HomeMy WebLinkAboutFiscal Year 2005 Approved Budget, City of Bozeman Cityo.f Bozeman, Montana
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CITY OF BOZEMAN, MONTANA
FISCAL YEAR 2004-2005
ANNUAL OPERATING AND CAPITAL IMPROVEMENT BUDGET
CITY COMMISSION
Andrew L. Cetraro, Mayor
Steven R. Kirchhoff, Commissioner
Lee Hietala, Commisioner
Jeff K. Krauss, Commissioner
Marcia B. Youngman, Commissioner
Robin L. Sullivan, Clerk of Commission
Ron Brey, Acting City Manager
Miral D. Gamradt, Finance Director
Gam,
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GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Bozeman
Montana
For the Fiscal Year Beginning
July 1, 2003
ef:/r
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, 2003.
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
Fiscal Policy A-4
Financial Structure A-13
The Budget Process A-18
Organization Chart A-24
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
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 #1 Graph 1-6
Library G.O. Bonds #2 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 II Debt Sery Schedule 1-13
Lyman Creek Water Bonds Phase 11 Graph 1-14
Staffing Summary 1-15
Commission Resolution No. 3580 1-17
Commission Resolution No. 3457 1-19
Commission Resolution No. 3581 1-22
Commission Resolution No. 3582 1-24
Water Rate Increases 1-28
Wastewater Rate Increases 1-29
Summary of Capital Expenditures 1-30
Multi-Year Departmental Summary 1-32
Glossary of Key Terms 1-29
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BUDGET MESSAGE
May 24, 2004
Bozeman City Commission:
Transmitted herewith is the City Manager's Recommended Budget for the City of Bozeman for
fiscal year 2004-05. 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 2005. The table reflects a decrease in
reserves of $2.5 million. The decrease in reserves is primarily attributable to: 1) the construction of a
solid waste transfer station and; 2) the completion of the EPA wastewater projects. This planned
reduction in reserve levels is not cause for concern, since both are"one-time" projects and well within the
financial ability of each respective fund. Adequate reserve levels are maintained 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 Fiduciary
Types Types Fund Types
Total
Special Debt Capital Internal Trust 8 All
General Revenue Service Project Enterprise Service Agency Funds
Projected Beginning
Fund BatanceNdorking Capital $ 2,992,514 $ 14,760,307 S 3,285,100 $ 2,256,555 $ 21,117,961 $ (17,267) $ 511.128 5 44,906,298
Estimated Revenues 16,411,350 10,110,843 1,840,000 - 15,560,800 2,986,500 9,000 46,918,493
Less Appropriations 10,388,420 10,589,402 1.891,378 71,500 17,658,137 2,897,190 6,000 49,480,025
Projected Change In
Fund Balance/Working Capital 22,930 (458,559) (51,378) (71,500) (2085.337) 89,310 3,000 (2,561,532)
Projected Ending
Fund Balance/Working Capital $ 3,015,444 $ 14,301,748 5 3,233,724 5 2,185,055 $ 19,022,624 $ 72,043 $ 514,128 $ 42,344,768
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 05 BUDGET
Page 2
FINANCIAL SUMMARY
The FY 05 budget of$49.4 million represents a decrease in overall spending of$.6 million from
the FY 04 budget or a 1.2 percent reduction in total spending. This decrease in spending is the net result
of many factors—some of which resulted in expenditure i ncreases and s ome resulted i n expenditure
decreases. The largest single factor, however, is the fact that the FY 04 budget included the expenditure
of$7.5 million of impact fees. The proposed budget does not contain the expenditure of any impact fees.
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 05 budget includes a net increase of 6 FTE over FY 04
levels. T his n et change results from the following changes: a new superintendent devoted solely to
facilities, two new police officers, the reduction of one police/fire administrator, a new employee in solid
waste collection, a new mechanic, and in building inspection a clerical employee and a new inspector.
The new building division employees are attributable to inspections in Manhattan. The proposed FY 05
budget continues this philosophy of not reacting to increased service demands with more employees.
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. The additional 6 employees
added this year is simply due to the rapid growth finally catching up to us and contracted services with the
community of Manhattan.
This budget represents the seventh 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. As
the Commission is aware, aside from one exception thus far, the Commission chose to spend impact
fees. No impact fees are recommended in this budget. NOT
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'/Z the rate of inflation,which has provided at least a limited amount of flexibility.
FY 05 BUDGET
Page 3
An interesting fact is that departments funded by the general fund are labor intensive. That is,
personnel comprise over 60% of the general fund budgets. C onversely, enterprise funds are capital
intensive. Personnel in the enterprise funds in the current year only account for 21% of the budgets.
Personnel costs are very consistent and p redictable. C apital costs a re s poradic 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 $16,411,350 while appropriations are
recommended at $16,388,420—resulting revenues exceeding appropriations by $22,930. The city's
general fund balance has remained relatively stable in absolute dollars. However, as a percent of
expenditures, which is a more conventional way to evaluate financial position, our general fund balance
has declined steadily over the last ten years. We are making an effort to try and reverse this trend as
evidenced b y t he p osition p rojection fort he coming year. While the projected increase is small, it is
nevertheless, an increase. We are anticipating ending fiscal year 2004-05 with a general fund balance of
slightly over$3 million,which represents approximately 18% 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.
Water Fund
The working capital balance in the water fund was a negative $52,000 at June 30, 2003. The
negative balance occurred as the result of cost overruns for the Lyman Creek project in FY 03. The
Lyman Creek project was estimated to cost$1.6 million and it actually amounted to$2.5 million—resulting
in an unanticipated drop in our working capital balance of nearly a million dollars. The working capital
balance is expected to hold relatively stable in FY 04, but depending upon the weather, we could see it
move into a positive balance at June 30,2004.
The FY 04 budget included an appropriation of $2.4 million for the Hyalite Transmission line.
Contracts for this project have not been awarded. The most recent cost estimate for this project amounts
to$4.8 million. We do not have the money or the rate base to proceed with this project. We have been in
contact with our Congressional delegation regarding possible grant money to provide financial assistance
for this project. We are optimistic about our ability to obtain some money, however as yet,we do not have
a firm commitment. Another possible funding source is impact fees. The expenditure of impact fees for
this project would be consistent with the Commission's recent philosophy of approving impact fees for the
Wastewater Plant project. That is, if impact fees are not used for this project, the financial obligation
would fall on the water fund ratepayers. In summary, we have the possibility of two funding sources for
this project which could significantly reduce or possibly even eliminate water fund ratepayers' financial
responsibility. However, the possibility also exists that neither of these funding sources would be
available, which would result in the necessity for a substantial water rate increase. This budget does not
contain appropriation authority for this project. We plan to pursue grant options with our Congressional
delegation. If grants were to materialize, the Commission could amend the budget during the course of
the year. The matter will be coming before the Commission for resolution prior to final adoption of the
budget.
The CIP calls for increasing FY 05 water rates by 5%. Depending upon the outcome of the Hyalite
Transmission line replacement, these rate projections could change. Our objective is to finance regular
and routine capital construction projects with cash, to the extent possible. The Transmission main
replacement is clearly not a routine construction projects and thus, it would be reasonable to incur debt for
FY 05 BUDGET
Page 4
this project. The water fund is one of the few areas where we do have debt outstanding and we are
cognizant of the need to hold our debt levels down.
Wastewater Fund
As the Commission is aware, the wastewater rates, which were originally increased to pay for the
city's costs associated with the Solvent Site,were left in place to generate the matching funds for the $5
million EPA grant. The EPA grant projects are scheduled to be completed by the end of this calendar
year. The most recent CIP included a reduction in wastewater rates by 37% sometime during fiscal year
2005. We have been monitoring the balance in the wastewater fund as well as the status of the EPA
projects. We have two very large projects going at the current time. They are the Rouse sewer main
project for$3.1 million and the Wastewater Plant clarifier project for$1.8 million. Our challenge has been
to complete the EPA projects, generate sufficient matching funds for the grant, manage and deal with
cost variations from the b udgeted a mounts, a nticipate m ajor future capital p rojects i n the w astewater
fund, and to maintain an adequate reserve level. Because there are still many uncertainties remaining,
we are reluctant to propose the entire reduction in the wastewater rates at one time. Rather, we would
recommend to the Commission that the wastewater rates be reduced by 20% as a first step. This would
provide additional time for some of the uncertainties to be resolved.
We expect the working capital level in the wastewater fund to decrease by $3.1 in FY 05 as the
result of completing the EPA grant projects. This would leave a balance in the fund of$1.9 million at year-
end.
Solid Waste Fund
The solid waste fund remains in very good financial condition, despite the acquisition of the
Mandeville property, which was purchased for the new transfer station. The cost estimates for the
transfer station are varying widely. The proposed budget contains appropriation authority of$3 million for
the transfer station. We are planning to start construction in the Spring of 2005,with a construction period
of 7 to 12 months. It is likely that we will be able to pay for the Transfer station with cash and avoid debt
financing.
The estimated balance in the fund at the end of fiscal year 2005 is $1.3 million. This anticipated
balance reflects the costs of the transfer station.
At the end of FY 03, the city had $1.9 set aside to fully fund our financial assurance liability relating
to closure and post-closure care of the landfill.
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.
FY 05 BUDGET
Page 5
City government, like city residents, is also facing increasing costs in service provision. Increasing
health insurance costs for example, have resulted in an increase in the per employee insurance
contribution by the city from $550 per month to$625 per month.
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, $12,000 for elections, $30,000 for Bozeman's contribution toward
the Power Authority, and $5,000 for continued expansion of the laserfiche system.
• City Manager. The budget includes $50,000 for completion of the phone system, $10,000
to update the City Manager's vehicle, $15,000 for a vehicle for the IT department, and a
variety of contracted services primarily related to the IT department.
• Municipal Court. The budget includes $45,000 for public defenders; $12,960 for substitute
Judges and $10,000 for juror and witness fees, and $31,500 as the court's share of the
Law&Justice Center maintenance.
• City Attorney. The budget includes $51,000 for a contracted prosecutor. The budget also
includes$15,000 of contracted services primarily relating to outside counsel.
• Finance Department. The budget includes the general fund share of audit costs of
$18,000; $56,650 for the maintenance contract on the mainframe software; and $150,000
for the mainframe computer replacement. The mainframe computer replacement is
funded from an internal service fund which set up for this purpose.
• Planning. The planning and zoning budgets have been combined into one called planning.
The budget includes: $30,000 for contracted planning services, $30,000 for the design
objective plan update, $7,000 for A creditor s oftware, and $30,000 for a vehicle for the
department.
• Building Maintenance. The budget includes the addition of 1 FTE facilities Superintendent.
Also included are numerous repair projects identified on page D-41.
PUBLIC SAFETY
• Police. The budget includes the addition of two police officers and the reduction of one
police/fire administrator. The budget also includes: $81,120 for three new police cars;
$33,000 for three mobile data terminals; $245,901 related to the 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.
FY 05 BUDGET
Page 6
• Fire. The budget includes $250,000 of appropriation authority related to the expenditure
of a portion of the funds generated from the special mill levy. Portions of the funds were
expended in FY 04, including a new fire truck and partial completion of the clean room.
Also included are a variety of contracted services totaling$34,270 detailed on page E-11.
• Building Inspection. The budget includes an additional secretary and building inspector
related to inspections in Manhattan. The budget also includes: $5,000 for contracted plan
reviews, $7,200 for software maintenance, $27,040 for a replacement vehicle in
accordance with the CIP,and$10,000 for a copy machine.
• Parking. The budget includes $5,000 for annual software maintenance, $10,000 for
parking lot improvements, and$7,000 for snow removal.
• Joint Dispatch Services. The budget includes a 25% increase in the city contribution to
Joint Dispatch from $481,350 to$601,350, attributable to providing cell phone call location
capability.
PUBLIC SERVICES
• Public Services Administration. The budget includes $2,500 for additional GIS
infrastructure layers, $16,500 for concrete testing for new sidewalks and repairs, spending
authority of $70,000 for the private share of the 2003 sidewalk program, $15,000 for
contract snow removal, and a new$50,000 annual allocation for bike paths.
• Streets. The budget includes a total of$1,313,111 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 $108,160 for a dump truck and $124,384 for a street sweeper.
Appropriation authority is provided for the unexpended balance of the Special Projects
funds.
• Water Plant. The budget includes $125,000 for a water facility plan (partially funded from
water operations),
• Water Operations. The budget includes $100,000 for CIP engineering costs, $75,000 for
a Water Facility Plan, and$107,078 for a backhoe loader.
• Wastewater Operations. The budget includes $3.1 million for the Rouse sewer line (EPA
project), $266,074 to replace a flusher truck, $75,000 for a wastewater facility plan update,
and several other contracted services itemized on page F-29.
• Wastewater Plant. The budget includes $125,000 for a wastewater facility plan update,
$1.8 m illion for the EPA clarifier project at the wastewater plant, $34,000 to replace a
vehicle,$74,630 for a tractor, and$155,000 for an equipment storage building.
• Solid Waste Collection. The budget includes the addition of one collection worker,
$190,000 for an automated side load garbage truck and $9,500 for a sander and plow for
a flatbed truck.
FY 05 BUDGET
Page 7
• Solid Waste Disposal. The budget includes $249,474 for numerous contracted services
projects. The projects are itemized on page F-47. Also included is $3 million for
construction of a transfer station.
• Vehicle Maintenance. The budget includes the addition of a mechanic.
PUBLIC WELFARE
• Cemetery. The budget includes $12,000 for mower replacement, $18,000 for fill work on
undeveloped areas, and several contracted services itemized on page G-5.
• Parks. The budget includes $100,000 for continued implementation of the Parks Master
Plan and $16,000 for the expenditure of Fish Wildlife and Parks funds.
• Forestry. The budget includes $30,000 for a pickup, $26,000 for a brush chipper,
continuation of the cost sharing planting program of$6,500, and $6,000 to address sight
triangle encroachments.
• Library. The budget includes $111,300 for the book budget and $66,677 of numerous
contracted services itemized on page G-23.
• Recreation. The budget includes a lifeguard chair replacement, dehumidifier
replacement,tile floor in locker room at Bogert, and landscaping funds.
OTHER
• Non-Departmental. The budget includes $100,000 of contingency funds, $342,847 of
general fund subsidy to the Planning function, $2.2 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 2004-05.
The recommended budget includes an increase in full-time equivalent employees (FTE) from
288.84 to 294.84 or 6.00 additional FTE. The following table summarizes the staffing changes included in
the 2004 recommended budget.
FY 05 BUDGET
Page 8
STAFFING CHANGES
Change
Department in FTE
Two New Police Offiers 2.00
One less Administrator(Po1/F) (1.00)
Facilities Superintendent 1.00
Clerical Worker-Building Insp 1.00
Building Inspector 1.00
Mechanic 1.00
Collection Worker 1.00
Total Change in FTE 6.00
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 2005
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.
FY 05 BUDGET
Page 9
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-
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 2004-05 has been recommended at 172.49 mills as compared to
163.31 mills last year, or an increase of 9.18 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 1/2 the rate of inflation for the previous three years. Therefore,
levies may increase by .97% of our overall mill levy. The increase allowable is commonly referred to
as the"Floating Levy'. The changes to the city's property tax levy for FY 05 are itemized below.
Item Mills
Levies Exempt from Limitation
Change in Library G.O. Bond Levy -0.23
Change in Transportation G. 0 Bond Levy 4.33
Change in Health Insurance Levy 2.96
Levies Subiect to Limitation
All Other Levies 2.12
Net Change in Total Levy 9.18
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 05. 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 05.
Acknowledgements
As you read each department's objectives and performance measure page you will observe
different types of measures used. Some are "outcome" oriented, many are 'output" oriented. Some are
FY 05 BUDGET
Page 10
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.
Every department and division head, and every employee in our pay for performance system is
dedicated t heir s elf t o focusing o n performance and providing continued high quality levels of service
within the boundaries of our existing resources. In 2005,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,
Ron Brey
Acting City Manager
CITY OF BOZEMAN
VISION STATEMENT
Bozeman,
Montana :
The most
livable place.
CITY OF BOZEMAN
YSSION STATEMENT
To enhance the
CITY tH BOZEMAN
GOALS
• Encourage and promote opportunities for
citizenship.
• Provide and communicate quality
customer service.
o Build a strong team of staff, elected
officials and citizens.
O 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.
e Provide excellent and equitable public
services which are responsive to the
community within available resources
A-3
.1•••
.••••••
.or+
••••••
0.s
.••••
Om.
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. 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.
A-4
FISCAL POLICY
4. 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.
5. 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.
6. The city will give highest priority in the use of one-time revenues to the funding of capital
assets or other non-recurring expenditures.
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.
7. 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.
8. 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
A-5
FISCAL POLICY
operations and acts as an early warning mechanism when departments deviate in any
substantive way from the original budget.
9. Reports comparing actual revenues and expenditures to budgeted amounts will be
prepared monthly.
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.
REVENUES
1. 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.
A-6
FISCAL POLICY
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
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. Therefore, the funding of on-going expenditures will be limited to
current revenues.
2. Minor capital projects or recurring capital projects, which primarily benefit current
residents, will be financed from current revenues.
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.
A-7
FISCAL POLICY
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.
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 of the project to be supported by those who benefit from the project, since debt
service payments will be funded through charges to future residents.
5. Construction projects and capital purchases of $10,000 or more will be included in the
Capital Improvement Plan (CIP); minor capital outlays of less than $10,000 will be included
in the regular operating budget.
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.
A-8
FISCAL POLICY
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.
3. 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.
4. 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.
Rationale: Property taxes represent the city's primary source of general fund revenue.
Property taxes are collected in November and May of each fiscal year. Since the City's
fiscal year begins on July 1st, the city must maintain an adequate cash balance in order to
meet its expenditure obligations between July 1st and the commencement of the collection
of property taxes in November.
A-9
FISCAL POLICY
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.
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. Then,QQFR shall be prepared in accordance with the
FISCAL POLICY
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.
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 of accounting and budgeting is used for the Governmental
Funds. Under the modified accrual basis of accounting, revenues are recorded when
susceptible to accrual, i.e., both measurable and available. Available means collectible
within the current period or soon enough thereafter to be used to pay liabilities of the
current period. Expenditures are recorded when the related liability is incurred. Employee
compensated absences and principal and interest on long-term debt expenditures are
recorded when due in the current period. The accrual basis of accounting is used for
Proprietary Funds. Under this method, revenues are recorded when earned and
expenses are recorded when the related liability is incurred. For Budget preparation and
presentation, the Proprietary Funds' expenses are converted to expenditures and follow
the same budget format as the Government Fund types. Capital outlays in the Enterprise
Funds are presented as expenses for buMtl buck . basis, but are recorded as assets along with
FISCAL POLICY
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.
A-1 2
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.
A-13
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 service; 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.
A-14
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 specific type o f i tem purchased o r service obtained. 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
General Fund: The general fund is used to account for all financial resources of the city, except
for those required to be accounted for in another fund. The general fund supports such basic
services as the legislative branch, judicial branch, general administration, police, fire, finance,
engineering, 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-15
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 Project Funds: Capital project funds are used to account for financial resources to be
used for the acquisition or construction of major capital facilities (other than those financed by
proprietary funds).
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.
A-16
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 Aaencv 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-17
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 may be 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.
A-18
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. Before 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 m anager. T he 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 actual
A-19
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-20
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-21
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-22
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-23
VOTERS OF TILE CITY OF BOZEMAN
I
1 I
CLERK OF COMMISSION I 1 CITY COMMISSION I 1 CITY COURT
i
D
N
CITY MANAGER
1
ASSISTANT CITY
MANAGER
•
I I I I
DEPARTMENT OF 1 1 DEPARTMENT OF 1 1 DEPARTMENT OF 1 1 DEPARTMENT OF I 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 Apency Funds
Projected Beginning
Fund Balance/Working Capital $ 2,992,514 $14,760,307 $ 3,285,100 $ 2,256,555 $21,117,961 $ (17,267) $ 511,128 $44,906,298
Estimated Revenues 16,411,350 10,110,843 1,840,000 - 15,560,800 2,986,500 9,000 46,918,493
Less Appropriations 16,388,420 10,569,402 1,891,376 71,500 17,656,137 2,897,190 6,000 49,480,025 I
Increase/(Decrease)in
Fund Balance/Working Capital 22,930 (458,559) (51,376) (71,500) (2,095,337) 89,310 3,000 (2,561,532)
Projected Ending
Fund Balance/Working Capital $ 3,015,444 $14,301,748 $ 3,233,724 $ 2,185,055 $19,022,624 $ 72,043 $ 514,128 $42,344,766
Bd
CHANGES IN FUND BALANCE/WORKING CAPITAL
FYE 03 FY OE
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 $ 3,083,832 $ 2,992,514 $ 16,411,350 $ 16,388,420 $ 3,015,444
Special Revenue Funds
100 City/County Planning Board 115,733 113,943 513,617 627,845 (285)
101 Historic Preservation 9,423 10,610 18,721 29,331 -
102 Local Governmental Study Commission 249 249 - 249
103 Health-Medical Insurance - 1,286,850 1,286,850 -
104 Liability Insurance - 263,761 263,761 -
105 P.E.R.S.Fund (59) - 272,719 272,719 -
106 Police Pension Fund 30,379 44,820 287,326 332,146 -
107 Fire Pension Fund 82,396 85,733 132,925 218,658 -
108 Community Transportation (2,453) (10,953) 697,746 697,746 (10,953)
109 Highway Safety Improvement Projects 17,870 17,870 230 18,100 -
110 Gas Tax Apportionment 135,092 108,092 515,000 572,000 51,092
111 Street Maintenance District 213,516 426,516 1,415,500 1,534,083 307,933
112 Tree Maintenance 117,891 85,506 295,000 349,789 30,717
113 Fire Impact Fee 1,269,917 1,484,917 220,000 - 1,704,917
114 Street Impact Fee 6,738,236 8,538,236 1,625,000 - 10,163,236
115 Building Inspection Special Revenue 568,280 605,421 720,250 857,241 468,430
116 Dowtown Improvement District 305,167 525,167 370,000 895,167 -
117 Community Development Block/Home Grants - - -
118 Section 8 Housing Mod/Rental Rehab - - -
119 Economic Development Loan Fund 753,058 488,058 147,500 511,000 124,558
120 Community Housing 28,330 32,930 5,500 - 38,430
121 Housing Revolving Loan Fund 136,763 (3,237) 19,500 14,400 1,863
122 9-1-1 Grant - - -
123 Beall Park Art Center Grant - - _ -
124 Fire Truck - - -
125 Drug Forfeiture 1,308 - 142,243 142,243 -
126 Neighborhood Parking Districts 36,506 46,506 59,200 46,365 59,341
127 Down Town Parking 105,197 77,197 12,300 52,693 36,804
128 Fish Wildlife And Park Management Areas 11,040 16,040 5,000 16,000 5,040
129 Special Projects 648,044 654,544 6,500 661,044 -
130 Americans With Disability Act 40,021 15,021 - 15,000 21
131 Beautification Of Bozeman - - -
132 We Share The Road Campaign - _ -
133 Recreation Department Special Revenue 26,186 27,386 26,000 1,386
134 Amateur Hockey Projects - _ -
135 Cemetery Department Special Revenue 1,578 1,578 1,800 (222)
136 Park Department Special Revenue 6,934 7,184 8,000 (816)
137 Library Department Special Revenue 20,278 27,278 25,000 2,278
138 Law&Justice Center 599,250 579,250 20,000 559,250
139 Police Department Special Revenue (37,907) (37,907) 110,000 77,020 (4,927)
140 Police Domestic Violence - 245,901 245,901 -
141 Police Motor Cycle Fund - - _
142 Problem Area Response Team - _ _
143 K-9 Project - - -
144 Bogert Pavilion - - _ _
145 Interfaith Housing - _ - _
146 Lighting Districts (138,985) (138,985) 150,000 150,000 (138,985)
174 Victim Witness Advocate 57,285 74,285 31,000 60,000 45,285
175 Senior Transportation 1,424 2,424 51,500 51,500 2,424
176 Business Improvement District 17,653 17,653 70,000 80,000 7,653
177 Northeast Neighborhood 282 - - _
178 Police Grants
179 Diaster Relief Fund 64,106 67,506 1,000 - 68,506
180 Sr.High Parking 2,035 8,035 10,700 - 18,735
183 Fire Department (2,987) (4,112) - (4,112)
184 Parks Master Plan Develop 112,606 62,606 100,000 160,000 2,606
185 Insurance Proceeds 216,354 216,354 - 216,354
186 Development Impacts 405,780 728,363 10,000 - 738,363
187 Fire Department Equipment (106,338) (306,338) 297,354 250,000 (258,984)
850 Park Land 69,561 64,561 1,000 65,561
Total Special Revenue Funds 12,676,999 14,760,307 10,110,843 10,569,402 14,301,748
B-2
CHANGES IN FUND BALANCE/WORKING CAPITAL
FYE 03 r.'0e
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 Revolt'.Fund 1,826,788 1,791,788 15,000 1,806,788
301 Library Bonds (30,104) 19,325 315,000 312,410 21,915
302 Bond S&11995 Transportation Projects 214,979 102,283 310,000 378,966 33,317
310 SID Funds 1,371,704 1,371,704 1,200,000 1,200,000 1,371,704
Total Debt Service Funds 3,383,367 3,285,100 1,840,000 1,891,376 3,233,724
Construction Funds
Capital Projects 3,656,555 2,256,555 - 71,500 2,185,055
Enterprise Funds
600 Water (52,534) (83,989) 4,303,000 3,538,037 680,974
610 Water Impact Fee 4,068,497 5,399,497 1,300,000 - 6,699,497
620 Waste Water 4,806,285 5,146,684 4,712,500 7,884,955 1,974,229
630 Waste Water Impact Fee 5,583,265 7,233,265 1,620,000 562,432 8,290,833
640 Solid Waste 4,995,504 3,422,504 3,625,300 5,670,713 1,377,091
Total Enterprise Funds 19,401,017 21,117,961 15,560,800 17,656,137 19,022,624
Internal Service Funds
700 Supply - - - -
710 Vehicle Maintenance Shop 20,399 12,899 434,000 493,827 (46,928)
720 Health-Medical Self-Insurance Fund (420,166) (230,166) 2,552,500 2,253,363 68,971
740 Technolgy Fund - 200,000 150,000 50,000
Total Internal Service Funds (399,767) (17,267) 2,986,500 2,897,190 72,043
Permane t Funds
800 Cemetery Perpetual Care 508,628 511,128 9,000 6,000 514,128
Total Trust And Agency Funds 508,628 511,128 9,000 6,000 514,128
Total All Funds 42,310,631 44,906,298 46,918,493 49,480,025 42,344,766
MILL LEVIES & MILL VALUES
FISCAL YEAR FY 00 FY 01 FY 02 FY 03 FY 04 FY 05
MILL VALUE $ 39,420 $ 39,932 $ 42,450 $ 46,055 $ 49,559 $ 52,036
PERCENTAGE CHANGE 1.3 6.3 8.5 7.6 5.0
GENERAL FUND:
All-Purpose 94.21 101.21 101.92 106.78 108.43 111,90
SPECIAL REVENUE:
City Planning 2.00 2.00 2.00 2.00 2.00 2.00
Police Retirement 3.68 5.03 5.09 4.58 4.70 3.90
Firefighters'Retirement 3.48 3.86 3.91 3.52 2.10 1.89
Public Employees'Retirement 3.09 2.96 3.00 2.70 4.08 3.95
Comprehensive Insurance 3.92 4.30 4.35 3.92 4.01 3.80
Health/Med Insurance 15.76 14.76 14.94 13.45 21.77 24,73
Emergency Levy 2.00
Fire Truck/Equipment 6.00 6.00
Senior Transportation 0.81 1.00 1.00 1.00 1.00
TOTAL SPECIAL REVENUE 31.93 33.72 34.29 33.17 45.66 47.27
DEBT SERVICE:
Library G.O. Bonds 0.95 5.56 8.22 7.99
Transportation G.O.Bonds 14.22 11.91 9.00 8.70 1.00 5.33 `
TOTAL DEBT SERVICE 15.17 11.91 9.00 14.26 9.22 13.32
TOTAL ALL LEVIES 141.31 146.84 145.21 154.21 163.31 172.49
Percentage Change 3.9 -1.1 6.2 5.9 5.6
Property Taxes Levied $5,570,440 $5,863,615 $6,164,165 $7,102,142 $8,093,480 $8,975,690
Percentage Change 5.3 5.1 15.2 14.0 10.9
* Transportation Bonds were refinanced during FY 03. Consequently,no principal payments were made that
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. The FY 06 levy will have to increase as well.
B-4
APPROPRIATIONS BY FUND
Appropriaitons by Fund
Internal rTrust
Se '• General Fund
!.�f
Enterprise
Capita ,
Projects 1 Special
Debt Service Revenue
As shown above, enterprise funds and the general fund account for 69% 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 funds 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 $19,000,000
for in another fund. $17,000,000
Major functions supported by $15,000,000
general fund revenues include: $13,000,000
city administration, police and $11,000,000 _f
fire services, court, parks, $9,000,000 �..
recreation, and library. $7,000,000
$5,000,000
The growth in general fund $3,000,000 , , , , , I
revenues, depicted in the graph 96 97 98 99 00 01 02 03 04 05
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 from FY 99 to FY 01 was 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
increased as the result of both
$4,500,000 an increase in the customer
$4,000,000 base and as the result of
$3,500,000 regular rate changes. The
$3,000,000 • ■ - Capital Improvements Plan
$2,500,000 projects a water fund rate
$2,000,000 I, change of 5% in FY 05.
$1,500,000 .
I 1 1 1 I I
96 97 98 99 00 01 02 03 04 05
1st 8 Years Actual - Last 2 Years Projected
The graph on the right
reflects substantial WASTEWATER FUND
increases in wastewater OPERATING REVENUES
fund revenues from FY 06
to FY 00. This is due to
increases in the customer $5,000,000
base and increases $4,000,000
attributable to the rate
changes that were $3,000,000
necessary in order to $2,000,000
restore the financial
position of the wastewater $1,000,000
fund caused by the $0
solvent site. The increase 96 97 98 99 00 01 02 03 04 05
wastewater rates were
maintained in order to 1st 8 Years Actual - Last 2 Years Projected
provide matching funds for
a $5 million EPA grant. The EPA projects are anticipated to be completed in calendar year
2004. The proposed budget contains 20% rate reduction in wastewater rates, as reflected by
the graph on the left. -
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 choose to go elsewhere. The significant
increase in the solid waste fund
SOLID WASTE FUND revenues has allowed the city to
OPERATING REVENUES meet its financial assurance
obligations for closure of the landfill
and also to acquire land and
$4,000,000 generate sufficient cash to
•
$3,000,000 construct a transfer station.w� F - ' . II
$2,000,000
$1,00a,000 l f i i II 11
, h
t' I�
$0 il lir 11111
96 97 98 99 00 01 02 03 04 05
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 p roprietary f and types. The b est measure of a g overnmental f and 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. z $4,000,000
Major functions supported by general a $3,000,000
fund revenues include: city
o $2,000,000
administration, police and fire services, w
court, parks, recreation, and library. w $1,000,000
The graph on the right shows that the $0
city has been able to maintain its 96 97 98 99 00 01 02 03 04 05
general fund balance at relatively 1ST 8 YEARS ACTUAL- LAST 2 YEARS PROJECTED
stable levels. The relatively sharp
decline in FY 03 resulted from the use
of $1.3 million in reserves to purchase the Story Mansion. Increases in fund balance in FY 98 and 02
occurred as the result of the receipt 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
60 decline in fiscal year 2000 & was due
to the inclusion of expenditures for
m40 employee benefits (health insurance
— and employee retirement funds) in the
20 — rrl general fund. These were previously
oA LI la I expended out of special revenue
96 97 98 99 00 01 02 03 04 05 funds. The decline i n FY 0 3 w as the
result of the acquisition of the Story
1ST 8 YEARS ACTUAL-LAST 2 YEARS PROJECTED Mansion.
FUND BALANCES /WORKING CAPITAL
WATER FUND
WATER FUND WORKING CAPITAL The graph on the left depicts the
working capital balance of the city's
$4,000000 water fund. This graph typifies the
z , I significant fluctuations t hat result from
$3,000,000 large infrastructure expenditures. The
m $2,000,000 1, significant reduction in FY 02 and FY
w
$1,000,000 � 03 relates to major improvements to
$0 _ i the Lyman Creek water supply. The
projected increase in FY 05 reflects the
-$1,00II I
0,000 --96 97--98--99 00 01 (Y2 0'3 04 '0 fact that this year does not have any
1ST 8 YEARS ACTUAL-LAST 2 YEARS PROJECTED large one-times costs.
WASTEWATER FUND
Asseen by the graph of the
WASTEWATER FUND WORKING CAPITAL wastewater fund, there have been
enormous swings in the balance of the
z $6,000,000 wastewater fund. The negative
a — balances beginning in fiscal year 95
a $4,000,000 — were attributable to the Bozeman
0° ® Solvent Site. These costs resulted i n
$2,000,000
z 1 operating in a deficit position for
riL $0 : , several years. The large increase in
96 97 98 99 00 01 02 03 04 05 FY 00 results from both the settlement
-$2,000,000 with Jewel Foods and the effect of the
1ST 8 YEARS ACTUAL-LAST TWO YEARS PROJECTED surcharge. The large balance, which
continues through FY 04, was
necessary to provide needed matching
funds for a $5 million federal grant. The reduction in FY 05 reflects expenditures associated with using a
portion of the accumulated funds for the remainder of the EPA projects.
C-5
FUND BALANCES I WORKING CAPITAL
SOLID WASTE FUND
The graph of the solid waste fund
SOLID WASTE FUND WORKING CAPITAL working capital reflects minimal
_ balances in fiscal year 96, 97, &98.
a $6,000,000 This resulted from the installation costs
of a liner for the existing landfill,for a
m $4,000,000
- cost of approximately$2 million. The
steady increases in FY 01, FY 02, &
F, $2,000,000FY 03 resulted from the large increase
ce
u� $0 tom. n in gate fee revenues. The additional
} 96 97 98 99 00 09 02 03 04 05 revenues were used to acquire land for
the transfer station and will also be
1ST 8 YEARS ACTUAL-LAST TWO YEARS PROJECT® used to construct the transfer station in
the Spring of 2005.
C-6
GENERAL GOVERNMENT
O CITY COMMISSION
et CITY MANAGER
O MUNICIPAL COURT
O CITY ATTORNEY
• FINANCE
O 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: establishment of policies governing the operation of the City,enactment
of ordinances and resolutions,adoption of the annual operating budget,levying of taxes,and appointment of
members to citizen advisory boards and commissions.
The Commission employs a Clerk of Commission and a Deputy. Responsibilities of the Clerk of Commission include:
attending all Commission meetings, preparing minutes, keeping official records of the City,publishing notices as
needed and as required by law,acting as a staff person for the Commission,and preparing the Commission agenda
in conjunction with the City Manager.
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 03 I FY 04 I FY 04 I FY 05 Change I Change
Full-Time Equivalents 4.00 4.00 4.00
Number Category
1000-1199 Salaries&Overtime $ 111,648 $ 112,623 $ - $ 126,551 $ 13,928 12%
1200-1299 Benefits 48,144 62,856 70,651 7,795 12%
2000-7599 Operating 74,277 165,175 101,505 (63,670) -39%
8000-8999 Capital 22,380 8,500 5,000 (3,500) -41%
9000-9699 Debt Service - - - -
9900-9999 Transfers 1,014 - - -
Total All Categories_ $ 257,463 $ 349,154 $ - $ 303,707 $ (45,447) -13%
EXPENDITURES BY DIVISION
Division
Number Division
1110 City Commission $ 131,244 $ 239,645 $ - $ 176,916 $ (62,729) -26%
1120 Clerk of Commission 126,219 109,509 126,791 17,282 16%
1130 Special Bodies - - - -
Total All Divisions $ 257,463 $ 349,154 $ - $ 303,707 $ (45,447) -13%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 250,804 $ 349,154 $ - $ 303,707 $ (45,447) -13%
900 General Fixed Asset Grot 6,659 - -
Total All Funds $ 257,463 $ 349,154 $ - $ 303,707 $ (45,447) -13%
D-4
CITY COMMISSION
FY 05 BUDGET HIGHLIGHTS
Contracted Services
FUNDING FOR NEIGHBORHOOD COUNCILS $ 2,000
FUNDING FOR NEIGHBORHOOD PROJECTS 1,000
ELECTIONS 12,000
POWER AUTHORITY 30,000
RECORDING FEES(WITH GALLATIN CO CLERK&RECORDER) 2,800
Total Contracted Services $ 47,800
Capital
CONTINUED EXPANSION OF LASERFICHE SYSTEM $ 5,000
Total Capital $ 5,000
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Through its endorsement of the comprehensive Capital Improvement Program document, and previous
adoptions of the updated facilities plans for water and sewer,the Greater Bozeman Area Transportation Plan
2001 Update, the Bozeman 2020 Community Plan, and the Unified Development Ordinance, as well as the
continued efforts to protect the City's water rights and reservations, the City Commission has set the stage
for infrastructure-based growth decisions, allowing the community to proceed with development in an
organized and funded manner. It Is anticipated the community will continue to see both infill growth and
expansion of the city limits during the upcoming year.
• Conversion of paper records to a document imaging system will continue, making public records more
accessible to the public and making research easier, quicker and more comprehensive (let the computer do
the walking).
• The fiscal impact analysis for large scale retail development is to be completed, providing a basis upon which
the Commission may act on proposals for construction of new"big box"stores in a manner that is beneficial
to the community.
D-5
CITY COMMISSION
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
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% 98% 99% 90%
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% 30% 57% 60% 50%
within two weeks of meeting 75% 53% 82% 90% 75%
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% 85% 95% 100% 90%
ordinances 100% 88% 85% 100% 90%
resolutions 100% 75% 70% 100% 90%
minutes 100% 0% 0% 10% 10%
Development of record storage area:
move records to designated area 100% 75% 70% 90% 70%
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% 20% 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 25
number of positions filled 162 152 157 157
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% 90%
D-6
CITY COMMISSION
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Ordinances Passed 25 33 30 20
Resolutions Passed 72 77 80 85 I
Commission Meetings 60 63 60 53
Public Hearings 131 132 135 I 140
Hours of Meetings 230 199 220 I 190
Pages of Minutes 833 849 850 I 800
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. The City Manager's Office also ensures that quality,
effective, and efficient services are provided within the law, the policies of the Bozeman City Commission, and the
resources of the City. The City Manager provides information to the City Commission that supports their ability to
make informed policy decisions.
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.
D-8
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;
• Maintaining an effective neighborhood program.
• Maintain a current knowledge of regulations pertaining to employment and their effect on that resource by;
• The director of Human Resources,the City Attorney and the City Manager attending relevant
professional conferences;
• Subscribing to and reading relevant professional journals;
• Conducting monthly in-house training for supervisors;
• Conducting in-house training for staff covering"work place violence,"and"sexual harassment in
the work place, and other relevant topics"
• Provide opportunities to organization members for continual professional improvement by:
• Attending relevant professional conferences;
• Bringing the best presenters and educators to Bozeman for the benefit of the full organization;
• Encouraging continuing education at Montana State University;
• 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.
• Provide opportunities and training for senior level staff to ensure seamless governmental operations in the
absence of any department head by:
• 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 mmende Dollar
FY 03 I FY 04 I Reco
FY 04 I FY 05 I Change I Change
Full-Time Equivalents 6.50 7.50 7.50
Number Category
1000-1199 Salaries&Overtime $ 405,239 $ 470,247 $ - $ 491,532 $ 21,285 5%
1200-1299 Benefits 83,026 106,661 124,538 17,877 17%
2000-7599 Operating 169,964 148,023 - 245,751 97,728 66%
8000-8999 Capital 139,426 76,500 - 77,500 1,000 1%
9000-9699 Debt Service - - - -
9900-9999 Transfers - - - -
Total All Categories $ 797,655 $ 801,431 $ - $ 939,321 $ 137,890 17%
EXPENDITURES BY DIVISION
Division
Number Division
1210 City Administration $ 377,525 $ 354,377 $ - $ 341,723 $ (12,654) -4%
1220 Special Projects - - - -
1230 Personnel 82,767 105,939 152,897 46,958 44%
1240 G.I.S. 73,078 76,348 76,939 591 1%
1250 Networking 264,285 264,767 - 367,762 102,995 39%
Total All Divisions $ 797,655 $ 801,431 $ - $ 939,321 $ 137,890 17%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 769,653 $ 801,431 $ - $ 939,321 $ 137,890 17%
900 General Fixed Asset Grot 28,002 - -
Total All Funds $ 797,655 $ 801,431 $ - $ 939,321 $ 137,890 17%
D-10
CITY MANAGER
FY 05 BUDGET HIGHLIGHTS
The budget includes
Contracted Services
COLLECTIVE BARGAINING, LEADERSHIP, GENERAL $ 11,500
FLUKE MAINT/SUPPORT CONTRACT RENEWAL 550
CISCO PHONE/NETWORK SMARTNET CONTRACT RENEWAL 10,000
TRENDMICRO EXCHANGE SERVER ANTIVIRUS RENEWAL 2,500
TRENDMICRO SERVERPROTECT RENEWAL 1,000
TRENDMICRO OFFICESCAN RENEWAL 1,500
SURFCONTROL E-MAIL FILTER SPAM RENEWAL 4,000
SURFCONTROL WEB FILTER MONITOR RENEWAL 2,500
WEB SITE DEVELOPMENT 9,000
MISCELLANEOUS 300
WEB SERVICE, SIGNS, GENERAL 10,000
TRAINING CONSULTANTS AND PROFESSIONAL SERVICES 7,000
MAINTENANCE CONTRACT FOR GIS SOFTWARE 6,000
Total Contracted Services $ 65,850
Capital
LASER PRINTER FOR GIS $ 2,500
VEHICLE PER CIP 10,000
VEHICLE FOR IT DEPARTMENT 15,000
FY04 PHONE IMPLEMENTATION-CONTINUED 50,000
Total Capital $ 77,500
FY 05 ANTICIPATED ACCOMPLISHMENTS
• With the change in the top administrator of the City, provide a refresher course that ensures continuation of
a cohesive team of senior staff members.
• Assist the Commission in determining the best use of the City's capital assets (land and buildings).
• Pursue funding options for large ticket capital projects within the community(e.g.,parking garage).
• Ensure that strides continue to be made in the technology backbone that h as come to support the City
activities
D-11
CITY MANAGER
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
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 arnda item 80% 82% 85% 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 research reports. 100% 75% 88% 92% 90%
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 Internet. 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% 95% 95% 100% 100%
Public resources will be allocated effectively and
lawfully. Qualified independent auditors will
perform annual audits;the budgeting process will
be a public process;and the budget will
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
arograms will result in a healthy workforce. 100% 100% 100% 100% 100%
Opportunities to participate in world class,
leadership skills training seminars semiannually
by senior staff will result in a well led and
coordinated workforce. 100% 100% 100% 100% 100%
Specific criteria and measurements available from he Office of the'bity Manager.
D-12
CITY MANAGER
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Bargaining Units 1 3 1 1
GIS Requests for Data Services
GIS Requests for Output Data
Commission Meetings 60 63 60 53
Public Hearings 131 132 135 140
Hours of Commission Meetings 230 199 220 190
Telephone Contacts 3,649 4,000 3,900 3,900 1
Meetings with County Commissioners 2 0 0 0
911 Administrative Meetings 12 12 12 12
Meetings with Civic Groups 113 150 150 150
Meetings with MSU 24 24 24 24
Meetings with the Chamber 14 24 24 24
Meetings with other MT City Managers 6 6 6 6
Meetings with the Legislature 30 0 15
Meetings with State Agencies 4 5 4 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 of 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.
• Maintain updates of computer program,jury program —Supreme Court has not authorized this yet as they are
still in The testing phase.
• Maintain West Law for court use.
• Work with District Court in creating a space for the Public Defenders
• Periodically review new bond book with substantial fine increases.
• Reduce accounts receivable—write off all bad debt; ask District Court to order payment of Municipal Court fines
to be part of any probation/parole requirement for convicted felons.
• Review all pending arrest warrants and vacate very old ones.
D-15
MUNICIPAL COURT
EXPENDITURES BY CATEGORY
Actual Appropriated Amendments Recommends Dollar °/U
FY 03 FY 04 I FY 04 FY 05 Change I Change
Full-Time Equivalents 5.00 6.00 6,00
Number Category
1000-1199 Salaries&Overtime $ 135,677 $ 160,088 $ - $ 187,646 $ 27,558 17%
1200-1299 Benefits 40,637 62,562 70,002 7,440 12%
2000-7599 Operating 139,389 143,116 138,729 (4,387) -3%
8000-8999 Capital 448 - - -
9000-9699 Debt Service - - - -
9900-9999 Transfers 641 - - -
Total All Categories $ 316,792 $ 365,766 $ - $ 396,377 $ 30,611 8%
EXPENDITURES BY DIVISION
Division
Number Division
1310 Municipal Court $ 316,792 $ 365,766 $ - $ 396,377 $ 30,611 8%
Total All Divisions $ 316,792 $ 365,766 $ - $ 396,377 $ 30,611 8%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 314,889 $ 365,766 $ - $ 396,377 $ 30,611 8%
866 Municipal Court Restitutic 641 - -
900 General Fixed Asset Grot 1,262 - -
Total All Funds $ 316,792 $ 365,766 $ - $ 396,377 $ 30,611 8%
D-16
MUNICIPAL COURT
FY 05 BUDGET HIGHLIGHTS
Contracted Services
SUBSTITUTE JUDGES&TRAINING $ 12,960
LAW&JUSTICE CENTER CONTRACT 31,500
MAINTENANCE CONTRACT ON COPIER&COPIES 5,156
DELIVERY SERVICES 4,794
COURT REPORTING SYSTEM MAINTENANCE CONTRACT 1,500
PUBLIC DEFENDER COSTS 45,000
JURY&WITNESS COSTS 10,000
Total Contracted Services $ 110,910
FY 05 ANTICIPATED ACCOMPLISHMENTS
• To maintain an efficient collection system using additional staff person to work strictly on
collections and increase collections.
• To maintain a current and efficient criminal docket; expedite jury trials and trial resolutions.
• To maintain a current and efficient civil docket.
• To improve and continue effective communications with the City Attorney, City Prosecutor, Public
Defenders Office, and Law Enforcement Agencies.
• Additional training to all staff.
• Maintain West Law for Court use.
• Maintain updates of computer program.
• Periodically review new bond book with substantial fine increases.
• Continue to reduce accounts receivable.
• Continue to review all pending arrest warrants and vacate very old ones.
D-17
MUNICIPAL COURT
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
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. <4** <4** <4** <4**
Jury <6 Mos. <6 <6 <6 <6
**per police dept request,scheduling judge trials
around officers'days off to reduce OT
%of cases resolved on first appearance 80% 95% 94% 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
agreement case case case case case
%of daily time devoted to time pay(phone, 10%per 75% 75% 75% 75%
counter,summons,warrant) Clerk
%of weekly time devoted to Juror Phone 1% 1% 1% 1% 1% I
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
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 3 day wkly 3 day wkly 3 day wkly 3 day wkly
Ticket entry per hour
20 20-30 20-30 20-30 20-30
Processing of open court paperwork(amount of 1/2 day 1/2 day 1/2 day '/2 day 'A 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%2 day per
clerk to complete one average day's paperwork
from open court proceedings)&Judge Trials
Calendar for trials,hearing,status 1/2 day 1/2 day Y.day '/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 1/2 day to
complete the paperwork related to these
matters.)
I Parkin?Summons Entry 1900 1586 1600 1600 1600 I
Municipal Court Trials—amount of Clerk Time in 10% 10% 10% I 10% 10%
Court Room w/Judge trials during trial
I %of time in court with Jury trials 70% 70% 70% I 70% 70% I
D-18
MUNICIPAL COURT
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Court Citations 12110 13672 15000 15000
Parking Summons 1586 2000 2000 2000
Judge Trial Requests 199 375 400 400
Jury Trial Requests 333 400 450 450
Open Court Proceedings—hourly 9 hrs weekly 9 hrs weekly 9 hrs weekly 9 hrs weekly
Judge Trials Held 122 122 125 125
Jury Trials Held 8 25 30 30
Civil Cases Filed 198 200 200 200
Temporaryprder of protection
Summons Issued 2656 4800 5000 5000
Warrants Issued 317 1200 1500 1500
Appeals 7 6 8 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 justice to
include the best interest of the citizens of Bozeman while providing justice for the victims.
• To serve as the city's legal counsel and legal representative before all courts, administrative agencies, and in all
legal proceedings involving the city,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
ActualAppropriated endments mmends Dollar
FY 03 I FY 04 I AmReco
FY 04 I FY 05 I Change I Change
Full-Time Equivalents 6.00 6.00 6.00
Number Category
1000-1199 Salaries&Overtime $ 272,220 $ 295,529 $ - $ 306,392 $ 10,863 4%
1200-1299 Benefits 68,556 86,461 93,537 7,076 8%
2000-7599 Operating 156,354 177,766 197,919 20,153 11%
8000-8999 Capital 448 - - -
9000-9699 Debt Service - - - -
9900-9999 Transfers - - - -
Total All Categories $ 497,578 $ 559,756 $ - $ 597,848 $ 38,092 7%
EXPENDITURES BY DIVISION
Division
Number Division
1410 City Attorney Admin $ 398,717 $ 414,806 $ - $ 446,360 $ 31,554 8%
1430-1446 Civil Litigation 67,786 25,000 18,000 (7,000) -28%
1460 Criminal-General 19,517 59,950 52,500 (7,450) -12%
1462 Criminal-Victim/Witness 11,558 60,000 80,988 20,988 35%
Total All Divisions $ 497,578 $ 559,756 $ - $ 597,848 $ 38,092 7%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 485,997 $ 499,756 $ - $ 537,848 $ 38,092 8%
103 Health-Medical lnsur* - - - -
105 P.E,R.S. Fund* - - - -
174 Victim Witness Advocate 11,558 60,000 60,000 - 0%
900 General Fixed Asset Grot 23 - - -
Total All Funds $ 497,578 $ 559,756 $ - $ 597,848 $ 38,092 7%
D-22
CITY ATTORNEY
FY 05 BUDGET HIGHLIGHTS
The budget includes
Contracted Services
LITIGATION CONTINGENCY AND BACKFILL $ 5,000
CARLSON/RESTVEDT CASE 2,000
LITIGATION COSTS 3,000
DURSTON ROAD CONDEMNATION 5,000
CONTRACT PROSECUTOR 51,000
Total Contracted Services $ 66,000
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Requested enforcement of DUI and Domestic Abuse Offensive
• Aggressive Parking enforcement program for contempt violators
• Increased enforcement of parking violators ignoring their tickets
• Prepared right of way for Durston West
• Worked with Planning on reviewing and drafting of the Unified Development Ordinance
• Ensured and establish the escrow arrangement for Wal-mart so they could open in time with payment to the City
of the Big Box fees
• Worked with State and other officials in purchasing and selling of the Armory
• Save taxpayers significant amount of money by handling in house the Bomont v. City; Fisher v. City;W est
Babcock and Durston condemnations,and several arbitration;mediation&grievance proceedings.
• Resolution of the West Babcock Condemnation case by reaching fair settlements with property owners
• Presented Training to the Senior Operators of the Police Department
• Downtown Christmas Decorations agreement
• Ordinance adopting the MPWSS
• Engineering design Standards Resolution
• CAC Resolution
• Alcohol Ordinance Revisions
• Proposed Parking Garage MOU &Lease
• Saved the taxpayer significant litigation costs by working with the personnel department to obtain employment
liability practices coverage through MMIA
• Working with the finance Department and MMIA to establish areas to protecting City Property
• Worked with Finance and other City Departments in ensuring adequate property insurance for City Buildings and
property
• Instrumental in obtaining Zoning and Land use Coverage
• Identified availability of possible coverage for the City's water shed
• Implemented the first public defender system in the state that includes municipal court.
• On behalf of the League,wrote Amicus brief re HB 758
D-23
CITY ATTORNEY
PERFORMANCE MEASURERS*
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Legislative/Executive
Draft complex ordinances to BMC within 90 days 95% 38% 77% 92% 95%
Draft less complex ordinances amending the 95% 94% 64% 50% 95%
BMC within 60 days
Draft/review resolutions,non-code ordinances, 90% 83% 86% 87% 90%
administrative orders regulations or policies and
procedures within 10 days
Legal Municipal Documents:
Legal/Municipal Documents—Draft Contracts, 90% 80% 91% 50% 90%
deeds and easements,license/permits,
affidavits/proxies,leases and miscellaneous
documents within 30 days
Provide a detailed and complex review of 90% 81% 93% 95% 90%
contracts,deeds and easements,license!
permits,affidavits/proxies,leases and
miscellang9g c44pumnts within 30 days
Provide a limited review as to form of 95% 75% 76% 92% 95%
contracts,deeds and easements,license/
permits,affidavits/proxies,leases and
rrppi cellaneous documents within 5 days
Advisory
Research and prepare formal written legal 90% 63% 100% 100% 90%
opinion within 90 days
Provide informal written,e-mail,or verbal 90% 95% 95% 98% 90%
ooini ns on cor�ple issues within 30 days
Provide informal writ{en,e-mail,or verbal 95% 95% 95% 98% 95% 1
opinions on simple issues within 5 days
Requests for Prosecution
Respond to criminal requests for 95% 97% 90% 43% 95%
prosecution within 30 days
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Savings of using City Attorney staff on N/A N/A N/A N/A
litigation or potential litigation.
Parking fine revenue collected $24,900 $24279 $9,050 $15,000
through legal enforcement.
Revenue collected through other civil legal $7643 $10,595 $4982 $8000 1
enforcement 1
D-24
CITY ATTORNEY
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Criminal Jury Trials 17 18 22 12
Criminal Judge Trials 140 141 81 140
Parking Contempts 377 928 148 100
Parking Complaints 1,290 I 1,300 I 1,315 1,200
Total Criminal Case Files OQeened 616 I NA 554 600
Prep&Review of Contracts, Res,Ord.etc. 202 334 285 300
Formal& Informal Opinions 248 486 487 450
District/Supreme Court Cases and N/A N/A 15 7
Administrative Hearings(In House)
Municipal Court Civil Cases 144 143 140 150
Liability Claims Filed 23 25 45 45
Miscellaneous(Library,bad checks) I 366 I 391 I 360 300
Requests for Prosecution I 31 I 10 11 12
Total Criminal Case Files Opened I 616 I 1,028 600 600
D-25
FINANCE
PROGRAM DESCRIPTION
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.
The finance department budget unit accounts for the general fund costs associated with the overall financial
administration of the city. The general fund is used to account for resources traditionally associated with government
that are not required legally or by sound financial management to be accounted for in another fund. Property taxes,
licenses and permits, charges for services, fines and forfeitures, and state intergovernmental distributions provide
revenue to the general fund. The expenditures of the following departments are accounted for in the general fund:
City Commission, City Manager, Personnel, City Attorney, Municipal Court, Finance and Administrative Services,
Police, Fire,Zone Code Enforcement, Public Works Administration, Parks,Cemetery, Recreation, Library Operations,
and Facilities and Lands.
•
D 26
FINANCE
MAJOR OBJECTIVES
• To prepare a comprehensive budget on an annual basis which encompasses all funds of the city.
• To manage and a ccount for the city's finances i n accordance with G enerally Accepted Accounting P rinciples
(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.
• To assure efficient and effective management of the public's resources by providing quality financial services.
• To safeguard and account for City assets and to provide accurate and timely budgetary and financial data to
management,City Commission,and the citizens of Bozeman.
• Provide knowledgeable and courteous customer service to all individuals who contact the Finance Department
with questions or concerns.
• Safeguard City's financial assets through prudent investing,budgeting and expenditure control.
D-27
FINANCE
EXPENDITURES BY CATEGORY
Actual I Appropriated Amendments Recommende Dollar
FY 03 FY 04 I FY 04 I FY 05 I Change I Change
Full-Time Equivalents 16.00 16.00 16.00
Number Category
1000-1199 Salaries&Overtime $ 476,064 $ 547,005 $ - $ 571,904 $ 24,899 5%
1200-1299 Benefits 145,912 194,507 214,951 20,444 11%
2000-7599 Operating 313,812 185,614 216,264 30,650 17%
8000-8999 Capital 448 - 150,000 150,000
9000-9699 Debt Service - - - -
9900-9999 Transfers 12 - - -
Total All Categories $ 936,248 $ 927,126 $ - $ 1,153,119 $ 225,993 24%
EXPENDITURES BY DIVISION
Division
Number Division
1510 Administration $ 211,474 $ 153,322 $ - $ 170,146 $ 16,824 11%
1520 Accounting 237,327 287,223 - 287,900 677 0%
1530 Treasury 283,800 305,364 - 351,100 45,736 15%
1540 Data Processing 199,838 181,217 343,973 162,756 90%
1550 Purchasing/Supply 3,809 - - -
Total All Divisions $ 936,248 $ 927,126 $ - $ 1,153,119 $ 225,993 24%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 832,350 $ 927,126 $ - $ 1,003,119 $ 225,993 24%
103 Health-Medicallnsur* - - - -
105 P.E.R.S. Fund* - - - -
700 Supply 3,809 - - -
730 General Overhead Suspe - - - -
900 General Fixed Asset Grot 100,089 - - -
740 Technology Fund - - 150,000 150,000
Total All Funds $ 936,248 $ 927,126 $ - $ 1,153,119 $ 225,993 24%
D-28
FINANCE
FY 05 BUDGET HIGHLIGHTS
Contracted Services
AUDIT COSTS $ 18,000
PROFESSIONAL CONTRACTED SERVICES 1,000
SOFTWARE MAINTENANCE AGREEMENT ON HTE SOFTWARE 56,650
IBM AS400 PRINTER MAINTENANCE AGREEMENTS 3,200
TEMPORARY SERVICES 8,000
DEPT OF MOTOR VEHICLE SEARCHES 500
MAINTENANCE CONTRACT ON COPIER 1,650
SECURITEC SYSTEMS-VAULT ALARM LEASE-MONITOR 900
MISCELLANEOUS 500
HTE-TRAINING 5,000
HTE-SCR'S FOR PROGRAM MODIFCATIONS 1,500
Total Contracted Services $ 96,900
Capital
Mainframe Computer Replacement* $ 150,000
Total Capital $ 150,000
* Funded from Technology Fund
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Successful conversion, implementation and billing of Special Assessments using new HTE Tax
software.
• Develop and implement procedures for maintaining the Land Management database.
• Improve information sharing with Planning Department and Engineering and GIS Divisions to provide
for more timely and accurate land parcel and owner information and to insure that all infrastructure,
including costs paid by developers, is properly reported in the City's Financial Statements.
• Document the procedures for all Finance Department functions in PowerPoint presentations.
• Continue to replace paper with electronic media wherever possible, including increased sharing of
information on a central server.
D 29
FINANCE
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Receive Distinguished Budget Presentation
Award for the Government Finance
Officer's Association Receive Received Applied Will Apply Will Apply
Receive Certificate of Achievement for
Excellence in Financial Reporting from the
Government Finance Officer's Association Receive Applied Will Apply 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% 8% 17% 75% 75%
10th of the month
%of property transfers billed on schedule 97% 100% 100% 100% 100%
%of accounts receivable statements mailed 98% 100% 100% 100% 100%
by the 15th of the month
Average#of water customers on <10 7-8 <10 <10 <10
shut-off list
D-30
FINANCE
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
SID Statements 9,525 9,955 10,443 10,900 1
Utility Bills 97,627 101,303 105,720 110,325 1
Accounts Payable Checks Processed 26,596 30,862 34,720 39,000 l
W-2's Processed 395 400 420 430 1
Manual Journal Entries Processed 623 650 665 650 .
Manual Journal Entry Transactions 18,147 17,763 17,500 17,000 1
Grants Administered 19 23 25 30
IRS Informational Returns 79 85 108 120
Business Licenses (Calendar Year) 2,742 2,812 4,065 4,200 1
D-31
PLANNING
PROGRAM DESCRIPTION
The Department of Planning and Community Development(DPCD)accounts for the costs of administering the City's
long range planning,current planning,and community development programs. Section 76-1-407 MCA authorizes a
city levy,not to exceed 2 mills,for funding of the City planning program. The balance of funding for DPCD activities
comes from the general fund,fees,and grant administration monies. Major elements of the City's Planning and
Community Development program include:
Lona Ranee Planning, Long range planning activities include: preparation and updating of a transportation plan and
comprehensive"growth policy"for the City of Bozeman,in accordance with Part 6,Chapter 1, Title 76 MCA);
providing assistance and coordination to other departments with the preparation of Capital Improvements Plans;
providing assistance to other boards and departments with the preparation of strategic plans for land-use related
programs,such as parks and open space planning;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 18 of the Bozeman Municipal Code(BMC)and the Montana Subdivision and Platting Act(Sections 76-3-101
through 76-3-625, MCA).
Zoning Ordinance Administration:This involves the processing of all applications for site development, including
Conditional Use Permits, Planned Unit Developments,Site 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 1 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, City Commission, and other
departments 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 03 I FY 04 I FY 04 I FY 05 I Change I Change
Full-Time Equivalents 12.70 12.70 12.70
Number Category
1000-1199 Salaries&Overtime $ 373,422 $ 422,690 $ - $ 463,975 $ 41,285 10%
1200-1299 Benefits 114,133 149,396 173,409 24,013 16%
2000-7599 Operating 159,643 177,327 230,787 53,460 30%
8000-8999 Capital 16,258 35,140 37,000 1,860 5%
9000-9699 Debt Service - - - -
9900-9999 Transfers - - - -
Total All Categories $ 663,456 $ 784,553 $ - $ 905,171 $ 120,618 15%
EXPENDITURES BY DIVISION
Division
Number Division
1610 Operations $ 142,862 $ 182,842 $ - $ 185,437 $ 2,595 1%
1620 Subdivision Review 93,170 122,365 126,358 3,993 3%
1630 Long-range Planning 89,452 138,501 200,128 61,627 44%
1640 Annexation 58,424 65,068 68,572 3,504 5%
1650 Code Enforcement 31,134 34,912 36,904 1,992 6%
1660 Historical Preservation 27,470 46,958 40,531 (6,427) -14%
1670 Zoning Operations 220,944 193,907 247,241 53,334 28%
Total All Divisions $ 663,456 $ 784,553 $ - $ 905,171 $ 120,618 15%
EXPENDITURES BY FUND
Fund
Number Fund
100 Planning $ 350,410 $ 508,776 $ - $ 627,845 $ 120,618 24%
103 Health-Medical ln* - - - -
105 P.E.R.S.Fund* - - - -
10 General Fund 274,977 228,819 247,995 19,176 8%
101 Historic Preservation 27,470 46,958 29,331 (17,627) -38%
900 General Fixed Asset Grot 10,599 - - -
Total All Funds $ 663,456 $ 784,553 $ - $ 905,171 $ 120,618 15%
D-34
PLANNING
FY 05 BUDGET HIGHLIGHTS
Contracted Services
MAINTENANCE CONTRACTS $ 1,700
TEMPORARY SECRETARIAL SERVICES& INTERNS 8,000
COMMUNITY LANDUSE MEDIATION PROGRAM 5,000
LEGAL CONSULTANT SERVICES 5,000
CONTRACTED PLANNING SERVICES 30,000
DESIGN OBJECTIVES PLAN UPDATE 30,000
PARKING EFFICIENCY STUDY 5,000
HISTORIC PRESERVATION
UPDATE HISTORIC BUILDINGS SURVEY 7,500
Total Contracted Services $ 92,200
Capital
VEHICLE $ 30,000
ARCEDITOR SOFTWARE 7,000
Total Capital $ 37,000
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Update and adoption of Design Objectives Plan (for Entryway Corridors)
• Update and adoption of Parks, Open Space,and Trails Master Plan(in conjunction with Recreation and Parks
Advisory Board);
• Expanded grants administration activities,including targeting grant programs based on findings of Community
Needs Assessment/
• Management of current workload of project reviews(annexations,subdivision,and zoning proposals,impact fee
administration,design review,and historic preservation activities).
• Implementation of the Bozeman Creek Neighborhood Plan goals and objectives;
• Development of an Affordable Housing Business Plan (in conjunction with HRDC).
• Special projects as directed.
D 35
PLANNING
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
%of case recommendations upheld by City 85% 75% 80% 80% 80%
Commission
Percent of impact fee assessments requiring
Gprr ctiojj 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% 85% 85%
City Commission 80% 80% 80% 85% 85%
Number of violations identified 218 220 225 225
Percent of violations referred to City
Attorney's Office 0 1% 1% 1% 1%
Number of citations issued 0 3 2 2
Percent of citations resulting in conviction in
City Court 100% N/A 100% 100% 100%
Percent of violations corrected (includes
citations) 100% N/A 100% 100% 100%
HISTqRCpRESEVATION
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 1500 2000 2000 2000
in historic preservation education programs
&events
Number of Participants in Historic 300 700 700 700 700
Preservation Week
Number of walking tour participants not 500 700 750 800 800
including Historic Preservation Week
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Pre-aqp reviews completed w/i15 da\s 70% I 75% 75% 75% I 75%
Preliminary plat reviews completed within
60 days 80% 80% 85% 85% 85%
%of impact fee assessments completed
within two days of receipt by coordinator. 80% 80% 85% 85% 85%
Minor site plans reviewed within 35 days I 85% 75% 85% 85% 85%
Major site plans reviewed within 60 day 85% 80% 85% I 85% I 85%
PUD preliminary plans reviewed within 60
dais 50% 65% 65% 65% 65%
%of business licenses and building permits 75% 70% 75% 80% 80%
reviewed within 3 days
HISTORIC PRESERVATION 75% 85% 90% 90% 90%
% of Administrative Design Review Projects
qualifying for sketch plan review that were
reviewed in ten days or less
D-36
PLANNING
WORKLOAD INDICATORS
* * *
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Amended Plats 3 4 4 4
Subdivision Pre-applications 11 I 11 11 11
Minor Subdivision Pre. Plats 10 I 10 10 10
Major Sub-Preliminary Plats 9 9 I 9 9
Final Plats 15 17 I 17 17
Master Plan Amendments I 1 2 2 2
Annexations I 9 8 8 8
Exerrkitions 10 I 10 10 10
Prelimina y Plat Lots Approved 986 I 700 I 700 I 700
Final Plat Lots Approved 339 I 400 I 400 I 400
Number of public forum opportunities for 9 10 10 10
special projects
Number o fparticipants in forums I 175 200 200 200
Number o pr9je is apspsseq impact fees I 1332 1100 1100 1100
Number of'll{eratureJri`nfformation requests 125 150 150 150
Nertainingto impact fees
umber of estimates for impact fees I 75 100 100 100
Newsletter distribution I N/A N/A N/A N/A
Minor Site Plans I 19 18 18 18
Major Site Plans I 21 20 20 20
Conditional Use Permits I 12 14 14 14
Planned Unit Developments 6 5 5 5
Certificates of Appropriatenen 128 135 135 135
Sign Reviews(permanent and temp) 246 222 225 225
Variances/Appeals 6 5 I 5 5
Zone Map Amendments 11 I 11 I 11 11
Zone Text Amendments 5 I 3 1 3 3
Concept Plan Review/Informal Review 42 40 I 40 40
Number of site visits and/or signage 150 150 150 150
consultations evaluating allowable signage
HISTORIC PRESERVATION
I Office Visitations I 200 I 220 I 220 I 220
Historic Design Reviews I 135 I 140 I 140 140
Presentationsslides,walking tours,etc) 21 I 25 I 25 25
Newsletters/Articles 8 10 10 10 I
BHPAB Meetings/Beautification 16 18 18 18
Hrs Workinci w olunteers/Interns I 105 125 125 I 125 I
Design Services Bank Projects I 19 20 20 20 J
I Special Temporary Use Permits I 15 I 15 15 15 I
*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,
building tenants and the public.
• To maintain all buildings and related equipment in good working condition and extending their useful life.
• To upgrade and renovate buildings and related equipment as needed to meet the future needs of the various city
departments.
• To assure city buildings meet or exceed all applicable building codes, OSHA, and ADA requirements.
• To implement building design, maintenance, and operational practices that result in energy saving measures.
D-39
BUILDING MAINTENANCE
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommende Dollar
FY 03 I FY 04 I FY 04 I FY 05 I Change I Change
Full Time Equivalents 0.55 1.55 2.55
Number Category
1000-1199 Salaries&Overtime $ 18,952 $ 49,685 $ - $ 93,443 $ 43,758 88%
1200-1299 Benefits 4,800 16,589 42,518 25,929 156%
2000-7599 Operating 589,906 412,659 478,545 65,886 16%
8000-8999 Capital 11,149 - - -
9000-9699 Debt Service - 87,488 87,282 (206) 0%
9900-9999 Transfers - - - -
Total All Categories $ 624,807 $ 566,421 $ - $ 701,788 $ 135,367 24%
EXPENDITURES BY DIVISION
Division
Number Division
1810 City Hall $ 157,771 $ 221,240 $ - $ 269,881 $ 48,641 22%
1820 City Hall Annex 38,378 23,735 54,685 30,950 130%
1830 Shop Complex 88,567 53,452 74,560 21,108 39%
1840 Professional Building 257,513 214,592 221,532 6,940 3%
1850 Senior Center 82,578 53,402 81,130 27,728 52%
Total All Divisions $ 624,807 $ 566,421 $ - $ 701,788 $ 135,367 24%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 507,914 $ 566,421 $ - $ 701,788 $ 135,367 24%
900 General Fixed Asset Grot 116,893 - -
Total All Funds $ 624,807 $ 566,421 $ - $ 701,788 $ 135,367 24%
D-40
BUILDING MAINTENANCE
FY 05 BUDGET HIGHLIGHTS
The budget includes a full-time facilities Superintendent.
Contracted Services City Hall Annex Shop Prof Build Sr.Ctr. Total
Overall Total $ 26,850 $ 11,900 $ 8,050 5 49,950 $ 9,030 5 105,780
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 FOR REMODEL
HEATING SYSTEM
COURIER SERVICES
REPAIR AND MAINTENANCE City Hall Annex Shop Prof Build Sr.Ctr. Total
GENERAL REPAIRS $ 37,700 5 41,335 $ 38,000 $ 40,450 $ 34,500 $ 191,985
Total Repair and Maintenance 5 37,700 5 41,335 $ 38,000 $ 40,450 5 34,500 $ 191,985
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Begin Remodel of second floor of Professional Building
• Re-roof Building Department and Fire Offices at Station 1
• Re-roof office area at Shop Complex
• Install air conditioning system in dining room area at the Senior Citizens Social Center
• Re-roof north face of roof at Senior Center to address ice damming and run off problems
• Repair deteriorated irrigation system at Senior Center
• Re-carpet and re-paint basement area at Alfred M. Stiff Professional Building.
D-41
BUILDING MAINTENANCE
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
I Average response time for emergency repairs I 30 minutes I 95% 95% 95% 100% I
Average response time for minor non-emergency 3 days 85% 90% 90% 100%
repairs(in-house)
Average response time for minor non-emergency 7 days 85% 95% 1 100% 100%
of facility 9sersc
%
0 users that rate the quality of their 90% 85% 85% 1 90% 90%
areas as excellent or good
D-42
BUILDING MAINTENANCE
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
I
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.
• Provide a Special Response Team of officers trained to handle hostage incidents,high risk search warrants,
and barricaded subjects.
• Resolution of day-to-day conflicts among family,friends,and neighbors.
• Provide a Civil Disturbance Team of officers trained to handle protests and large scale civil disturbances.
• Provide public education in areas of crime prevention of forgery, robbery I.D.fraud,elder abuse,seat belt
and child safety seats, bicycle rodeos.
• 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.
• Develop and maintain certified trainers to maintain department training standards and requirements as well
as to sponsor regional law enforcement training.
• 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
Actual Appropriated Amendments Recommends Dollar
FY 03 I FY 04 I FY 04 I FY 05 I Change I Change
Full-Time Equivalents 48.25 48.25 49.75
Number Category
1000-1199 Salaries&Overtime $ 1,963,575 $ 2,084,082 $ - $ 2,234,645 $ 150,563 7%
1200-1299 Benefits 1,142,486 744,784 795,797 51,013 7%
2000-7599 Operating 1,069,609 685,407 742,642 57,235 8%
8000-8999 Capital 163,649 74,227 114,120 39,893 54%
9000-9699 Debt Service - - -
9900-9999 Transfers 2,042 58,512 100,000 41,488 71%
Total All Categories $ 4,341,361 $ 3,647,012 $ - $ 3,987,204 $ 340,192 9%
EXPENDITURES BY DIVISION
Division
Number Division
3010 Police Operations $ 3,219,743 $ 2,874,807 $ - $ 3,125,908 $ 251,101 9%
3020 Crime Control&Invest 565,211 473,034 543,492 70,458 15%
3030 DARE 83,700 73,012 77,020 4,008 5%
3040 Drug Forfeiture 168,090 130,723 142,243 11,520 9%
3050 Parking - - -
3060 9-1-1 Services 227,636 - (95,436)
3070 Animal Control 76,981 95,436 98,541 98,541 103%
Total All Divisions $ 4,341,361 $ 3,647,012 $ - $ 3,987,204 $ 340,192 9%
EXPENDITURES BY FUND
Fund
Number Fund
126 Neighborhood P $ - $ - $ - $ - $ -
010 General Fund 3,493,618 3,182,376 - 3,502,040 319,664 10%
103 Health-Medical lnsur* - - -
105 P.E.R.S. Fund* - - -
106 Police Pension Fund* - - -
122 9-1-1 Grant - - -
125 Drug Forfeiture 165,866 130,723 142,243 11,520 9%
139 Police Department Specie 82,773 73,012 77,020 4,008 5%
140 Police Domestic Violence 145,224 240,901 245,901 5,000 2%
141 Police Motor Cycle Fund - - -
142 Problem Area Response' 1,141 - -
138 Law&Justice Center 19,125 20,000 20,000 - 0%
178 Police Grant Fund 12 - -
900 General Fiixed Asset Gro 433602
Total All Funds $ 4,341,361 $ 3,647,012 $ - $ 3,987,204 $ 340,192 9%
E-4
POLICE DEPARTMENT
FY 05 BUDGET HIGHLIGHTS
Contracted Services
COPIER CONTRACT $ 3,200
ANNUAL CAD/911 MAINTENANCE/SOFTWARE 9,100
BIOLOGICAL FLUID CLEANUP IN PATROL CARS 1,500
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
MISCELLANEOUS INVESTIGATIVE FEES 11,000
DATA BASE SERVICES CONTRACT 1,000
DARE SPEAKERS 400
DOMESTIC VIOLENCE FUND 195,706
Total Contracted Services $ 335,806
Capital
THREE NEW PATROL VEHICLES $ 81,120
THREE MOBILE DATA TERMINALS FOR PATROL VEHICLES 33,000
Total Capital $ 114,120
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Use CAD/911 system mapping to for analyzing service and criminal activity.
• Implement CAD/RMS dispatch system into MDT project. 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.
• 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.
• Develop a pursuit driving program
• Increase firearms training sessions
• Replace Special Response Team vehicle,give to CDU
• Implement a Taser training program
• Train two motor officers to replace vacancies
• Hire/train police officers to fulfill department staffing requirements
• Acquire and staff a police sub-station of Bozeman's East side.
• Citizen generated officer complaints continue to decline,compliments have increased.
• Continued success in obtaining Federal and State Grants:
o Continued Domestic Violence Funding
o Montana Department of Transportation grant
o Continued funding under COPS Universal grant
o Continued funding for second SRO
o Continued funding of the Missouri River Drug Task Force
E-5
POLICE DEPARTMENT
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY02 FY03 FY04 FY05
Actual Actual Projected Projected
Respond to ci>;jon complaj its/cor�cgrns 48 hours 95% 95% I 95% 95%
I Percent of D arrests which result in convictions 90% 88% 85% I 85% I 85%
Percent of citations issued by the Bozeman Police 80% 76% 75% 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
utilizirigbicycle and motorcycle patrols
I Full staff meetings I Monthly I 80% I 80% 80% 80%
Response to emergency calls/average I 5 min. I 5.8 min. 5 min. I 5 min. 5 min.
,Z, c�spppnse y npn-emergency calls/average 10 min. 10.2 min. 10 min. I 10 min. 10 min.
Vumber o cnme repyrted ********** 7,505 7,800 I 7,800 I 7,800
Percent o reported crimes closed/cleared/or leads
exhausted:
Homicide 100% 100% 100% 100%
Rape 52% 75% 75% 75%
Aggravated Assault 84% 80% 80% 80%
Burglary 72% 75% 75% 75%
Counterfeiting/forgery 73% 75% 75% 75%
Destruction/damage/vandalism to property 93% 90% 90% 90%
Shoplifting 96% 95% 95% 95%
Motor vehicle theft 94% 90% 90% 90%
Drug/narcotic violations 98% 95% 95% 95%
Drug equipment violations •
98% 98% 98% 98%
Robbery 100% 90% 90% 90%
Embezzlement 50% 75% 75% 75%
Percent of Investigative Division cases cleared 90% 88% 90% 90% I 90%
Drug Forfeiture: I
Dedicate two officers full-time to drug 100% 100% 100% 100% 100%
investijjjp s/enforcepe�t
Devote 556%of'investigative time to assisting 100% n/a 100% 100% 100%
smaller counties with thei�yr.inv sti ations
Target juvenile drug use(2eroTolerance)by 100% 100% 100% I00% 100%
having juveniles comprise 5%of total DTF arrests
Attend weekly inter-agency meetings I 100% 100% 100% 100% 100%
DARE: I
I Provide instruction to all 5t. grades I (500)100% I481�)96% (470)94% (480)96% (480)96%
I Provide instruction to all 3'".grades I (400)100% I (394)99% (375194% (375)94% (37594%
I Percent of 5".grade graduates I 100% I 99% 100% 100% 100%
I Percent of 3td.grade graduates I 100% I 100% 100% 100% 100%
E-6
POLICE DEPARTMENT
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Calls for Service
33,514 34,000 36,000 36,000
National Incident Reporting System(NIERS)
Homicide 1 1 1 1
Rape 27 25 28 28
Robbery 4 5 5 5
Aggravated Assault 61 65 65 65
Assaults-other 149 150 160 160
Burglary 166 170 170 170
Theft 1,339 1,350 1,375 1,375
Motor Vehicle Theft 81 85 85 85
Partner/Family Member Assault 79 80 85 85
Arson 11 14 14 14
Forgery&Counterfeiting 78 80 85 85
Fraud 69 75 80 80
Destruction/DamageNandalism of Property 580 590 600 600
Disorderly Conduct 236 250 265 265
Runaway 43 50 50 50
Disturbance/Loud Party 1,460 1,500 1,500 1,500
Alarms 860 875 900 900
Parking Cogwlaints 1,483 1,500 1,550 1,550
Traffic Crashes 1,732 1,800 1,850 1,850
DUI's 465 I 480 490 490
Animal Corrkylaints 1,538 I 1,575 1,600 1,600
Investigative bivision Case Load 275 300 300 300
Citations Issued 12,110 12,300 12,500 12,500
Arrests 3,709 3,800 4,000 4,000
Motorcycle Patrol-Citations Issued 2,960 2,500 3,000 3,000
Clerical-Interviews Transcribed 550 575 600 600
Drug Forfeiture:
New Cases 746 750 750 750
Old Cases 286 275 275 275
Non-Drug Cases Worked 280 100 100 100
Cases Closed-any reason 169 150 150 150
Non-Drug Related Arrests 86 75 75 75
Public Talks/Classes 54 35 35 35
New Criminal Subjects Identified 746 750 750 I 750
DARE: I I
Present DARE Curricula:
5ih.Grade Students 481 500 500 500
3rd.Grade Students 394 375 375 375
Ju_ Trials Requested 333 350 375 375
Jyrials Held I 8 I 15 20 20
Jue Trials Requested 199 200 I 200 I 200
Judge Trials Held 122 150 175 I 175
I Warrant Arrests 701 800 850 I 850 J
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 RMS. Jointly, with the Building Department and other city departments, maintain a program to inspect
and establish I ife safety requirements within existing commercial structures and i n damaged commercial and
residential structures. Meet all contractual and performance requirements for regional hazardous materials
response teams.
• TO P ROVIDE A DEQUATE RESOURCES, TRAINING A ND EDUCATION TO ASSURE E FFECTIVE LEVELS
OF SERVICES DELIVERY AND TO PROMOTE EMPLOYEE HEALTH AND SAFETY. Continue development
and refinement of the department's comprehensive training program encompassing all Fire Department
operations and services, which include but are not limited to, DES,fire prevention, fire suppression, hazardous
materials,emergency medical and rescue services. Implement employee career development plan. Maintain all
current professional certifications. Maintain all training, equipment, and personnel requirements for state
licensure to provide advanced life support,non-transport(ALS), emergency services.
• CONTINUE DEVELOPMENT OF BEST-FIT SPECIFICATIONS AND SOLICIT BEST-VALUE BIDS FOR FIRE
EQUIPMENT REPLACEMENT BOND ISSUE AS APPROVED BY VOTERS IN NOVEMBER 2002. Finish
projects as outlined in our plan.
E-9
FIRE DEPARTMENT
EXPENDITURES BY CATEGORY
ActualAppropriated endments mmends Dollar
FY 03 FY 04 I ImReco
FY 04 I FY 05 I Change I °/G Change
Full-Time Equivalents 29.75 29.75 29.25
Number Category
1000-1199 Salaries&Overtime $ 1,180,381 $ 1,268,929 $ - $ 1,379,623 $ 110,694 9%
1200-1299 Benefits 744,936 437,225 488,920 51,695 12%
2000-7599 Operating 618,335 488,711 - 360,410 (128,301) -26%
8000-8999 Capital 158,419 - 250,000 250,000
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 2,702,071 $ 2,194,865 $ - $ 2,478,953 $ 284,088 13%
EXPENDITURES BY DIVISION
Division
Number Division
3110 Administration $ 563,922 $ 372,850 $ - $ 278,300 $ (94,550) -25%
3120 Fire Operations 2,110,617 1,784,607 2,158,600 373,993 21%
3130 Operational Readiness 19,609 26,068 29,658 3,590 14%
3140 Fire Prevention 4,241 4,740 5,345 605 13%
3150 Special Sery-Reimb 1 - -
3160 Hazardous Materials 3,139 6,600 7,050 450 7%
3170 Diaster&Emerg Sery 542 - -
3180 Firefighting Maintenance - - -
Total All Divisions $ 2,702,071 $ 2,194,865 $ - $ 2,478,953 $ 284,088 13%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 2,239,565 $ 2,038,865 $ - $ 2,228,953 $ 190,088 9%
103 Health-Medicallnsur` - - -
105 P.E.R.S.Fund* - - -
124 Fire Truck - - -
107 Firemans Pension Fund* - - -
113 Fire Impact Fee 5,340 156,000 - (156,000) -100%
187 Fire Dept Equipment 106,338 250,000 250,000
179 Diaster Relief - - -
183 Fire Dept Sp Rev 62,752 - -
900 General Fixed Asset Grot 288,076 - -
Total All Funds $ 2,702,071 $ 2,194,865 $ - $ 2,478,953 $ 284,088 13%
E-10
FIRE DEPARTMENT
FY 05 BUDGET HIGHLIGHTS
Contracted Services
COPIER MAINTENANCE AGREEMENT $ 1,300
ASSESSMENT CENTER COSTS 4,000
MAINTENANCE CONTRACTS 8,570
MEDICAL SERVICES 13,500
MEDICAL CONTROL&DIRECTION-EMS 2,500
SHARE OF IMPACT FEE LAWSUIT LEGAL FEES 2,000
LAUNDRY SERVICES 2,400
Total Contracted Services $ 34,270
Capital
PORTION OF SPECIAL MILL LEVY CAPITAL EXPENSES $ 250,000
OCCURRING IN FY 05
Total Capital $ 250,000
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Delivery and acceptance of new replacement pumper truck funded by 2002 Fire Bond Issue
• Take delivery and put into service a new grant funded Hazard Materials Response Trailer and associate tow vehicle.
• Complete the clean room addition to Fire Station 1.
• Take delivery and put into service the Department's new pumper truck funded by Fire Bond Issue.
• Work with City GIS to complete basic fire station location survey to determine future department facility needs.
• Develop Fire Department equipment replacement schedule
• Continue state funded residential smoke alarm installation program
• Complete design and specifications for Department special operations vehicle approved by voters in Fire Bond Issue.
• Complete a strengths,weakness,opportunity and threats review of our special operations to determine our appropriate
service delivery menu for the city.
• Work to complete ISO improvement plan and determine timeframe for ISO reevaluation.
• Install grant funded vehicle exhaust systems at each station.
• Install grant funded fire sprinkler system at Fire Station 2
• Increase minimum shift manning from 5 firefighters to 6 firefighters per shift.(Assuming budget approval)
E-11
FIRE DEPARTMENT
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Emergency Operations 100%of
Response time to Fire and EMS call city within 4
minutes 25% 25% 25% 25%
%response with current professional national 3 person
standard crew capability on arrival engine crew 39% 39% 33% 100%
%response with substandard crew capability <3 person
on arrival engine crew 61% 61% 67% 0%
Fire Prevention
%of inspections brought to closure stage
Bars 95% 100% 100% 100% 100%
Sororities&Fraternities 90% 100% 100% 100% 100%
Schools 90% 100% 100% 100% 100%
MSU 50% 85% 100% 100% 100%
Existing structures 90% 33% 33% 33% 45%
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% 60% 80% 80%
Fire Fighter 2 100% 5% 10% 20% 20%
Inspectors 100% 100% 100% 100% 100%
•
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
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 02 FY 03 FY 04 FY 05
Actual Actual Actual Budgeted
Structure Fires& Misc 380 425 435 450
Vehicle Fires 22 25 37 35
Emergency Medical Services 1103 1300 1398 1500
Haz-Mat Spills& Invest. 83 75 45 75
Wildland Fires 12 10 8 10
Rescues 43 50 50 50
Business Inspections 952 1100 1100 1100
Business Applications 502 600 700 800
Special Inspections 425 475 493 500
Public Education Events 275 300 318 I 325
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 Amendments Recommends Dollar
FY 03 I FY 04 I FY 04 I FY 05 I Change I Change
Full-Time Equivalents 10.55 10.55 12.55
Number Category
1000-1199 Salaries& Overtime $ 387,709 $ 406,371 $ - $ 489,057 $ 82,686 20%
1200-1299 Benefits 149,875 143,584 184,723 41,139 29%
2000-7599 Operating 199,761 109,904 134,421 24,517 22%
8000-8999 Capital 20,730 26,000 49,040 23,040 89%
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 758,075 $ 685,859 $ - $ 857,241 $ 171,382 25%
EXPENDITURES BY DIVISION
Division
Number Division
3210 Building Insp Operations $ 680,538 $ 622,061 $ - $ 791,190 $ 169,129 27%
3220 Life-Safety 77,537 63,798 66,051 2,253 4%
3230 Residential Inspection - - -
3240 Commercial Inspection - - -
Total All Divisions $ 758,075 $ 685,859 $ - $ 857,241 $ 171,382 25%
EXPENDITURES BY FUND
Fund
Number Fund
115 Building Inspection Sped $ 722,452 $ 685,859 $ - $ 857,241 171,382 25%
10 General Fund 316 - -
900 General Fixed Asset Grot 35,307 - -
Total All Funds $ 758,075 $ 685,859 $ - $ 857,241 $ 171,382 25%
E-16
BUILDING INSPECTION
FY 05 BUDGET HIGHLIGHTS
The budget includes an additional secretary and building inspector,related to inspections in Manhattan.
Contracted Services
CONTRACTED PLAN REVIEWS $ 5,000
MAINTENANCE AND HTE SOFTWARE CONTRACTS 7,200
Total Contracted Services $ 12,200
Capital
STAFF VEHICLE REPLACEMENT $ 27,040
COPY MACHINE 10,000
FILING SYSTEM 12,000
Total Capital $ 49,040
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Fully implement contract building inspection program with the City of Manhattan.
• Hire, train and certify additional Building Inspector II to cover Manhattan contract work and increased City
workload.
• Turn 1/2 time assistance counter position into full-time position to administer City of Manhattan and increased
City workload.
• Implement Building Inspector hand held field inspection reporting system.
• Prepare for and implement move to Professional Building when remodel is completed.
• Adopt, implement and train Division staff and community on a new series of model codes adopted by the
State of Montana Building Codes Bureau.
• Provide annual Post disaster committee training.
• Perform monthly field inspection audit and tri-annual ride along with Building Inspectors.
• Meet with each employee on a monthly basis to review progress and set work course for coming month.
• Implement commercial final inspection and Certificate of Occupancy tracking system in Division's
computerized permitting system.
• Perform monthly audit on Commercial and Residential Plan Review.
E-17
BUILDING INSPECTION
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Percent of Plan Reviews done 75%w/in 92% 89% 75% 75%
within Standard(Residential) 2 weeks
Percent of Plan Reviews done 75%w/in 94% 91% 75% 75%
within Standard(Commercial) 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 90% 100% 100% 90% 90%
within standard
Percent of frame inspections done 90% > 99% 99% 90% 90%
within standard
1 audif/rrIonth/emot e)
Percent of commercial plan 90% 99% 99% 90% 90%
checks done within standard
(1 audit/rr}on,i{en1Pipvee)
Percent of residential plan checks 90% 99% 99% 90% 90%
done within standard
(1 audit/month/employee)
Percent of final 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 Actual Projected
I Average commercial inspections 8 6.93 6.43 8 8
per day per inspector
Average residential inspections 10 14.33 13.07 10 10
per day per inspector
Average Multiple Residential 8 5.24 4.77 10 - 10
Inspections per day per inspector
E-18
BUILDING INSPECTION
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
New Commercial Permits:
Number 24 30 25 25
Value(Millions) , 2327 22.04 25.00 25.00
New Residential Permits:
Number 272 440 300 300
Value(Millions) 40.50 67.29 45.00 45.00
E-19
PARKING
PROGRAM DESCRIPTION
The Parking Program consists of Downtown Parking, the Residential Parking District surrounding Montana State
University and the Residential Parking District adjacent to Bozeman High School.
Downtown Parking:
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 i ntended to b e revenue neutral, however,start-up costs w ill need to b e
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 for safe movement of pedestrian and vehicle traffic.
• To assist the Parking Commission in providing adequate parking facilities in the downtown area.
• To manage and collect fees for reserved lot rentals.
• To provide adequate vehicle movement and space turn over in available lots and on street parking.
• To assist in the development of additional parking in the downtown area.
• To enforce Parking Ordinances and restrictions.
• To identify and remove abandoned or junk vehicles from the area.
Residential Parkina District:
• To provide for safe movement of pedestrian and vehicle traffic.
• To limit parking within the district to residents of the district.
• To enforce Parking Ordinances and restrictions.
• To reducing noise, litter and traffic hazards of increased traffic and unauthorized parking.
• To identify and remove abandoned or junk vehicles from the area.
BHS Residential Parkina District:
• To provide for safe movement of pedestrian and vehicle traffic.
• To limit parking within the district to residents and businesses of the district.
• To promote tranquility among commuters and residents.
• To reducing noise, litter and traffic hazards of increased traffic and unauthorized parking.
• To enforce Parking Ordinances and restrictions.
• To identify and remove abandoned or junk vehicles from the area.
E-21
PARKING
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommends Dollar
FY 03 I FY 04 I FY 04 I FY 05 I Change I Change
Full-Time Equivalents 2.75 2.75 2.75
Number Category
1000-1199 Salaries&Overtime $ 48,049 $ 59,346 $ - $ 63,348 $ 4,002 7%
1200-1299 Benefits 21,069 29,835 33,216 3,381 11%
2000-7599 Operating 47,212 69,467 69,517 50 0%
8000-8999 Capital 13,552 15,000 - (15,000) -100%
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 129,882 $ 173,648 $ - $ 166,081 $ (7,567) -4%
EXPENDITURES BY DIVISION
Division
Number Division
3310 Development $ 25,356 $ 18,800 $ - $ 18,800 $ - 0%
3320 Enforcement 61,900 94,820 100,916 6,096 6%
3330 Neighborhood 42,626 60,028 46,365 (13,663) -23%
Total All Divisions $ 129,882 $ 173,648 $ - $ 166,081 $ (7,567) -4%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 33,793 $ 62,667 $ 67,023 4,356 7%
103 Health-Medical Insurance - - -
105 P.E.R.S. Fund - - -
126 Neighborhood Parking Di; 40,228 60,028 46,365 (13,663) -23%
127 Down Town Parking Func 53,212 50,953 - 52,693 1,740 3%
180 Sr. High Parking Dist 1,135 - - -
900 General Fixed Asset Grot 1,514 - -
Total All Funds $ 129,882 $ 173,648 $ - $ 166,081 $ (7,567) -4%
E-22
PARKING
FY 05 BUDGET HIGHLIGHTS
Contracted Services
SOFTWARE ANNUAL MAINTENANCE $ 5,000
PARKING LOT IMPROVEMENTS 10,000
SNOW REMOVAL 7,000
Total Contracted Services $ 22,000
FY 05 ANTICIPATED 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 I FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Downtown Parking: I
Walk Downtown Parking District 2 x Daily I 100% 100% 100% 100%
Cover other 2 Hour Zones Weekly I 10%* 50%* 100% 100%
MSU Parking District:
Patrol Parking District 2 x Daily 50% 75% 75% 75%
BHS Parking District:
Patrol Parking District 2 x Daily N/A** 10%** 10%** 10%**
* Percentage was affected by automated ticket system and software problems.
** No dedicated enforcement officer/plan.
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Downtown Parking:
Overtime citations 3,000 110* 3,000 3,000 3,000
Total Citations 5,000 4,714* 5,000 5,000 5,000
Total Parking Complaints:
Number of General Complaints 1,000 1,530 1,500 1,500 1,500
Number of Abandoned Complaints 700 790 700 700 700
MSU Parking District:
Parking District Citations 2,000 2,301* 3,000 3,000 3,000
Total Citations by Parking Officer 3,000 3,480* 5,000 5,000 5,000
BHS Parking District: I I
Parking District Citations I 200 300** 200** I 200** 200**
I I
* Efficiency was affected by automated ticket system and software problems.
**No dedicated enforcement officer/plan.
E-24
PARKING
WORKLOAD INDICATOR I FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Downtown Parking: I
Overtime Waming s I 9* 500 I 200 I 200
Second Overtime Citations 40* N/A N/A I N/A
Third Overtime Citations 28* I N/A N/A I N/A
Multi le Overtime Citations 33* I N/A N/A I N/A
Overtime Citations (2003 Ordinance) I 3,500 3,500 I 3,500
Parking Lot Overtime Citations
(2003 Ordinance),.. 500 500 500
Total Citations by Parking Officer 3,056* I 4,000 5,000 I 5,000
MSU Parking District:
Parking District Citations 1,256* 2,800 I 3,000 3,000
Overtime Citations (2003 Ordinance) I 2,000 I 2,000 2,000
Total Citations by Parking Officer I 2,047* 5,000 I 5,000 5,000
I I
BHS Parking District: I I
Parking District Citations 340** I 350** 350** I 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. As an added benefit to the citizens of the City of
Bozeman and the Gallatin County, Bozeman is the model community for the State of Montana with the deployment of
Phase I Wireless. This ability provides the center with a"call back"number, should the cell phone caller become
disconnected for any reason. We continue to added service providers in order to expand this service.
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 Recommende Dollar
FY 03 I FY 04 I FY 04 I FY 05 I Change I Change
Full-Time Equivalents
Number Category
1000-1199 Salaries&Overtime $ - $ - $ - $ - $ -
1200-1299 Benefits - - - -
2000-7599 Operating 437,000 481,350 - 601,350 120,000 25%
8000-8999 Capital - - - -
9000-9699 Debt Service - - - -
9900-9999 Transfers - - - -
Total All Categories $ 437,000 $ 481,350 $ - $ 601,350 $ 120,000 25%
EXPENDITURES BY DIVISION
Division
Number Division
3510 9-1-1 Administration $ 437,000 $ 481,350 $ - $ 601,350 $ 120,000 25%
Total All Divisions $ 437,000 $ 481,350 $ - $ 601,350 $ 120,000 25%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 437,000 $ 481,350 $ - $ 601,350 $ 120,000 25%
122 9-1-1 - - -
Total All Funds $ 437,000 $ 481,350 $ - $ 601,350 $ 120,000 25%
E-28
JOINT DISPATCH SERVICES
FY 05 BUDGET HIGHLIGHTS
• The substantial increase in the city's contribution is primarily related to the fact that previous contribution levels
by the city and the county resulted in the reliance on using existing fund balances to support the on-going
expenditure level. Now that the Joint Dispatch fund balances have been depleted, significant increases were
required by both the city and the count.
FY 05 ANTICIPATED 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 02 FY 03 FY 04 FY 05
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 40 30 32 32
Notification of all channels is automatic. minutes 17.5% 22% 25% 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 9,353 9,168 8,500 8,500
be made aware of the incident.Generally used minutes 76.5% 76% 78% 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 7,233 7,082 6,250 6,250
adjacent to the location of occurrence). minutes 63.1% 66.1% 65% 65%
- Priority 3:A routine call to be dispatched as within 15 8,017 7,096 6,100 6,100
soon as possible. minutes 79.7% 81.7% 82% 82%
- Priority 4:Calls that can be handled sometime within 30 10424 13,441 13,800 13,800
during the shift by the field unit. minutes 94.7% 94.7% 95% 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 Sheriffs
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 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Calls for Service(Event Processing)*
Bozeman PD; 21,093 22,000 22,300 22,300
Gallatin County Sheriff; 12,200 12,250 12,350 12,350
Belgrade PD: 3,391 3,200 3,300 3,300
Manhattan PD; 285 320 340 340
Three Forks Marshall; 552 850 875 875
Bozeman Fire; 1,764 1700 1,780 1,780
Belgrade Fire; 790 850 865 865
Rural Fire District:
Amsterdam 71 60 62 62
Bridger Canyon 82 60 65 65
Clarkston 11 10 8 8
Fort Ellis 144 110 115 115
Gallatin Canyon 302 350 360 360
Gallatin Gateway 174 160 165 165
Manhattan 116 90 92 92
Rae/Sourdough 256 260 265 265
Reese Creek(annexing w/Belgrade Fire) 0 0
Springhill Community 1 5 4 4
Three Forks 101 90 96 96
Willow Creek 45 40 42 42
Three Forks Ambulance 152 175 182 182
Mutual Aid/Agency Assists(#s included with agency)
American Medical Response(AMR Ambulance); 2,837 2850 2900 2900
Search and Rescue; 48 50 52 52
Animal Control(included with BOZPD and GCSO#s)
Coroner's Office; 63 40 45 45
Chaplain Call-Outs; 55 30 32 32
Highway Patrol, Federal Agency Contacts,Others. 2062 2250 2310 2310
Community Service/Events
9-1-1 Presentations 3 3
Tours 15 15
Training Programs
Others
*The statistical calculations exclude Officer initiated events.
E-31
PUBLIC SERVICES
o PUBLIC SERVICES ADMINISTRATION
O STREETS
® WATER PLANT
® WATER OPERATIONS
o WASTEWATER OPERATIONS
® WASTEWATER PLANT
o SOLID WASTE COLLECTION
® SOLID WASTE DISPOSAL
® VEHICLE MAINTENANCE
F-1
PUBLIC SERVICES ADMINISTRATION
PROGRAM DESCRIPTION
The public service/engineering budget includes the director of public service,engineering,and snow removal.
The director of public service has oversight responsibilities for water and sewer utilities, street maintenance, vehicle
repair,solid waste utility, parks,cemetery,forestry, public facilities,and engineering.
The engineering division provides technical engineering i n the p reparation, review, and oversight i n the planning,
design, construction inspection and construction management of the city's public works facilities including water
treatment and distribution, wastewater collection and treatment, sanitary sewer and storm water collection and
treatment,streets (with appurtenant curb, gutter, sidewalk and drainage facilities),traffic control facilities, solid waste,
and other infrastructure projects. The division establishes and maintains current city infrastructure standards and
assures compliance with City, County,State, and Federal rules, regulations,codes and engineering standards.
The engineering division also maintains the city's infrastructure files and records, maps, plats, property ownership
and other records; participates in the review and approval of subdivision, annexation, and zone code/development
proposals for conformance with established standards;performs engineering surveys;coordinates infrastructure work
with County, State, and Federal agencies; administers the EPA-mandated wastewater pretreatment program; and
administers the city's flood plain ordinance, sidewalk repair and installation programs, and the sidewalk snow and
weed enforcement programs.
F-2
PUBLIC SERVICES ADMINISTRATION
MAJOR OBJECTIVES
• To coordinate the activities of the public service department divisions.
• To establish and maintain policies, procedures and protocol for conducting the departments functions.
• To assist the city manager and administrative services director in reviewing enterprise funds revenue and
expense forecasts for rates setting purposes.
• To provide general oversight of department activities affected by new federal and state mandates.
• To assure the city's long-term master plans for water, wastewater, storm water, public lands and transportation
facilities are implemented in a cost-effective manner, and that all city infrastructure improvements are
constructed in a quality manner to provide reliable service for the public's immediate and long-term needs.
F-3
PUBLIC SERVICES ADMINISTRATION
EXPENDITURES BY CATEGORY
Actualropriated Amendments "Recommended' Dollar
FY 03 I AppFY 04 I
FY 04 FY 05 I Change I Change
Full-Time Equivalents 7.15 7.15 7.15
Number Category
1000-1199 Salaries&Overtime $ 245,261 $ 273,606 $ - $ 286,178 $ 12,572 5%
1200-1299 Benefits 72,546 88,508 - 103,457 14,949 17%
2000-7599 Operating 985,387 191,449 208,398 16,949 9%
8000-8999 Capital 245,426 - -
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 1,548,620 $ 553,563 $ - $ 598,033 $ 44,470 8%
EXPENDITURES BY DIVISION
Division
Number Division
4010 Public Services Admin $ 34,440 $ 34,336 $ - $ 34,867 $ 531 2%
4020 Engineering 310,565 408,435 428,850 20,415 5%
4030 Snow Removal Enfor 29,704 28,892 45,416 16,524 57%
4040 Weed Cutting Enfor - 1,700 1,700 - 0%
4050 Sidewalk Repair Program 65,890 80,200 15,700 (64,500) -80%
4060 Sidewalk&Curb Const 69,055 71,500 71,500
4070 SID Const 1,038,966 - -
Total All Divisions $ 1,548,620 $ 553,563 $ - $ 598,033 $ 44,470 8%
EXPENDITURES BY FUND
Fund
Number Fund
10 General Fund $ 447,961 $ 553,563 $ - $ 526,533 (27,030) -5%
103 Health-Medical lnsur* - - -
105 P.E.R.S. Fund* - - -
500... SID Construction 161,387 71,500 71,500
129 Special Projects - - -
900 General Fixed Asset Grot 939,272 - -
Total All Funds $ 1,548,620 $ 553,563 $ - $ 598,033 $ 44,470 8%
F-4
PUBLIC SERVICES ADMINISTRATION
FY 05 BUDGET HIGHLIGHTS
Contracted Services
DIV SHARE OF ADD'L GIS INFRASTRUCTURE LAYERS $ 2,500
CONSULTANT'S MONTHLY FEE, PAVE. MGMNT. SYSTEM 2,400
ENGN'RG SHARE COPY MACHINE MAINTENANCE CONTRACT 1,000
VEHICLE FIRE EXTINGUISHERS MAINTENANCE CONTRACT 150
CONCRETE TESTING FOR NEW SIDEWALKS AND REPAIRS 16,500
PRIVATE SHARE OF 2003 ORDERED SIDEWALK PROGRAM 70,000
CONTRACT SNOW REMOVAL 15,000
WEED REMOVAL CONTRACT 1,500
MISCELLANEOUS 100
BIKE PATHS-PER CIP 50,000
Total Contracted Services $ 159,150
FY 05 ANTICIPATED ACCOMPLISHMENTS
Transportation:
• South 19th Final Design
• Oak Street,25th to 27th Construction
• Durston Road(19th to Fowler)S.I.D.Creation
• Durston Road(7th to 19th)Final Design&Construction
• West Babcock Street Design
• Downtown Streetscape Enhancement Project
• FY 2002 Street Improvements Design&Bid
• 2002 Ordered Sidewalk Program
• 2002 Ordered Sidewalk Repair Program
• College&19th Signal MACI Funds
• Koch&19th Safety Funds
• Pavement Management System Grant Application
Wastewater:
• North Rouse Sewer Main Replacement Design
• New Hyalite View Sewer Renovations Bid and Contract Award
• Wastewater Facility Plan Supplement for EPA Grant
• WWTP Modifications
Water:
• Hyalite Transmission Main Replacement Design
• Solvent Site Payback District Creation
• Altitude Valve and Bypass Design
• Water Conservation Plan Adoption
• Lyman Ck.Reservoir Cover Bid and Award
• 2002 Water Renovations Bid and Award
• WTP Addition Construction
Landfill:
• Transfer Station Siting,Permitting and Preliminary Design
• Alternative Final Cover Design
Other:
• Bicycle facilities Upgrade Program
• Future Library Site Remediation
• Household Hazardous Waste Collection Event
• Phase 2 Stormwater Permit Application
F-5
PUBLIC SERVICES ADMINISTRATION
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Respond to customer request for services/
information. 24 Hours 95% 95% 95% 95%
City's sewer and water hydraulic models
accurate and current within 60 days of
infrastructure completion and receipt of
record drawing. 100% 70% 70% 100% 100%
New privately and publicly installed public
infrastructure improvements(water,sanitary,
and storm sewers and street)and new
right-of-way acquisition are compliant with
the applicable facility and/or master plans. 100% 100% 100% 100% 100%
Project design reviews,construction
administration and project oversight result in
public works project cost increases of less
than 5%of the total project costs,exclusive
of cost resulting from changes in project
scope. 100% 100% 100% 100% 100%
Design review and construction oversight
result in completed public infrastructure in
compliance with city and state infrastructure
standardsprior to final acceptance by city. 100% 100% 100% 100% 100%
Percent of snow removal enforcement notices
resulting in compliance I 95% 78% 83% 95% 95%
Percent of weed removal enforcement notices
resulting in compliance 95% 78% 96% 95% 95%
Efficiency Measurers FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Division administrative budget costs per$100 of
new public infrastructure installed or rehabilitated
annually.($/$100=%) 1.40% 2.15% 2.00% 2.00%
Dollars of new public inrastructure installed or
rehabilitated annually per technical FTE. ($/FTE) $2,873,125 $3,670,000 $3,000,000 $3,000,000
FTE's per 1,000 person of City population,
(Employees/1000) .39 .26 .39 .39
Number of City contracts for construction and
professional services per FTE project engineer/
Manager.(Projects/Person) 6 5 6 6
Number of Subdivision and Zone Code reviews
per project reviewer(projects/reviewer) 30.25 38 30 30
Snow Enforcement: Percent of owner
compliance(Number of owner compliance/total
comRliance notices issued=%) 78% 83% 75% 75%
Weed Control Program: Percent of owner
compliance(Number of owner compliance/total
notifications issued=% 78% 96% 80% 80%
* In FY 2000 the project assessment and reporting period was revised to run from November 1'through October 31 of each year to
correlate with the budget preparation and review cycle. Therefore,performance measurers and workload indicators reflect work
completed in the last half of each preceding and last half of each current fiscal year.
F-6
PUBLIC SERVICES ADMINISTRATION
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Infrastructure Installations Lineal Feet(LF)
Water LF 91,604 85,764 95,000 95,000
Sewer LF 84,745 75,443 80,000 80,000
Streets LF 76,840 76,181 70,000 70,000
Storm Sewer LF 26,099 21,695 20,000 20,000
Total Infrastructure In Progress ($1,000)
Consultant Contracts(Thousands) $22,985 $25,688 $25,000 $25,000
$4,558 $4,520 $4,500 $4,500
CIP Projects($1,000)* $5,779 $8,281 $13,000 $13,000
Number of Projects 5 15 15 15
Planning Related Reviews(lots) 1,694 1,606 1,600 1,600
*Figures FY 03, 04 and 05 include impact fee projects
F-7
STREETS
PROGRAM DESCRIPTION
STREET MAINTENANCE DIVISION:
The street maintenance district division accounts for the expenditure of special assessments on property in the city
for the repair and upkeep of the city's streets.
Section 7-12-4401 MCA authorizes the city to create street maintenance districts for the purpose of maintaining its
streets,alleys,and other public places.
The maintenance districts were first created during fiscal year 1990-91. Each year, assessments are levied on each
piece of property within the city limits. The assessments are placed on the property owners'SID notices each year.
The collections in November and May provide the revenues for the street maintenance district program. Any
unexpended balance will be available for reappropriation next fiscal year.
The assessment for the costs and expenses incurred in maintaining streets, alleys, and other public places within the
maintenance district is assessed against each lot or parcel within the district for that part of the cost which its
assessable area bears to the assessable area of the entire district, exclusive of streets, avenues, alleys, and public
places.
GAS TAX DIVISION:
The gas tax division accounts for the expenditure of the city's share of state collected gas tax funds allocated to the
city by the Montana Department of Transportation.
Section 15-70-101 MCA provides that the Montana Department of Transportation shall allocate gas tax revenues to
cities, towns, and counties. One-half of the city's allocation is based on population and one-half is based on street
and alley mileage.
The funds may be used only for construction, reconstruction, maintenance, and repair of streets and alleys. The
funds may not be used for equipment purchases.
The goal of the street maintenance division is to help provide for a network of safe roadways for the traveling public.
To provide access to desired destinations such as emergency services, schools, employment, shopping, community
services, or other facilities in a quick, convenient, safe and comfortable manner for all population groups in the
community with a minimum of harmful effects on the environment.
F-8
STREETS
MAJOR OBJECTIVES
• To implement an efficient pavement management plan,which would help develop yearly maintenance programs
for failing street infrastructure.
• To develop and design efficient truck by-pass routes and effective arterial and collector street networks for
moving traffic through the city.
• To maintain streets and alley right-of-ways to allow traffic to move in a safe and prudent manner.
• To improve the quality of summer and winter street maintenance work to resolve traffic congestion and vehicle
movements by implementing better street routing and signalization procedures.
F-9
STREETS
EXPENDITURES BY CATEGORY
Actual Appropriated AmendmentsRecommends Dollar
FY 03 FY 04 I FY 04 I FY 05 I Change I Change'
Full-Time Equivalents 13.62 13.62 13.62
Number Category
1000-1199 Salaries&Overtime $ 505,192 $ 528,981 $ - $ 543,654 $ 14,673 3%
1200-1299 Benefits 157,530 204,360 223,064 18,704 9%
2000-7599 Operating 939,035 2,475,956 2,664,226 188,270 8%
8000-8999 Capital 643,051 5,716,920 232,544 (5,484,376) -96%
9000-9699 Debt Service - 3,500 - (3,500) -100%
9900-9999 Transfers - - -
Total All Categories $ 2,244,808 $ 8,929,717 $ - $ 3,663,488 $ (5,266,229) -59%
EXPENDITURES BY DIVISION
Division
Number Division
4110 Street Operations $ 1,307,498 $ 6,889,718 $ - $ 1,502,978 $ (5,386,740) -78%
4120 Street Maintenance 488,044 539,283 590,420 51,137 9%
4130 Street Construction 247,326 1,280,016 1,358,790 78,774 6%
4140 Snow&Ice Removal - - -
4150 Street Lighting 195,900 150,000 150,000 - 0%
4171 Traffic Signs&Markers 6,040 70,700 61,300 (9,400) -13%
Total All Divisions $ 2,244,808 $ 8,929,717 $ - $ 3,663,488 $ (5,266,229) -59%
EXPENDITURES BY FUND
Fund
Number Fund
111 Street Maintenance Distrit $ 949,925 $ 1,383,806 $ - $ 1,534,083 150,277 11%
10 General Fund - 30,515 30,515 - 0%
110 Gas Tax Apportionment 629,659 522,000 572,000 50,000 10%
108 Community Transportatio 2,249 629,076 697,746 68,670 11%
109 Highway Safety lmproverr - 18,100 18,100 - 0%
114 Street Impact Fee 44,130 5,545,280 - (5,545,280) -100%
511....538 G.O.Transportation Bonc 229,084 - - -
105 P.E.R.S. Fund* - - - -
146...201 Lighting Districts 143,429 150,000 150,000 - 0%
129 Special Projects 3,000 650,940 661,044 10,104 2%
130 ADA -
900 General Fixed Asset Grot 243,332
Total All Funds $ 2,244,808 $ 8,929,717 $ - $ 3,663,488 $ (5,266,229) -59%
F-10
STREETS
FY 05 BUDGET HIGHLIGHTS
Highway
Contracted Services SMD Gas Tax Safety CTEP Total
MISCELLANEOUS 30,550 2,000 32,550
CHIP SEAL, MILL&OVERLAY PROJECTS 280,000 280,000
WHEELCHAIR RAMP INSTALLATIONS 38,000 38,000
SIGNAL LIGHT IMPROVEMENT PROJECTS 10,000 10,000
THERMO-PLASTIC LANE MARKING PROJECTS 10,000 10,000
CURB&GUTTER REPAIR/REPLACEMENT 59,500 59,500
SNOW REMOVAL 30,000 30,000
CONTRACT OUT VARIOUS SIGNAL LIGHT 8,000 8,000
LANE MARKING/PAINTING BY MDOT 6,500 6,500
CONTRACT OUT 20 MILES STRIPPING 6,000 6,000
BICYCLE INFRASTRUCTURE 53,025 53,025
HISTORIC SCHOOL REHAB 136,000 136,000
MILWAUKEE RD RAIL TRAIL 228,036 228,036
EMERSON CTR LIGHTING 40,000 40,000
HISTORIC LIGHTING 90,200 90,200
PARK LANDSCAPING 115,000 115,000
2001 CURB RAMPS 66,000 66,000
UNSPECIFIED PROJECTS 18,100 18,100
STORM WATER FACILITY PLAN 75,000 75,000
SHARE OF IMPACT FEE LAWSUIT LEGAL I 11,200 11,200
Total Contracted Services $ 137,250 429,500 18,100 728,261 1,313,111
Capital
REPLACE 1986 DUMP TRUCK $ 108,160
REPLACE 1984 STREET SWEEPER 124,384
Total Capital $ 232,544
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Feasibility study of odd/even parking in residential areas to ease snow plowing.
• Paving of city parking lots with recycled asphalt for dust control and ease of maintenance.
• Application of dust suppressant at the WTP and WWTP.
• Expand the use of alternative fuels in our fleet.
• Start the implementation of Phase II Storm Water minimum control measures.
• Continue to work with the Gallatin County Road Department to the benefit of all of our citizens.
F-11
STREETS
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Percentage of Pothole Repairs still holding 6
months later:
Summer Patches(Target 90%) 90% 100% 99% 90% 90%
Winter Patches/Target 50%) 50% 65% 40% 30% 30%
Percentage of ci izen-called-in Pot holes repaired
within: (Target 7 working days) 90% 100% 100% 100% 100%
Percentage of Drivers who feel driving conditions
are generally safe in the(Survey Results)
In City Limits of Bozeman 80% N/A 90% 80% 80%
In their own Neighborhoods 80% N/A 95% 80% 80%
Percentage of Priority Routes completed(Target
—Plowed&Sanded within 4 hours of notification
—4 person crew
Priority#1 100% 100% 100% 100% 100%
Priority#2 100% 100% 100% 100% 100%
Priority#3 100% 95% 95% 100% 100%
Percentage of Residential Streets completed
(Target—Plowed&Sanded within 5 days after
snowfall ceases—4-person crew 100% 80% 80% 75% 70%
Respond to emergency calls within 1 hour of
notification(weekdays) 100% 100% 100% 100% 100%
Percentage of weed mowing completed within 3
weeks of startup , arget 100%initial mowing) 100% 85% 85% 80% 85%
Percentage of citizens rating street cleanliness
as satisfactory(Target 90%-Results of Survey) 90% N/A 80% 80% 80%
Performance Measurers reported on a calendar yelir basis.
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Labor hours per pothole repair(Target)<.50
.50 .55 .60 .60 .60
Repair pot holes&Other Road Hazards—Target
• Repair Pothole>3"deep&6"wide within 2
working days of notification 2 1 2 2 2
• Repair Pothole<3"deep&6"wide within
10 working days of notification 10 10 10 8 7
Shoulder blocks of Right-of-way mowed per day
(Target 20—25) 20-25 20 20 22 22
Alley blocks cleared of brush&debris per day
(target 15-20 w/3-person crew) 15-20 20 20 20 20
Graveled streets graded
Target 1.0 labor-hours/1,000 lineal Feet or 1,000
lineal Feetper hour 1,000 850 850 900 900
Alley blocks graded and surface material placed
per day(Target 8-10/,krader) 8-10 10 10 12 12
Crack sealing of asphalt streets—lineal feet per
labor hour(Target 80-90) 80-90 120 100 100 100
Curb miles o{streets swept per day(Target 35-
40/sweeper) 35-40 45 50 50 50
Streets plowed and sanded
• (Target 1.75 labor-hours/lane mile or 14
lane-miles/hr. [normal snowfall] 14 14 14 14.5 14.5
• (Target 1.25 labor-hours/lane mile or 10
10 10 10 10.5 10.5
F-12
STREETS
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Street&Alley Mileage 149 149 172 185
Lineal Feet of Curb Replaced 160 562 275 300
#of Wheelchair Ramps Installed 10 20 29 30 I
Miles Chip Sealed 5.6 0 6 7
Miles Paved (Includes Asphalt Millings) 1 1 I 1.8 2
Miles Graveled 1 2 I 3 3
Miles of Street Millin. 1.3 1.6 1.8 2 I
Lbs of Crack Sealer Used 8370 7980 5580 6000
#of Signs Installed 309 310 370 430
Lane Miles Painted 24 36.6 38 40
Lane Miles Plowed and Sanded 903 910 920 950 I
Miles of Crosswalks Painted* 6 .6 .6 .4
Miles of Crosswalk Tape A�plied 1508 If 1557 If 1600 If 1600 If
Miles of Yellow Curb l3ainfed 13 13.5 13.5 14
Number of Storm Inlets maintained 5350 5350 5350 5350
Number of Storm Manholes Maintained 340 340 340 340
Curb Miles of Streets Swept 9780 8590 8883 9000
Signal Lights Maintained 5 5 53 55
Flashin Yellow Li hts Maintained 2 2 10 12
Tons of rush Collected 175 180 136.2 140
Tons of Leaves Collected 408 410 368 410
Frequency of Residential Streets Swept 2 2 2 2
Street Closures for Sgecial Events 7 14 20 22
Miles of Creek Maintained 1 1 1 1
* Generally,all future crosswalks will be constructed w th tape instead of pa nt
F-13
WATER PLANT
PROGRAM DESCRIPTION
The water plant budget unit accounts for the costs associated with maintaining a quality drinking water supply for the
City of Bozeman.
The City of Bozeman has two treatment plants:The 15 MGD Sourdough Plant and the 1 MGD Lyman Creek Plant.
The water plant was completed in 1983 and had a rated capacity of ten million gallons per day. The water plant was
expanded during FY 93 to add an additional five million gallons per day for a total capacity of 15 million gallons per
day.
Major operating expenses of the water plants include staffing,chemicals and utilities. The plants are operated 24
hours per day, 365 days per year.
A corrosion control building and system to halt lead and copper corrosion in the distribution system was completed in
1998. A new sludge drying bed to replace older inadequate beds was completed in 1998.
The Lyman Creek WTP is undergoing a 2.6 million dollar upgrade in 2003-04,which includes a roof and a liner for the
5 million gallon reservoir,a new building for operation,chlorine and fluoride addition, radon removal, and an effluent
water quality monitoring building.The system should be on-line in the Spring of 2004.
In August of 2000 the Reservoir Division was switched from Water Operations to WTP; includes:
A. Lyman Creek
1. water plant
2. 5 million gallon reservoir
3. watershed
4. raw water transmission lines
B. Sourdough (Bozeman)Creek
1. watershed
2. diversion structure
3. raw water transmission line
C. Hyalite Creek
1. watershed
2. diversion structure
3. raw water transmission line
D. Hilltop 2 million gallon reservoir
E. Sourdough 4 million gallon reservoir
F. 3 certified Water System Operators
F-14
WATER PLANT
MAJOR OBJECTIVES
Mission: to protect the public health through optimization of the water treatment plants.
• To maintain high-quality drinking water of low turbidity,void of contaminants.
• To meet the water supply demands of the city of Bozeman.
• Monitor and maintain w ater t reatment plant facilities to insure c urrent n eeds are met and t o a nticipate future
water quality and quantity needs.
F-15
WATER PLANT
EXPENDITURES BY CATEGORY
I ActualFY03 AppropriatedFY04 m) AendmentsFY04 RecoFY 0mmends5 Dollar °/U
I Change I Change
Full-Time Equivalents 9.27 9.27 9.27
Number Category
1000-1199 Salaries&Overtime $ 364,071 $ 379,834 $ - $ 390,934 $ 11,100 3%
1200-1299 Benefits 114,411 139,699 158,790 19,091 14%
2000-7599 Operating 644,624 839,354 - 803,143 (36,211) -4%
8000-8999 Capital 2,378,202 2,821,520 - (2,821,520) -100%
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 3,501,308 $ 4,180,407 $ - $ 1,352,867 $ (2,827,540) -68%
EXPENDITURES BY DIVISION
Division
Number Division
4610 WTP Operations 1,033,789 $ 1,278,812 $ - $ 1,244,194 $ (34,618) -3%
4620 WTP Construction 2,369,739 2,797,600 - (2,797,600) -100%
4630 WTP Reservoirs 97,780 103,995 - 108,673 4,678 4%
Total All Divisions $ 3,501,308 $ 4,180,407 $ - $ 1,352,867 $ (2,827,540) -68%
EXPENDITURES BY FUND
Fund
Number Fund
600 Water fund $ 3,501,308 $ 4,180,407 $ - $ 1,352,867 $ (2,827,540) -68%
610 Water Impact Fees -
Total All Funds $ 3,501,308 $ 4,180,407 $ - $ 1,352,867 $ (2,827,540) -68%
F-16
WATER PLANT
FY 05 BUDGET HIGHLIGHTS
Contracted Services
AUDIT COST ALLOCATION $ 2,400
INTERIOR WATER CONSERVATION PROGRAM 9,000
ALARM SYSTEMS 4,950
MAIL SERVICE 1,400
JANITORIAL, LAWN CARE,AND WEED CONTROL 9,225
SEVERAL SECURITY RELATED JOBS: FENCE,GATES,ETC. 20,000
LABORATORY TESTING 22,000
SCUBA INSPECTION OF WATER TANKS 5,000
SIDEWALK CONSTRUCTION AT LYMAN CREEK WTP 3,500
DAM MAINTENANCE 4,800
CONSUMER CONFIDENCE REPORT PRINTING&STUFFING 3,000
SAFE DRINKING WATER ACT CONSULTANT 1,000
WATER FACILITY PLAN CIP-SHARED WITH WATER OPS(REBUD) 125,000
Total Contracted Services $ 211,275
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Provide adequate quantity and quality water with zero State of Federal violations to our customers
• Continue pilot testing with our "Contact Adsorption Clarifier"pilot plant,as a first step for the design of a new
Water Treatment Plant to be built in the future
• Replace the WTP chlorine solution water pump and motor
• Get the Lyman Creek WTP on—line and optimized for best quality and quantity of water
• Replaced existing building exterior lighting with more efficient less sky polluting models to increase security
• Install 2 new WTP effluent valves in the transmission main
• Install a new WTP 36"influent valve flow controller
• Finish the third and final phase of replacing the filters 1-8 effluent control valves
• Continue the optimization of the Sourdough WTP
• Construct a new Hyalite Raw Water Transmission main.
• Install a Fluoride analyzer at the Sourdough WTP
• Complete the newest Water Facility Plan
• Inspect the interior of the 4 water reservoirs using SCUBA contractors
F-17
WATER PLANT
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Provide adequate drinking and fire fighting
water in reserve tanks:
Requires 40%tank reserves 100% 100% 100% 97% 100%
Maintain fluoride level in distribution system
between.85 and 1.25 PPM daily average 100% 95% 94% 95% 100%
Maintain chlorine residual according to EPA
requirements for inactivate Giardia cysts 100% 100% 100% 100% 100%
Optimize water quality by maintaining lowest
possible WTP effluent NTU:
(state requirement<.3 NTU) 100% 100% 100% 100% 100%
WTP daily average WTP Goal=<0.11 98% 99% 100% 99% 100%
WTP High daily individual filter WTP Goal=<0.21 98% 100% 100% 99% 100%
Unscheduled repair/maintenance completed
within 2 weeks(dependent on vendor schedule) 90% 94% 95% 96% 96%
Scheduled repair/maintenance completed
within 7 days 95% 98% 97% 98% 98%
Maintain operator certificationl0 hrs training/yr 100% 100% 100% 100% 100%
Sample and test distribution system water quality .
per state and federal requirements: 100% 100% 100% 100% 100%
>10,000 tests/year
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
$'s/million gallons of water treated
(Highly dependent upon the weather) $588 $560 $571 $579
Plant capacity ppr day 15mg/day
Maximum per day
Million gallons 9.780 11.181 11.224 11.265
Average per day
Million gallons 4,743 5.216 5.236 5.255
Total per year
Gallons 1,696,000,000 1,904,000,000 1,911,000,000 1,918,000,000
I I I
F-18
WATER PLANT
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Estimate of Average Hours per Day of:
Plant Operation 23.1 23.2 23.2 23.2
Repair and Maintenance 8.6 8.7 8.8 8.8
Laboratory Analysis&Collection 7.7 7.7 8.0 8.0
Monitor Water Quality: Sourdough & 24.0 24.0 24.0 24.0
Lyman Creek WTP's.
Diversion&Reservoir Monitorings 2.0 2.5 2.5 2.5
Continuous Monitoring Includes: 1)WTP's Influent&Effluent Flow rate;2)Filters#1 -#12 effluent tur)idity; 3)WTP's
Effluent Turbidity;4)WTP's Chlorine Residual; 5)First Service Chlorine Residuals; 6)Raw Water Flow Rate;7)Raw
Water Turbidity;8)2 MG+4 MG +5 MG Water Tank Levels;9)Clear Well Level; 10)Coagulant and Coagulant Aid
(Chemical Dosages); 11) Effluent pH Level
FY-04 increases are due to the Lyman Creek Water Plant coming on-line after 5.5 years running minimally but off-
line.
F-19
WATER OPERATIONS
PROGRAM DESCRIPTION
The water operations budget unit accounts for the costs associated with operation and maintaining the city's water
transmission and distribution system.
The water operations division is responsible for maintenance and repair of existing water lines and appurtenances,
overseeing installation of new lines, and reading all meters monthly.
The division maintains the entire water distribution system,ever mindful of its integrity and serviceability while
maintaining potable water through this system.
F-20
WATER OPERATIONS
MAJOR OBJECTIVES
• To maintain the City's water distribution system including mains,fire hydrants,valves, meters, raw water
transmission mains,and pressure reducing vaults.
• To repair and replace water infrastructure as needed: hydrants,mains,valves, etc.
• To inspect all new infrastructure following installation prior to acceptance.
• Maintain a valve replacement program for leaky or inoperative valves.
• Maintain a Valve Exercise Program—operating approximately 50%of all valves annually.
• Maintain an effective water main directional flushing program in conjunction with a fire hydrant operation.
• To flush 25% of all fire hydrants annually.
• To inspect all new water service installations in a timely manner.
• To replace service lines as needed.
• To continue a curb stop verification and serviceability program for customer service lines.
• To accurately read all meters monthly.
• To resolve meter reading problems on a timely basis.
• To institute and maintain a Backflow prevention and testing program.
• To respond to water distribution problems 24 hours a day 7 days a week.
• To develop and maintain a comprehensive and cost effective security system for our water distribution
system.
F-21
WATER OPERATIONS
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments mmende Dollar
FY 03 I FY 04 Reco
FY I4 I FY 05 I Change I Change
Full-Time Equivalents 14.12 14.12 14.12
Number Category
1000-1199 Salaries&Overtime $ 504,814 $ 536,913 $ - $ 541,736 $ 4,823 1%
1200-1299 Benefits 159,725 198,971 218,997 20,026 10%
2000-7599 Operating 1,033,665 712,863 - 819,735 106,872 15%
8000-8999 Capital 1,309,357 789,200 107,078 (682,122) -86%
9000-9699 Debt Service 498,694 504,422 497,624 (6,798) -1%
9900-9999 Transfers - - -
Total All Categories $ 3,506,255 $ 2,742,369 $ - $ 2,185,170 $ (557,199) -20%
EXPENDITURES BY DIVISION
Division
Number Division
5010 Water Operations $ 2,380,106 $ 2,394,035 $ - $ 1,816,265 $ (577,770) -24%
5020 Utility Locates 62,666 35,465 43,488 8,023 23%
5030 Water Services 40,126 35,000 35,000 - 0%
5040 Water Construction 785,517 - -
5050 Reserviors 9 - - -
5060 Meter Reading 209,270 246,469 259,017 12,548 5%
5070 Hydrants 18,168 18,400 18,400 - 0%
5080 Water Valves 5,274 8,000 8,000 - 0%
5090 Main Repairs 5,119 5,000 5,000 - 0%
Total All Divisions $ 3,506,255 $ 2,742,369 $ - $ 2,185,170 $ (557,199) -20%
EXPENDITURES BY FUND
Fund
Number Fund
600 Water Fund $ 3,470,685 $ 1,977,969 $ - $ 2,185,170 $ 207,201 10%
610 Water Impact Fees 35,570 764,400 - (764,400) -100%
Total All Funds $ 3,506,255 $ 2,742,369 $ - $ 2,185,170 $ (557,199) -20%
F-22
WATER OPERATIONS
FY 05 BUDGET HIGHLIGHTS
The budget includes:
Contracted Services
LEGAL FEES,DRUG AND HEARING TESTS $ 5,100
TROUBLE SHOOT LIFT STATION ALARMS; RADIO REPAIR 19,900
FIRE SUPPRESSION SYSTEMS(FIRE EXTINGUISHERS) 700
LEAK DETECTION EXPANSION 15,000
CIP ENGINEERING COSTS 100,000
SCADA SECURITY MOTION SENSOR 1,000
ONE CALL LOCATORS SERVICE 2,000
SHARE OF IMPACT FEE LAWSUIT LEGAL FEES 7,500
WATER FACILITY PLAN-SHARED WITH WTP(REBUD) 75,000
Total Contracted Services $ 226,200
Capital
BACKHOE LOADER TO REPLACE 1995 JOHN DEERE BACKHOE $ 107,078
FY 05 ANTICIPATED ACCOMPLISHMENTS
2004 Projected 2005 Projected
• Water Service Inspections 325 335
• Water Valves Replaced 12 12
• Water Valve Box Repairs 42 40
• Percentage of Water Valves Operated 50% 50%
• Fire Hydrants Replaced 6 6
• Fire Hydrants Repaired 12 12
• Fire Hydrants Flowed 400 416
• Water Main Repairs 6 8
• Water Service Repairs 15 15
• Renewed Water Services 8 10
• Water Main Taps 30 35
• Curb Box Repairs 120 130
• Meters Replaced/Repaired 80 100
• Meters Modified to Radio system 3394 0
• Emergency Call Outs 70 75
F-23
WATER OPERATIONS
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Repair main breaks/leaks within four hours of
discovery 100% (5)100% (5)100% (5)100% o
Operate every valve (5)100/o
100% 35% 50% 50% 50%
Operate every Fire Hydrant(recommended bi-
annually) 100% 8% 25% 25% 25%
Flush every main(recommended annually) 100% 8% 25% 25% I 25%
I I
Read every meter once per month 100% 95% 96% 99% 99%
I I
Recall on meter rea�jrgs 200 250 I 10 10
Damage o other(AIM ies 0 0 I 0 0
New Water Service Inspections 2 Hr X 1 with 4
hr Response 98+% 99% 99% 99%
Efficiency Measurers FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
MH cost per hydrant flow
(6 hyds x 2 menper hr)Per Hydrant+Material (56)7.02 (250)$7.25 (250)$7.61 (250)$7.99
MH cost per hydrant replace
(3 men x 7 hrs)Per Hydrant+Material $1,885.39 $1,900.00 $1,900.00 $1,900.00
MH cost per hydrant repair
(2 men x 3 hrs)Per Hydrant+Material $326.59 (15)$240.00 (12)$252.00 (12)$252.60
I I I
MH cost per valve box repair
12 men x 4 hrsi+Material $172.80 (40)$175.00 (42)$183.75 (40)$192.93
MH cost per va ve op.Area
(2 men x 14 hrs) $619.09 $643.85 $676.04 $709.84
MH cost per curb box repair
(2 men x hrs)+Material $120.00 (170)$124.80 (120)$131.0 (130)$137.59
4
MH cost per water service repair
(3 men x 6 hrs)+Material $333.30 (20)$500.00 (15)$525.00 (15)$551.25
IV1H cost per water main repair
(4 men x 7 hrs)+Material $460.09 (13)$750.00 (6)$787.50 (8)$826.87
MH cost per renewed water service
(3 men x 6 hrs)+Material $662.34 (15)$950.00 (8)$997.50 (10)$1047.37
Insect within 2 hr call I $21.60 $22.46 I $23.58 I $24.75 1
1 Man X 1 Hr. X260 X357 X325 X335
F-24
WATER OPERATIONS
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
New Service Main Taps 21 J 28 I 30 35
Renewal Service Insfallations 21 I 15 f 8 10
Meter Replacement/Repair 0 I 0 I 100 100
Valve Operation 35% 50% I 50% 50%
One-Call Location Request I 3,270 3,458 I 3,500 3,400
Hydrant Flushing 8% 25% 25% 325%
Hydrant Re lacement 7 I 5 6 6
New Water service Line Inspections 293 I 357 325 I 335
Water Main Repairs I 13 13 I 6 8
Fire Hydrant Ra airs I 13 15 12 12
Water Main Valves Re laced 2 I 5 12 I 12
Water Main Valve Box Repairs 42 I 40 42 I 40
Water Service Line Repairs 22 20 15 15
Curb Box ReQairs 177 121 I 120 130
Meter Radio Conversion 3394 7500 I 0 0
F-25
WASTEWATER OPERATIONS
PROGRAM DESCRIPTION
The wastewater operations budget unit accounts for the costs associated with providing and maintaining a wastewater collection
system for the city.
The wastewater operations division maintains a program of inspecting,cleaning, root cutting repairing mains,manholes,and
installing new wastewater stubs.
The wastewater operations division along with the engineering department operates a sewage pretreatment program. The program
is designed to reduce the level of pollutants discharged by industry and other non-domestic wastewater sources into the City of
Bozeman municipal sewer system, and thereby,reduce the amount of pollutants released into the environment through wastewater.
The objectives of the program are to protect the Publicly Owned Treatment Works(POTW)from pollutants that may interfere with
plant operation,to prevent pollutants that may pass through untreated from being introduced into the POTW,and to improve
opportunities for the POTW to reuse wastewater and sludges that are generated.
The television inspection division maintains a program of inspecting all new sanitary sewer infrastructure to be accepted by the City
of Bozeman. This division inspects existing infrastructure to determine deficiencies and recommend repairs and prioritize capital
improvements. This enables us to minimize emergency callouts and customer service problems.
F-26
WASTEWATER OPERATIONS
MAJOR OBJECTIVES
• To adequately maintain the City's wastewater system including manholes, wastewater collection and
transmission systems, and lift stations.
• To inspect businesses and restaurants on a quarterly basis along with the engineering department to ensure
compliance with the city's sewage discharge requirements.
• To flush our entire collection system annually,minimizing stoppages.
• To televise the existing sewer infrastructure to determine problems and the overall condition of sewer mains.
This enables us to make needed repairs in a timely manner and prioritize renovation projects funded through
CIP.
• To control root intrusion with an aggressive root cutting program.
• To repair breakdowns in mains.
• To rebuild/replace manholes as needed.
• To televise and inspect all new infrastructure following installation prior to acceptance.
• To replace service lines as required due to deficiencies caused by age,roots,etc.
• To tap new service lines for contractor installation.
• To respond to sanitary sewer problems 24 hours a day 7 days a week.
F-27
WASTEWATER OPERATIONS
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommends Dollar
FY 03 FY 04 I FY 04 I FY 05 I Change I °/n Change
Full-Time Equivalents 7.75 7.75 7.75
Number Category
•
1000-1199 Salaries&Overtime $ 213,768 $ 308,883 $ - $ 303,651 $ (5,232) -2%
1200-1299 Benefits 69,472 108,739 122,724 13,985 13%
2000-7599 Operating 699,137 555,361 458,722 (96,639) -17%
8000-8999 Capital 1,295,284 2,292,073 3,372,284 1,080,211 47%
9000-9699 Debt Service - - -
9900-9999 Transfers 389,087 - -
Total All Categories $ 2,666,748 $ 3,265,056 $ - $ 4,257,381 $ 992,325 30%
EXPENDITURES BY DIVISION
Division
Number Division
5210 Wastewater Operations $ 1,398,760 $ 3,191,191 $ - $ 4,182,346 $ 991,155 31%
5220 Utility Locates 19,829 31,365 32,335 970 3%
5230 Wastewater Services 4,361 4,000 4,000 - 0%
5240 Wastewater Construction 1,207,151 - -
5250 Manholes 25,214 25,000 25,000 - 0%
5260 Televising 10,521 5,500 5,700 200 4%
5270 Flushing Operations - - -
5280 Main Repairs 912 8,000 8,000 - 0%
Total All Divisions $ 2,666,748 $ 3,265,056 $ - $ 4,257,381 $ 992,325 30%
EXPENDITURES BY FUND
Fund
Number Fund
620 Waste Water $ 1,880,082 $ 2,227,344 $ - $ 4,257,381 $ 992,325 45%
630 Waste Water Impact Fee 38,492 1,037,712 - (1,037,712) -100%
621 EPA Fund 748,174 - -
179 Diaster Relief - - -
Total All Funds $ 2,666,748 $ 3,265,056 $ - $ 4,257,381 $ 992,325 30%
F-28
WASTEWATER OPERATIONS
FY 05 BUDGET HIGHLIGHTS
Contracted Services
DOT PHYSICALS AND TESTING,CONSULTANT FEES MISC $ 5,000
AUDIT FEES 2,057
WASTEWATER FACILITY PLAN-SHARED WITH WWTP(REBUD) 75,000
ENVIRONMENTAL ENGINEERING COSTS 17,500
LIFT STATION MAINTENANCE CONTRACTS 6,000
DEQ OVERSIGHT 13,500
DEQ GROUNDWATER MONITORING 19,250
TEMP SERVICES, HAZ.MAT.DISPOSAL ETC. 2,000
SHARE OF IMPACT FEE LAWSUIT LEGAL FEES 9,500
ONE CALL LOCATORS SERVICE 1,500
Total Contracted Services $ 151,307
Capital
REPLACE 1995 VAC CON FLUSHER TRUCK $ 266,074
REPLACE DIAL-UP TELEMETRY AT BURRUP LIFT STATION 6,210
SEWER MAIN REPLACEMENT: N ROUSE-BABCOCK TO GRIFFIN 3,100,000
FY 05 ANTICIPATED ACCOMPLISHMENTS
2004 Projected 2005 Projected
■ Water Service Inspections 325 335
■ Water Valves Replaced 12 12
• Water Valve Box Repairs 42 40
• Percentage of Water Valves Operated 50% 50%
• Fire Hydrants Replaced 6 6
• Fire Hydrants Repaired 12 12
■ Fire Hydrants Flowed 400 416
• Water Main Repairs 6 8
• Water Service Repairs 15 15
• Renewed Water Services 8 10
■ Water Main Taps 30 35
• Curb Box Repairs 120 130
• Meters Replaced/Repaired 80 100
• Meters Modified to Radio system 3394 0
• Emergency Call Outs 70 75
F-29
WASTEWATER OPERATIONS
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Flush every main in city 74 Miles 100 Miles 90 Miles 95 Miles
(trunk line not included) Once/year
Root cut affected mains in city 40 Miles 40 Miles 35 Miles 35 Miles
(do not root cut PVC only root cut in areas Once/year
with large trees)
Respond to sewer backup calls 12 Calls 10 Calls 20 Calls 20 Calls
(normally on scene within 30 minutes) Within 30 100% 100% 100% 100%
Min
Install new service within 10 working days 27 22 20 20
(dependent on owner readiness) 100% 100% 100% 100% 100%
TV inspection of new mains prior to 4.5 Miles 5 Miles 7 Miles 6 Miles
acceptance(we will televise all our new 100% 100% 100% 100% 100%
infrastructure to determine the quality of
installation)
Efficiency Measurers FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
MH cost per mile/TV inspection
(12 hrs per mile)(old Infrastructure) $518.40 $526.40 $523.68 $549.86
MH cost per sewer repair 24 10 20 20
(3 men x 7 hrs) $599.00 $453.00 $458.00 $480.00
MH cost per new sewer tap 20 20
(2 men x 1 hr) $43.64 $45.82
MH cost per manhole repair 23 20 6 8
(2 men x 12 hrs+Material) $312.67 $518.4.00 $523.00 $549.00
I I I
MH cost per sewer backup call 12 22 20 20
(2men x 2 hrs) $86.40 $86.40 $87.28 $91.64
Manhole Ring and Cover Replacement 10 15 15 15
4 hr.X 2 men per manhole $470.00 $172.80 $174.56 $183.28
F-30
WASTEWATER OPERATIONS
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Main Line Flushing 74 Miles 94 Miles 90 Miles 95 Miles
Manhole Inspection (ring/lid/steps) 64% 86% 100 % 100%
Main Line Root Cutting
40 Miles 27 Miles 35 Miles 35 Miles
Main Line Inspection TV 4.5 Miles 5 Miles 7 Miles 8 Miles
Manhole Ring Replacement/Overlay Proj 10 15 15 15
New Infrastructure TV 4.5 Miles 7 Miles 1 7 Miles 6 Miles
Sewer Manhole Repairs 22 20 I 6 I 8
Main Line Reairs 24 20 I 2020
New Service Taps 27 33 I 20 I 20
F-31
WASTEWATER PLANT
PROGRAM DESCRIPTION
The wastewater plant budget accounts for the costs associated with the treatment of the City's domestic,commercial,and industrial
wastewater. The Bozeman Wastewater Treatment Plant (WWTP)is an award-winning facility that serves to protect and enhance
the East Gallatin River.
The purpose of the wastewater treatment facility is to ensure environmental quality by discharging treated water that meets or
exceeds State and Federal environmental standards. Through its beneficial reuse program,the Bozeman WWTP also maintains
compliance with EPA Part 503 biosolids regulations. All plant biosolids are thoroughly digested,and then land applied as a
beneficial fertilizer.
As identified in the City capital improvements program(CIP),the Bozeman wastewater treatment facility is scheduled to undergo
several significant upgrades over the next 5 years to keep pace with the growing demand for wastewater services in our community.
Whenever possible,these plant improvements will be funded,in part,by grants from the U.S.Environmental Protection Agency.
The City currently has no outstanding indebtedness related to the wastewater treatment plant.
F-32
WASTEWATER PLANT
MAJOR OBJECTIVES
■ To protect and improve the water quality of the East Gallatin River.
■ To consistently achieve full compliance with all aspects of the City's National Pollutant Discharge Elimination
System (NPDES)permit administered by the State of Montana.
• To maintain the mechanical reliability of the wastewater treatment facility to ensure uninterrupted operations.
■ To optimize the operational reliability of the wastewater treatment facility.
• To comply with all EPA 503 biosolids land application requirements and regulations.
• To minimize unpleasant odors.
F-33
WASTEWATER PLANT
EXPENDITURES BY CATEGORY
Actual Appropriated Amendments Recommends Dollar
FY 03 I FY 04 I FY 04 I FY 05 I Change I Change
M
Full-Time Equivalents 15.87 14.87 14.87
Number Category
1000-1199 Salaries&Overtime $ 545,543 $ 563,460 $ - $ 607,893 $ 44,433 8%
1200-1299 Benefits 173,223 208,584 - 230,648 22,064 11%
2000-7599 Operating 855,101 727,977 3,242,835 2,514,858 345%
8000-8999 Capital 2,375,275 22,000 108,630 86,630 394%
9000-9699 Debt Service - - -
9900-9999 Transfers 1,106,394 - -
Total All Categories $ 5,055,536 $ 1,522,021 $ - $ 4,190,006 $ 2,667,985 175%
EXPENDITURES BY DIVISION
Division
Number Division
5610 WW Plant Operations $ 1,192,439 $ 1,313,675 $ - $ 1,590,442 $ 276,767 21%
5620 Laboratory 126,739 143,221 152,664 9,443 7%
5630 Sludge Injection 150,787 65,125 52,900 (12,225) -19%
5640 Pretreatment - - - -
5650 WW Plant Construction 3,585,571 2,394,000 2,394,000
Total All Divisions $ 5,055,536 $ 1,522,021 $ - $ 4,190,006 $ 2,667,985 175%
EXPENDITURES BY FUND
Fund
Number Fund
620 Waste Water $ 2,419,439 $ 1,522,021 $ - $ 3,627,574 $ 2,667,985 175%
621 EPA Grant 2,636,097 - -
630 - 562,432 562,432
Total All Funds $ 5,055,536 $ 1,522,021 $ - $ 4,190,006 $ 2,667,985 175%
F-34
WASTEWATER PLANT
FY 05 BUDGET HIGHLIGHTS
Contracted Services
SEVERAL MISCELLANEOUS CONTRACTS $ 9,400
AUDIT COSTS 2,057
DOT AND PRE-EMPLOYMENT TESTING 800
FIRE SUPPRESSION AND BOILER INSPECTION 500
MPDES PERMIT NEGOTIATION WITH DEQ 18,000
USGS RIVER GAUGING STATION CONTRACT 6,500
EPA 503 SOIL TESTING REQUIREMENTS 1,500
ENERGY LABS,INC.(OUTSIDE ANALYTICAL LAB TESTING) 6,500
CONSTRUCT CLARIFIER, PVC AIR SYSTEM, SCADA SYSTEM* 1,867,000
ENGINEERING FOR PREVIOUS PROJECT 260,000
CONSTRUCT EQUIPMENT STORAGE BUILDING 155,000
DESIGN UV DISINFECTION SYSTEM AND STORAGE BUILDING 112,000
WASTEWATER FACILITY PLAN-SHARED WITH WASTEWATER OPER/ 125,000
TOTAL CONTRACTED SERVICES $ 2,564,257
* Includes$562,432 of impact fees.
Capital
CIP: REPLACE 1988 CHEVY S-10 BLAZER $ 34,000
CIP: REPLACE 1982 FORD TRACTOR AND MOWER 74,630
Total Capital $ 108,630
FY 05 ANTICIPATED ACCOMPLISHMENTS
• We expect to complete the installation of a plant-wide Supervisory Control and Data Acquisition (SCADA)
system that will track the status of all plant equipment,control systems,instrumentation and alarms.
• We expect to complete the construction of a new 4th final clarifier.
• We will be installing a new Auger-Monster bar screen and conveyor system in the pre-treatment building.
• We will be replacing the PVC air grid system in all four aeration basins.
• We plan to install new dissolved oxygen metering equipment in all four aeration basins.
• We plan to install new inlet control valves and an automated control system that will improve the efficiency of
our turbine blowers and give us better oxygen control.
• We anticipate replacing three inlet control gates in the flow splitter structure ahead of our primary clarifiers.
• We plan to construct a new 50x80 ft.equipment and parts storage building that will house all of our large
sludge injection equipment, mowers,and vehicles that are currently parked or stored outdoors.
• We are currently working to install and activate a PC-based preventive maintenance system that will
schedule and track the lubrication and preventive maintenance requirements of every pump, blower,vehicle,
and process component in the facility. This system should be fully operational by the end of this year.
F-35
WASTEWATER PLANT
PERFORMANCE MEASURERS
Effectiveness Measurers WWTP 2002 2003 2004 2005
Objective Actual Actual Projected Budgeted
Achieved full MPDES permit compliance for
pp}i and Fecal coliform 100% 100% 100% 100% 100%
Achieved full MPDES permit compliance for
Ammonia Nitrogen and Phosphorus 100% I 100% 100% 100% 100%
Achieved full MPDES permit compliance for
cBOD and TSS 100% 1 100% 100% 100% 100%
Achieved full MPDES permit compliance for
Whole Effluent Toxicity 100% 100% 100% 100% 100%
Achieved full compliance with EPA Part 503
Biosolids Reg,�ulations 100% 100% 100% 100% 100%
Percent pollu(ant reduction achieved for cBOD 85% 96% 96% 95% 95%
Percent pollutant reduction achieved for TSS 85% 95% 95% 95% 95%
Number of Plant Bypasses 0 0 0 0 0
Efficiency Measurers WWTP 2002 2003 2004 2005
Design Actual Actual Projected Budgeted
Million gallons of wastewater treated per day
(MGD) 5.78 4.97 4.84 4.90 5.00
Total gallons of wastewater treated per calendar
year JMillion gallons) 2,110 1,814 1,767 1,789 1,825
Ian Loading Obs cBOD per day) 8,580 7,682 8,247 8,580 8,757
Plant Loading(lbs TSSser day) 7,220 9,923 8,754 8,990 9,174
Pollutant Removal(cBOD lbs per day) 7,293 7,374 7,917 8,151 8,319
Pollutant Removal(TSS lbs per day) 6,137 9,427 8,316 8,540 8,715
Total 0&M dollars spent per million gallons of
wastewater treated per year N/A $720 $831 $934 $954
Total salary and benefit dollars spent per million
gallons of wastpydater treated per Year N/A $293 $287 $302 $308
Total energy dollars spent per million gallons of
wastewater treated per year N/A $77 $91 $108 $113
Total 0&M budge(dollars spent per year N/A $1,306,329 $1,469,971 $1,672,021 $1,741,891
F-36
WASTEWATER PLANT
WORKLOAD INDICATORS
WORKLOAD INDICATOR 2002 2003 2004 2005
Plant O&M Tasks Actual Actual Projected Budgeted
Preventive Maintenance&Lubrication 1125 990 1025 1050
Corrective Maintenance 345 355 375 375
Bldg.&Grounds Maintenance 515 448 480 500
Scheduled Injection Vehicle Maintenance 90 90 90 90
Injection Vehicle Repair 4 6 10 10
Daily Process Control Tests 21,900 21,900 21,900 21,900
Required MPDES Tests 1340 1340 1340 1340
Calibration of Lab Equipment 780 730 782 834
Lab Upkeep&Daily Maintenance 730 730 730 730
Population Served 32,500 33,800 35,150 36,560
Effluent Flow(MGD) 4.97 4.84 4.90 5.00
Biosolids In ected: ********* ********* ****,r**** ********
Metric Tons Injected 352 580 390 410
Acres Injected 403 590 420 440
F-37
SOLID WASTE COLLECTION
•
PROGRAM DESCRIPTION
The solid waste collection budget unit accounts for the costs of collecting solid waste, recyclables,and compost in the
city. It also accounts for some commodity recycling and compost processing time.
The solid waste collection division operates two automated trucks for residential garbage collection and two rear-load
trucks for collecting refuse from commercial customers. The division also operates another rear-load truck for
collecting compost material,which is collected weekly during the summer months. Semi-annual alley clean-up is also
provided to residents on city garbage collection service.
The solid waste collection division also operates a rear-load truck for collecting cardboard recyclables and a special
truck with trailer&crane for collecting other recyclable commodities such as"glass".
One local solid waste disposal firm serves the area outside the city limits, businesses operating within the city, and
residential area not on city routes.
Solid waste collection service is also available to residential and commercial customers within the city limits.
The goal of the solid waste collection division is to provide for a safe,clean, and efficient method of solid waste and
recyclable collection. Alternatives to solid waste disposal are reviewed on a yearly basis with emphasis being placed
on increased recycling and composting.
Please note that the City of Bozeman offers a "Pay-As-You-Throw" garbage collection system, which establishes a
direct relationship between the amount a customer pays for solid waste collection and disposal and the amount
thrown away. In other words,the more a person throws away,the more they pay. This system provides an incentive
for customers to reduce and recycle more of their wastes.
F-38
SOLID WASTE COLLECTION
MAJOR OBJECTIVES
• To collect all city customers'solid waste set out for collection, on a weekly basis.
• To collect all city customers compost properly set out for collection, on a weekly basis (mid-April through mid-
September).
• To clean,trim,and help eliminate all alley right-of-way encroachments which might interfere with refuse
collection.
• To help minimize the amount of solid waste going to the landfill for disposal.
• To promote the new automated garbage collection service,which allows a customer to choose a variable size
tote, thereby awarding customers who reduce,reuse and recycle.
• To collect various recyclables such as cardboard and glass and to help promote recycling city wide.
F-39
SOLID WASTE COLLECTION
EXPENDITURES BY CATEGORY
Actualropriated Amendments mmende Dollar
FY 03 I AppFY 04 I Reco
FY 04 I FY 05 I Change I Change
Full-Time Equivalents 10.74 10.74 11.74
Number Category
1000-1199 Salaries&Overtime $ 395,290 $ 423,930 $ - $ 484,314 $ 60,384 14%
1200-1299 Benefits 125,024 154,746 188,409 33,663 22%
2000-7599 Operating 536,685 601,823 505,928 (95,895) -16%
8000-8999 Capital 181,995 232,217 199,500 (32,717) -14%
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 1,238,994 $ 1,412,716 $ - $ 1,378,151 $ (34,565) -2%
EXPENDITURES BY DIVISION
Division
Number Division
5810 Solid W Coll Operations $ 1,004,834 $ 1,107,742 $ - $ 1,130,114 $ 22,372 2%
5820 Recycling 234,160 304,974 248,037 (56,937) -19%
Total All Divisions $ 1,238,994 $ 1,412,716 $ - $ 1,378,151 $ (34,565) -2%
EXPENDITURES BY FUND
Fund
Number Fund
640 Solid Waste $ 1,238,994 $ 1,412,716 $ - $ 1,378,151 $ (34,565) -2%
Total All Funds $ 1,238,994 $ 1,412,716 $ - $ 1,378,151 $ (34,565) -2%
F-40
SOLID WASTE COLLECTION
FY 05 BUDGET HIGHLIGHTS
The budget includes an additional collection worker.
Contracted Services
MISCELLANEOUS INCLUDING: $ 11,950
EMPLOYEE PHYSICALS AND CDL'S
HEPATITIS B SHOTS&DRUG&ALCHOHOL TESTING
MAILING SERVICES&NEW WEB PAGE WRITE-UPS
FIRE EXTINGUISHERS(RECHARGE)
COMPUTER MAINTENANCE
TELEPHONE MAINTENANCE
CLEAN BREAKROOM
MEDICAL SERVICES
CLEAN MATS
TAG SALE COMMISSIONS&COURIER CHARGES
BALER REPAIR
JANITORIAL
DUMPSTER REPAIRS&PAINTING
AUDIT COSTS 1,743
Total Contracted Services $ 13,693
Capital
AUTOMATED GARBAGE TRUCK(SIDE-L) $ 190,000
SANDER AND PLOW FOR 1 TON FLATBED 9,500
Total Capital $ 199,500
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Continue to increase residential and commercial refuse collection accounts.
• Continue to convert 1 and 2 yard refuse containers to the more efficient and safer 220,300 and 450
automated refuse containers (totes).
• To add a third FTE to the automated collection program for the purpose of refuse collection within
newly developed subdivisions.
• To continue to promote recycling and compost programs.
• To upgrade 1999 automated collection truck through CIP program.
• Continue to work on developing the plastics recycling program.
• Hold a Household Hazardous Waste Collection event in the spring of 2005.
F-41
SOLID WASTE COLLECTION
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Percentage of Collections Not Completed
on Schedule <0.5% 0.1% 0.2% - 0.1% 0.1%
Percentage of Customers Reporting Missed
Collections <0.5% 0.3% 0.5% 0.5% 0.5%
Percentage of Customers Reporting Spillage by
Collection Crews(Results of Survey` <2% <1% 1% 1% 1%
Percentage of Customers Satisfied with"Pay-as-
you ThroW'System(Results of Survey) 90% 95% 95% 95% 95%
Percentage of Customers Reporting Overall
Satisfaction with the Solid Waste Collection
Service They Receive(Results of Surve90% 98% 96% 98% 98%
Percentage of Customers Participating in Local
Recycling Programs. (Results of Survey) 50% 68% 80% 85% 90%
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Production Ratios for Sanitation
Employees
Stops per Collection Employee(Target)
Rear Load(special pickups) 850/Week 506 520 535 535
Automated(2 Trucks) 2,300/Week (4,901) (5,549) (5,891) (6,230)
Labor Ratios(Target)
Rear Load 1,000 lbs/hr 1,482 1,624 1,750 1,750
Automated 1,550 lbs/hr 1,862 2,055 2,100 2,100
(labor hour)
Missed Collections per 10,000 scheduled stops
(Target)<5 valid
Rear Load 5 2 2 2 2
Automated 5 2 2 2 2
Complaints per Year per 1,000 Accounts
(Target),5 valid
Rear Load 5 1 1 2 2
Automated 5 3 2 2 2
Performance Measurers reported on a calendar year
F-42
SOLID WASTE COLLECTION
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Garbage Collection Program
Residential 5,239 5,549 5,891 6,230
Commercial 168 202 210 220
Total Number of Accounts 5,407 5,751 6,101 6,450
Yearly Tonnage Collected 7,725 8,500 9,000 10,000
Number of Collection Vehicles 3.5 3.5 4 5 I
1 Recycling Programs
Number of Commodities Recycled by: (Start of
FY 1998
1. Headwaters Cooperative Recycling
Project(newspaper, aluminum, steel
cans,&magazines) 4 4 4 4
2. City of Bozeman Recycling (glass&
cardboard) 2 2 2 2
Total Number of Tons of Recyclables Diverted
from being Landfilled (City and Headwaters)
3,487 4,417 4,700 5,000
Total Numbers of tons of Compost Collected
by the City 253 204 350 350
Total Number of Tons of Compost Processed
at Landfill 5,500* 3,793 4,000 4,500
*Increase largely due to summer snow storm anc:large number of branches brought o landfill for grin:ling
F-43
SOLID WASTE DISPOSAL
PROGRAM DESCRIPTION
The solid waste disposal budget unit accounts for the costs of operating the city's sanitary landfill and compost
processing program. It also accounts for various educational and recycling programs focused on solid waste
diversion and increased recycling and composting.
The goal of the solid waste disposal division is to provide a safe,clean, and environmentally sound method of waste
disposal and waste management.
Please note that the City of Bozeman offers a "Pay-As-You-Throw" garbage collection system, which establishes a
direct relationship between the amount a customer pays for solid waste collection and disposal and the amount
thrown away. In other words, the more a person throws away,the more they pay. This system provides an incentive
for customers to reduce and recycle more of their wastes.
F-44
SOLID WASTE DISPOSAL
MAJOR OBJECTIVES
• To dispose of all refuse in a clean and environmentally safe manner.
• To comply with all state,federal, and local laws and regulations regarding the disposal of solid waste.
• To operate the landfill accordingly in order to best meet the needs of Bozeman city residents and commercial
businesses.
• To pursue alternatives to waste disposal and encourage recycling&composting.
• To help minimize the amount of solid waste disposed of in the landfill.
• To establish a fully integrated solid waste management plan (collection,disposal, recycling,transfer station
operation,etc.), as soon as possible.
F-45
SOLID WASTE DISPOSAL
EXPENDITURES BY CATEGORY
Actual Appropriated Amendments Recommende Dollar
FY 03 FY 04 FY 04 FY 05 Change I Change
Full-Time Equivalents 7.66 7.66 7.66
Number Category
1000-1199 Salaries&Overtime $ 266,114 $ 275,085 $ - $ 318,664 $ 43,579 16%
1200-1299 Benefits 86,231 104,503 - 128,952 24,449 23%
2000-7599 Operating 591,908 820,796 839,946 19,150 2%
8000-8999 Capital 322,151 242,083 3,005,000 2,762,917 1141%
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 1,266,404 $ 1,442,467 $ - $ 4,292,562 $ 2,850,095 198%
EXPENDITURES BY DIVISION
Division
Number Division
5910 Solid W Disp Operations $ 1,007,498 $ 1,318,310 $ - $ 4,166,360 $ 2,848,050 216%
5920 Waste Oil 35,156 37,931 41,976 4,045 11%
5930 Landfill Construction 142,817 14,000 14,000 - 0%
5940 Recycling 80,933 72,226 70,226 (2,000) -3%
Total All Divisions $ 1,266,404 $ 1,442,467 $ - $ 4,292,562 $ 2,850,095 198%
EXPENDITURES BY FUND
Fund
Number Fund
640 Solid Waste $ 1,266,404 $ 1,442,467 $ - $ 4,292,562 $ 2,850,095 198%
Total All Funds $ 1,266,404 $ 1,442,467 $ - $ 4,292,562 $ 2,850,095 198%
F-46
SOLID WASTE DISPOSAL
FY 05 BUDGET HIGHLIGHTS
Contracted Services
AUDIT COSTS $ 1,743
MEDICAL SERVICES: 2,500
MISC CONSULTANT& PROFESSIONAL SERVICE 2,500
COMPOST TESTING&QUALITY ASSURANCE PROGRAM 1,200
HOUSEHOLD HAZARDOUS WASTE COLLECTION EVENT 30,000
ENGINEERING DESIGNS&SERVICES 42,000
GROUNDWATER MONITORING 38,000
LANDFILL GAS WELL MONITORING 7,300
WEED SPRAYING&CONTROL 1,500
GENERAL ENGINEERING SERVICES 5,000
OVERLAY MAIN ACCESS ROADS SCALE TO COMPOST 10,000
LEACHATE COLLECTION SAMPLING &ANALYSIS 2,500
STORM WATER SAMPLING 1,500
HAZARDOUS WASTE SAMPLING&TESTING ENGINEERING: 1,800
CAROLINA SOFTWARE 3,000
MISC CONTRACTING SAME DAY DELIVERY,BOZ SAF LOC: 5,000
CHAINLINK FENCING OF ACTIVE LANDFILL AREA 9,500
OUTSIDE STORAGE AREA FOR RECYCLED CARDBOARD 5,500
COMPOSTING AGREEMENT($0.05/CAPITA OF 27509) 1,376
RECYCLING&COMPOST EDUCATION 1,500
COMPOST MATERIAL TESTING&ANALYSIS 1,000
COMPOST PRODUCT MARKETING 1,500
MISC CONTRACTING 3,555
ENGINEERING MAXIMUM TECH (CIP) 70,000
Total Contracted Services $ 249,474
Capital
REPLACE SANDER ON 1 TON FLATBED $ 5,000
TRANSFER STATION 3,000,000
Total Capital $ 3,005,000
FY 05 ANTICIPATED ACCOMPLISHMENTS
• To start construction of the New Solid Waste Transfer Station.
• To conduct a Household Hazardous Waste Collection Event Spring of 2005.
• To recycle and process 1200 tons of Old Corrugated Cardboard (OCC)
• To increase fuel chip grinding program by diverting more wood waste from Class IV area.
• To add plastics recycling to the existing recycling program.
F-47
SOLID WASTE DISPOSAL
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Average Percentage of up Time for Landfill
Equipment 98% 95% 97% 95% 95%
Percent of days Environmental Standards are
met 99% 99% 99% 99% 99%
Percent of Material Recycled or Diverted
Annually 5% 20% 25% 25% 25%
Percent of scheduled Random Load Inspections
Completed 95% 74% 100% 100% 100%
Percentage of Landfill Customers Participating in
Local Recycling Programs(Results of Survey)
50% 52% 50% 50% 50%
Percentage of Customers Reporting Overall
Satisfaction with Disposal Service(Results of
Survey) 95% 98% 98% 98% 98%
Percentage of Landfill Operators Certified
(MOLO) 100% 100% 100% 100% 100%
Operate&Maintain LF Gas Collection System
with No Shut Downs 95% 98% 98% 98% 98%
Percentage of Time Meeting State Regulations
For Storm Water,with No Permit Violations
100% 100% 100% 100% 100%
Percentage of Time Meeting State Regulations
For Leachate Pond with No Permit Violations
100% 100% 100% 100% 100%
Percentage of Time Meeting Daily Cover
Requirements with No Permit Violations 99% 100% 100% 100% 100%
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Average Customer Waiting Time at Scale house
(in minutes)Target<3 min. 3 1 min 1-2 min 1-2 min 1-2 min
Number of Valid Complaints Received From
Customers fTarpet<5,per year) 5 1 3 3 3
Number of incidents if Injury and Damage
Requiring Repair or Replacement of Citizen
Property(Tarcet<1er year) 2 0 0 0 0
Number of major Odor ,Litter,Noise,or
Appearance Complaints Received from Area
Residents/Neighbors(Target<5 per year 5 1 3 3 3
Performance Measurers reported on a calendar year
F-48
SOLID WASTE DISPOSAL
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
. I Tonnage Disposed 63,081 92,400** 68,000 71,000
Average Daily tons Processed 206 216 222 235
Tonnage of Corppost Processed 3,515 3,405 4,000 4,200
Tonnage of White Goods Recycled 306 301 350 350
Number of Random Loads Ind ected 62 173 196 211
Gallons of Waste Oil Disposed 11,706 I 14,383 15,000 15,500
Tonnage of Other Commodities Recycled
(glass bottles, &jars,aluminum&steel cans,
cardboard ,maclazines&newspaper) 3,410 4,417 5,000 5,500
Number of Methane Extraction Wells
monitored and Maintained for Flare Operation 20 20 20 20
Remaining Capacity of Landfill (Includes Class
IV Area)in Number of Years 1.5 2.5* 1.5 .5
All information reported on a calendar year basis.January 1,2004
* The New Class II and Class IV height approval landfill is expected to reach capacity in the summer of 2005
**Significant increase in Landfill tonnage in 2003 attributed to 25,984 tons of asbestos soil.
F-49
VEHICLE MAINTENANCE
PROGRAM DESCRIPTION
The vehicle maintenance budget unit accounts for the costs of repairing and maintaining vehicles of city departments.
The vehicle maintenance staff consists of two full-time mechanics who are responsible for keeping the city vehicles in
proper working condition.
The vehicle maintenance budget unit operates under an internal service fund. Charges are assessed against
departments which have vehicles repaired. The receipts are deposited in the vehicle maintenance fund and used to
support salary and operating costs.
The goal of the vehicle maintenance division is to maintain vehicles and equipment in good running condition,which
will enable department personnel to perform their daily assignments safer and without delay due to mechanical failure
or breakdown. The division also emphasizes the importance of having a well-structured preventative maintenance
program online for all equipment and vehicles.
F-50
VEHICLE MAINTENANCE
MAJOR OBJECTIVES
• To maintain a sound preventive maintenance program for city vehicles.
• To ensure those departmental requests to maintain city vehicles in good operating condition are satisfied.
• To maintain and utilize a sound vehicle management program including inventory, vehicle status and operating
statistics,and replacement schedules.
• To maintain accurate city vehicle maintenance records (service orders) in an efficient and easily accessible
manner.
• To manage and assist customers with the used waste oil station.
F-51
VEHICLE MAINTENANCE
EXPENDITURES BY CATEGORY
Actua[ Appropriated Amendments Recommende Dollar
FY 03 I FY 04 I FY 04 I FY 05 I Change I Change
Full-Time Equivalents 2.50 2.50 3.50
Number Category
1000-1199 Salaries&Overtime $ 54,353 $ 89,489 $ - $ 131,573 $ 42,084 47%
1200-1299 Benefits 19,094 39,471 - 59,650 20,179 51%
2000-7599 Operating 338,088 244,808 302,604 57,796 24%
8000-8999 Capital 20,914 50,001 - (50,001) -100%
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 432,449 $ 423,769 $ - $ 493,827 $ 70,058 17%
EXPENDITURES BY DIVISION
Division
Number Division
6010 Veh Maint Operations $ 432,449 $ 423,769 $ - $ 493,827 $ 70,058 17%
Total All Divisions $ 432,449 $ 423,769 $ - $ 493,827 $ 70,058 17%
EXPENDITURES BY FUND
Fund
Number Fund
710 Vehicle Maintenance Sho $ 432,449 $ 423,769 $ - $ 493,827 $ 70,058 17%
Total All Funds $ 432,449 $ 423,769 $ - $ 493,827 $ 70,058 17%
F-52
VEHICLE MAINTENANCE
FY 05 BUDGET HIGHLIGHTS
The budget includes an additional mechanic.
Contracted Services
DOT, CDL,AND HEARING TESTS $ 750
LAUNDRY CONTRACT 2,600
MAINTENANCE CONTRACTS 1,200
Total Contracted Services $ 4,550
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Repair and maintain city's fleet of over 300 vehicles and equipment.
• Disposed of over 14,000 gallons of used motor oil from residents.
• Utilized preventative maintenance program for servicing vehicles.
F-53
VEHICLE MAINTENANCE
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Percentage of Repair/Maintenance
work Orders completed within_days
of receipt:(Target—95%)
--Light Equipment 4 days
--Heavy Equipment 7 days 95% 95% 95% 95% 95%
Percentage of Returns
for Rework(Target<0.5%) <0.5% .56% .56% .56% .53%
Percentage of Mechanics tertified 100% I 100% 100% 100% 100% I
Percentage of Waste Oil Customers 100% I 100% 100% 100% 100%
Attended to complete
Percentage of Emergency Repairs
Completed within 24 hours of
Notification(Target—24 hours) 90% 93% 90% 90% 93%
Respond to Service Requests(oil
change&lube)within 2 work days
Target—90%) 90% 60% 50% 50% 65%
Preventative Maintenance Program
complete for City Fleet 100% 100% 100% 100% 100%
Percentage of Meet Operational Time
by Department(Target—95%)
--Street 99% 95% 95% 95% 95%
--Water/Sewer 99% 98% 98% 98% 98%
--Police 99% 99% 92% 90% 92%
--Park/Cemetery 99% 96% 90% 92% 92%
--Garbage/Landfill 99% 85% 85% 90% 90%
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Waste Oil Customers Attended to within
(Target 5 minutes) 5 <5 <5 <5 <5
Waste Oil Attendant Disposal
(#of gallons ciump0 pLday 33 42 57 51 60
Average Number Work Orders
processed per Mechanic labor-hour
(Target—0.4 per hour 0.4 0.3 0.35 0.37 0.38
Number of Vehicles/Equipment per
mechanic 50 133 140 147.5 155
Mechanics staffing Requirements
Standard(Target—50 Pieces) 50 265% 280% 295% 300%
■ 1 mechanic per 50 auto&light trucks
■ 1 mechanic per 40 heavy trucks
• 1 mechanic per 30 pieces of heavy
equiOment
Average Number of Mechanic-hours
,per Repair Varies 1.74 1.83 1.68 2.00
Major/minor Rairs Completed 100% 100% 100% 100% 100% I
Preventative gaintenance Orders Processed 100% 35% 40% 50% 55% I
Preventative Maintenance orders are percentage of Preventative Maintenance o be done
Performance Measures reported on a calendar year basis
F-54
VEHICLE MAINTENANCE -
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
City Fleet—Number of Vehicles
&Equipment (approximate) 266 281 295 310
Work Orders Processed 1156 1261 1275 1300 I
Service Jobs(Oil Changes, etc.) 500 550 600 600
Major Engine Overhauls 5 4 I 5 5
Ic nslsfio /Rear-end Repairs 3 I 6 I 7 7
Other alor uipment Repairs 30 I 28 20 20
Miscellaneous Police Car Repairs 92 I 100 110 110
Gallons of Oil Disposed 10825 I 14382 I 13500 14500
*A majority of the major equipment repairs are being contracted out to be able to complete more of the
preventive maintenance schedules.
**Waste oil collections will be higher in years with a Household Hazardous Waste Collection event.
F-55
PUBLIC WELFARE
o CEMETERY
® PARKS
o 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.
6. Carry out the Mission and Vision statements of the City of Bozeman.
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
conscious manner.
4. Keep all paved roads clear and open during winter months.
5. Keep the Highland Boulevard path clear during the winter work week.
6. Assist other Divisions in the City of Bozeman when needed or called on.
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 RecommendedDollar
FY 03 I FY 04 I FY 04 I FY 05 Change I Change
Full-Time Equivalents 5.25 5,25 5.25
Number Category
1000-1199 Salaries&Overtime $ 166,736 $ 167,449 $ - $ 181,020 $ 13,571 8%
1200-1299 Benefits 48,583 52,607 58,175 5,568 11%
2000-7599 Operating 134,196 112,202 132,051 19,849 18%
8000-8999 Capital 6,848 100,000 30,000 (70,000) -70%
9000-9699 Debt Service - - -
9900-9999 Transfers 6,843 10,000 6,000 (4,000) -40%
Total All Categories $ 363,206 $ 442,258 $ - $ 407,246 $ (35,012) -8%
EXPENDITURES BY DIVISION
Division
Number Division
7210 Cemetery Operations $ 363,206 $ 442,258 $ - $ 407,246 $ (35,012) -8%
Total All Divisions $ 363,206 $ 442,258 $ - $ 407,246 $ (35,012) -8%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 325,268 $ 430,458 $ - $ 399,446 $ (31,012) -7%
103 Health-Medical lnsur* - - -
105 P.E.R.S. Fund* - - -
800 Cemetery Perpetual Care 6,843 10,000 6,000 (4,000) -40%
135 Cemetery Dept Sp Rev - 1,800 1,800 - 0%
900 General Fixed Asset Grot 31,095 - -
Total All Funds $ 363,206 $ 442,258 $ - $ 407,246 $ (35,012) -8%
G-4
CEMETERY
FY 05 BUDGET HIGHLIGHTS
Contracted Services
UPGRADE LATERAL LINES IN NEWLY DEVELOPED AREAS $ 5,000
COMPLETE PERIMITER,ENTRANCE AND 20 YEAR PLAN 2,000
EXTEND LATERAL LINES TO NEW ENTRANCE AREA 5,000
MEMORIAL AND FALL TRIMMING AROUND HEADSTONES 7,500
WEED CONTROL AND FERTILIZER FOR 1/2 OF CEMETERY 4,200
DEVELOPMENT COSTS FOR BLOCKS 63-67,75-79, 81-84, 149-151 6,000
FIRE EXTINGUISHERS-BUILDINGS AND VEHICLES 300
Total Contracted Services $ 30,000
Capital
CIP MOWER REPLACEMENT PROGRAM $ 12,000
FILL WORK ON UNDEVELOPABLE AREAS 18,000
Total Capital $ 30,000
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Convert minimum of 4 irrigation laterals over to timers
• Install minimum 4 new irrigation laterals to expand irrigation coverage
• Move dirt and set grade on"swail"to accommodate expansion and growth (Minimum of 16 blocks)
• Install Mainline extension
• New floor for storage shed
• Meeting and/or exceeding stated goals
• Open Block 143 (Masonic)for sale of lots and burials
• Facilitate introduction of Memorial Wall
• Replace dead lilacs on perimeter fence
• Finalize plans for new entrance and cemetery masterplan
G-5
CEMETERY
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
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
recognized 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
water per wk 85% 90% 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 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Interment Permits 130 142 145 139
Lot Sales 124 110 105 90
Monument Permits 76 95 90 126
Graves Repaired 86 115 115 85
Columbarium interments 2 5 4 4
New Lots Developed 676 380 400 386
Note: Statistics accumulated on a calendar year basis.
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.
• To assist other Divisions in the City of Bozeman as needed or as directed.
G-9
PARKS
EXPENDITURES BY CATEGORY
ActualAppropriated Amendments Recommende Dollar %
FY 03 I FY 04 I FY 04 I FY 05 I Change I Change
Full-Time Equivalents 11.95 11.95 11,95
Number Category
1000-1199 Salaries&Overtime $ 341,001 $ 361,060 $ - $ 369,815 $ 8,755 2%
1200-1299 Benefits 95,728 110,195 107,092 (3,103) -3%
2000-7599 Operating 439,368 554,364 467,703 (86,661) -16%
8000-8999 Capital 144,551 160,000 160,000
9000-9699 Debt Service - - -
9900-9999 Transfers 150,000 100,000 100,000
Total All Categories $ 1,170,648 $ 1,025,619 $ - $ 1,204,610 $ 178,991 17%
EXPENDITURES BY DIVISION
Division
Number Division
7610 Parks Operations $ 1,170,648 $ 1,025,619 $ - $ 1,204,610 $ 178,991 17%
Total All Divisions $ 1,170,648 $ 1,025,619 $ - $ 1,204,610 $ 178,991 17%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 943,412 $ 1,001,619 $ - $ 1,020,610 $ 18,991 2%
103 Health-Medical lnsur* - - -
105 P.E.R.S, Fund* - - -
128 Fish Wildlife And Park Ma 19,959 16,000 16,000 - 0%
136 Park Department Special - 8,000 8,000 - 0%
134 Amateur Hockey Projects - - -
108 Community Transportatio 204 - -
112 - - -
185 Insurance Proceeds 74,131 - -
123 Beall Park Art Center - - -
184 Parks Master Plan Dev 37,393 160,000 160,000
900 General Fixed Asset Grot 95,549 -
Total All Funds $ 1,170,648 $ 1,025,619 $ - $ 1,204,610 $ 178,991 17%
G-10
PARKS
FY 05 BUDGET HIGHLIGHTS
Contracted Services
MISCELLANEOUS $ 1,900
ON-GOING CONTRACTS FOR MOWING SMALLER PARKS 5,000
REPAIR AGING IRRIGATION AND ELECTRICAL SYSTEMS 12,000
SECURITY SERVICES FROM ROCKY MOUNTAIN SECURITY 12,000
EXPENDITURE OF FWP FUND 16,000
Total Contracted Services $ 46,900
The budget includes a$100,000 transfer from the general fund to the Parks Master Plan Development Fund(184).
This transfer has been reduced from$150,000 last year to$100,000 this year. The budget also includes spending
authority in fund 184 for the anticipated balance available during the FY of$160,000.
FY 05 ANTICIPATED ACCOMPLISHMENTS
• South Side Tennis Courts
• Restrooms/Storage at Softball Complex
• Berms at Rose Park completed and seeded
• North Meadows Park developed
• Fines trail into Children's Memorial Park
• Improve Soroptomist Park
• Dog Beach at Bozeman Pond
• Replace surfacing on ADA Bogert playground
G-11
PARKS
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Mowing(Increase due to good help)
Core Parks 1 X wk 75% 85% 85% 85%
Sports Fields depends on return of employee 2 X wk 40% 80% 80% 85%
Natural Parks 2 X Yr 50% 50% 60% 60%
Fertilization(wet, windy spring hindered apps)
Core Parks 3 X Yr 15% 25% 25% 40%
Sports Fields 4 X Yr 50% 55% 60% 60%
Neighborhood Parks Depending on budget 2 X Yr 5% 50% 50% 10%
Irrigation—Activate all systems May 15
(Well down,bad valves,etc.) All Parks 70% 70% 75% 75%
Irrigation—Winterize all systems Oct 31 85% 100% 100%
(Keeping on for user groups and early snow? All Parks 65%
Leaf-Mulch&Pickup(Good weather and help) All Parks 60% 60% 60% 60% I
Playground Inspection(Workload increase,lost 1 X wk 10% 30% 50% 50%
2 people 2 days a week,garbage and restrooms)
Playground Repairs Same Day 75% 75% 75% 75%
Trails
Inspections (Good help)(ATV allowed better 2 X mo. 50% 65% 70% 70%
access) 2 X yr 40% 50% 60% 70%
Maintenance(Added trail projects,lack of equip)
(6x6 improved effectiveness of maint.)
Weed Control(Wet,windy spring hindered apps)
Round-up 3 X yr 50% 70% 80% 80%
Broadleaf 2 X yr 40% 50% 75% 75%
Noxious 2 X yr 45% 50% 80% 80%
Weedeating/Breakdowns,workload) Bi-Weekly 40% 30% 45% 45%
Garbage Collection(Good help) 7 Days per
wk 90% 90% 90% 90%
Police All Grounds(Workload,lack of help) 5 Days per
wk 15% 15% 20% 20%
Building Maint/Repairs(Workload,lack of help) Same Day 35% 40% 50% 50%
Restrooms/Clean&Maintain(Lack of help) 7 Days per 50% 60% 75% 75%
wk
Response to Complaints Within 2 90% 90% 90% 90%
days
Sidewalk Plowing(Constant breakdowns) Complete 25% 35% 50% 50%
walks by
10am
G-12
PARKS
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Park Reservations per year 425 500 500 500
Formal Turf Acres 218 228 250 250
Natural Parkland Acres 219 219 230 I 230
Miles of Trails 22 23 25 25
Number of Park Fund Grant Projects 10 15 20 20
Number of User Agreements 12 13 14 14
Number of Volunteer Projects 10 11 I 12 I 12
Miles of Sidewalks to Plow 7 7 I 8 I 8
Number of Buildings to Maintain 18 18 18 I 18
Number of Pla grounds 14 16 17 17
Number of Ice Rinks 4 4 4 5
Weed Sprain, Acres 163 165 170 170
Garbage Collection/Number of Cans 120 124 130 I 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, the
planting of new trees on city-owned properties within the city limits and maintenance of the City's Tree Inventory.
The tree maintenance district is accounted for in a special revenue fund. Any revenues collected and not expended
will remain in the tree maintenance district fund and will be available for appropriation in a subsequent year.
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.
• To assist other Divisions in the City of Bozeman when called on or as needed.
G-15
FORESTRY
EXPENDITURES BY CATEGORY
Actual Appropriated Amendments Recommende Dollar
FY 03 ' FY 04 ImFY 04 ' FY D5 Change I Change
Full-Time Equivalents 3,60 3.60 3.60
Number Category
1000-1199 Salaries&Overtime $ 130,456 $ 133,949 $ - $ 154,728 $ 20,779 16%
1200-1299 Benefits 39,321 56,117 - 85,761 29,644 53%
2000-7599 Operating 69,038 66,999 53,300 (13,699) -20%
8000-8999 Capital 87,829 60,320 56,000 (4,320) -7%
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 326,644 $ 317,385 $ - $ 349,789 $ 32,404 10%
EXPENDITURES BY DIVISION
Division
Number Division
7710 Tree Maintenance $ 326,644 $ 317,385 $ - $ 349,789 $ 32,404 10%
Total All Divisions $ 326,644 $ 317,385 $ - $ 349,789 $ 32,404 10%
EXPENDITURES BY FUND
Fund
Number Fund
112 Tree Maintenance $ 251,288 $ 317,385 $ - $ 349,789 $ 32,404 10%
179 Disaster Relief Fund 2 - -
185 Insurance Proceeds 46,500 - -
900 General Fixed Asset Grot 28,854 - -
Total All Funds $ 326,644 $ 317,385 $ - $ 349,789 $ 32,404 10%
G-16
FORESTRY
FY 05 BUDGET HIGHLIGHTS
Contracted Services
COST SHARE PLANTING PROGRAM $ 6,500
'(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 1,100
MAINTENANCE OF VEHICLE FIRE EXTINGUISHERS 400
EXPAND COST SHARE AND ARBOR DAY PLANTINGS 750
SIGHT TRIANGLE ENCROACHMENTS 6,000
Total Contracted Services $ 14,750
Capital
REPLACE 1987 PICKUP $ 30,000
REPLACE 1989 BRUSH CHIPPER 26,000
Total Capital $ 56,000
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Continued cyclical 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 diverse and healthy tree population
• Continue ISA Certified Arborist education
• Provide information to the public on appropriate planting practices, species selection, code
requirements related to public and private tree plantings, and the benefits of the urban forest
• Increased effectiveness of the Planting Permit process with Planning and Building Departments
• Integrate GPS technology into the city's Tree Inventory Program
G-17
FORESTRY
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Response to citizen requests within two
days
Assessed and Prioritized. 100% 85% 95% 95% 95%
Response to Emergency Call Outs—on site 100% 100%
within an hour 100% 100% 100%
Response to Damage—within a day
Assessed and Prioritized 100% 85% 90% 95% 95%
1 SurveXfor hazardous tree situations Bimonthly 90% 95% 100% 100% i
Maintain and update tree inventory Bimonthly 50% 50% 60% 60%
G-18
FORESTRY
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Trees Trimmed 814 737 770 570
Trees Removed 48 22 10 10
Trees Planted 70 70 85 75
Emergency Storm Damage Tons 10 10 10 10
Christmas Trees—Tons 35 40 40 40
Trees Planted
Cost Share 60 60 65 65
MPC
Nursery
Tree Spade,Arbor Day, misc 10 10 25 10
Sidewalk,sight triangle,or street sign
g(�cniac mens addressed 407 250 100 100
Planting Permits 35 75 100 100
Storm Dama e Trimmed 1510 I 50 50 50
Construction Damage 12 25 25 25
Vandalism 8 20 20 20
Service Requests 250 260 275 275
Trees Inventoried 2000 3000 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
ActualAppropriated Amendments Recommended' Dollar
FY 03 I FY 04 I
FY 04 I FY 05 I Change I Change
Full-Time Equivalents 19.66 19.66 19.66
Number Category
1000-1199 Salaries&Overtime $ 560,107 $ 582,249 $ - $ 606,767 $ 24,518 4%
1200-1299 Benefits 148,334 207,131 - 240,785 33,654 16%
2000-7599 Operating 541,729 361,978 - 364,233 2,255 1%
8000-8999 Capital 536,729 - 9,850 9,850
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 1,786,899 $ 1,151,358 $ - $ 1,221,635 $ 70,277 6%
EXPENDITURES BY DIVISION
Division
Number Division
7810 Library Operations $ 605,133 $ 450,568 $ - $ 481,087 $ 30,519 7%
7820 Technical Services 140,043 174,066 - 180,669 6,603 4%
7830 Information Services 140,532 166,005 - 182,390 16,385 10%
7840 Children's Services 112,800 117,063 - 125,053 7,990 7%
7850 Circulation Services 220,821 243,656 - 252,436 8,780 4%
7899 Library Construction 567,570 - - -
Total All Divisions $ 1,786,899 $ 1,151,358 $ - $ 1,221,635 $ 70,277 6%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 1,105,979 $ 1,126,358 $ - $ 1,196,635 $ 70,277 6%
103 Health-Medical lnsur* - - -
105 P.E.R.S.Fund* - - -
137 Library Department Speci 14,624 25,000 25,000 - 0%
542 Library Construction 559,047 - -
900 General Fixed Asset Grot 107,249 - -
Total All Funds $ 1,786,899 $ 1,151,358 $ - $ 1,221,635 $ 70,277 6%
G-22
LIBRARY
FY 05 BUDGET HIGHLIGHTS
Selected Contracted Services
SNOW SHOVELING SERVICES $ 1,100
COURIER SERVICE 1,600
PERFORMER DURING SUMMER READING PROGRAM 500
SELF-CHECK UNIT 3,000
DYNIX QUOTE(MAINTENANCE FOR BRIDGERNET SYSTEM) 15,000
U.S.WEST TRUNK CHARGES 1,200
ELEVATOR MAINTENANCE CONTRACT 2,000
PUBLIC COPIER MAINTENANCE CONTRACT 1,000
TYPEWRITER CONTRACT 631
OCLC QUOTE 15,956
CARPET CLEANING COSTS 1,500
GENERAL JANITORIAL CONTRACT(SQUEAKY CLEAN) 18,540
MISCELLANEOUS 4,650
Total $ 66,677
Capital
RESERVATION AND PRINT MANAGEMENT SOFTWARE $ 9,850
FY 05 ANTICIPATED ACCOMPLISHMENTS
• The Library will receive closure from the Montana Department of Environmental Quality on the remediation of the site for
the new Library, and a full Environmental Review will be completed prior to construction beginning summer 2004. Date
for completion of the new Library is anticipated for late winter 2005-2006.
• The Foundation will announce it has reached its goal of fundraising for the new Library through grants,federal funding,
private donations,and a public campaign.
• The Library will choose to migrate to a new automated cataloging/circulation system and will become part of the Montana
Shared Catalog, a consortium of Montana public, academic, school, and special libraries which share their library
resources via a Sirsi interface. Manhattan Community Library will now be able to share its materials with other Gallatin
County libraries via the BridgerNet Consortium.
• The Library will join a virtual reference consortium, which consists of Montana public, academic, school, and special
libraries offering live on-line reference service.
• The Library Board of Trustees will lose three valuable members,the majority of the Board, but they will be replaced with
three enthusiastic and energetic new Trustees.
• The Library will update its technology plan for submittal to the Montana State Library.
• The Library will institute a computer time management system in order to maintain time limits on public computers and
keep them open and equitable for all patrons.
• The Library will hold a census workshop for people writing grants and needing to find demographic information.
• A new foreign policy discussion group entitled Great Decisions, a civic education program created by the Foreign Policy
Association,will add a second monthly session to accommodate public demand.
• The Foundation will hold its Fourth Annual Author Party, Book Signing and Sale this year, an event which grows in
popularity and revenue.
• The Friends of the Library will continue its three annual book sales of used materials and sponsor the Storytelling
Workshop to be held immediately after the Sweet Pea Festival in August.
• The Library will compile a list for public distribution of regional book clubs and writers group and participate in the second
"One Book Montana"program,which offers all Montanans a shared opportunity to read Fools Crow by James Welch.
• The Library will achieve a long-held goal of adding its 100,0001"item to the materials collection.
G-23
LIBRARY
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
(workload per capita—based on 47,805 service Actual Actual Projected Budgeted
population)
Circulation of Materials 9.9 9.64 10.02 10.13 10.23
Registered Borrowers—as a percent of 50% 43% 44% 46% 47%
total service population
Total volumes 2.38 1.95 2.01 2.09 2.34
Reference transactions 1 1.43 1.77 1.74 1.73
Interlibrary loan transactions .1 .07 .08 .08 I .08
Children's program attendance 30% 29% 28% 24% I 26%
Efficiency Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
(workload/FTE—based on 19.66 FTE)
Circulation of Materials 20,000 23,464 24,368 24,641 24,887
Registered Borrowers 1,000 1,068 1,092 1,127 1,161
Total volumes 4,000 4,765 4,900 5,089 5,697
Reference transactions 2,000 3,481 4,312 4,235 4,222
Interlibrary loan transactions 200 194 1 200 197 199
Children's program attendance 650 719 704 596 643
1
G-24
LIBRARY
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Library Materials Circulated 461,304 479,077 484,441 489,285
Children's Programs Provided 342 391 370 375
Attendance at Children's Programs 14,126 13,846 11,722 12,648
Reference Questions Answered 68,427 84,772 83,269 83,000
Interlibrary Loan Transactions 3,815 3,930 3,873 3,912
Registered Borrowers 20,990 21,473 22,160 22,825
New Library Materials Cataloged 8,655 8,425 10,047 11,956
Materials Reserved 16,470 17,964 18,436 18,805
Materials Renewed 56,180 60,588 62,506 64,381
G-25
RECREATION
PROGRAM DESCRIPTION
Administration and Recreation Prgpjams
The purpose of the Recreation staff is to offer quality,affordable recreation programs 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, as well as stressing the importance of swimming as a lifetime activity for better
overall fitness and health. The fitness program offers lap swimming,aerobics,water jogging,coached fitness training
with several competitive fitness challenges through out the year. The water safety program trains local and area
lifeguards, Professional Rescuers,and Swim Instructors. The aquatic recreation program,which includes a hot tub,
slide, diving board and pool toys,and two inflatable obstacle courses, provides adults,youth,families,and groups an
opportunity to play and socialize together. The Swim Center also serves as a rental facility for the State Champion
High School Swim Team, Barracudas Swim Team,Sting Rays Synchronized Swim 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
Bogert Pool was built in 1939,and is still a family tradition today. This great facility is staffed with professional and
fun lifeguards who provide a wide variety of fun aquatic activities. Bogert Pool will feature a new 26'triple flumed
slide in 2004. This slide is located on the new enlarged south side sunning and observation deck. The pool also
features a slide for elementary age children and"Delaware the duck"slide for preschool age children. Bogert Pool
offers one of the best learn to swim program for youth ages 3 months—15 years in the country. We guarantees
children age 7 and up will be able to swim 5 yards on their front and back after the first set of lessons or lessons are
free until they are able to do so.The pool offers lap swimming,swim team workouts,water aerobics,and recreation
swimming for all ages. Special Events such as the Goldfish swim, Fourth of July Special,and the Dog Swim truly
make Bogert a great place for family recreation.
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 in support of a healthy lifestyle.
• 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
Actual Appropriated Amendments Recommende Dollar
FY 03 I FY 04 I FY 04 I FY 05 I Change I Change
Full-Time Equivalents 14.65 14.65 14.65
Number Category
1000-1199 Salaries&Overtime $ 339,404 $ 383,046 $ - $ 392,166 $ 9,120 2%
1200-1299 Benefits 86,917 114,509 - 135,470 20,961 18%
2000-7599 Operating 326,155 387,016 415,214 28,198 7%
8000-8999 Capital 448 - - -
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 752,924 $ 884,571 $ - $ 942,850 $ 58,279 7%
EXPENDITURES BY DIVISION
Division
Number Division
8010 Recreation Operations $ 158,798 $ 225,904 $ - $ 233,814 $ 7,910 4%
8020 Swim Center 478,475 477,197 502,302 25,105 5%
8030 Bogert Pool 107,387 169,570 165,829 (3,741) -2%
8040 Lindley Park Center 8,264 11,900 40,905 29,005 244%
Total All Divisions $ 752,924 $ 884,571 $ - $ 942,850 $ 58,279 7%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 688,192 $ 858,571 $ - $ 916,850 $ 58,279 7%
103 Health-Medical lnsur* - - -
105 P.E.R.S. Fund* - - -
133 Recreation Dept Sp R. - 26,000 26,000 - 0%
900 General Fixed Asset Grot 64,732 - -
Total All Funds $ 752,924 $ 884,571 $ - $ 942,850 $ 58,279 7%
G- 28
RECREATION
FY 05 BUDGET HIGHLIGHTS
The budget includes
• Swim Center lifeguard chair replacement.
• Swim Center final Dehumidifier replacement.
• Bogert Pool tile floor in ladies locker room.
• Bogert Pool repairs to pool structure where the gutter wall connects to the pool shell.
• Bogert Pool landscaping outside the fence and flower baskets inside on the new deck.
• Bogert Deck shade parents and infant protection.
• Recreation,Parks, Open Space,and Trails Master Plan revision%funding for contractor.
• Beall Park Recreation Center electrical upgrade,foundation/structural work, roof,and remodel.(1/2 year)
Contracted Services
NUMEROUS MISCELLANEOUS CONTRACTED SERVICES $ 9,062
UPDATE PARKS, OPEN SPACE,TRAILS PLAN 10,000
CUSTOMER SERVICE CONSULTANT/AQUATIC EXPERT 1,600
AMERICAN RED CROSS AUTHORIZED PROVIDER CONTRACT 1,000
SOFTWARE MAINTENANCE AGREEMENT 3,700
CROSS COUNTRY SKI TRACKS 2,000
GUTTER TILE REMOVAL AND REPAIR 6,900
Total Contracted Services $ 34,262
FY 05 ANTICIPATED ACCOMPLISHMENTS
(Goals and Objectives)
• The Recreation Department will expand community events and offering for families such as the Winter Fest,
Easter Egg Hunt, Sweet Pea Children's Run, Gold Fish Swim, Gone to the Dogs Swim and Swim Center Family
Night Specials. It is documented that families that can play together stay together.
• The Department will offer new wilderness based youth programs to help our youth develop lifelong skills,team
and leadership skills and to get to know the environment in which they live.
• We will offer adult fitness programs such as water aerobics, masters swimming, lap swimming, cross country
skiing and yoga so individuals may live longer independent and healthy lives. The management staff will train
staff in providing the fitness skills needed for active daily living. The programs will develop more efficient
circulatory and respiratory systems,improve posture,and provide greater strength and flexibility.
• Hire a contractor to update the Recreation, Parks Open Space and Trails Master Plan.
• Develop and implement a Department marketing plan to promote the Department programs and benefits.
• Retained 99% customer satisfaction with over 1,500 program evaluation forms. The national standard is 75%,
with many departments in the country setting their standards at 50%.
• Repair Bogert Pool shell to prevent the pool wall from falling inward.
• The Swim Center will install a play and outdoor sun area to accommodate additional birthday parties and provide
an outdoor patron viewing and waiting area.
• The Swim C enter w e will continue t o tackle the parking problem b y adding parking o n the West side o f the
building.
• Bogert Pool will offer shade and an attractive area for patrons to relax in next to the new 26'triple tube slide.
• Secure the Beall Park Recreation Center for Recreation Programming for the Community and upgrade it so it
can be used as a Recreation Center for the Bozeman citizens.
G-29
RECREATION
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
The Recreation Department improves conditions
in our community by offering over 120 recreation 100% 100% 100% 100% 100%
opportunities that enhance the Qpality 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 revepue generated TBD $353,500 $338,738' $345.00 $350.00
Revenue increase fromrevious year I None 0% 0% 0% 0%
Citizens will be assured an open and accessible
Recreation De,ppartment. 100% 100% 100% 100% 100%
Customer satisfaction(National Standard). We 85% 99% 99% 99% 95%
measure patron's satisfaction of each program
through a written evaluation. Percents are based
upon total number of customers satisfied with the
recreation and aquatic programs.
Safety
Prevention of life threate irg Gidents 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 through recreation programs
Percent of lifeguards with current certifications in 75% 100% 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 10/20 100% 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 02 FY 03 FY 04 FY 05
Actual Actual Projected Budgeted
Recreation Programs
Youth Special Events Attendees 1662 1932 2032 2050
Youth Recreation Classes Attendees 1413 1766 1800 1800
Tee Ball Youth 503 386 390 390
Tee Ball Coaches 62 82 82 82
Preschool Recreation Attendees 140 24 242 250
Free Summer Park Program Attendees 130 342 345 350
Senior Special Events 140 100 115 120
Lindley PRentals Public/In-House/City Rec) 194/91 208/69 210/165 210/165
Summer Recreation Classes for Youth 105 127 206 206
Swim Center
Total Attendance 112,616 107,759 104,619 115,000
General Admission Swimmers 57,512 54,033 52,138 53,000
Swim Teams/Scuba/Kayak 15,538 14,310 13,516 13,500
City Lessons 5,116 5,151 5,095 5,000
I Bozeman School District Lessons 24,650 25,726 24,665 24,650
Rural School Lessons 1,947 2,586 2,870 2,500
Birthday Parties 2,436 2,126 2,328 2,100
Water Aerobics 12,416 12,738 11,616 11,000
Groups 3968 3827 4006 4000
Bogert Pool (Summers)
I Total Swimmers 37,942 42,051 45,350 46,850
Open swim-adults&youth 25,440 28,905 32,350 34,000
Swimming Lessons 10,923 12,120 12,000 12, 500
Aerobics 367 247 250 250
Other-swim teams,groups,special events, 1,176 1026 1000 1,000
scuba
G-31
COMMUNITY DEVELOPMENT
PROGRAM DESCRIPTION
Tax Increment Financing:
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 and services for accessibility. These self assessments were
supplemented by an inventory of all city owned facilities pursuant to an Adaptive Environments Center and Barrier Free
Environments checklist,which strictly follows Americans with Disabilities Act Accessibility Guidelines. Remedial actions range from
simply relocating activities to reconstructing certain facilities to assure compliance. The problems are being approached on a
priority basis as follows:
PRIORITY 1: PROVISION OF AN ACCESSIBLE ENTRANCE
PRIORITY 2: PROVISION OF ACCESS TO GOODS AND SERVICES
PRIORITY 3: USABILITY OF REST ROOMS
PRIORITY 4: ADDITIONAL ACCESS PROVISION
Economic Development 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 selection of proposals;p reparations o f n ecessary 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.
Housing 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 Financing:
• 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 Revolvina Loan Fund:
• To receive,process,and administer loans in compliance with established guidelines.
• To work closely with the Gallatin Development Corporation, Capital Opportunities,and lending institutions to keep businesses
advised of the eligibility requirements and the availability of funds.
• To assist the Loan Review Committee in reviewing applications and selecting recipients of loans.
• To continually upgrade guidelines as the need occurs.
Housing Revolving Loan Fund:
• To recruit eligible property owners for participation in the housing program.
• To assist the Community Affordable Housing Advisory Board in the selection of proposals.
• To prepare work write-ups,bids,and cost estimates and work closely with local contractors.
• To perform on-site inspections of work being completed,in conjunction the city building officials.
• 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
ActualAppropriatedAmendments Recomende Dollar
FY 03 FY 04 m
FY I4 I FY 05 I Change I Change
Full-Time Equivalents 1.00 1.00 1.00
Number Category
1000-1199 Salaries&Overtime $ 12,274 $ 26,799 $ - $ 29,241 $ 2,442 9%
1200-1299 Benefits 4,455 11,317 - 12,465 1,148 10%
2000-7599 Operating 562,824 2,400,347 1,526,667 (873,680) -36%
8000-8999 Capital 7,769 - -
9000-9699 Debt Service - - -
9900-9999 Transfers - - -
Total All Categories $ 587,322 $ 2,438,463 $ - $ 1,568,373 $ (870,090) -36%
EXPENDITURES BY DIVISION
Division
Number Division
8210 Downtown Imp Dist $ 295,935 $ 758,605 $ - $ 975,167 $ 216,562 29%
8220 Americansw/Disab - 36,282 15,000 (21,282) -59%
8230 Urban Redev&Housing 33,959 335,960 14,400 (321,560) -96%
8240 Economic Development 237,983 1,269,500 511,000 (758,500) -60%
8250 Grants 19,445 38,116 52,806 14,690 39%
Total All Divisions $ 587,322 $ 2,438,463 $ - $ 1,568,373 $ (870,090) -36%
EXPENDITURES BY FUND
Fund
Number Fund
116 TIF Dowtown Improvemei $ 244,840 $ 675,487 $ - $ 895,167 219,680 33%
130 Americans With Disability - 36,282 15,000 (21,282) -59%
117 Community Development - - -
118 Section 8 Housing Mod/R - - -
119 Economic Development L 237,983 511,000 511,000 - 0%
120 Community Housing - - -
121 Housing Revolving Loan I 33,959 135,960 14,400 (121,560) -89%
010 General Fund 19,445 38,116 52,806 14,690 39%
176 BID 50,318 83,118 80,000 (3,118) -4%
186 Development Impacts - 958,500 - (958,500) -100%
900 General Fixed Asset Grot 777 -
Total All Funds $ 587,322 $ 2,438,463 $ - $ 1,568,373 $ (870,090) -36%
G-34
COMMUNITY DEVELOPMENT
FY 05 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 of
$15,000. No specific projects are identified.
• Housing Revolving Loan: Appropriation authority includes$14,400 paid to HRDC for administration.
• 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.
G-35
OTHER
® NON-DEPARTMENTAL
® G.O. BONDS
® SID REVOLVING
® 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
Actua[ Appropriated endments mmende Dollar %
FY 03 I FY 04 I AmReco
FY 04 I FY 05 I Change I Change
Full-Time Equivalents
Number Category
1000-1199 Salaries&Overtime $ - $ - $ - $ - $ -
1200-1299 Benefits - - - - -
2000-7599 Operating 2,738,036 2,864,152 - 2,664,299 (199,853) -7%
8000-8999 Capital 1,316,489 -
9000-9699 Debt Service - - -
9900-9999 Transfers 1,816,768 3,331,771 3,730,202 398,431 12%
Total All Categories $ 5,871,293 $ 6,195,923 $ - $ 6,394,501 $ 198,578 3%
EXPENDITURES BY DIVISION
Division
Number Division
8910 Insurance $ 2,661,464 $ 2,709,682 $ - $ 2,506,799 $ (202,883) -7%
8920 Band 5,734 6,000 - 6,000 - 0%
8930 Leave Payouts - - - -
8940 Contingencies - 100,000 - 100,000 - 0%
8950 Beautification Of Bozema 1,847 - -
8960 Transfers 1,816,768 3,331,771 3,730,202 398,431 12%
8970 Senior Transportation 50,148 47,970 51,500 3,530 7%
8980 North East Neighborhood 1,335,332 500 - (500) -100%
Total All Divisions $ 5,871,293 $ 6,195,923 $ - $ 6,394,501 $ 198,578 3%
EXPENDITURES BY FUND
Fund
Number Fund
010 General Fund $ 1,886,927 $ 1,618,501 $ - $ 1,715,504 97,003 6%
720 Health-Medical Self-Insur 2,437,086 2,465,129 2,253,363 (211,766) -9%
131 Beautification Of Bozema 1,847 - -
104 Liability Insurance 245,260 275,179 263,761 (11,418) -4%
108 Community Transportatio - - -
900 General Fixed Asset Grol 8,114 - -
103 Health-Medical Insurance 622,433 1,044,306 1,286,850 242,544 23%
105 P.E.R.S. Fund 170,399 277,307 272,719 (4,588) -2%
106 Police Pension Fund 265,597 311,559 332,146 20,587 7%
107 Firemans Pension Fund 183,176 155,472 218,658 63,186 41%
175 Senior Transp 50,148 47,970 51,500 3,530 7%
177 North East Neighborhood 306 500 (500) -100%
Total All Funds $ 5,871,293 $ 6,195,923 $ - $ 6,394,501 $ 198,578 3%
H-4
NON-DEPARTMENTAL
FY 05 BUDGET HIGHLIGHTS
• The budget includes the following general fund items:
• General fund share of liability insurance premiums$232,716
• General fund contribution to the band$6,000
• Contingency appropriation$100,000
• Transfer to Police&Fire(state contributions to retirement systems)$1,000,000
• Transfer to planning—general fund subsidy of planning operations$342,847
• Transfer to Historic Preservation-$13,221
• The budget includes the following Special Revenue Fund items:
• Transfer from Health Special Revenue Fund to the General Fund$1,286,850
• Transfer from the PERS Special Revenue Fund to the General Fund$272,719
• Transfer from the Police Pension Special Revenue Fund to the General Fund$332,146
• Transfer from the Fire Pension Special Revenue Fund to the General Fund$218,658
• Transfer from the Liability Special Revenue Fund to the General Fund$263,761
• Mill levy for senior transportation$52,036
• The budget includes the following Health Medical Self-Insurance Fund items:
• Appropriation authority of$2,253,363 for health/medical claims and an administrative cost allocation.
FY 05 ANTICIPATED 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 I AppropriatedAmendments Recoende Dollar
FY 03 FY 04 I mm
FY 04 I FY 05 I Change I Change
Full-Time Equivalents
Number Category
1000-1199 Salaries&Overtime $ - $ - $ - $ - $ -
1200-1299 Benefits - - - - -
2000-7599 Operating - - -
8000-8999 Capital - - -
9000-9699 Debt Service 693,579 410,336 691,376 281,040 68%
9900-9999 Transfers - - -
Total All Categories $ 693,579 $ 410,336 $ - $ 691,376 $ 281,040 68%
EXPENDITURES BY DIVISION
Division
Number Division
9310 G.O.Bonds Principal $ 693,579 $ 410,336 $ - $ 691,376 $ 281,040 68%
Total All Divisions $ 693,579 $ 410,336 $ - $ 691,376 $ 281,040 68%
EXPENDITURES BY FUND
Fund
Number Fund
301 Library Bonds $ 210,524 $ 311,372 $ - $ 312,410 $ 1,038 0%
302 Bond S&11995 Transpo 483,055 98,964 378,966 280,002 283%
Total All Funds $ 693,579 $ 410,336 $ - $ 691,376 $ 281,040 68%
H-8
G.O. BONDS
FY 05 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 05 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
IActual Appropriated Amendments Recommende Dollar % !
FY 03 I FY 04 I FY 04 I FY 05 I Change I Change
Full-Time Equivalents
Number Category
1000-1199 Salaries&Overtime $ - $ - $ - $ - $ -
1200-1299 Benefits - - - - -
2000-7599 Operating - - -
8000-8999 Capital - - -
9000-9699 Debt Service - - -
9900-9999 Transfers 116,631 - -
Total All Categories $ 116,631 $ - $ - $ - $ -
EXPENDITURES BY DIVISION
Division
Number Division
9510 Sid Bond Principal $ 116,631 $ - $ - $ - $ -
Total All Divisions $ 116,631 $ - $ - $ - $ -
EXPENDITURES BY FUND
Fund
Number Fund
300 Special Improvement Dist $ 116,631 $ - $ - $ - $ -
Total All Funds $ 116,631 $ - $ - $ - $ -
H-12
SID REVOLVING
FY 05 BUDGET HIGHLIGHTS
• No expenditures are budgeted.
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Not Applicable.
H-13
SID BONDS
PROGRAM DESCRIPTION
The SID/Sidewalk bond budget unit is u sed to account for the payments of principal and interest on the various
special improvement district and sidewalk bonds.
Section 7-12-4102 MCA authorizes the city to create special improvement districts and 7-12-4206 authorizes the
payment to be made from the fund.
The city issues special improvement district bonds, assesses property taxpayers for the costs, collects the
assessments,and in turn retires the bonds and pays the related interest expense.
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 mmende Dollar %
FY 03 I FY 04 I Reco
FY 04 I FY 05 I Change I Change
Full-Time Equivalents
Number Category
1000-1199 Salaries&Overtime $ - $ - $ - $ - $ -
1200-1299 Benefits - - - - -
2000-7599 Operating 5,757 - -
8000-8999 Capital - - -
9000-9699 Debt Service 749,202 1,200,000 1,200,000 - 0%
9900-9999 Transfers 919,349 - -
Total All Categories $ 1,674,308 $ 1,200,000 $ - $ 1,200,000 $ - 0%
EXPENDITURES BY DIVISION
Division
Number Division
9710 SID Bonds Principal $ 1,674,308 $ 1,200,000 $ - $ 1,200,000 $ - 0%
Total All Divisions $ 1,674,308 $ 1,200,000 $ - $ 1,200,000 $ - 0%
EXPENDITURES BY FUND
Fund
Number Fund
310 SID Funds $ 1,674,308 $ 1,200,000 $ - $ 1,200,000 $ - 0%
Total All Funds $ 1,674,308 $ 1,200,000 $ - $ 1,200,000 $ - 0%
H-16
SID BONDS
FY 05 BUDGET HIGHLIGHTS
• The budget includes appropriation authority necessary for the anticipated repayment of SID bonds principal and
interest.
FY 05 ANTICIPATED ACCOMPLISHMENTS
• Not applicable.
H-17
U.S. CONSUMER PRICE INDEX
Calender u.s.
Year Co sumer.Price :Pot-pent
!Mei . Charge
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
2003 184.0 2.3
I-1
U. S. CONSUMER PRICE INDEX
0 200.0
" 150.0
a) 100.0 '�°-
w 50.0
/\p` AA #p (6bcbC3 �o� ��, QJh cP 01\
Rod NOS Nod N No) N� Noj p\'° N N VD
ACTUAL
I-2
CITY OF BOZEMAN
TRANSPORTATION G.O. BONDS REFUNDING
DEBT SERVICE SCHEDULE
brie a tt: 't 04 P000 `r`AYI1a3}1 EU* O
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
1-3
TRANSPORTATION BOND-REFUNDING
$4,000,000
o $3,500,000 :�-
ca
o $3,000,000 -‘'XiN.,
z
$2,500,000
o $2,000,000
NNNI,
F, $1 ,500,000
a $1 ,000,000
a
'N\I\
U
g $500,000
a
$0
1-4
CITY OF BOZEMAN
G. O. BOND-LIBRARY#1
DEBT SERVICE SCHEDULE
P.aynieii# 13.000 #iffirest :•ntOce0) iRr ra
t al # m eljqrit
iA6a.5
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
'MVO 3.. t'L;•F OPPO 145, FFi 2 t ..',"t7;2 i
1-5
LIBRA F' Y BOND #1
l)
a
z
$2,500,000
$2,000,000
o $1 ,500,000
Z $1 ,000,000
F $500,000
a
z
$0
ET.a
nOO�
c),<0 nO (BOOR) 7\t\ nOt\bt t( OnVQ
V V V V V
1-6
CITY OF BOZEMAN
G. O. BOND-LIBRARY#2
DEBT SERVICE SCHEDULE
PPleftt firppal tii€. lr t. f t sei €:Atiti 1 PT,Irmoi
to ,P46ii.l: ;ii#. 04jir c $ Raytmt aaki6oi
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 5470 125,470 130,000
January 1, 2021 2,860 2,860
July 1, 2021 130,000 4,400 2,860 132,860 0
1-7
LIBRARY BOND #2
co
0
z
$2,000,000
z
I
$1 ,500,000
o $1 ,000,000
z
$500,000 _
J
a
z $0 I I I I I I I I
2
nOO� nOO� O
nO� O�� O/! (-P (-P9'O��
V V V J V
1-8
CITY OF BOZEMAN
WATER REVENUE BONDS
DEBT SERVICE SCHEDULE
porvont .PtiNor toer8ai`f !nf !t' $ 3':Int ct it. .P :t fp0i:
:
Payment o •.P.,:05.04 Pa ekifi` 8ataizce
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 1, 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
Net Interest Cost 4.494 %
1-9
WATER REVENUE BONDS
N
$4,000,000
Z $3,500,000
$3,000,000
$2,500,000 �~
E $2,000,000
$1 ,500,000
$1 ,000,000
a
$500,000
$0
huh Neb c
1-10
CITY OF BOZEMAN
LYMAN CREEK WATER REVENUE BONDS
DEBT SERVICE SCHEDULE
T'Ayffikia Pr cioal 11*.O.$00 i t?nuat: Pit401
Oate 1? y3rt4ot $ytnetit .001.464 iai
$ 615,889
May 23, 1996 $ 16,360 $ 17,421 $ 33,781 599,529
November23, 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
May 23, 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
May 23, 2004 24,098 7,351 31,450 275,962
November 23, 2004 24,689 6,761 31,450 251,273
May 23, 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
May23, 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
'I`4 rAt.$ $ 0.1'x;$$9' $' 24A $ x$1;472:
Interest Rate: 4.9%
I-11
LYMAN CREEK WATER BONDS
U)
$700,000
03
$600,000
$500,000
a $400,000
Z $300,000
$200,000
$100,000
U Q�
$0
a
V V V
1-12
CITY OF BOZEMAN
LYMAN CREEK WATER REVENUE BONDS
DEBT SERVICE SCHEDULE
PHASE II
PaW.1010 f r:iet* ,I .est $grrit4tr. : 1.r r
'Date. 1.EiY*It :l i ei#' 0.40 .I Eartce
$ 316,712
November 23, 1996 $ 7,272 $ 7,759 $ 15,031 309,441
May 23, 1997 7,450 7,581 15,031 301,991
November 23, 1997 7,632 7,399 15,031 294,359
May 23, 1998 7,819 7,212 15,031 286,539
November 23, 1998 8,011 7,020 15,031 278,528
May 23, 1999 8,207 6,824 15,031 270,321
November 23, 1999 8,408 6,623 15,031 261,913
May 23, 2000 8,614 6,417 15,031 253,299
November 23, 2000 8,825 6,206 15,031 244,474
May 23, 2001 9,041 5,990 15,031 235,432
November 23, 2001 9,263 5,768 15,031 226,169
May 23, 2002 9,490 5,541 15,031 216,679
November 23, 2002 9,722 5,309 15,031 206,957
May 23, 2003 9,961 5,070 15,031 196,996
November 23, 2003 10,205 4,826 15,031 186,792
May 23, 2004 10,455 4,576 15,031 176,337
November 23, 2004 10,711 4,320 15,031 165,626
May 23, 2005 10,973 4,058 15,031 154,653
November 23, 2005 11,242 3,789 15,031 143,411
May 23, 2006 11,517 3,514 15,031 131,893
November 23, 2006 11,800 3,231 15,031 120,094
May 23, 2007 12,089 2,942 15,031 108,005
November 23, 2007 12,385 2,646 15,031 95,620
May 23, 2008 12,688 2,343 15,031 82,932
November 23, 2008 12,999 2,032 15,031 69,932
May 23, 2009 13,318 1,713 15,031 56,615
November 23, 2009 13,644 1,387 15,031 42,971
May23, 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
Interest Rate: 4.9%
1-13
LYMAN CREEK WATER BONDS PHASE ll
o $350,000
Z $300,000 '
$250,000
$200,000
z $150,000
$100,000
$50,000
Z �.
$0
NCPC° Ne re eel/ nOO� , ,eOO� (le
V V V
1-14
STAFFING SUMMARY
Authorized Authorized Authorized Authorized Recommended
FY 01 FY 02 FY 03 FY 04 FY 04
GENERAL GOVERNMENT
City Commission 3.00 4.00 4.00 4.00 4.00
City Manager 5.50 5.50 6.50 7.50 7.50
Municipal Court 5.00 5.00 5.00 6.00 6.00
City Attorney 6.00 6.00 6.00 6.00 6.00
Finance 16.75 16.75 16.00 16.00 16.00
Office of Planning&Community Develc 11.04 11.70 12.70 12.70 12.70
Zoning - - - - -
Building Maintenance 0.55 0.55 0.55 1.55 2.55
TOTAL GENERAL GOVERNMENT 47.84 49.50 50.75 53.75 54.75
PUBLIC SAFETY
Police Department 45.25 48.25 48.25 48.25 49.75
Fire Department 28.75 28.75 29.75 29.75 29.25
Building Inspection 10.05 10.05 10.55 10.55 12.55
Parking 1.75 1.75 2.75 2.75 2.75
9-1-1 - - - - -
TOTAL PUBLIC SAFETY 85.80 88.80 91.30 91.30 94.30
PUBLIC SERVICES
Public Services Administration 6.77 7.15 7.15 7.15 7.15
Streets 14.00 13.62 13.62 13.62 13.62
Water Plant 6.32 9.27 9.27 9.27 9.27
Water Operations 16.07 13.12 14.12 14.12 14.12
Wastewater Operations 6.75 6.75 7.75 7.75 7.75
Wastewater Plant 15.87 15.87 15.87 14.87 14.87
Solid Waste Collection 9.74 10.74 10.74 10.74 11.74
Solid Waste Disposal 7,66 7.66 7.66 7.66 7.66
Vehicle Maintenance 2.50 2.50 2.50 2.50 3.50
TOTAL PUBLIC SERVICES 85.68 86.68 88.68 87.68 89.68
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 1.00
TOTAL PUBLIC WELFARE 55.11 55.11 56.11 56.11 66.11
OTHER
Non Departmental - - - - -
G.O.Bonds - - - - -
SID Revolving - - - - ..
SID Bonds - - - _ -
TOTAL OTHER - - - - -
TOTAL ALL FUNDS 274.43 280.09 286.84 288.84 294.84
1-15
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
Monthly charge -
All metered customers 3/4-inch $ 9.92
1-inch $ 12.65
1%-inch $ 15.74
1%-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 pay a 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
1-18
reinstating a water service which has been discontinued for non-payment of water and/or wastewater
service 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. K Rgif OFF, May
i/-
ATTEST:
iy Q
BNL. SULLI
Clerk of the Commission
•
APPROV AS TO FORM:
ASI
City Attorney/
I-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 $ 7.13/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 $ 0,53 $ 1 .72/ccf based
on average winter on average winter
water usage* water usage*
1 :23 0.55 1 .78
Commercial, Industrial $ 1 .19/ccf based on $ 0 $ 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 $ 0.095 $ 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 $10.00/month $ 7- 5-9 $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,
--?4,„„A. a
MARCIA B. YOUNG A Mayor
ATTEST:
IN L. SULLI
Clerk of the Commission
APPROV.D AS TO FORM:
City Att. ney
k22
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 itis 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
of 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.
< / •
S--EVEN.R. KI OFF, ayor/
ATTEST:
FiNfoi ,‘„) ,RL. SULL) A
Clerk of the Commission
APPROV AS TO FORM:
PA
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-sited 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.,greaterthan
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.
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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 EN R. K R #HOFF�/I
ATTEST:
0 sy o
R :1 L. SULLI 1 J
Clerk of the Commission
APPROV S T e FO
( 7
C
I /
PA L V 5 E
City Attorney
•
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SCHEDULE "A"
CITY OF BOZEMAN
LANDFILL GATE FEES
:rfe:.tive September 2, 2001, and affirmed effective April 1, 2003, the following landfill gate fees are in
effect:
Load Size Fee Per Ton
Minimum - up to 283 lbs $ 5.00 $ 36.77
Normal waste over minimum $ 0.01839/lb. $ 36.77
Specialty Materials
Building Products (construction debris) $ 0.03677/lb. $ 73.55
Sheet Metal Goods (appliances) $ 0.05221/Ib. $104.42
Wire* less than 3-feet in length $ 0.01839/Ib. $ 36.77
Dead Animals - Less than 200 lbs. $15.00 ea.
More than 200 lbs. $78.00 ea.
Whole Tires $ 0.07353/Ib. $147.06
Sectioned Tires (cut in quarters) $ 0.01839/lb. $ 36.77
Plastics $ 0.03677/Ib. $ 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 1 - 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 lli- 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
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(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
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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
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SUMMARY OF CAPITAL EXPENDITURES
PROPOSED FY 05
CITY COMMISSION
CONTINUED EXPANSION OF LASERFICHE SYSTEM $ 5,000
CITY MANAGER
LASER PRINTER FOR GIS $ 2,500
VEHICLE PER CIP 10,000
VEHICLE FOR IT DEPARTMENT 15,000
FY04 PHONE IMPLEMENTATION-CONTINUED 50,000
TOTAL $ 77,500
FINANCE
MAINFRAME COMPUTER REPLACEMENT $ 150,000
PLANNING
VEHICLE $ 30,000
ARCEDITOR SOFTWARE 7,000
TOTAL $ 37,000
POLICE
THREE NEW PATROL VEHICLES $ 81,120
THREE MOBILE DATA TERMINALS FOR PATROL VEHICLES 33,000
TOTAL $ 114,120
FIRE
PORTION OF SPECIAL MILL LEVY CAPITAL EXPENSES $ 250,000
OCCURRING IN FY 05
TOTAL $ 250,000
BUILDING INSPECTION
STAFF VEHICLE REPLACEMENT $ 27,040
COPY MACHINE 10,000
FILING SYSTEM 12,000
TOTAL $ 49,040
STREETS
REPLACE 1986 DUMP TRUCK $ 108,160
REPLACE 1984 STREET SWEEPER 124,384
TOTAL $ 232,544
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WATER OPERATIONS
BACKHOE LOADER TO REPLACE 1995 JOHN DEERE BACKHOE $ 107,078
WASTEWATER OPERATIONS
REPLACE 1995 VAC CON FLUSHER TRUCK $ 266,074
REPLACE DIAL-UP TELEMETRY AT BURRUP LIFT STATION 6,210
SEWER MAIN REPLACEMENT: N ROUSE-BABCOCK TO GRIFFIN 3,100,000
TOTAL $ 3,372,284
WASTEWATER TREATMENT PLANT,
CIP: REPLACE 1988 CHEVY S-10 BLAZER $ 34,000
CIP:REPLACE 1982 FORD TRACTOR AND MOWER 74,630
TOTAL $ 108,630
SOLID WASTE COLLECTION
AUTOMATED GARBAGE TRUCK(SIDE-L) $ 190,000
SANDER AND PLOW FOR 1 TON FLATBED 9,500
TOTAL $ 199,500
SOLID WASTE DISPOSAL
REPLACE SANDER ON 1 TON FLATBED $ 5,000
TRANSFER STATION 3,000,000
TOTAL $ 3,005,000
CEMETERY
CIP MOWER REPLACEMENT PROGRAM $ 12,000
FILL WORK ON UNDEVELOPABLE AREAS 18,000
TOTAL $ 30,000
PARKS
PARKS MASTER PLAN DEVELOPMENT $ 160,000
FORESTRY
REPLACE 1987 PICKUP $ 30,000
REPLACE 1989 BRUSH CHIPPER 26,000
TOTAL $ 56,000
LIBRARY
RESERVATION AND PRINT MANAGEMENT SOFTWARE $ 9,850
GRAND TOTAL $ 7,963,546
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MULTI-YEAR DEPARTMENTAL SUMMARY
FY 02 - FY 05
ACTUAL ACTUAL APPROPRIATED PROPOSED
FY 02 FY 03 FY 04 FY 05
CITY COMMISSION $ 213,288 $ 257,467 $ 349,154 $ 303,707
CITY MANAGER 886,286 797,653 826,431 939,321
MUNICIPAL COURT 276,059 316,152 365,766 396,377
CITY ATTORNEY 413,812 497,580 559,756 597,848
FINANCE 798,368 936,095 927,126 1,153,119
PLANNING 585,219 663,456 784,553 905,171
BUILDING MAINTENANCE 485,334 624,809 566,421 701,788
POLICE 3,804,220 4,341,349 3,647,012 3,987,204
FIRE 2,173,325 2,701,942 2,194,865 2,478,953
BUILDING INSPECTION 602,775 758,076 685,859 857,241
PARKING 107,306 129,881 173,648 166,081
9-1-1 412,915 437,000 481,350 601,350
PUBLIC SERVICE 1,758,391 1,548,621 553,563 598,033
STREETS 1,811,406 2,244,813 8,929,717 3,663,488
WATER PLANT1,188,411 3,501,309 4,205,407 1,352,867
WATER OPERATIONS 3,091,645 3,506,257 2,767,369 2,185,170
WASTEWATER OPERATIONS 3,388,869 2,666,749 3,290,056 4,257,381
WASTEWATER PLANT 1,564,945 5,055,542 1,672,021 4,190,006
SOLID WASTE COLLECTION 1,082,331 1,238,990 1,437,716 1,378,151
SOLID WASTE DISPOSAL 1,440,912 1,266,406 4,517,467 4,292,562
VEHICLE MAINTENANCE 323,466 432,448 423,769 493,827
CEMETERY 365,025 363,207 442,258 407,246
PARKS 808,758 1,170,650 1,175,619 1,204,610
FORESTRY 617,652 326,645 317,385 349,789
LIBRARY 3,292,798 1,786,905 1,166,358 1,221,635
RECREATION 655,711 752,930 884,571 942,850
COMMUNITY DEVELOPMENT 445,637 587,322 2,438,463 1,568,373
NON DEPARTMENTAL 3,970,502 5,871,294 6,155,923 6,394,501
GRANTS 10,455 9,012
G.0, BONDS 485,997 693,579 410,336 691,376
SID REVOLVING FUND 116,631
SID SINKING FUND 1,049,136 754,858 1,200,000 1,200,000
GRAND TOTAL $ 38,110,954 $ 46,355,628 $ 53,549,939 $ 49,480,025
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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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