
CEMETERY
FY 04 BUDGET HIGHLIGHTS
Contracted Services
MISCELLANEOUS 300
FOLLOW UP WATER MONITORING FOR USE OF MILL DITCH 3,500
WATER FOR IRRIGATION
ENGINEERING COSTS FOR DESIGN WORK RELATED 5,000
TO ROADS AND STRUCTURES FOR NEW CEMETERY ENTRANCE
TURF MANAGEMENT, IRRIGATION MAIN EXTENSIONS
FOR NEWLY DEVELOPED SECTIONS BLOCKS 128,133,
141, 144, 149 AND 150 10,000
UPGRADE LATERAL LINES IN BLOCKS 45,46,55 AND 56 5,000
MEMORIAL AND FALL TRIMMING AROUND HEADSTONES 6,400
WEED CONTROL, FERTILIZER(AMOUNT IS FOR 1/2
OF CEMETERY SWITCHING EVERY OTHER YEAR) 4,000
Total Contracted Services $ 34,200
Capital
TURF MOWER REPLACEMENT $ 10,000
BUTTONWOOD GATE IMPROVEMENTS AND NEW CEMETERY
ENTRANCE 90,000
Total Capital $ 100,000
FY 03 ACCOMPLISHMENTS
• Continue building cemetery data base for use in the cemetery office
• Work with the Cemetery Advisory Board to develop maintenance standards for the cemetery and new entrance off Ellis Street
• Hired a consultant to begin design of new entrance
• Street millings were used to pave roads for columbarium between blocks 21,21-P,22-P,22,27 and 28
• Street millings were used to pave roads between blocks 19,20,23,26,29 and 30
• Complete underground irrigation system for blocks 57,58,130,and 131
• Complete cemetery boundary plantings
• Work with veteran's group to finish veteran's wall
• Corner marker posts and decals were installed for newer sections of the cemetery
• A mobile water wheel was purchased to improve watering efficiency
• Completed a hydrology study to further refine the long term water plan and monitored Mill Ditch and Sourdough/Bozeman
Creek water flow
• Continue tree planting in new block areas
• 12 old and broken headstones in the old part of the cemetery were repaired
• 3 lowering devices were overhauled and chromed along with the purchase of other burial equipment
• 2 additional 6 inch culverts were installed for improved drainage
• Moved the Grand Army of the Republic Civil War Monument from Lindley Park to the Veterans section of the cemetery
• Maintenance and improvements of existing gravel roads
G-5
CEMETERY
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Administrative
Develop,submit,&administer cemetery budgets On or before
and related materials in a timely and efficient stated
manner deadlines 100% 100% 100% 100%
Ensure full-time staff is on-site and easily 40 hours per
recopized week 95% 95% 95% 95%
Facilities&Grounds Maintenance
Family/User/Taxpayer/Governmental satisfaction Mow cemetery
with the use,care,and overall appearance of the 1 time per wk
cemetery. Trim between
stones 2 times
per yr
Apply 11/2—2
inches of
waterp�er wk 85% 85% 90% 90%
Provide easily accessible,safe and serene Road-miles
setting for cemetery and/or grave visitation. 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% 85%
Burial Services
Continue to provide experienced and 30 hours of
professional staff to perform essential burial continuing
functions education per
FTE 98% 98% 98% 98%
Ensure the safety of mourners,funeral home 3 or less
personnel,and cemetery staff during funerals reported
within the control of the cemetery. injuries/yr
Plow all
essential
roads within 4
hours of a
funeral,or as
needed
A clear and
unobstructed
path from road
to gravesite
for every
funeral 100% 100% 100% 100%
G-6
CEMETERY
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
I Interment Permits 133 I 130 142 I 145
I Lot Sales I 107 I 124 I 110 I 105
Monument Permits I 92 I 76 I 95 I 90
Graves Repaired I 100 I 86 I 115 I 115
Columbanum Interments I 4 I 2 5 I 4
New Lots Developed l 0 I 676 I 380 I 400
Note: Statistics accumulated on a calendar year asis.
Interment Permits average between 125 to 140.
Lot sales normally average around 90.
Monument Permits are generally between 90 and 95.
Graves repaired include new burials and repairs to old graves and not cremation burials. This number runs from
about 100 to 120.
G-7
PARKS
PROGRAM DESCRIPTION
The parks and playground budget unit accounts for the costs of operating, developing and maintaining city parks and
other city property.
Section 7-16-4103 MCA authorizes the city to establish parks and playgrounds and provides for methods of financing
the improvements.
The Parks Department develops, maintains, and cares for park buildings and restrooms, playground equipment,
picnic facilities, sports fields, trail system, natural areas, skating rinks, tennis courts, swimming/boating ponds and
other related equipment and facilities.
G-8
PARKS
MAJOR OBJECTIVES
• To maintain the city's parks in a condition 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.
• To continue adding,upgrading,and maintaining safe,quality playground equipment to the city's parks.
• To provide expanded maintenance to restrooms,litter control,turf care,and playground equipment.
• To improve,maintain and expand the trail system.
• To oversee and coordinate volunteer,grant funded and neighborhood park improvement projects.
G-9
PARKS
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommende Dollar
FY 02 I FY 03 I FY 03 I FY 04 I Change I Change
Full-Time Equivalents 11.95 11.95 11.95
Number Category
1000-1299 Personnel $ 406,275 $ 424,351 $ - $ 471,255 $ 46,904
2000-7599 Operating 315,567 581,175 554,364 (26,811)
8000-8999 Capital 84,369 - -
9000-9699 Debt Service 2,547 - -
9900-9999 Transfers - -
Total All Categories $ 808,758 $ 1,005,526 $ - $ 1,025,619 $ 20,093 2%
EXPENDITURES BY DIVISION
Division
Number Division
7610 Parks Operations $ 808,758 $ 1,005,526 $ - $ 1,025,619 $ 20,093
Total All Divisions $ 808,758 $ 1,005,526 $ - $ 1,025,619 $ 20,093 2%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 789,854 $ 958,526 $ - $ 1,001,619 $ 43,093
103 Health-Medical lnsur* - -
105 P.E.R.S. Fund* - -
128 Fish Wildlife And Park MA 6,462 39,000 16,000 (23,000)
136 Park Department Special 1,787 8,000 8,000 -
134 Amateur Hockey Projects -
108 Community Transportatio 9,503
112 -
179 Diaster Relief 358 -
123 Beall Park Art Center 794 -
Total All Funds $ 808,758 $ 1,005,526 $ - $ 1,025,619 $ 20,093 2%
G-10
PARKS
FY 04 BUDGET HIGHLIGHTS
Contracted Services
PARKS DEVELOPMENT PER MASTER PLAN (CIP) $ 150,000
PARK MASTER PLANS FOR UNPLANNED PARKS 5,000
MISCELLANEOUS 1,500
IRRIGATION WELL FOR WESTLAKE PARK IMPROVEMENTS 10,000
SNOW REMOVAL 10,000
ON-GOING CONTRACTS FOR MOWING SMALLER PARKS 4,000
IRRIGATION AND ELECTRICAL SYSTEM VALVES AND
REPAIRS FOR AGING SYSTEMS 10,000
SECURITY SERVICES FROM ROCKY MOUNTAIN SECURITY 10,800
EXPENDITURE OF FWP FUND 16,000
Total Contracted Services $ 217,300
FY 03 ACCOMPLISHMENTS
• Combined wells at Centennial Park and North Grand Park
• Installed bridges at end of Balck, Gardner park and Langhor Park
• Adam Bronken Sports Fields well screened and irrigation system revamped
• Kirk Park irrigation system completed
• Christie Fields east football field,weeds killed and area resodded
• East Gallatin irrigation extended to south end and new pump house installed
• East Gallatin road and parking lot base replaced and regravelled
• East Gallatin area south of the shelter leveled and mowed
• Trail to Gardner Park completed
• Trail from Fairway Drive completed
• Installed new irrigation timers on North 7th medians
• Continued repair and upgrades antiquated irrigation systems
• Replaced backflow preventer and re-plumbed manhole at Beall Park
• Rebuilt and expanded volleyball court at East Gallatin into 2 separate courts
• Installed donor tree sculpture by Jim Dolan at the Bozeman Pond
• Installed trail connector from Aspen Meadows to Burke Park to address ADA access to Peet's Hill
• Re-roofed and repainted the white barn at the lower yards
• Graded and sodded the Kirk Park basketball court
• Basketball posts installed at Kirk Park
• Completed repairs on the fence around the East Gallatin Recreation area
G-11
PARKS
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Mowing(Increase due to good help)
Core Parks 1 X wk 75% 75% 85% 85%
Sports Fields 2 X wk 15% 40% 80% 85%
Natural Parks 2 X Yr 55% 50% 50% 60%
Fertilization(wet,windy spring hindered apps)
Core Parks 3 X Yr 5% 15% 20% 40%
Sports Fields 4 X Yr 30% 50% 55% 60%
Neighborhood Parks 2 X Yr 0% 5% 5% 10%
Irrigation—Activate all systems May 15
(Well down, bad valves,etc) All Parks 65% 70% 70% 75%
Irrigation—Winterize all systems Oct 31 75% 75%
L(KegQ�ipQ 9 toper.(°un and party snow All Parks 85% 65%
eaf Mulch&Pickup(Coed weather and help) All Parks 60% 60% 60% 60%
Playground Inspection(Workload increase,lost 1 X wk 30% 10% 30% 50%
2 people 2 days a week,garbage and restrooms)
Playground Repairs Same Day 75% 75% 75% 75% 1
Trails
Inspections (Good help) 2 X mo. 30% 50% 40% 40%
Maintenance Added trail protects,lack of equip) 2 X yr 45% 40% 40% 40%
Weed Control(Wet,windy spnng hindered apps)
Round-up 3 X yr 60% 50% 70% 80%
Broadleaf 2 X yr 65% 40% 50% 75%
Noxious 2 X ur 35% 45% 50% 80%
Weedeatiy.'Breakdowns,workload) Bi-Weekly 35% 40% 45% 45%
Garbage Collection(Good help) 7 Days per
wk 85% 90% 90% 90%
Police All Grounds(Workload,lack of help) 5 Days per
wk 10% 15% 15% 20%
Building Maint/Ra airs(Workload,lack of helo) Same Day 40% 35% 40% 50% 1
Restrooms/Clean&Maintain(Lack of help) 7 Days per 60% 50% 60% 75% l
wk
Response to Complaints Within 2 90% 90% 90% 90%
days
Sidewalk Plowing(Constant breakdowns) Complete 25% 25% 35% 50%
walks by
10am
I '
G-12
PARKS
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Park Reservations per year 500 425 500 500
Formal Turf Acres 206 218 228 250
Natural Parkland Acres 119 219 219 230
Miles of Trails 20 22 23 25
Number of Park Fund Grant Projects 24 10 I 15 20
Number of User Agreements 12 12 I 13 14
Number of Volunteer Projects 10 10 11 12
Miles of Sidewalks to Plow 7 7 7 8
Number of Buildings to Maintain 18 18 18 18
Number of Plavrounds 14 14 15 16
Number of Ice Rinks 4 4 4 4
Weed Spraxing—Acres 163 163 165 170
Garbage Collection/Number of Cans 120 120 124 130
G-13
•
FORESTRY
PROGRAM DESCRIPTION
The tree maintenance district budget unit accounts for the costs of maintaining the city's trees.
The tree maintenance district is financed by a special assessment on all properties within the City of Bozeman. The
use of the funds generated by the assessment is limited to maintaining existing trees on city-owned properties and
the planting of new trees on city-owned properties within the city limits.
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.
G-14
FORESTRY
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 aboricultural 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 program.
• To provide educational materials to the public on the care and maintenance of trees and the benefits of a healthy
urban forest.
G-15
FORESTRY
EXPENDITURES BY CATEGORY
Actual Appropriated Amendments Recommends Dollar
FY 02 ' FY 03 I FY 03 I FY 04 Change I Change'
Full-Time Equivalents 3.60 3.60 3.60
Number Category
1000-1299 Personnel $ 157,539 $ 168,702 $ - $ 190,066 $ 21,364
2000-7599 Operating 358,238 53,652 66,999 13,347
8000-8999 Capital 101,875 38,500 60,320 21,820
9000-9699 Debt Service - -
9900-9999 Transfers - -
Total All Categories $ 617,652 $ 260,854 $ - $ 317,385 $ 56,531 22%
EXPENDITURES BY DIVISION
Division
Number Division
7710 Tree Maintenance $ 617552 $ 260,854 $ - $ 317,365 $ 56,531
Total All Divisions $ 617,652 $ 260,854 $ - $ 317,385 $ 56,531 22%
EXPENDITURES BY FUND
Fund
Number Fund
112 Tree Maintenance $ 290,952 $ 260,854 $ - $ 317,385 $ 56,531
179 Disaster Relief Fund 326,700 -
Total All Funds $ 617,652 $ 260,854 $ - $ 317,385 $ 56,531 22%
G-16
FORESTRY
FY 04 BUDGET HIGHLIGHTS
Contracted Services
COST SHARE PLANTING PROGRAM $ 5,500
(PROGRAM INVOLVES A 50/50 COST SHARE BETWEEN THE
PROPERTY OWNER AND THE CITY FOR RESIDENCES ON
CITY PROPERTY-BOULEVARDS
HIGH-RANGER ANNUAL ELECT&STRUCTURAL CERT 525
SECOND ARTERIAL TRUCK ELECT&STRUCTURAL CERT. 525
MAINTENANCE OF VEHICLE FIRE EXTINGUISHERS 400
EXPAND COST SHARE AND ARBOR DAY PLANTINGS 750
SIGHT TRIANGLE ENCROACHMENTS 10,000
Total Contracted Services $ 17,700
Capital
1/2 TON PICKUP TRUCK FOR CREW USE $ 29,120
FORESTRY SHARE OF LOWER YARD STORAGE BUILDING 31,200
Total Capital $ 60,320
FY 03 ACCOMPLISHMENTS
• Continue trimming of the post-storm damage trees from the June 13,2001 storm
• Continued cyclic pruning of boulevard,park,and cemetery trees
• Continued trimming for sidewalk,clearance,traffic signs,sight triangles and construction projects
• Continue the annual Cost-Share program to promote a health and diverse urban forest
• Assist the Street Department with alley trimming to maintain right-of-way and equipment clearance for any street milling or
overlay projects
• Work with Sanitation Division on Christmas tree recycling program(approximately 70,000 pounds of trees)
• Work with the Building and Planning Departments to distribute Tree Planting Permits for new construction
• Begin new tree inventory using GPS system
• Respond to citizen request in a timely manner
• Continue ISA Certified Arborist education
• Operated injury free
• Work with the State of Montana Urban and Community Forestry Association to promote healthy and diverse urban forests in
Montana cities and towns
• Conducted an Arbor Day celebration at a local school
• Provide information and assistance to the public on appropriate planting practices,species selection,and code requirements
related to public and private tree plantings
• Qualified and received the Tree City USA Growth Award for this year
G-17
FORESTRY
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Response to citizen requests within two
clays
Assessed and Prioritized. 100% 50% 85% 95% 95%
Response to Emergency Call Outs—on site 100%
within an hour 100% 100% 100% 100%
Response to Damage—within a day
Assessed and Prioritized 100% 1 50% 85% I 90% I 95%
Surve\for lw ar ojs tree situations I Bimonthly I 100% I 90% I 95% I 100%
Maintain and update tree inventory I Bimonthly I 25% I 50% I 50% I 60%
G-18
FORESTRY
WORKLOAD INDICATORS
1
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Trees Trimmed 775 814 737 570
Trees Removed 12 48 22 10
Trees Planted 297 70 70 75
Emergency Storm Damage Tons 10 10 10 10
Christmas Trees—Tons 30 35 40 40
Trees Planted
Cost Share 50 60 60 65
MPC -
Nursery
Tree Spade,Arbor Day,misc 237 10 10 10
ggSideRRwalk,sight triangle,or street sign
Ppantipg ermtaddressed 195 407 250 100
I 25 35 75 100
Storm Darnqp Trimmed I 230 1510 50 I 50
Construction Damage I 12 12 25 I 25
Vandalism I 10 8 20 I 20
Service Requests I 75 I 250 I 260 I 275
Trees Inventoried I I I 2000 I 3000
G-19
LIBRARY
PROGRAM DESCRIPTION
The library budget unit accounts for the costs associated with operating and maintaining the city's public library.
Library Mission Statement
The Bozeman Public Library provides the community with free, open and equal access to general information on a
broad array of topics; resources to promote personal growth and lifelong learning; popular materials to meet cultural
and recreational needs;and the training needed to find,evaluate and use information effectively.
G-20
LIBRARY
•
MAJOR OBJECTIVES
• To provide effective and efficient management of the Bozeman Public Library.
• To provide a dynamic collection of library materials in all formats to meet the informational, educational, and
recreational needs of all residents of the library's service area.
• To provide children's programming that will encourage use of the library by children and their parents, and foster
a life-long interest in reading and learning.
• To provide courteous,accurate and timely check-out,check-in, and re-shelving of library materials.
• To insure that new materials are ordered, cataloged, processed, and made available for public use in an
accurate and timely manner.
• To provide professional, quality, and courteous service by ensuring that the knowledge and skills of library staff
are kept up-to-date through on-the-job training, workshops, seminars, conferences, and reading professional
journals.
• To publicize library services and programs through a coordinated marketing plan.
G-21
LIBRARY
EXPENDITURES BY CATEGORY
Actual 'AppropriatedAmendments Recommends Dollar
FY 02 FY 03 I FY 03 I FY 04 Change I Change
Full-Time Equivalents 19.66 19.66 19.66
Number Category
1000-1299 Personnel $ 671,380 $ 709,048 $ - $ 789,380 $ 80,332
2000-7599 Operating 368,903 349,124 - 361,978 12,854
8000-8999 Capital 2,252,515 35,000 - (35,000)
9000-9699 Debt Service - -
9900-9999 Transfers - -
Total All Categories $ 3,292,798 $ 1,093,172 $ - $ 1,151,358 $ 58,186 5%
EXPENDITURES BY DIVISION
Division
Number Division
7810 Library Operations $ 446,701 $ 454,898 $ - $ 450,568 $ (4,330)
7820 Technical Services 135,222 151,301 - 174,066 22,765
7830 Information Services 147,237 160,469 - 166,005 5,536
7840 Children's Services 104,284 108,578 - 117,063 8,485
7850 Circulation Services 201,097 217,926 - 243,656 25,730
7899 Library Construction 2,258,257 - - -
Total All Divisions $ 3,292,798 $ 1,093,172 $ - $ 1,151,358 $ 58,186 5%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 1,020,358 $ 1,088,172 $ - $ 1,126,358 $ 38,186
103 Health-Medicallnsur* - -
105 P.E.R.S. Fund* - -
137 Library Department Speci 17,681 5,000 25,000 20,000
542 Library Construction 2,254,759 -
Total All Funds $ 3,292,798 $ 1,093,172 $ - $ 1,151,358 $ 58,186 5%
G-22
LIBRARY
FY 04 BUDGET HIGHLIGHTS
Selected Contracted Services
SNOW SHOVELING SERVICES $ 750
COURIER 1,200
PERFORMER DURING SUMMER READING PROGRAM 200
DYNIX QUOTE (MAINTENANCE FOR BRIDGERNET SYSTEM) 17,435
U.S.WEST TRUNK CHARGES 1,500
INTOUCH MAINTENANCE CONTRACT 1,200
ELEVATOR MAINTENANCE CONTRACT 1,500
PUBLIC COPIER MAINTENANCE CONTRACT 1,400
JOHNSON CONTROLS CONTRACT 3,556
TYPEWRITER CONTRACT 631
OCLC QUOTE 16,664
CARPET CLEANING COSTS 1,500
GENERAL JANITORIAL CONTRACT(SUBJECT TO RENEWAL) 26,500
WEBSITE DESIGNER TO REDESIGN WEBSITE 2,000
MISCELLANEOUS 1,186
Total $ 77,222
FY 03 ACCOMPLISHMENTS
• The Library Building Program was re-verified by the library consultant who prepared it in 1999. Overland
Partners and Johnston Architects gave three public presentations in September,October, and November on the
building design, responding to the public in both written and verbal formats. Martel Construction Inc. was
selected as the Construction Manager At Risk for the project. Drawings were completed and presented to the
public.
• The Voluntary Clean-up Plan for remediating the new Library site was submitted to the Montana Department of
Environmental Quality by Resource Technologies Inc. in July. Public meetings were held, and the Plan was
approved in December. Remediation should be completed by August,2003.
• The Library Foundation kicked off its capital campaign successfully raising money and securing grants for the
new Library. The Foundation Board also sponsored a"Great Books Make Great Gifts"fund raiser on December
6th,which featured 17 local authors autographing their books.
• A successful transition was made when Liza McClelland, Head of Reference and Adult Services for 9 years,
resigned her position in August, and Reference Librarian Terri Dood, who has been on staff for 17 years, was
appointed the new Head.
• The Library Board accepted a revised Collection Management Policy,which includes a change in policy to collect
materials in foreign languages, and also revised its Internet Access Policy to ensure that children have positive
online experiences in accordance with the Neighborhood Children's Internet Protection Act (NCIPA). Staff is
developing a weeding schedule to ensure an up-to-date collection.
• The Library featured a virtual reference pilot project in July in which patrons could chat live with a reference
librarian thanks to a software donation from Right Now Technologies. Two staff members attended a Virtual
Reference Conference in November and presented the results of their experience at two library conferences in
February and April.
• The Technical Services Staff cataloged over 500 items for the City of Bozeman Planning Department Library.
• The Director was elected in a national election to be an American Library Association Council member for the
next three years Four staff members hold offices within the Montana Library Association including editing the
monthly newsletter. A staff member is also President of the regional Headwaters Library Association. For the
fourth consecutive year, a staff member is attending Leadership Bozeman.
G-23
LIBRARY
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
(workload per capita-based on 47,805 service Actual Actual Projected Budgeted
population) Budgeted Projected
Circulation of Materials 9.9 9.48 9.64 10.65 10.03
Registered Borrowers—as a percent of 50% 44% 43% 50% 45%
total service population
Total volumes 2.38 1.82 1.95 2.05 2.19
Reference transactions 1 1.37 1.43 1.45 1.8
Interlibrary loan transactions .1 .07 .07 .08 .07
Children's program attendance 30% 34% 29% 35% 26%
Efficiency Measurers Standard FY 01 FY 02 FY 03 FY 04
(workload/FTE-based on 19.66 FTE) Actual Actual Projected Budgeted
Budgeted Projected
Circulation of Materials 20,000 23,059 23,464 25,909 24,396
Registered Borrowers 1,000 1,082 1,068 1,216 1,102
Total volumes 4,000 4,430 4,765 4,994 5,331
Reference transactions 2,000 3,337 3,481 3,540 4,380
Interlibrary loan transactions 200 192 194 204 191
Children's program attendance 650 I 837 719 I 871 643
I I I I I I
G-24
LIBRARY
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Library Materials Circulated 453,336 461,304 509,368 479,616
Children's Programs Provided 409 342 425 318
Attendance at Children's Programs 16,461 14,126 17,126 12,648
Reference Questions Answered 65,605 68,427 69,600 86,120
Interlibrary Loan Transactions 3,781 3,815 4,011 3,760
Registered Borrowers 21,281 20,990 23,911 21,656
New Library Materials Cataloged 8,859 8,655 9,399 8,500
Materials Reserved 15,338 16,470 17,233 17,466
Materials Renewed 49,970 56,180 56,146 59,770
I 1
G-25
RECREATION
PROGRAM DESCRIPTION
Administration
The purpose of the Recreation staff is to offer quality, affordable recreation opportunities that enhance the quality of
life of the residents in our community. The department provides additional opportunities for the citizens through its
operation of the Lindley Center. The Department assists the Recreation and Parks Advisory board and other
recreation groups in anticipating recreation demands and providing services that the City cannot do on their own.
Swim Center
The Swim Center division operates the City's 50-meter indoor aquatic facility. Comprehensive indoor swimming
programs are offered year round for all age groups. The swim lesson program teaches individuals how to swim and
be safe in and around the water. The fitness program offers lap swimming, aerobics,water jogging, and use of
fitness equipment. The aquatic recreation program,which includes a hot tub,slide,diving board and pool toys,
provides adults,youth, and families an opportunity to play and socialize together. The Swim Center also serves as a
rental facility for the State Champion Swim Team, Synchro Team, SCUBA,kayak groups,Scouts,and for the general
public. The pool also serves as a safety-training site for the U.S. Navy, Marines and local search and rescue teams.
Bogert Pool
The Bogert Pool division operates the City's outdoor swimming pool during the summer. Bogert Pool offers one of
the best learn to swim program for youth ages 1-15 in the country. The pool offers lap swimming, specials events,
and recreation swimming for all ages. The facility,which was built in 1939, is still today a family tradition in Bozeman.
The USS Barracudas Swim Team practices in the pool in the morning before swimming lessons.
G-26
RECREATION
MAJOR OBJECTIVES
Administration
• 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 fun,family involvement,excitement,challenges and life long learning.
• To provide opportunities that will promote health,well being,and that will assist in the reduction of stress.
• To provide recreation activities that are essential to the development of our youth. Our recreation programs
offer opportunities for youth to build self-esteem,self-reliance,and positive self-images,resiliency factors,
lifetime skills,leadership and reduce negative social activity.
• 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.
Swim Center
"For all your fun and fitness needs."
• To provide a safe,clean and user-friendly facility.
• To provide opportunities for families to interact and have fun.
• To offer individuals,especially seniors,the opportunity to improve and or maintain their physical health and
provide social opportunities so they may prolong independent living in addition to living longer.
• To offer water therapy and rehabilitation services.
• To learn how to swim and be safe in and around the water.
• To offer a setting for individuals to have a sense of accomplishment,be creative,
and improve their psychological well-being.
Bogert Pool
• To provide community safety by offering quality,affordable swimming lessons for youth ages one and up.
• To offer recreation and fitness opportunities that will contribute to a full and meaningful life.
• To provide children an opportunity for safe,fun and healthy play.
• To provide aquatic recreation evening opportunities for teenagers so as to reduce negative social activity.
• To offer relaxation, revitalization and fun for youth,adults and families. Swimming helps us to learn to care,
communicate and cooperate with our family and friends.
• To offer leadership,social and work skills for youth ages 11-16 through the junior leader program.
G-27
RECREATION
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommends Dollar %
FY 02 I FY 03 I FY 03 I FY 04 I Change I Change
Full-Time Equivalents 14.65 14.65 14.65
Number Category
1000-1299 Personnel $ 441,313 $ 478,584 $ - $ 497,555 $ 18,971
2000-7599 Operating 208,399 333,467 387,016 53,549
8000-8999 Capital 5,999 - - -
9000-9699 Debt Service - -
9900-9999 Transfers - -
Total All Categories $ 655,711 $ 812,051 $ - $ 884,571 $ 72,520 9%
EXPENDITURES BY DIVISION
Division
Number Division
8010 Recreation Operations $ 166,398 $ 209,530 $ - $ 225,904 $ 16,374
8020 Swim Center 384,167 482,866 477,197 (5,669)
8030 Bogert Pool 99,613 109,305 169,570 60,265
8040 Lindley Park Center 5,533 10,350 11,900 1,550
Total All Divisions $ 655,711 $ 812,051 $ - $ 884,571 $ 72,520 9%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 655,711 $ 788,051 $ - $ 858,571 $ 72,520
103 Health-MedicalInsur' - -
105 P.E.R.S. Fund' - -
133 Recreation Dept Sp R. 24,000 26,000 2,000
Total All Funds $ 655,711 $ 812,051 $ - $ 884,571 $ 72,520 9%
G- 28
RECREATION
FY 04 BUDGET HIGHLIGHTS
The budget includes$42,000 for a new computerized activity registration and pass system.
Contracted Services
NUMEROUS MISCELLANEOUS CONTRACTED SERVICES $ 15,850
SOFTWARE MAINTENANCE AGREEMENT 5,500
CROSS COUNTRY SKI TRACKS 2,000
PAID WEST&SOUTH WALLS 2,150
SLIDE INSTALLATION 9,500
Total Contracted Services $ 35,000
FY 03 ACCOMPLISHMENTS
• The Recreation Department offered fun family recreation programs to the community such as Letters and Phone
Calls to Santa with record number of participants, Easter Egg Hunt, with over 1,000 participants, Sweet Pea
Children's Run with 824 participants, Gold Fish Swim, 465 swimmers, the Dog Swim, with 77 dogs and Spring
break specials. It is known that families that play together are known to stay together.
• Offered fitness programs such as water aerobics, masters swimming, and lap swimming for adults so they may
have a higher quality of life longer. The programs develop a more efficient circulatory and respiratory system,
improve posture,and provide greater flexibility by enhancing the overall health and well being.
• Strengthened relationships with recreation user groups that offer recreation programs that the City of Bozeman
does not fund in the general fund.This year we helped the Lacrosse group establish programs for youth leagues,
and are working with MSU and Disc Golf to develop the Rose Park Disc golf course.
• Installed doors on the south end of the Swim Center,as the integrity of the windows was a safety issue.
• Replaced the pool bottom at the Swim Center and came in$14,under budget.
• Hired two very qualified full time employees; in the capacity of the Recreation Program Manager and the Bogert
Pool Manager/Assistant Pool Manager.
• Offered guaranteed swimming lessons,the first such offer in the country.
• Published articles in three national and international magazines.
• Retained 99% customer satisfaction in over 800 evaluation forms. The national standard is 75%, with many
departments establishing their standards at 50%.
• At Bogert Pool installed water,a drain and electricity in the west deck.
• Improved the quality of the lifeguard rescue training.
G-29
RECREATION
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
The Recreation Department improves conditions
in our community by offering over 100 recreation 100% 100% 100% 100% 100%
oP4ortunities that enhance the quality of life.
Citizens will have opportunities to engage on a
daily basis in activities that will promote health 100% 100% 100% 100% 100%
and well being.
Youth will be offered recreation 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%
health care costs.
Total revenue genej-ated TBD $357,322 $353,000 $345,000 $345.00 1
Revenue increase from previous year None 4.6% 0% 0% 0%
Citizens will be assured an open and accessible
Recreation Department. 100% 100% 100% 100% 100%
Customer satisfaction(National Standard). We 85% 99% 99% 99% 95%
measure patron's satisfaction of each program
through an evaluation. Percents are based upon
total number of customers satisfied with the
varloy,s programs
Safety
Prevention of life threatening accidents 100% 100% 100% 100% 100%
Citizens will be supported in their recreation
interests by receiving information&supportive 100% 100% 100% 100% 100%
assistance .
Citizens will receive personal benefits,social
benefits,economic benefits&environmental TBD 100% 100% 100% 100%
benefits thhrroQugh re rea�Ip,n prog ms
Percent of lifeguards with current certifications in 75% 99% 100% 100% 100%
Lifeguarding,CPR for the Professional Rescuer,
First Aid,Water Safety Instructor,Automated
External Defibrillation
Lifeguards will be trained to perform at the 10/20 98% 100% 100% 100%
industries'standard of care Rule
Specific criteria and measurements available from the Recreation Department office.
G-30
RECREATION
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 01 FY 02 FY 03 FY 04
Actual Actual Projected Budgeted
Administration
I Youth Special Events Attendees 1,699 1662 1584 1750
Youth Recreation Classes Attendees 1,422 1413 1436 1500 1
Tee Ball Youth 287 503 325 325 1
Tee Ball Coaches 66 62 65 70 {1
Preschool Recreation Attendees 165 140 20 150 I
Free Summer Park Program Attendees 160 130 238 240 I
Senior Special Events 152 140 100 120 I
Lindley P C Rentals Public/In-House(City Recl 206/96 194/91 178/69 180/70
Summer Recreation Classes for Youth 115 105 126 126
Swim Center
Total Attendance 117,836 112,616 111,417 113,000 1
General Admission Swimmers 61,034 57,512 56,p12 57,000 i
Swim Teams/Scuba/Kayak 15,930 15,538 1548 15,500
City Lessons 5,195 5,116 4,521 4,600 1
Bozeman School District Lessons 24,957 24,650 24,651 24,650 I
Rural School Lessons 8,216 1,947 2,194 2,500 1
Birthday Parties 274 2,436 2,500 2,500 1
Water Aerobics 14,774 12,416 12,859 13,000 1
Groups 3968 4000 4000 1
Bogert Pool
Total Swimmers 44,060 42,433 37,911 40,000 1
Swim Teams 1,009 579 772 700 I
Swimming Lessons 12,294 12,431 10,923 11,000 1
Jr. Leaders Trained 125 123 100 125 1
G-31
COMMUNITY DEVELOPMENT
PROGRAM DESCRIPTION
Tax Increment Financina:
The Downtown Improvement District accounts for the costs of the Downtown Improvement District Board and its activities.
The City Commission appointed an Urban Renewal Study Committee representing a broad cross-section of Gallatin Valley interests
including city and county residents,the School District,business,and city and county residents.
American's with Disabilities:
The Americans with Disabilities Act (ADA) was signed into law on July 26, 1990. The act provides comprehensive civil rights
protection for people with disabilities. The law prohibits covered entities,including the City of Bozeman,from excluding people from
jobs,services,activities or benefits based on disability.
Structures:
The city completed a self assessment evaluation of all programs a nd services for accessibility. These self assessments were
supplemented by an inventory of all city owned facilities pursuant to an Adaptive Environments Center and Barrier Free
Environments checklist,which strictly follows Americans with Disabilities Act Accessibility Guidelines. Remedial actions range from
simply relocating activities to reconstructing certain facilities to assure compliance. The problems are being approached on a
priority basis as follows:
PRIORITY 1: PROVISION OF AN ACCESSIBLE ENTRANCE
PRIORITY 2: PROVISION OF ACCESS TO GOODS AND SERVICES
PRIORITY 3: USABILITY OF REST ROOMS
PRIORITY 4: ADDITIONAL ACCESS PROVISION
Economic Development Revolvina Loan Fund:
The Economic Development Revolving Loan Fund division accounts for the costs of administration and use of program income
received from the pay back of various Economic Development Community Block Grant awards.
City Commission Resolution#2852 provides that the program income earned from the various Economic Development Grants the
city has received from the Department of Commerce shall be utilized in compliance with the guidelines established by the resolution,
which includes a loan limit of $100,000. Interest earnings and income generated from future investments will continue to be
reinvested in the fund and those funds will be loaned to local businesses for the purpose of furthering economic development in the
Bozeman Jurisdictional Area.
The functions necessary for this administration include solicitation and review of applications;assisting the Loan Review Committee
in the s election o f proposals;p reparations of necessary I egal documents;and project monitoring. The city has contracted with
Gallatin Development Corporation to perform these administrative functions and with HRDC to monitor the number and type of jobs
created and filled.
Housina Revolvina Loan Fund:
The revolving loan fund budget unit accounts for the costs of administration and use of program income received from the 1984
Community Development Block Grant Program.
City Commission Resolution No.2736 provides that the program income earned from the 1984 CDBG Program shall be utilized to
further the housing efforts initiated by the City Commission. No greater than 18%of the program income earned may be utilized for
administration of the fund. The remaining funds are utilized to assist low and moderate income people,rehabilitate selected housing
projects through the use of low-interest loans, or in certain cases, grants. The fund is currently administered by HRDC under
contract with the City of Bozeman.
The functions necessary for this administration include recruitment of eligible property owners for participation in the program;assist
the Community Affordable Housing Advisory Board in the selection of proposals; preparation of work write-ups, bids, and cost
estimates;assistance in selecting contractors;performance of site inspections;completion and filing of appropriate loan papers;and
payment to the contractors.
Community Development:
This program element includes administrative oversight of CDBG contracts; preparation of applications for TEA-21
funding,and administration of TEA-21 contracts;coordination of inter-neighborhood council activities;and
administration of other grant programs and special activities as outlined in the Community Development section of
this document(found under Public Welfare), and as directed by the Commission and City Manager.
G-32
COMMUNITY DEVELOPMENT
MAJOR OBJECTIVES
Tax increment Financina:
• To strengthen downtown's economic vitality.
• To recognize that community partnership is fundamental to downtown's success.
• To improve the safety,security and health of the district.
• To improve downtown's accessibility.
• To facilitate the diversity of downtown.
• To weigh the cost of projects against their benefits.
• To make the downtown more user friendly.
• To continuously improve the image of downtown.
• To nurture and expand downtown cultural activities.
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 Revolvina Loan Fund:
• To recruit eligible property owners for participation in the housing program.
• To assist the Community Affordable Housing Advisory Board in the selection of proposals.
• To prepare work write-ups,bids,and cost estimates and work closely with local contractors.
• To perform on-site inspections of work being completed,in conjunction the city building officials.
• To complete and file appropriate loan papers.
• To consult with local banking institutions regarding the possibility of combining funds for larger projects.
• To coordinate activities with the finance and building departments.
• To monitor the repayment of loans made&assure the on-going strength of the program.
• To develop a list of affordable housing priorities each year for presentation to the City Commission.
Community Development:
• Enhance community involvement through the facilitation of neighborhood meetings.
• Administer the TEA-21 program,and provide administrative oversight of the CDBG program.
• Support city staff with grant application guidance and assistance as needed.
• Promote city economic development and housing activities.
• Provide additional citizen board support as needed.
G-33
COMMUNITY DEVELOPMENT
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommends Dollar
FY 02 I FY 03 I FY 03 I FY 04 I Change I Change
Full-Time Equivalents 1.00 1.00
Number Category
1000-1299 Personnel $ - $ 43,936 $ - $ 38,116 $ (5,820)
2000-7599 Operating 491,500 1,072,000 1,441,847 369,847
8000-8999 Capital -
9000-9699 Debt Service -
9900-9999 Transfers -
Total All Categories $ 491,500 $ 1,115,936 $ - $ 1,479,963 $ 364,027 33%
EXPENDITURES BY DIVISION
Division
Number Division
8210 Downtown Imp Dist $ 116,665 $ 700,000 $ - $ 758,605 $ 58,605
8220 Americans w/Disab 1,825 41,000 36,282 (4,718)
8230 Urban Redev&Housing 22,435 115,000 135,960 20,960
8240 Economic Development 304,711 216,000 511,000 295,000
8250 Grants 43,936 38,116 (5,820)
Total All Divisions $ 445,636 $ 1,115,936 $ - $ 1,479,963 $ 364,027 33%
EXPENDITURES BY FUND
Fund
Number Fund
116 TIF Dowtown lmprovemei $ 66,463 $ 650,000 $ - $ 675,487 25,487
130 Americans With Disability 1,825 41,000 36,282 (4,718)
117 Community Development 8,000 -
118 Section 8 Housing Mod/Rental Rehab -
119 Economic Development L 304,712 216,000 511,000 295,000
120 Community Housing - -
121 Housing Revolving Loan I 14,435 115,000 135,960 20,960
010 General Fund 43,936 38,116 (5,820)
176 BID 50,201 50,000 83,118 33,118
Total All Funds $ 445,636 $ 1,115,936 $ - $ 1,479,963 $ 364,027 33%
G-34
COMMUNITY DEVELOPMENT
FY 04 BUDGET HIGHLIGHTS
• Downtown Improvement District(Tax Increment Financinp): Spending authority is included for the anticipated
increment during the year, plus available cash balances for the Downtown Improvement District. Spending will
be limited to actual cash balances and revenues,as opposed to estimated revenues and balances. The
expenditure of these funds will be contingent upon a budget plan prepared by the Downtown Improvement
District Board,submitted to and adopted by the City Commission.
• Americans with Disabilities: Appropriation authority is included for the remaining balance in the ADA fund. The
budget includes$20,000 for pathway access to the new restroom building in the softball complex. The remaining
cash balance has been appropriated for unspecified projects.
• Housing Revolving Loan: Spending authority is included for the entire balance of the Housing fund.
Appropriation authority includes$14,400 paid to HRDC for administration. The balance of available funds are
appropriated for possible expenditure or loans to implement the city's adopted Affordable Housing Policy.
• Economic development: This includes payments to the Gallatin Development Corporation (GDC)of$6,000 for
the administration of the Economic Development Revolving Loan Fund. The administrative functions include
assisting applicants with funding requests and providing staff assistance to the city's revolving loan committee.
Also included is$5,000 for general support of GDC. An appropriation of$500,000 is included for possible grants
which will be made in accordance with the adopted RLF policy.
• Grants. A grants administrator was hired in 2003. No grant spending authority is included in the budget. A
budget amendment will be processed for any successful grant applications.
FY 03 ACCOMPLISHMENTS
G-35
OTHER
® NON-DEPARTMENTAL
a G.O. BONDS
a SID REVOLVING
a SID BONDS
H-1
NON-DEPARTMENTAL
PROGRAM DESCRIPTION
The non-departmental program accounts for expenditures that are not associated with a specific city department.
Examples include insurance premiums paid by the city, costs of leave pay-outs for terminating employees,
contingency funds,etc.
The leave pay-out accounts will be used only for the purpose of budgeting. Since it is not possible to determine by
department,where these costs will be incurred,this account will be used for all general fund departments. No actual
costs will be charged to these accounts.
H-2
NON-DEPARTMENTAL
MAJOR OBJECTIVES
• To accurately budget for and account for non-departmental costs.
H-3
NON DEPARTMENTAL
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommends Dollar
FY 02 FY 03 I FY 03 I FY 04 I Change I Change
Full-Time Equivalents
Number Category
1000-1299 Personnel $ - $ - $ - $ - $ -
2000-7599 Operating 2,114,328 1,963,000 - 2,864,152 901,152
8000-8999 Capital - -
9000-9699 Debt Service - -
9900-9999 Transfers 1,856,174 2,879,000 3,331,771 452,771
Total All Categories $ 3,970,502 $ 4,842,000 $ - $ 6,195,923 $ 1,353,923 28%
EXPENDITURES BY DIVISION
Division
Number Division
8910 Insurance $ 2,073,466 $ 1,810,000 $ - $ 2,709,682 $ 899,682
8920 Band 5,500 6,000 - 6,000 -
8930 Leave Payouts - - -
8940 Contingencies 100,000 - 100,000 -
8950 Beautification Of Bozema 248 - -
8960 Transfers 1,856,174 2,879,000 3,331,771 452,771
8970 Senior Transportation 35,000 47,000 47,970 970
8980 North East Neighborhood 114 500 500
Total All Divisions $ 3,970,502 $ 4,842,000 $ - $ 6,195,923 $ 1,353,923 28%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 458,871 $ 1,575,000 $ - $ 1,618,501 43,501
720 Health-Medical Self-Insur 1,888,790 1,605,000 2,465,129 860,129
131 Beautification Of Bozema 247 - -
104 Liability Insurance 222,298 230,000 275,179 45,179
108 Community Transportation - -
300 SID Revolving - -
103 Health-Medical Insurance 782,787 780,000 1,044,306 264,306
105 P.E.R.S. Fund 168,279 180,000 277,307 97,307
106 Police Pension Fund 255,196 245,000 311,559 66,559
107 Firemans Pension Fund 158,870 180,000 155,472 (24,528)
175 Senior Transp 35,051 47,000 47,970 970
177 North East Neighborhood 113 500 500
Total All Funds $ 3,970,502 $ 4,842,000 $ - $ 6,195,923 $ 1,353,923 28%
H-4
NON-DEPARTMENTAL
FY 04 BUDGET HIGHLIGHTS
• The budget includes the following general fund items:
• General fund share of liability insurance premiums$244,553
• General fund contribution to the band$6,000
• Contingency appropriation$100,000
• Transfer to Police&Fire(state contributions to retirement systems)$975,000
• Transfer to planning—general fund subsidy of planning operations$271,592
• Transfer to Historic Preservation-$21,356
• The budget includes the following Special Revenue Fund items:
• Transfer from Health Special Revenue Fund to the General Fund$1,044,306
• Transfer from the PERS Special Revenue Fund to the General Fund$277,307
• Transfer from the Police Pension Special Revenue Fund to the General Fund$311,559
• Transfer from the Fire Pension Special Revenue Fund to the General Fund$155,472
• Transfer from the Liability Special Revenue Fund to the General Fund$275,179
• Mill levy for senior transportation$47,970
• The budget includes the following Health Medical Self-Insurance Fund items:
• Appropriation authority of$2,465,129 for health/medical claims and an administrative cost allocation.
FY 03 ACCOMPLISHMENTS
• Not applicable.
H-5
G.O. BONDS
PROGRAM DESCRIPTION
The General Obligation Bond division accounts for debt service payments associated with the transportation general
obligation bonds.
The$5 million transportation general obligation bonds were sold on April 4, 1995. The closing date for the bonds was
April 27, and the bonds were dated April 15, 1995. The bonds were financed over 19 years. The net interest cost
(NIC)on the bonds is 5.4833 percent and the yield was 5.545 percent.
The division is financed by a special mill levy on property within the City of Bozeman and motor vehicle fees which
are distributed based on property tax levies.
H-6
G.O. BONDS
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.
H-7
G.O. BONDS
EXPENDITURES BY CATEGORY
Actual Appropriated Amendments Recommends Dollar
FY 02 I FY 03 ( FY 03 I FY 04 I Change I Change
Full-Time Equivalents
Number Category
1000-1299 Personnel $ - $ - $ - $ - $ -
2000-7599 Operating 10,000 (10,000)
8000-8999 Capital - -
9000-9699 Debt Service 485,996 683,832 410,336 (273,496)
9900-9999 Transfers - -
Total All Categories $ 485,996 $ 693,832 $ - $ 410,336 $ (283,496) 41%
EXPENDITURES BY DIVISION
Division
Number Division
9310 G.O.Bonds Principal $ 215,000 $ 315,000 $ - $ 155,000 $ (160,000)
9320 G.O.Bonds Interest&Fit 270,996 378,832 255,336 (123,496)
Total All Divisions $ 485,996 $ 693,832 $ - $ 410,336 $ (283,496) -41%
EXPENDITURES BY FUND
Fund
Number Fund
301 Library Bonds $ 51,808 $ 245,494 $ - $ 311,372 $ 65,878
302 Bond S&11995 Transpo 434,188 448,338 98,964 (349,374)
Total All Funds $ 485,996 $ 693,832 $ - $ 410,336 $ (283,496) -41%
H-8
G.O. BONDS
FY 04 BUDGET HIGHLIGHTS
• The transportation bonds will be paid off on July 1,2014
• The library bonds will be paid off on July 1,2021.
FY 03 ACCOMPLISHMENTS
• Not applicable.
H-9
SID REVOLVING
PROGRAM DESCRIPTION
The SID Revolving Fund was established pursuant to Section 7-12-4221 MCA. This law states in part:"The Council
or commission of any city or town which has heretofore created or may hereafter create any special improvement
district or districts for any purpose may in its discretion create,establish,and maintain by ordinance a fund to be
known and designated as the special improvement district revolving fund in order to secure prompt payment of any
special improvement district bonds or sidewalk,curb,and alley approach warrants issued in payment of improvement
made therein and the interest thereon as it becomes due."
H-10
SID REVOLVING
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.
H-11
SID REVOLVING FUND
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments recommended' Dollar
FY 02 I FY 03 I FY 03 I FY 04 I Change I Change
Full-Time Equivalents
Number Category
1000-1299 Personnel $ - $ - $ - $ - $ -
2000-7599 Operating - -
8000-8999 Capital - -
9000-9699 Debt Service - -
9900-9999 Transfers - -
Total All Categories $ - $ - $ - $ - $ -
EXPENDITURES BY DIVISION
Division
Number Division
9510 Sid Bond Principal $ - $ - $ - $ - $ -
8960 Transfers to Other F -
Total All Divisions $ - $ - $ - $ - $
EXPENDITURES BY FUND
Fund
Number Fund
300 Special Improvement Dist $ - $ - $ - $ - $ -
Total All Funds $ - $ - $ - $ - $
H-12
SID REVOLVING
FY 04 BUDGET HIGHLIGHTS
• No expenditures are budgeted.
FY 03 ACCOMPLISHMENTS
• Not Applicable.
H-13
SID BONDS
PROGRAM DESCRIPTION
The SID/Sidewalk bond budget unit is u sed to account for the p ayments of principal a nd interest on the various
special improvement district and sidewalk bonds.
Section 7-12-4102 MCA authorizes the city to create special improvement districts and 7-12-4206 authorizes the
payment to be made from the fund.
The city issues special improvement district bonds, assesses property taxpayers for the costs, collects the
assessments,and in turn retires the bonds and pays the related interest expense.
H-14
SID BONDS
MAJOR OBJECTIVES
• To accurately account for principal and interest payments on SID and Sidewalk bonds.
H-15
SID BONDS
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommends Dollar
FY 02 FY 03 FY 03 I IY 04 I Change I Change
Full-Time Equivalents
Number Category
1000-1299 Personnel $ - $ - $ - $ - $ -
2000-7599 Operating -
8000-8999 Capital - -
9000-9699 Debt Service 1,049,156 1,160,000 1,200,000 40,000
9900-9999 Transfers - -
Total All Categories $ 1,049,156 $ 1,160,000 $ - $ 1,200,000 $ 40,000 3%
EXPENDITURES BY DIVISION
Division
Number Division
9710 SID Bonds Principal $ 709,000 $ 680,000 $ - $ 700,000 $ 20,000
9720 SID Bonds Interest&F 340,156 480,000 500,000 20,000
Total All Divisions $ 1,049,156 $ 1,160,000 $ - $ 1,200,000 $ 40,000 3%
EXPENDITURES BY FUND
Fund
Number Fund
310 SID Funds $ 1,049,156 $ 1,160,000 $ - $ 1,200,000 $ 40,000
Total All Funds $ 1,049,156 $ 1,160,000 $ - $ 1,200,000 $ 40,000 3%
H-16
SID BONDS
FY 04 BUDGET HIGHLIGHTS
• The budget includes appropriation authority necessary for the anticipated repayment of SID bonds principal and
interest.
FY 03 ACCOMPLISHMENTS
• Not applicable.
H-17
U.S. CONSUMER PRICE INDEX
Calendar U.S.
Year Consumer Price Percent
Index Change
1971 40.5
1972 41.8 3.2
1973 44.4 6.2
1974 49.3 11.0
1975 53.8 9.1
1976 56.9 5.8
1977 60.6 6.5
1978 65.2 7.6
1979 72.6 11.3
1980 82.4 13.5
1981 90.9 10.3
1982 96.5 6.2
1983 99.6 3.2
1984 103.9 4,3
1985 107.6 3.6
1986 109.6 1.9
1987 113.6 3.6
1988 118.3 4.1
1989 124.0 4.8
1990 130.7 5.4
1991 136.2 4.2
1992 140.3 3.0
1993 144.5 3.0
1994 148.2 2.6
1995 152.5 2.9
1996 156.9 2.9
1997 160.5 2.3
1998 163.0 1.6
1999 166.6 2.2
2000 172.2 3.4
2001 177.1 2.8
2002 179.9 1.6
I-1
U. S. CONSUMER PRICE INDEX
c200.0 ------�_...r.,,-------M....�......�......_._........_..�.�.............�..,.......y....._��.r.vx......w..._.......�......�...�
150.0 -
0 100.0 =
w 50.0
0.0
ANAI"` AA �o (o� �� �coc �0)� X43 ��9 ooN
ACTUAL
I-2
CITY OF BOZEMAN
TRANSPORTATION G.O. BONDS REFUNDING
DEBT SERVICE SCHEDULE
Paytooht 06040 fine.*$. 1004:4 t 8L01::.Mr $• POO*
Dote J ayet3 C Eke f'4j�rt II 0.ayt lOt ibmario6,
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
OTALS $ 3, 313010 $ 792,M $ 4f2 5'.
1-3
TRANSPORTATION BOND-REFUNDING
$4,000,000
o $3,500,000 :
m
o $3,000,000
Z N
$2,500,000
E $2,000,000NIN.N.\\\
I
o $1,500,000 -
2
RI $1,000,000 -
U
a $500,000
a.
$0 - , , , , , =
O`p CS`) oA o°' �I\ ►�`b
�O �O �O le �o �O
1-4
CITY OF BOZEMAN
G. O. BOND-LIBRARY#1
DEBT SERVICE SCHEDULE
'F0yrOfit Pi"lndilaf IMO** ;frit*resE uerii:Amiiaf -(?tiro"pol
=f afe Papiefg Pa€e Nyrnitft PaY;oni Weitim
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,.$1$0.0 $ 1, $ 3,57,Z2
1-5
LIBRARY BOND #1
z
$2,500,000
I
$2,000,000
o $1 ,500,000
hi ,000,000
--
F $500,000
Fc
$0
Z
a 'O '
0� OOn
O� �� OQ� Ono
�� vo
VO V V V V V
1-6
CITY OF BOZEMAN
G. O. BOND-LIBRARY#2
DEBT SERVICE SCHEDULE
Payment Prinapof 1059z5i fnkareat eamt-Am of Pill pal
Date Payment Rata Oarvit Payrnont Oatanoe.
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
TOMO $ 1, 85,.000 $ 717;Q04 $ 2, 0O4
1-7
LIBRARY BOND #2
U,
0
z
)03 $2,000,000
0
I-
$1 ,500,000
o $1 ,000,000
z
$500,000 -
J
a $0V ±7
Z
e ! 0.cob e OOcb �rJ O>v On�
`L `l•
(1/ `l• ` . `. `L V
1-8
CITY OF BOZEMAN
WATER REVENUE BONDS
DEBT SERVICE SCHEDULE
f'ayrt nt plittip J 4nWro.st tri eto$1 t t t33 At?t uEil: Patti*
:nate Pa ';etIt. k ele .Payriret .Payee 'Elalai:ice
December 12, 1995 $ 3,480,000
June 1, 1996 - $ 82,161 $ 82,161
December 1, 1996 $ 245,000 6.500 82,161 327,161 3,235,000
June 1, 1997 74,199 74,199
December 1, 1997 255,000 6 500 74,199 329,199 2,980,000
June 1, 1998 65,911 65,911
December 1, 1998 275,000 4.000 65,911 340,911 2,705,000
June 1, 1999 60,411 60,411
December 1, 1999 285,000 4 100 60,411 345,411 2,420,000
June 1, 2000 54,569 54,569
December 1, 2000 300,000 4.200 54,569 354,569 2,120,000
June 1, 2001 48,269 48,269
December 1, 2001 315,000 4.300 48,269 363,269 1,805,000
June 1, 2002 41,496 41,496
December 1, 2002 330,000 4.400 41,496 371,496 1,475,000
June i, 2003 34,236 34,236
December 1, 2003 345,000 4.500 34,236 379,236 1,130,000
June 1, 2004 26,474 26,474
December 1, 2004 360,000 4 600 26,474 386,474 770,000
June 1, 2005 18,194 18,194
December 1, 2005 375,000 4.700 18,194 393,194 395,000
June 1, 2006 9,381 9,381
December 1, 2006 395,000 4.750 9,381 404,381 0
T.O.AF:$ $ .3;46P00 $ 03€3,603 $ 4 10#5IJ3:
Net Interest Cost 4 494 %
1-9
WATER REVENUE BONDS
E $4,000,000
Z $3,500,000
$3,000,000
E)- $2,500,000 ~`�
'w-,.*,,o $2,000,000 '`
$1 ,500,000
$1 ,000,000
0. $500,000
Ucc
$O
a
' ' ' C, , ,
1-10
CITY OF BOZEMAN
LYMAN CREEK WATER REVENUE BONDS
DEBT SERVICE SCHEDULE
'ayrtierif Procitpat iiitat•est Soit'iiAtvtt:tt ?limit*
Efate i aytrt tlt Payttieti! PEIVtai t Salat e
$ 615,889
May 23, 1996 $ 16,360 $ 17,421 $ 33,781 599,529
November 23, 1996 16,761 14,688 31,450 582,768
May 23, 1997 17,172 14,278 31,450 565,596
November 23, 1997 17,593 13,857 31,450 548,003
May 23, 1998 18,024 13,426 31,450 529,980
November 23, 1998 18,465 12,985 31,450 511,515
May23, 1999 18,918 12,532 31,450 492,597
November 23, 1999 19,381 12,069 31,450 473,216
May 23, 2000 19,856 11,594 31,450 453,360
November 23, 2000 20,342 11,107 31,450 433,018
May 23, 2001 20,841 10,609 31,450 412,177
November 23, 2001 21,351 10,098 31,450 390,826
May 23, 2002 21,874 9,575 31,450 368,951
November 23, 2002 22,410 9,039 31,450 346,541
May 23, 2003 22,959 8,490 31,450 323,582
November 23, 2003 23,522 7,928 31,450 300,060
May23, 2004 24,098 7,351 31,450 275,962
November 23, 2004 24,689 6,761 31,450 251,273
May23, 2005 25,293 6,156 31,450 225,980
November 23, 2005 25,913 5,537 31,450 200,066
May23, 2006 26,548 4,902 31,450 173,518
November 23, 2006 27,198 4,251 31,450 146,320
May 23, 2007 27,865 3,585 31,450 118,455
November 23, 2007 28,547 2,902 31,450 89,908
May 23, 2008 29,247 2,203 31,450 60,661
November 23, 2008 29,963 1,486 31,450 30,697
May 23, 2009 30,697 752 31,449 0
TOTALS S •$; $1U$9 $ 2$S $ $ 1;4
Interest Rate: 4.9%
I-11
LYMAN CREEK WATER BONDS
U)
$700,000
03
o $600,000
$500,000
o $400,000
°
$300,000
Z
$200,000
$100,000
z
a
1-12
CITY OF BOZEMAN
LYMAN CREEK WATER REVENUE BONDS
DEBT SERVICE SCHEDULE
PHASE H
Payrn0nf.. IrEnoipat ititgfet0 $erniAllii0C11. kirtelpal
10>. Iayriieifa}iratre
$ 316,712
November 23, 1996 $ 7,272 $ 7,759 $ 15,031 309,441
May23, 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
November23, 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
November23, 2005 11,242 3,789 15,031 143,411
May 23, 2006 11,517 3,514 15,031 131,893
November23, 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
3:074S 5 $• 31:$071.; $: :t.4;22C1 $:: 450, 2
Interest Rate: 4.9%
1-13
LYMAN CREEK WATER BONDS PHASE II
$350,000
Z $300,000 '~
a $250,000
$200,000
° '
$150 000
z
$100,000
$50,000
�Z
N $0 I I I 1
W
�°� �°��c OHO X01 (19 95)��� �O� `" 45)�O
1-14
CITY OF BOZEMAN,MONTANA
COMPUTATION OF LEGAL DEBT MARGIN
June 30,2002
TAXABLE VALUE $ 42,553,014
DEBT LIMIT 17,643,745 *
GENERAL OBLIGATION BONDS
Library G.O.bonds $ 2,315,000
Transportation G.O.bonds 3,795,000
Total 0.0.bonds 6,110,000
OTHER GENERAL OBLIGATIONS
Loan for Professional Building 443,880
Total other general obligations 443 880
6,553,,880
RESERVED FUND BALANCES
Library fund balance (51,718)
Transportation fund balance 180,760
Total reserved fund balances 129,042
Total bonded debt(less amount
available in debt service funds) 6,424,838
LEGAL DEBT MARGIN $ 11,218,907
* 1.51%of total taxable property$1,168,459,986
Source: City Hall,Bozeman,Montana
Unaudited statistical information.
111-8
STAFFING SUMMARY
Authorized Authorized Authorized Authorized Recommended
FY 00 FY 01 FY 02 FY 03 FY 04
GENERAL GOVERNMENT
City Commission 3.00 3.00 4.00 4.00 4.00
City Manager 5.50 5.50 5.50 6.50 7.50
Municipal Court 5,00 5.00 5.00 5.00 6.00
City Attorney 6,00 6.00 6,00 6.00 6.00
Finance 16.75 16.75 16.75 16.00 16.00
Office of Planning&Community Develc 11.04 11.04 11.70 12.70 12.70
Zoning - - - - -
Building Maintenance 0.55 0,55 0.55 0.55 1.55
TOTAL GENERAL GOVERNMENT 47,84 47.84 49.50 50.75 53.75
PUBLIC SAFETY
Police Department 45.25 45.25 48.25 48.25 48.25
Fire Department 28.75 28.75 28.75 29.75 29.75
Building Inspection 10.05 10.05 10.05 10.55 10.55
Parking 1.75 1.75 1.75 2.75 2.75
9-1-1 - - - - -
TOTAL PUBLIC SAFETY 85.80 85.80 88.80 91.30 91.30
PUBLIC SERVICES
Public Services Administration 6.77 6.77 7.15 7.15 7.15
Streets 14.00 14.00 13.62 13.62 13.62
Water Plant 6.32 6.32 9.27 9.27 9.27
Water Operations 16.07 16.07 13.12 14.12 14.12
Wastewater Operations 6.75 6.75 6.75 7.75 7.75
Wastewater Plant 15.87 15,87 15.87 15.87 14.87
Solid Waste Collection 9.74 9.74 10.74 10.74 10.74
Solid Waste Disposal 7.66 7.66 7.66 7.66 7.66
Vehicle Maintenance 2.50 2.50 2.50 2.50 2.50
TOTAL PUBLIC SERVICES 85.68 85.68 86.68 88.68 87.68
PUBLIC WELFARE
Cemetery 5.25 5.25 5.25 5.25 5.25
Parks 11.95 11.95 11.95 11.95 11.95
Forestry 3.60 3.60 3.60 3.60 3.60
Library 19.66 19.66 19.66 19.66 19.66
Recreation 14.65 14.65 14.65 14.65 14.65
Community Development - - - 1.00 1.00
TOTAL PUBLIC WELFARE 55.11 55.11 55.11 56 11 56.11
OTHER
Non Departmental - - - - -
G.O.Bonds - - - - -
SID Revolving - - - - -
SID Bonds .. - - - -
TOTAL OTHER - - - - -
TOTAL ALL FUNDS 274.43 274.43 280.09 286.84 288.84
1-16
COMMISSION RESOLUTION NO. 3580
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA, ESTABLISHING RATES FOR WATER CHARGES FOR THE CITY OF
BOZEMAN.
WHEREAS, the City Commission of the City of Bozeman, following notice and public hearing,
established a new Rate Schedule for the City of Bozeman's Water Fund.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of Bozeman,
Montana, that the new rates for water services, based on a 30-day month, shall become effective
beginning with that billing period which will first appear on the April 1, 2003, billing, as follows, to wit:
Section 1
Metered Water Rates
Effective on the April 1, 2003, billing
A. MONTHLY BILLING AND CUSTOMER CHARGES
Customer Class Meter Size
'1onthly charge-
All metered customers %-inch $ 9.92
1-inch $ 12.65
11A-inch $ 15.74
1'/2-inch $ 18.89
2-inch $ 26.79
3-inch $ 45.19
4-inch $ 71.58
6-inch $ 136.74
8-inch $ 215.25
B. WATER INCLUDED IN THE MINIMUM CHARGE
(up to 250 cubic feet)
Customer Class
Residential
Single-family(a) $ 4.48
Multi-family $ 3.10
Commercial $ 2.57
Government $ 2.69
MSU $ 3.51
1-17
C. COMMODITY CHARGE PER HCF OF WATER CONSUMED BEYOND THE MINIMUM
Customer Class
Residential
Single-family(a) $ 1.78
Multi-family $ 1.24
Commercial $ 1.02
Government $ 1.06
MSU $ 1.40
(a) Metered single-family only
Explanatory note: Each customer shall paya minimum monthly bill which includes the applicable amount
according to meter size (A) plus a minimum water charge (B). For water consumed in excess of 250
cubic feet, a customer shall pay the additional commodity charge (C).
Section 2
Flat Rate Customers
Effective on the April 1, 2003, billing
Customer Class
Single-family
Unmetered (b) $ 43.32
City Park irrigation (c) $ 1,136.75 per acre per year
Fire Protection $ 97,399.43 (annual hydrant charge)
Bulk non-potable for construction use (d) $ 2.25 per 1,000 gallons
(b) Represents a monthly charge
(c) Represents an annual charge
(d) Water available at City Shop Complex only
Section 3
Billing Procedures
Charges for water services under this schedule shall be made a part of the current monthly
water bill, to be shown by separate item on such bill. Separate payment of either the charge for the water
or the charge for the wastewater will not be accepted without prior approval of the Administrative
Services Director. Both charges must be paid at the same time; partial payments will be applied to the
water charge first, with any remainder being applied to the wastewater charge.
Charges for water used and wastewater service charges become due and payable upon
receipt of the bill. If any bill is not paid on or before the fifteenth day of that month, it will then become
delinquent; and if not paid in full by the fifteenth day of the following month,water service to the premises
involved may be discontinued, after a ten-day written notice. A charge of twenty-five dollars ($25.00)
during regular business hours or fifty dollars ($50.00) during non-business hours shall be made for
I-18
reinstating a water service which has been discontinued for non-payment of water and/or wastewater
.rvice charges.
Section 4
Protests
In cases where water service charges under this schedule are claimed to be unfair,
unreasonable or not in proportion to charges made to other water customers, the person or persons
against whom such charges are made may apply to the City Manager for an adjustment, stating the
circumstances. The City Manager, or his designated representative, may make such adjustment of the
water charges as is deemed necessary, fair and equitable.
PASSED AND ADOPTED by the City Commission of the City of Bozeman, Montana, at a
regular session thereof held on the 17th day of March; and effective beginning with that billing period
which will first appear on the April 1, 2003, water billing.
ST-VE R KI �4 FF, ay
(TEST:
BNL. SULLIVAN
Clerk of the Commission
APPROV ► AS TO FORM:
•
City Attorn
1-19
COMMISSION RESOLUTION NO. 3457
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA,ESTABLISHING RATES FOR WASTEWATER(SEWER)SERVICE AND
SURCHARGE ON WASTEWATER (SEWER) SERVICE FOR THE CITY OF
BOZEMAN.
WHEREAS, the City Commission of the City of Bozeman, following notice and public
hearing, established a new Rate Schedule for the City of Bozeman's Wastewater (Sewer) Fund.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of Bozeman,
Montana, that the new rates for wastewater service charges, based on a 30-day month, shall
become effective beginning with that billing period which will first appear on the September 1,
2001, billing, as follows, to wit:
Section 1
Metered Customers
Effective on the September 1 , 2001, billing
A. MONTHLY BILLING AND CUSTOMER CHARGES
Base Rate 45% Surcharge Total
Customer Class
Monthly charge - 7.41 3.33 10.74
All metered customers $ 7 -1-3/customer/month $ 3.23 $10.42/customer/month
B. ADDITIONAL CHARGES FOR METERED CUSTOMERS
Customer Class
1.23 0.55 1.78
Residential $ 9/ccf based $ 0.553 $ 1.72/ccf based
on average winter on average winter
water usage* water usage*
1.23 0.55 1.78
Commercial, Industrial $ 17-1-9/ccf based on $ 0.53 $ 1.72/ccf based on
and MSU metered water usage metered water usage
* For service dates of April through October, based on average of November through March
metered usage
C. CHARGE FOR EXTRA STRENGTH WASTE
Suspended Solids in excess 0.261 0.117 0.378
of 200/ppm $ 0.253/pound $ 0.114 $ 0.367/pound
Biochemical Oxygen Demand 0.216 0.098 0.314
in excess of 250/ppm $ 0.210/pound $ 0.090 $ 0.305/pound
Explanatory note: Each customer shall pay a minimum monthly bill which includes the monthly
charge (A) plus an additional charge (B). For extra strength waste, a customer shall additionally
pay the extra charge (C).
1-20
Section 2
Unmetered Customers
Effective on the September 1, 2001, billing
Customer Class
17.37 7.82 25.19
All unmetered customers $16.30/month $ q753 $24.45/month
Section 3
Surcharge
The 45-percent surcharge shall be used exclusively for the propose of covering the costs of
remediation and monitoring for the Bozeman Solvent Site and for matching monies for the $5
million federal grant received for sewer and storm sewer infrastructure improvements.
Section 4
Billing Procedures
Charges for wastewater service under this schedule shall be made a part of the current
monthly water bill, to be shown by separate item on such bill. Separate payment of either the
charge for the water or the charge for the wastewater will not be accepted without prior approval
of the Administrative Services Director. Both charges must be paid at the same time; partial
payments will be applied to the wastewater charge first, with any remainder being applied to the
water charge.
Charges for water used and wastewater service charges become due and payable upon
receipt of the bill. If any bill is not paid on or before the fifteenth day of that month, it will then
become delinquent; and if not paid in full by the fifteenth day of the following month, water service
to the premises involved may be discontinued, after a ten-day written notice. A charge of twenty-
five dollars ($25.00) during regular business hours or fifty dollars ($50.00) during non-business
hours shall be made for reinstating a water service which has been discontinued for non-payment
of water and/or wastewater service charges.
Section 5
Protests
In cases where wastewater service charges under this schedule are claimed to be unfair,
unreasonable or not in proportion to charges made to other wastewater users, the person or
persons against whom such charges are made may apply to the City Manager for an adjustment,
stating the circumstances. The City Manager, or his designated representative, may make such
adjustment of the wastewater service charges as is deemed necessary, fair and equitable.
1-21
PASSED AND ADOPTED by the City Commission of the City of Bozeman, Montana, at
a regular session thereof held on the 23rd day of July 2001; and effective beginning with that
billing period which will first appear on the September 1, 2001, wastewater (sewer) billing.
1J
MARCIA B. YOUNG A , ayor
ATTEST:
o y ///
B N L. SULL 1/
Clerk of the Commission
APPROV D AS TO FORM:
/U/1/V
Cr
J. ���E�.
City Att ney
1-22
COMMISSION RESOLUTION NO. 3581
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA, ESTABLISHING SOLID WASTE COLLECTION FEES WITHIN THE
CITY OF BOZEMAN.
WHEREAS, the City Commission of the City of Bozeman did adopt Ordinance No. 1493 on the
17th day of May 1999, providing for the billing of solid waste collection fees on a monthly basis; and
WHEREAS, said Ordinance No. 1493 provides for the setting of fees by resolution; and
WHEREAS, the Bozeman City Commission did regularly pass Commission Resolution No.
3467 on the 13th day of August 2001,which Resolution established a revised solid waste collection fee
schedule; and
WHEREAS, the City of Bozeman continues to incur additional costs in its operation of the
collection and disposal of solid waste.
NOW,THEREFORE,BE IT RESOLVED and it is hereby ordered by the Commission of the City
of Bozeman, State of Montana:
Section 1
To defray the estimated cost and expense of collecting and disposing of solid waste in the City
If Bozeman,there is hereby established a schedule of fees to be levied upon all users of the City's solid
waste collection system and those not served by a licensed private solid waste collection service, as set
forth in Schedule"A", attached hereto, and by this reference made a part hereof.
PASSED AND ADOPTED by the City Commission of the City of Bozeman, Montana, at a
regular session thereof held on the 17th day of March 2003.
..../. 4____‘,/
S. EVEN.R.KIR ' OFF, ayoy i
ATTEST:
FNR L. SULL A
Clerk of the Commission
APPROV AS TO FORM:
I
PA L'- . Ldif
City Attorney
1-23
SCHEDULE A
Solid Waste Collection Fees, based on a 30-day month,
Effective on the April 1, 2003 billing
All rates are monthly.
A. AUTOMATED COLLECTION SYSTEM FEES
For those accounts on the automated collection system, the fees shall be as follows:
Weekly collection:
35-gallon tote $ 8.77
65-gallon tote $ 11.28
100-gallon tote $ 14.35
220-gallon tote $ 24.75
300-gallon tote $ 30.88
Monthly collection:
35-gallon tote $ 6.50
*Whenever the automated service is provided to a customer for a period of less than one month,there
shall be a minimum charge of one month based on the container size issued.
B. DUMPSTER FEES
Dumpster fees shall be determined as follows:
$16.22 base rate
plus
$15.40 per cubic yard of dumpster capacity
(based on once per week pickup) •
plus
$18.77 per additional pickup per week
Whenever specialty materials, as identified in the City's current landfill schedule, exceed 50
percent of the dumpster's contents, then the per cubic yard of dumpster capacity dollar amount shall
be increased in accordance with the specialty materials landfill fees established in the current City of
Bozeman landfill gate schedule.
C. EXCESS GARBAGE
Bulky items that cannot otherwise be properly placed in a tote or dumpster, or excess
garbage in addition to what will fit into a tote or dumpster, must have a tag attached. The City's solid
waste crew will only pick up bulky items or excess garbage on their regular routes when tags are
attached, and the tags will be removed. Tags may be purchased at City Hall or Safeway Food and
Drug. The availability of tags at Safeway Food and Drug is subject to change without notice. Excess
garbage must have an adequate number of container tags attached. Divide the estimated weight of
the excess garbage by the tag size to determine number of tags needed.
Up to 20 pounds (18-20 gallon-sized container) $1.20
Up to 30 pounds (28-33 gallon-sized container) $1.45
1-24
COMMISSION RESOLUTION NO. 3582
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOZEMAN,
MONTANA, ESTABLISHING THE TYPES OF WASTE PERMITTED AT THE CITY
OF BOZEMAN LANDFILL AND AFFIRMING THE LANDFILL FEE SCHEDULE FOR
USERS OF THE CITY OF BOZEMAN LANDFILL.
WHEREAS, the Bozeman City Commission did regularly pass Commission Resolution No.
3468 on the 13th day of August 2001, which Resolution established the types of waste permitted and a
revised landfill gate fee schedule for users of the City of Bozeman landfill; and
WHEREAS,the Bozeman landfill cannot accept wire(as defined),cable,rope,etc.,greater than
three feet in length since these materials cause an inordinate amount of damage to City equipment used
at the landfill; and
WHEREAS,the Bozeman landfill has established a compost program to encourage recycling
and wood waste reduction; and
WHEREAS, the Bozeman landfill does not accept waste from outside Gallatin County; and
WHEREAS, the Bozeman landfill does not accept asbestos, unless specifically approved by
the Bozeman City Commission; and
WHEREAS, the Bozeman landfill does not accept liquid wastes; and
WHEREAS, the City of Bozeman, in accordance with its license to operate a Class II landfill,
can accept only Group II, Group Ill, and Group IV wastes as defined in 16.14.503 ARM; and
WHEREAS, the City of Bozeman has determined that the landfill gate fees established by
Commission Resolution No. 3468 on the 13th day of August 2001 are still appropriate and in the best
interests of the City of Bozeman, and that no adjustment in the fees is necessary at this time.
NOW, THEREFORE, BE IT RESOLVED by the City Commission of the City of Bozeman,
Montana:
Section 1
To defray the cost and expense of operating the City of Bozeman landfill, there is hereby
established a schedule of fees to be levied upon all users of the landfill, as set forth in Schedule "A",
attached.
Section 2
The rates established herein shall become effective April 1, 2003.
1-25
PASSED AND ADOPTED by the City Commission of the City of Bozeman, Montana, at a
regular session thereof held on the 17th day of March 2003.
STE E R. K R `NHOFF May rig
ATTEST:
c � o
N L. SULLI Ae�--.•-°
Clerk of the Commission
APPROV. s'S T FO" :
PA L E
City Attorney
1-26
SCHEDULE "A"
CITY OF BOZEMAN
LANDFILL GATE FEES
Effective September 2, 2001, and affirmed effective April 1, 2003, the following landfill gate fees are in
ffect:
Load Size Fee Per Ton
Minimum - up to 283 lbs $ 5.00 $ 36.77
Normal waste over minimum $ 0.01839/Ib. $ 36.77
Specialty Materials
Building Products (construction debris) $ 0.0367711b. $ 73.55
Sheet Metal Goods (appliances) $ 0.05221/Ib. $104.42
Wire* less than 3-feet in length $ 0.01839/lb. $ 36.77
Dead Animals - Less than 200 lbs. $15.00 ea.
More than 200 lbs. $78.00 ea.
Whole Tires $ 0.07353/lb. $147.06
Sectioned Tires (cut in quarters) $ 0.01839/lb. $ 36.77
Plastics $ 0.03677/lb. $ 73.55
Glass (clean bottle &jar glass only, for recycling pile) $ 0.0094/lb. $ 18.72
Separated Group Ill Wastes including dirt; rocks; concrete;
clean lumber; sectioned tires (cut in quarters); and unseparated
trees, tree branches, brush, and stumps $ 0.01839/Ib. $ 36.77
Comoostable Materials
Category I - Small yard wood and other compostable material not
to exceed 1/4" in diameter and 3 feet in length;
Waste materials which do not require grinding and
minimal processing. No Fee
category II - Clean stock wood waste, & compostable materials
requiring grinding but no processing with current
City of Bozeman solid waste bill No Fee
Category Ill- Compost yard waste & other compostable materials
requiring grinding or longer processing w/current City
of Bozeman solid waste bill No Fee
Without current City of Bozeman solid waste bill $ 0.01839/lb. $ 36.77
Unseparated Loads $ 25.00
Fines
Cover on transport**
Vehicles smaller than one-ton truck $ 25.00/load
Small trailers, including converted pickup boxes $ 25.00/load
One-ton trucks and up $ 50.00/load
Trailers larger than converted pickup boxes $ 50.00/load
Liquids
0 to 5 gallons $ 50.00
5 gallons and up $500.00
wire, defined as all woven or braided materials, such as barbed wire, woven wire, clothesline wire,
cable, twine and rope, will not be accepted if longer than three feet in length with one exception:
metal wire, suitable for the "white goods" recycling pile.
** per provisions of Ordinance No. 1386
1-27
(Reference: Bozeman City Commission Resolution No. 3582, adopted March 17, 2003.)
WATER RATE INCREASES
Percentage Increase Effective Date
66.0 04-30-86
12.0 11-01-87
7.0 05-01-89
6.5 07-01-90
4.5 07-01-91
5.0 04-01-94
4.0 07-01-96
3.0 02-01-98
7.0 06-01-99
3.0 10-01-00
7.0 09-01-01
6.0 04-01-03
1-28
WASTE WATER RATE INCREASES
Percentage Increase Effective Date
12.0 05-01-89
10.5 07-01-90
9.0 07-01-91
9.5 03-01-93
9.5 04-01-94
12.0 05-01-95
4.0 07-01-96
25.0 (Surcharge) 07-01-96
20.0 (Surcharge) 02-01-98
3.0 02-01-98
28.0 06-01-99
3.0 09-01-01
1-29
CTEP
COMMUNITY TRANSPORTATION ENHANCEMENT PROGRAM
General
The Montana Department of Transportation is the agency responsible for the administration of the Statewide
Transportation Enhancement Program.Transportation enhancements are provided under the federal
transportation legislation,Transportation Equity Act for the 21st Century(TEA-21).The program includes
transportation-related activities that contribute to the livelihood of communities, promote the quality of our
environment and enhance the aesthetics of our roadways.
The goal of the program is to encourage diverse modes of travel,increase the community benefits to
transportation investment,strengthen partnerships between State and local governments and promote
citizen involvement in transportation decisions.
Program Information
The Transportation Enhancement Program is a statewide competitive program and is administered in
accordance with applicable federal and state rules and regulations.The funds provided by this program are
on a cost reimbursement basis and is not a grant. Projects undertaken with enhancement funds are eligible
for reimbursement of up to 80%of allowable costs. The governmental entity nominating a project is
responsible for the remaining cost share,including all cost overruns.
To be eligible for consideration,all projects must demonstrate a relationship to the surface transportation
system through either function or impact,go above and beyond standard transportation activities; and
incorporate one of the following 12 categories:
1. Provision of facilities for pedestrians and bicycles
2. Provision of safety and education activities for pedestrian and bicyclist
3. Acquisition of scenic easements and scenic and historic properties
4. Scenic or historic highway programs(including providing tourist and welcome center facilities)
5. Landscaping and other scenic beautification
6. Historic preservation
7. Rehabilitation and operation of historic transportation buildings, structures,or facilities(including
historic railroad facilities and canals)
8. Preservation of abandoned railway corridors (including the conversion and use for pedestrian and
bicycle facilities)
9. Control and removal of outdoor advertising
10. Archaeological planning and research
11. Environmental mitigation to address water pollution due to highway runoff or reduce vehicle-caused
wildlife mortality while maintaining habitat connectivity
12. Establishment of transportation museums.
Current Commitments
Project Match Funding Required Match Funding Source
I ike lane imQroverpnts $7,115 Budgeted in FY04 CIP
East Wilson School Re-roof $18,000 Budgeted FY 04 General Fund
Library Rail Trail $30,602 Not Identified
Historic Street Lighting Emerson Cultural $ 5,400 Budgeted FY04 General Fund
Center
Historic theme stop lights Downtown $12,104 Business Improvement District
Bozeman
Opera House Park $15,431 I Not Identified
ADA Street Improvements $8,856 I Street maintenance funds FY04
1-30
Project Description
Bike Lane Improvements:
Place 9 bike racks in Downtown core; place route signs and map boards along 2020 Plan bike route
network;paint new bike lanes along Kagy Blvd (timed with MDT resurfacing project)
East Willson School Re-roof:
Replace roof on oldest section of historic East Willson School
Milwaukee Rail Trail:
Build Main Street to Mountains trail section from Peets Hill to East Main St.adjacent to and ending at new
Library complex
Historic Street Liahtina Emerson Cultural Center:
Install lighting along Grand St.similar to historic Downtown lighting
Historic Theme Stop Liahts Downtown Bozeman:
Traffic signals and poles which match the historic Downtown lighting scheme to be purchased with CTEP
funds(currently pending final Main St. plan)
Opera House Park:
Re-landscape Soroptomist pocket park to create useable and attractive outdoor commons in Downtown core
ADA Street Improvements:
Bring sidewalk intersections not scheduled for City improvement program or State thoroughfare
improvement projects into compliance with Americans with Disabilities Act accessibility requirements
I-31
GLOSSARY OF KEY TERMS
APPROPRIATION Legal authorization granted by City Commission to make
expenditures and incur obligations.
ASSESSED VALUATION A value that is established for real and personal property for use as
a basis for levying property taxes. Property values are established
by the Assessor's Office of County.
BOND A written promise to pay a sum of money on a specific date at a
specified interest rate. The most common types of bonds are
general obligation, revenue, and special assessment district bonds.
These are most frequently used for construction of large capital
projects such as buildings, streets, and water and waste water
lines.
BUDGET Plan of financial operation, embodying an estimate of proposed
expenditures for a given period and the proposed means of
financing them. Upon approval by Commission, the appropriation
ordinance is the legal basis for incurring expenditures.
BUDGETARY CONTROL The control or management of a government or enterprise in
accordance with an approved budget for the purpose of keeping
expenditures within the limitations of available appropriations a nd
available revenues.
BUDGET AMENDMENT A procedure to revise the appropriation ordinance through action by
the City Commission.
CAPITAL BUDGET The Capital Budget reflects the capital improvements that are
funded in the current budget year.
CAPITAL OUTLAYS Expenditures which result in the acquisition of or addition to fixed
assets.
CIP Capital Improvements Program (CIP) is a document separate and
apart from the Annual Operating Budget. Unlike the Capital
Budget, the CIP is a multi-year capital improvements plan that
forecasts, but does not obligate, future spending for all anticipated
capital projects.
DEBT LIMIT The maximum amount of gross or net debt which is legally
permitted.
DEBT SERVICE Payment of principal and interest related to long term debt.
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DEBT SERVICE FUND A fund established to account for the accumulation of resources for,
and the payment of, general long-term debt principal and interest.
DEPRECIATION Expiration in the service life of fixed assets, attributable to wear and
tear, deterioration, action of physical elements, inadequacy, and
obsolescence.
ENTERPRISE FUND A fund established to account for operations that are financed and
operated in a manner similar to private business enterprises -
where the intent of the governing body is that the costs (expenses,
including depreciation) of providing goods or services to the general
public on a continuing basis be financed or recovered primarily
through user charges.
EXPENDITURES Decreases in net financial resources.
FISCAL YEAR The time period signifying the beginning and ending period for
recording financial transactions. The city's fiscal year begins on
July 1 and ends on June 30 of each year.
FTE Full-Time Equivalent (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.
GENERAL FUND The fund used to account for all financial resources except those
required to be accounted for in another fund.
GENERAL OBLIGATION Bonds for the payment of which the full faith and credit of the
issuing government are pledged.
INTERNAL SERVICE FUND A fund used to account for the financing of goods or services
provided by one department or agency to other departments on a
cost-reimbursement basis.
LEASE-PURCHASE Contractual agreements which are termed AGREEMENTS
"leases", but which in substance amount to purchase contracts for
equipment and machinery.
LEVY (Verb) To impose taxes, special assessments, or service charges
for the support of governmental activities. (Noun) The total amount
of taxes, special assessments, or service charges imposed by a
government.
LONG-TERM DEBT Debt with a maturity of more than one year after the date of
issuance.
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MILL LEVY Rate applied to Assessed Valuation to determine property taxes. A
mill is 1/10th of a penny, or $1.00 of tax for each $1,000 of
assessed valuation.
OBJECT As used in expenditure classification, this term applies to the article
purchased or the service obtained (as distinguished from the results
obtained from expenditures). Examples are personnel services,
contracted services, and supplies and materials.
OPERATING BUDGET The portion of the budget that pertains to daily operations that
provide basic governmental services. The operating budget
contains appropriations for such expenditures as personnel,
supplies, utilities, materials, and services.
PERSONNEL SERVICES Items of expenditures in the operating budget for salaries and
wages paid for services performed by City employees, as well as
the incidental fringe benefit costs.
SPECIAL REVENUE FUND A fund used to account for the proceeds of specific revenue
sources (other than special assessments, expendable trusts, or of
major capital projects) that are legally restricted to expenditure for
specified purposes.
TAXES Compulsory charges levied by a government for the purpose of
financing services performed for the common benefit.
USER CHARGES OR FEES The payment of a fee for direct receipt of a public service by the
party benefiting from the service.
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