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Fiscal Year 2009-2010
City Manager's Recommended Budget
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CITY OF BOZEMAN, MONTANA
FISCAL YEAR 2009-2010
CITY MANAGER'S RECOMMENDED
ANNUAL OPERATING AND
CAPITAL IMPROVEMENT BUDGET
CITY COMMISSION
Kaaren Jacobson—Mayor
Jeff Krauss—Deputy Mayor
Sean Becker—Commissioner
Eric Bryson—Commissioner
Jeff Rupp—Commissioner
CITY MANAGER
Chris Kukulski - City Manager
CITY STAFF
Anna Rosenberry, CPA—Finance Director
Stacy Ulmen—City Clerk
City Manager's Recommended Budget FY10 3 City of Bozeman, Montana
PUBLIC REVIEW & PARTICIPATION
The City encourages open and transparent government—and offers multiple ways to ac-
cess this document in an effort to better inform City residents and property owners.
• This document is available on the City of Bozeman's website at www.bozeman.net,
and
• It is also available for review in the office of the Clerk of Commission of the City of
Bozeman during regular business hours (8 a.m. to 5 p.m. Monday through Friday) at
121 N. Rouse, Bozeman Montana, and
a It is available for review at the Bozeman Public Library, and
c Copies may be purchased from the Finance Department, 121 N. Rouse, Bozeman
Montana for$35.
The public is strongly encouraged to attend all work sessions and public hearings held
prior to final adoption of the budget.
c Notices for these meetings are published in the legal advertisements of the Bozeman
Daily Chronicle newspaper, and
u Notices for these meetings are posted on the City's website at www.bozeman.net.
o Public Meetings of the City Commission are broadcast live on local-cable Channel 20.
Meetings are also re-broadcast throughout the week.
City Manager's Recommended Budget FY10 4 City of Bozeman, Montana
DISTINGUISHED BUDGET PRESENTATION AWARD FOR FY2008-2009
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, 2008. The City has received this
award for each budget it has prepared in the past 18 years.
In order to receive this award, a governmental unit must publish a budget document that
meets program criteria as a policy document, as an operations guide, as a financial
plan and as a communications device.
This award is valid for a period of one year only. We believe our current budget contin-
ues to conform to program requirements, and we are submitting it to GFOA to determine
its eligibility for another award.
1
GOVERNMENT FINANCE OFFICERS ASSOCIATION •
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Bozeman
Montana
For the Fiscal Year Beginning
July 1, 2008
President Executive Director
City Manager's Recommended Budget FY10 5 City of Bozeman,Montana
4 �
„As>,
Commission Memorandum
REPORT TO: Honorable Mayor and City Commission
FROM: Chris Kukulski, City Manager
Anna Rosenberry, Finance Director
SUBJECT: FY2009-2010 City Manager's Recommended Budget Presentation
**Reminder: Bring the Budget Document that you received on June 1,
2009.
MEETING DATE: June 15, 2009
RECOMMENDATION: Listen to presentation and provide comments/questions.
BACKGROUND: This presentation will outline the FY2009-2010 City Manager's
Recommended Budget. This budget serves as the preliminary budget. It can and will be
modified through public hearings and workshops with the City Commission.
The Budget and Tax Levy Hearings are scheduled for July 20, 2009, and will be opened-and-
continued until taxable values are received. The City has received notice from the Montana
Department of Revenue that taxable values will be delayed by at least 3 weeks this year. They
estimate delivery of certified values in the last week of August. Based on this information, we
estimate Final Appropriation and Tax Levy resolutions will adopted on September 14, 2009.
The August Policy Meeting has tentatively been scheduled for discussion of FY10 Budget
related items, as directed by the Commission.
231
Attached is a copy of the Budget Message, as included in the document itself.
If you have any questions related to details in the budget document, please forward them to Anna
or Chris before the June 15`11 meeting. In order to speak to the specifics of account history or
changing budget priorities in an individual account from year-to-year, we will likely need time to
investigate. We want to get you and the public accurate information when discussing the item at
the public hearing.
The entire "FY2009-2010 City Manager's Recommended Budget"document and the"Budget
Details" report are available online at httn://www.bozeman.net/finance/budhet.asnx. Copies are
also available to the public at the Bozeman Library and City Clerk's office.
FISCAL EFFECTS: None at this time. The adoption of the final budget in September will
have far-reaching fiscal effects.
ALTERNATIVES: As suggested by the City Commission.
Report compiled on: June 10, 2009
Attached Documents: Budget Message (excerpt from Budget Document)
232
CITY MANAGER'S BUDGET MESSAGE
May 28, 2009
Bozeman City Commission:
I am pleased to present the City Manager's Recommended Budget for Fiscal Year 2009-
2010 (FY10). With the significant economic changes of the past 18 months, this budget
seeks to meet those challenges, enable us to continue to weather the downturn in our local
economy, and ensure that Bozeman continues to be "The Most Livable Place", now and
into the future.
Downtown Exulosion: On March 5, 2009, the City both responded to a significant public
safety emergency, and lost an important piece of our vibrant, historic downtown to a natu-
raI gas explosion. As a organization, approximately $330,000 went into funding the staff,
equipment and incidental expenses of the immediate response and subsequent investiga-
tion of the event. In May, the Commission created a Blast Clean-up Fund of$300,000 to
assist the effected property owners in expediting the clean-up (and eventual re-
development) of the site.
State &Federal Stimulus Funding: With the passage of the American Recovery & Rein-
vestment Act of 2009 (ARRA), the city has been aggressively
for stimulus dollars. We have a number of worthy seeking to identify and apply
shovel-ready and
would create local jobs in the Bozeman communitypr Tocdate, thets thatie following funding oppor-
tunities are in various stages of application and approval.
IEntity Description/Source I Eligible Use/Identified Use I
Amount I Other Notes
I STATE House Bill 645-General Allo- 'VM Shop/Shop Remodel .
II cation City Buildings and Facilities. l $344,000.00$277,000.00Undesignated
Dedicated to Shop Project
'STATE I State Revolving Fund Program 1 WRF-Admin Lab Building 1 $ 800,000.00 I 50%grant,50%loan
ISTATE I Treasure State Endowment I WRF—Admin Lab Building $ 500,000.00 0,000.00
I Senate Committee 4/9/091
FED Department of Justice-Ed-
oSystemurts tomated $ 67,500.00 Applied for. Not Yet Awarded
ward Byrne Memorial Justice Ticketing
Assistance Grant
FED Department of Energy Clean Transportation Infrastruc
-
Cities Grants ture N/A September 09 Deadline. Joint
Application with Region for
Solar Panels in Parking Garage.
FED Department of Energy Energy Building Sector,Trans or-
Efficiency Conservation Block tation,Public Buildings$ 175,500.00 Allocation to City.
Grants(EECBG)
FED Department of Energy— Building Sector up to$24,500
Competitive Grants.
ITOTAL I '
I $ 2,188,500.001
I
City Manager's Recommended Budget FY10
9 City of Bozeman,Montana
233
proposed budget would still add $76,000 to the Unreserved Fund Balance for the end of
FY10.
We estimate the FY10 Unreserved Fund Balance at year end to be $2.8 Million, or 13.45%
of FY10 operating revenues. This is above the 12% minimum that the City Manager's
Recommended Budget must contain.
Work Plan
On June 2, 2008, the Commission adopted a work plan of new initiatives and ongoing pri-
orities for 2008 and 2009, in an effort to assist staff in allocating resources and time. Dur-
ing this coming budget year, a number of those items will be addressed. (List on page 20.)
Budgetary Support for New Initiatives&Ongoing Priorities
New Initiative#1: Build a new police and municipal court facility: Select and purchase
a site; Select architect and complete design; Educate the commu-
nity on the need for bond approval;Award bids for the construction.
I FY10 Budgetary Support: We have budgeted$100,000 to support leasing of additional space for the Mun-
cipal Courts to bridge the gap until a new police and court facility can be built.
INew Initiative#5: Develop a long term plan for the Streamline bus system.
I FY10 Budgetary Support: Shops Facility Joint Project; Parking Garage;Galavan support;Energy Effi-
ciency
f &Conservation Block Grant transit stop/shelter funding.
II Ongoing Priority#1 Reconstruct College Street from llih west to Main Street
FY10 Budgetary Support: This project was the subject of the City's FY10 requests for Federal Transit
Funding. We have listed scheduled in the City's 5-Year Capital Improvements
Plan,for impact fee funding in FY12. Collection of Impact Fee revenues and
whether we can obtain Federal Funding will significantly effect the City's abil-
ity to accomplish this important project.
Ongoing Priority#3 Complete the first phase of the Story Mansion's interior restoration.
FY10 Budgetary Support: Construction is scheduled to be completed in later June 2009. The FY10 budget
includes a new Special Revenue Fund for the operations of the Mansion as a
Community Center that is available to the public for rental. We have made esti-
mates of revenue collections and operating expenses and will be monitoring
actual activity during the year.
Ongoing Priority#5 Break ground on Phase I of the Water Reclamation Plant
(Wastewater Treatment Plant)expansion.
FY10 Budgetary Support: Groundbreaking occurred in April 2009. The FY10 budget includes the first
year of a new three-year rate increase plan that is necessary to fund the project.
We estimate spending$19 Million and borrowing$15 Million in this first of a
three-year construction project.
IOngoing Priority#6 Complete City Hall relocation on time and within budget and finalize sale
of the[old]site.
FY10 Budgetary Support: The relocation was on time and within the budget that was established for the
project. However,the sale of the old site has not been completed. The City
signed a letter of intent to sell the property for$900,000. If that plan comes to
fruition,$804,000 in General Fund Reserves will be needed to complete the
financing of the project,due to the substantial loss in market value the property
sustained during 2008 and 2009.
City Manager's Recommended Budget FY10 12 City of Bozeman,Montana
236
I Purpose FY09 FY10 FY11&Beyond
I Police Department: Staffing Increase 4 Mills Total 9 Mills Total 14 Mills,No sunset
I Fire Department: Staffing Increase 12 Mills,each year 12 Mills,each year 12 Mills,each year
No Sunset No Sunset No Sunset
Fire Department: Equipment and 4 Mills,each year 4 Mills,each year 4 Mills,each year
Capital Replacement Reserve No sunset No sunset No sunset
For FY09, the total approved levy increase was 20 mills. The City did not immediately
utilize the full amount of the 12 Mill Fire Department Staffing Increase due to award of a
$948,825 SAFER Grant; that levy will increase to its maximum level in FY13, upon full
expiration of the 4-year grant.
The City's FY10 city tax levy is estimated to be 170.05 Mills. This is a decrease of 1.11
mills from the prior year. Although the SAFER grant for the year is declining, we are
crediting approximately $510,000 of Police and Fire vacancy savings and mid-year budget
cuts, and temporary equipment reductions to reducing the levy in FY10 by 7.5 mills. Full
details on the estimated levy can be found in Mill Levies and Mill Value, page 46, of this
document.
Assessed Market FY08 FY09 FY10*EST ESTIMATED
Value Taxable FY08 City Tax Taxable FY09 City Tax Taxable FY10 City Tax
(-32%exemp- Value (Levy=154.18) Value (Levy=171.16) Value (Levy=170.05)
tion)
Median Home= $2,794 $431 $2,838 $485 $2,838 $483
$94,000
$150,000 $4,710 $726 $4,710 $808 $4,710 $801
$200,000 $6,280 $968 $6,280 $1,077 $6,280 $1,068
The median home "assessed market value" represents the value on the tax roll for a home
within the Bozeman city limits. This is the value of the property after the"homestead
exemption" is applied (approx 32%). Median simply means that half of the homes in the
city have a higher value and half have a lower value. The median value taxable value has
not changed significantly on the tax roll due to our reappraisal cycle. With FY10 being a
reappraisal year, the median value may change and will be available in August 2009.
City residents living in the median residential home will pay approx $2.83 for each mill
the city levies. In FY10, that is a total of$483, or$40.25 per month.
General Taxes Cost ner Mill
For FY09, the value of one mill was $74,178—an increase of 7.5% over FY08. For FY10,
we estimate the value of one mill to increase 3.0%to $76,403. Taxable values will be certi-
fied by the State in August. Taxable values for the city have had an average annual in-
crease of 8.4%for the past 5 years. With slowing construction activity, we anticipate a
smaller increase for FY11, and are tracking construction activity for an indicator for next
City Manager's Recommended Budget FY10 15 City of Bozeman,Montana
239
year.
City-wide Street and Tree Assessments
City property owners pay annual street and tree assessments based on the square footage
of the lot they own. These assessments are the major funding for Street Maintenance and
Forestry Divisions. The recommended budget is based on a 2% increase in the Street as-
sessment, resulting in an annual assessment of$84.48 for the average sized lot. The
budget does not increase the Tree assessment, keeping an annual assessment of$16.22 for
the average sized city lot. Combined, the annual increase over the previous year is $ 1.65
for owners of an averaged sized lot in the city.
Lot Size FY 08 Approved FY09 Approved FY10 Recommended
5%Streets&4%Trees 7%Streets&0%Trees 2%Streets&0%Trees
Small=5,000 sq ft. Streets-$5I.60 Streets-$55.2I Streets-$56.31
Trees-$10.81 Trees-$10.81 Trees-$10.81
Average=7,500 sq ft. Streets-$77.42 Streets-$82.83 Streets-$84.48
Trees-$16.22 Trees-$16.22 Trees-$16.22
Large= 10,000 sq ft. Streets-$103.21 Streets-$110.43 Streets-$112.64
Trees-521.63 Trees-$21.63 Trees-$21.63
Water & Sewer Rates
City property owners are by-and-large required to utilize the city's water and sewer treat-
ment systems. The adopted facility plans outline large capital projects will need to be
funded in the coming years.
Rate studies have been completed for both utilities and recommend changes to our rate
levels and structures in order to fund the utility improvements needed in the next 5 years.
Those recommendations were adopted August 2007, and have been revised to reflect the
new plant-expansion costs that for the awarded Water Reclamation Facility and the Water
Treatment Plant that is currently under design.
We anticipate adoption of two-year rate resolutions in the Summer of 2009. They will in-
clude a 3.2%increase in water rates each year, and a 10.2% increase in sewer rates each
year.
Average Residential FY 08 Monthly Bill FY09 Monthly Bill FY10 Monthly Bill
Customer 9%Increase Sewer 3.2%Increase Water
10.2%Increase Sewer
Water $30.73 per month $30.73 per month $31.7I per month
ISewer $20.87 per month $22.74 per month $25.06 per month
I Total $51.60 per month $53.47 per month $56.77 per month
In Conclusion
As with businesses and governments around the country, the past 12 months have signifi-
cantly changed the city's outlook for growth and service delivery. We are cautiously opti-
City Manager's Recommended Budget FY10 16 City of Bozeman,Montana
240
mistic that Bozeman will see continued, although much slower, growth than recent years
past.
As always, this spending plan could not have been developed without the input and advice
of dozens of people, from citizens to staff members to Commissioners. We greatly appre-
ciate their assistance in this process.
Respectfully,
Chris Kukulski, City Manager
Anna Rosenberry, Finance Director
City Manager's Recommended Budget FY10 17 City of Bozeman,Montana
241
Montana De .r meat of Revenue
Dan Bucks Brian Schweitzer
Director Governor
Memorandum
To: Members of the Montana Legislature
Local Government Officials
Public School Officials and
Other Interested Parties
From: Dan Bucks, Director of Revenue
Date: June 2, 2009
Subject: Property Reappraisal and Certification of Taxable Values to Local
Governments
Property taxes represent an integral part of our government finances in Montana. As a
property reappraisal year, 2009 has generated a great deal of discussion about property
taxes and their impact on citizens, businesses and government. We'd like to share
some information we hope is helpful to you in understanding this year's property
reappraisal and certification of taxable values.
The Montana Constitution and state law require periodic reappraisal of property in the
interest of equal taxation. The State of Montana, through the Department of Revenue
(DOR), is responsible for valuing all taxable real and personal property. Once every six
years, the DOR is required by state law to conduct a reappraisal of residential,
commercial, industrial, agricultural and forestland property in the state. We follow state
guidelines to ensure property is appraised in a fair and equitable manner.
Property Assessments for Individuals and Businesses
This summer, individuals and businesses who own real and personal property will be
receiving property assessment notices that reflect the new 2009 reappraised value of
their property. We have redesigned this year's notice to provide more complete
information in a user-friendly format.
As in past reappraisal cycles, we are issuing property assessment notices a bit later
than normal this year due to the additional time and care we took to ensure the
accuracy of our appraisals. To address concerns over potential changes in housing
market conditions due to the declining economy, we collected data six months longer
than normal to capture any late-breaking market trends. We also expanded our market
and income modeling approaches to provide a greater level of precision in our
appraised values.
242
revenue.mt.gov A Toll free 1-866-859-2254 (in Helena,444-6900) A TDD(406)444-2830
DOR Memorandum
June 2, 2009
Page 2
We welcome hearing from citizens and businesses who have questions or concerns
about their property assessments. We encourage property owners who do not agree
with our determination of the market value or classification of their property to work with
us directly to resolve any concerns by requesting an informal review. Importantly,
property owners will have the same length of time to request an informal review or
appeal of their assessment when it arrives in the mail.
More complete information about the schedule for mailing assessment notices and the
appeal process can be found on the enclosed Fact Sheet or on our website at
revenue.mt.gov.
Certified Taxable Values for Local Governments
In late August, all 1,448 local government taxing jurisdictions will be receiving their
individual certification of taxable values. This delivery date is later than in past years
due to our efforts to produce the most accurate values possible—including the
implementation of a change in the method we are required to use to calculate newly
taxable values. In the new calculation, the taxable value of new property is added to the
tax rolls at full phase-in value (please see HB 658, approved by the 2009 Montana
Legislature, for details).
Please refer to our Fact Sheet to better understand the complexity of this reappraisal
cycle and our efforts to ensure a high level of accuracy in our reappraised values.
We understand and apologize for the fact that this later delivery date may
inconvenience some taxing jurisdictions as you set your budgets and calculate mill
levies. Please be aware, however, that under Montana law a taxing jurisdiction still has
45 days from the receipt of the certification of taxable values to set its mill levy.
At this time, we have several new developments in progress that are intended to benefit
all local governments in setting their budgets and providing customer assistance. We
are working hard to provide local governments with access to relevant information from
our property tax computer system, ORION, in September, 2009. We also are working
to improve our communication with you in the future, through a local government
working group and/or a series of regular informational conference calls.
We look forward to working with you and are happy to assist you if you have any
questions.
Enclosure: 2009 Property Reappraisal and Certification of Taxable Values Fact Sheet
243
2009 Property Reappraisal and Certification of Taxable Values
FACT SHEET
Prepared by the Montana Department of Revenue
Here are some of the facts about the 2009 property reappraisal and certification of taxable values–the
largest and most complex ever for the Montana Department of Revenue.
Key Statistics
Comparison of 2003 and 2009 Work Volumes
2003 Parcel Counts: 875,491
2009 Parcel Counts: 953,203
Percentage Increase: 8.9%
2003 Total Assessment Notices: 622,922
2009 Total Assessment Notices: 688,549
Percentage Increase: 10.5%
Accomplishments
Class 3 Agricultural Land
• First complete reclassification and reappraisal in 46 years: The last time that we conducted a
comprehensive review of Montana's 50 million acres of agricultural land was in the early 1960s.
• Improved information sources and technoloav: We are now using multiple sources of information,
including United States Natural Resources Conservation Service (NRCS) soil survey information,
Farm Service Agency(FSA)agricultural land use information, existing classification information, as
well as on-site field reviews.
• Preview of agricultural/forest land reappraisal information: Each producer received a photomap that
displayed their ownership boundary, the land use for each acre of agricultural/forest land and the
productivity determination for each of those land use acres. Each producer was encouraged to
review that information with local office staff if they had questions or concerns.
Class 4 Residential Property
• More than 50% increase in number of market models: We developed new market models—
sophisticated computer models used to determine more precise, accurate estimates of market value
in selected neighborhoods—for 26 additional areas for a total of 68 separate areas covered.
• Additional six months of housina market trendina: We extended our data collection efforts for an
additional six months to capture any late-breaking housing market trends.
Class 4 Commercial Property
• increased use of income model: Our goal was to increase usage of the income approach to valuation
for commercial properties—an approach that involves the capitalization of net operating income into
value using a rate—from approximately 20% to 60%. This allowed us to better capture market trends
and more accurately estimate market values.
Class 10 Forest Land
• Improved information sources and technology: We hired the University of Montana, College of
Forestry&Conservation to develop a state-of-the-art productivity model that updated the existing
forest land productivity estimates with improved data, including soil information, for the 4 million acres
of forest land in Montana.
1
244
Timeline
Reappraisal of Class 3, Class 4 and Class 10 Property
July 1, 2008
Reappraisal base year date (extended six-months from customary January 1, 2008)
April 28, 2009 (ongoing)
Implement changes passed and approved during the 2009 Legislative Session (such as HB 658).
June 10—24. 2009
Assessment notices will be mailed to business owners and agricultural producers for personal property
they own that is not attached to real property.
June 25—July 13. 2009
Assessment notices will be mailed to owners of mobile homes that are not on a permanent foundation
(personal property mobile homes).
July 13—Auaust 7, 2009
Assessment notices will be mailed to owners of residential, commercial, and industrial land and
improvements, agricultural land, forest land—also personal property attached to each of these property
types.
Taxpayer Appeals or Requests for Informal Review
30 days after receipt of asse.ssr1ent notice
Deadline to file a request for informal valuation review(Form AB-26),
30 days ,fpr receivina p written decjsion from the DOR on the reauest for informal valuation review(AB,.
261 or wihin 30 days after receipt of assessment notice, whichever is later.,
Deadline to file an appeal with the County Tax Appeal Board (CTAB).
Certification of Taxable Values to Local Governments
June 1, 2009
Rule was filed with Montana Secretary of State regarding newly taxable value property calculations.
June 11. 2009
Rule regarding newly taxable value property calculations will be posted to DOR website.
July 1, 2009
Public hearing will be held on rule regarding newly taxable value property calculations.
Assessment notices will be mailed to owners of centrally assessed property.
July 9, 2009
Public comment period will close for rule regarding newly taxable value property calculations.
July 31. 2009
Rule regarding newly taxable value property calculations will become effective.
Auaust 25-31. 2009
Certification of taxable values will be provided to each taxing jurisdiction (1,448 taxing jurisdictions).
45 days after receipt of certificOop of taxable value. after the approval and adoption of the final budget:,
and at levels that will balance the budgets as provided in 7-6-4034. MCA (7-6-4036, MCA')
Taxing jurisdictions will determine mill levy.
2
245
City Manager's
Recommended Budget
City of Bozeman
FY2oo9-2o10
Significant Changes this Year
Local Construction Market
Effects on New-Construction Revenue from Property Taxes
Continued Effects on Planning and Building Department
Budgets.
Changes to growth estimates for customer accounts/assessable
square footage, etc.
Water Reclamation Facility Bids & Project Financing
Mid-Year Budget Cuts
FYo9 spending reductions of$256,000.
FY10$147,000 identified as not being requested,including 1.67 FTE's
1
Significant Changes this Year
• 2"d Year of Police & Fire Levies — Money not spent in
the 1st Year will be carried over and spent in the
2nd year; reducing taxes in the 2nd year.
Delay of Water Treatment Plant construction and
revised cost estimates.
• Stimulus Funding
Stimulus Funding Applications
STATE House Bill 645-General City Buildings and Facilities, $344,000.00 Undesignated
Allocation
VM Shop/Shop Remodel $277,000.00 Dedicated to Shop
Project
STATE State Revolving Fund Program WRF-Admin Lab Building $ 800,000.00 50%grant,50%loan
STATE Treasure State Endowment WRF—Admin Lab Building $ 500,000.00
FED DepartmentofJustice-Edward Police/Courts Automated $ 67,500.00 Applied for. Not Yet
Byrne Memorial Justice Ticketing System Awarded
Assistance Grant
FED Department of Energy Clean Cities Transportation Infrastructure N/A September 09 Deadline.
Grants Region for Solar Panels in
Parking Garage.
FED Department of Energy Energy Building Sector,Transportation, $ 175,500.00 Allocation to City.
Efficiency Conservation Block Public Buildings
Grants(EECBG) Plan Adopted June 1'r.
FED Department of Energy— Building Sector upto$24,500
Competitive Grants.
TOTAL $ 2,188,500.00
2
Operating & Capital
CM Recommended Budget includes both open.
and ,.:apical spending authority.
Capital spending is based on approved CIP schedules,with
modifications.
Listing of Capital Expenditures on page 224 of the Budget
Document.
Revenues = $74,177,028
Expenditures = X77,631,465
y Change in Fund Balances = ($3)454,437)
Change in Fund Balances/Working
Capital
$38.o Million Beginning Working Capital
$ 3.5 Million of existing Fund Balance will be used.
Spending Items:
Reduction of Police & Fire Levies = $583,000
Water Reclamation Facility = $4 Million
Savings Items:
Water Fund (for WTP) = $1 Million
3
Staffing Levels
This proposed budget is a net decrease of 3.27 FTE
from last year's approved budget.
These position decreases have already taken place.
Changes due to continued declines in workload over
this summer will be reflected in the Final Budget.
rnrr�it to Hire positions funded by voter-appy () /.::
I - -5: 4 Police Officers.
General Fund
FY10 Revenues $22,422,407
FY10 Expenditures $22,928,696
Difference ($5o6,289)
budgeted to utilize $583,000 Police and Fire FYo9
Savings to Reduce the Tax Levy in FY1o.
Without spending this carryover amount, FY10 budget
would add $76,000 to the General Fund reserve
4
-4
Police S( Fire Levy Doll
ITEM Amount
"'ITEM
Vacancy Savings $ 250,000.00
Police—FY09 Proposed Mid Year Savings $ 128,421.00
Fire—FY09 Vacancy Savings $ 91,000,00
'Fire—FY09 Proposed Mid Year Savings $ 40,475.00
Police—FY10 Levy Car $ 48,880.00
Police--FY10 Detective Levy Car S 25.000.00
Total FY09&FY10 Savings $ 583,776.00
Estimated FY10 Mill Levy Reduction 7.64
General Fund Reserve
Unreserved Fund Balance (Cash Reserve)
estimated $2.8 Million at the end of FY1o.
13.45% of operating revenues.
Ordinance requires City Manager to present a
recommended budget with at least a 12% reserve.
5
General Fund Revenues
-axes
Public Safety Levies = No Increase this year, use
FYog savings.
Authorized an additional 5 mills,but will reduce by 7.64 milk.
Rate of Inflation (2.23%) _ $246,000
3.o% estimated increase in Taxable Value =
Average of 8.42%Increase in Taxable Value over the last 5 year:.
Fire Department (SAFER) Grant = $303,570
Taxpayers benefit with a lower tax levy.
State Entitlement Share = $i65,000 increase (5.06%)
Difficulty in General Fund
General Fund Services
Commission CM,'Admin
4,Court
Re<reatlon _ Atty
5* '.
Finance
library
(; Facllibes
Management
Parks
60
IT
Cemetery 4'
2k
Public Svc/Eng
Police
3�.
Fire
213
6
General Fund Priorities
Economic Conditions:
Focused on reducing operating costs,
analyzing vacant positions,
working with other city departments to complete work that has been
contracted in the past.
Commitment to existing contracts.
Public Safety Levy Commitments.
Increase in Court and Prosecution efforts.
Opening of znd Court,Judge,permanent location.
Intern for Prosecution.
Contract Prosecutor via Victim Witness Grant.
Street Maintenance
Street Maintenance District Assessments:
Recommend a 2 increase.
7%increase in FYo9.
5%increase in FYo8.
5%increase in FYo7.
No rate increase occurred in FYo6.
• Capital Improvements:
Bike Lane Improvements
MAO Purchases for Sweepers&Graders.
• Average-size lot assessment increases$1.65/year;
to$84.48 total.
7
1
Forestry
Tree Maintenance District Assessment:
Recommend No Increase.
No increase in FY09.
4`::increase in FYo8.
5;',.increase FYo7
3"•increase in FYo6
• 100 Cost Share Trees.
• 10o Tree-Replacement Vouchers
- Capital-Chip Truck, Inventory&Condition Software,Off ice
Equipment& Furniture,Shops Complex Contribution.
Water
Rate Implementation
+3.2;<;to all customers
New Estimate of$40.7 Million for WTP; Delay Construction to
April 2011.
Capital - Plant Design & Engineering, Dam Project (carryover
from FYo8), Shops Complex project, Lyman Creek Water Main
improvements, Insulation of lower yards building.
Average residential customer= increase $0.98/month.
8
Wastewater
Rate implementation
+10.22 to all customers.
Down from +12.5%estimated in November 2008.
Capital - New WRF Facility, Shops Complex Project:,
Dump Truck, Insulation of Lower Yards building.
Average residential customer increases $2.32/month.
Solid Waste
Disposal
City will monitor the capped facility for 30+years.
Collection
Working on Office Expansion Project, Flex Fuel Truck replacement.
CI P—Software has been moved to FYii.
Finance and Solid Waste are working with existing software on customer
account information and route tracking.
• inti ease in rates;adopted last summer.
Recycling
Curbside Program—Continued operations.
subsidy of administration costs,building costs,insurance and vehicle
nr iintenance overhead.
9
Tax Levy
After an increase last year, related to the police and fire
levies, a small decrease is proposed this year.
Approved increase of 5 mills for FYio for Police Officers.
Reduced for$583,000 savings from Police&Fire Departments.
Fire-SAFER Grant helped to lessen the increase.
Median Homeowner will pay$2 LESS than last year;to $483 total.
City Tax Levy in Mills Ik
200 1171.99 1171.16147-0.051
150 168.26
163.31 163.42
10 154.18
50 -
LA0
FY04 FY05 FY06 FY07 FY08 FY09 FY10
FYio Average City Resident
Annual Cost Adjustments
Street Assessments + $ 1.65
Property Taxes - ($ 2.0o)
Water Services + $ 11.76
Sewer Services +$ 27.84
• Annual Increase +$ 39.25
• Monthly Increase + $ 3.27
10
Outside Requests
• Road to Home Program - $40,000. Included.
• ',nay Neuter Clinics - $4,000. Not Included, pending
Heart of the Valley Contract.
Lhanges Since Published
Montana Board of Crime Control Grant funding of
d IL Li i i vVitness Program was cut.
znd Muni Court Space lease with Gallatin County.
Heart of the Valley Animal Shelter Contract.
State MACI Program Funding not available for
Streets equipment. Will revert to FYio CIP
schedule.
-Jr/41 Energy Audits nearly Complete For EECBG
Program.
Tax Allocation notice received. +$14,000
11
Looking Ahead
• Planning & Building Inspection Workloads
monitored through the summer.
Parking Fund budget developed throughout
summer, with more operational experience for the
Garage.
• At,i+,ct Policy Meeting for further Budget
Discussion.
r� t ldi budget Adoption in Mid September.
12
Table of Contents
Introduction Page 3
Transmittal Letter: Budget Message 9
Core Values 18
Vision Statement, Mission Statement, Goals 19
Adopted Work Plan 20
Planning Processes 22
Demographic and Statistical Information 23
Financial Policies 25
Financial Structure 30
Budget Process 36
Organizational Chart 41
Summaries
Financial Summaries 43
Mill Levies&Mill Values 46
Appropriations by Type and Appropriations by Fund 47
Legal Debt Limit and Bond Rating 49
Staffing Summary 50
Revenues, Expenditures,and Fund Balances
Revenue Trends&Analysis 51
Expenditure Trends&Analysis 54
Fund Balance&Working Capital Analysis 57
Revenue&Expenditure Details by Fund—Table 60
General Government 75
City Commission 77
City Manager 81
Municipal Court 87
City Attorney 92
Finance 97
Planning 103
Facilities Management 108
Information Technology 111
Public Safety 115
Police 116
Fire 122
Building Inspection 128
Parking 134
Table of Contents (cont'd)
Public Services 138
Public Services Administration 139
Streets 145
Water Plant 151
Water Operations 157
Wastewater Operations 162
Wastewater Plant 167
Solid Waste Collection 172
Solid Waste Disposal 177
Solid Waste Recycling 178
Vehicle Maintenance 181
Public Welfare 185
Cemetery 186
Parks 190
Forestry 195
Library 199
Recreation 203
Community Development 209
Other 213
Non-Departmental 214
General Obligation(GO)Bonds 217
SID Revolving Fund 219
SID Bonds 220
Appendices 223
Capital Expenditures Summary 224
Water&Wastewater Rate Increases 225
US Consumer Price Index 226
Transportation GO Bond Debt Schedule 227
Library GO Bond#1 Debt Service Schedule 228
Library GO Bond#2 Debt Service Schedule 229
Lyman Creek#1  Rev.Bond Schedule 230
Downtown Tax Increment Bond Schedule 231
Glossary of Key Terms 232
City Manager's Recommended Budget FY10 7 City of Bozeman,Montana
CITY MANAGER'S BUDGET MESSAGE
May 28, 2009
Bozeman City Commission:
I am pleased to present the City Manager's Recommended Budget for Fiscal Year 2009-
2010 (FY10). With the significant economic changes of the past 18 months, this budget
seeks to meet those challenges, enable us to continue to weather the downturn in our local
economy, and ensure that Bozeman continues to be "The Most Livable Place", now and
into the future.
Downtown Explosion: On March 5, 2009, the City both responded to a significant public
safety emergency, and lost an important piece of our vibrant, historic downtown to a natu-
ral gas explosion. As a organization, approximately $330,000 went into funding the staff,
equipment and incidental expenses of the immediate response and subsequent investiga-
tion of the event. In May, the Commission created a Blast Clean-up Fund of$300,000 to
assist the effected property owners in expediting the clean-up (and eventual re-
development) of the site.
State & Federal Stimulus Fundine': With the passage of the American Recovery & Rein-
vestment Act of 2009 (ARRA), the city has been aggressively seeking to identify and apply
for stimulus dollars. We have a number of worthy projects that are shovel-ready and
would create local jobs in the Bozeman community. To date, the following funding oppor-
tunities are in various stages of application and approval.
Entity Description/Source Eligible Use/Identified Use Amount Other Notes
STATE House Bill 645-General Allo- VM Shop/Shop Remodel $344,000.00 Undesignated
cation City Buildings and Facilities. $277,000.00 Dedicated to Shop Project
STATE State Revolving Fund Program WRF-Admin Lab Building $ 800,000.00 50%grant,50%loan I
STATE Treasure State Endowment WRF—Admin Lab Building $ 500,000.00 Senate Committee 4/9/09 I
FED Department of Justice-Ed- Police/Courts Automated $ 67,500.00 Applied for. Not Yet Awarded
ward Byrne Memorial Justice Ticketing System
Assistance Grant
FED Department of Energy Clean Transportation Infrastruc- N/A September 09 Deadline. Joint
Cities Grants ture Application with Region for
Solar Panels in Parking Garage.
FED Department of Energy Energy Building Sector,Transpor- $ 175,500.00 Allocation to City.
Efficiency Conservation Block tation,Public Buildings
Grants(EECBG)
FED Department of Energy— Building Sector up to$24,500
Competitive Grants.
TOTAL I I $ 2,188,500.001
City Manager's Recommended Budget FY10 9 City of Bozeman,Montana
Changes during the past 12 months:
Building Activity: Local building activity has many impacts on the operations and fi-
nances of the City; from the workload and revenues in the Planning and Building Inspec-
tion Divisions to the amount of funding available for Impact Fee programs and increases
in Property Tax dollars due to new construction.
As with the rest of the nation, credit and other economic factors began effecting the
amount of subdivision and construction activity we were seeing come through the doors of
our Planning and Building Inspection Divisions in early 2008. By March and April 2008,
building and planning revenues were markedly lower than in 2007. With the adoption of
the FY09 budget, we committed to monthly monitoring and quarterly reports to the Com-
mission and the community as workloads and application revenues changed. This was the
only way we could adequately respond to an uncertain outlook for workloads and revenue
collection.
During the first three quarters of FY09, we made additional staffing and operational cuts
to both the Planning and Building Divisions as application-driven workloads continued to
decrease. As of the date of this letter, we are hopeful that we will see a seasonal increase
in building and planning activity. However, if seasonal increases are not experienced, fa-
ther reductions will be made in these divisions over the summer months, as we prepare to
weather very slow fall and winter months in 2009 and early 2010.
Property Tax Revenues from New Construction: Because the property on the Prop-
erty Tax roll lags nearly 8-20 months by the time we receive certified values, we continued
to see an on-average increase in our tax base for FY09 (7.5% increase from previous year.)
However, during 2008, local construction significantly declined. Based on building permit
value, we have estimated a 3% increase in property taxes from new construction for the
FY10 budget. In addition, we are watching the current year permits for an indication of
value changes for the FY11 budget.
Sewer Plant Costs: In November 2008, we opened bids on the much-anticipated Water
Reclamation Facility (Sewer Plant) project. This significant upgrade and expansion of our
system had been more than 5 years in the making, and had been the source of much
analysis from both the project and rate/impact fee funding levels. We were estimating pro-
ject costs of roughly $40-45Million, and were surprised with a low bid on a scaled-back to-
tal project totaling $54 Million. Before awarding the bids, we analyzed rate structures
over the life of the construction project that had both"zero-growth" and"moderate-growth"
in customer accounts and impact fees. Based on the slow, but continued, growth in our
community during this recession, we are proposing the adoption of rates under a low
growth scenario, resulting in 10.2% rate increases each year for the next 3 years.
Timing of Water Plant Construction: The City's facility plan for our water plant and
infrastructure had us on a timeline to test and design a new water plant design in FY08-
10 and to begin construction at the beginning of FY11. In early 2009, the engineering
firm that had been hired to test and design the plant provided updated cost estimates for
the facility of$40.7 Million (above the $33.2 Million in the current Capital Improvements
Plan). Given that the slowdown in community growth has made a bit of headway in water
capacity, we re-analyzed water rates and are recommending a 5-year plan of 3.2% rate in-
creases each year, with construction on the new plant to begin in April 2011 (late FY11.)
City Manager's Recommended Budget FY10 10 City of Bozeman,Montana
Staffing Levels and Changes
Changing economic conditions and decreased new construction will continue to make Gen-
eral Fund, Planning, and Building Inspection positions difficult to maintain. During
FY09 and in the course of developing the FY10 budget, we made decisions to reduce staff-
ing levels through attrition, reduced hours, or lay-offs. The table below outlines FY09 &
FY10 position reductions that have been made in order to balance staffing levels with
workloads, and conserve resources where possible.
Position Reductions—Economic Downturn Number of Full-Time Equivalent
Positions
Building Inspection-Fire Inspector 2.0 FTE
Building Inspection-Building Inspector 3.0 FTE
Building Inspection-Plans Reviewer 1.0 FTE
Finance Office-Administrative Assistant 1.0 FTE
Fire Department-Administrative Assistant 0.5 FTE
Information Technology-Help Desk 0.12 FTE
Library-Library Assistant 0.5 FTE
Planning Department-Administrative Assistant 1.0 FTE
Planning Department-Planner III 0.85 FTE
Planning Department-Planner Technician 1.0 FTE
Workforce Housing Coordinator 1.0 FTE
11.97 Full-Time Equivalent Positions
Additions: In November 2007, local voters approved increasing our tax levy to add staff
to both the Police and Fire Departments. As a result of the levy, 5 additional Police Offi-
cers have been added to the FY10 budget.
See page 50 for the full listing of positions included in the FY09 & FY10 budgets.
General Fund Unreserved Fund Balance: In FY09, we instituted the first year of voter-
approved levies for Police and Fire services and equipment. Due to vacancy saving and
other cost reductions, we estimate $510,000 savings in those department budgets for
FY09, which will add to the FY09 Ending Unreserved Fund Balance. This FY10 budget
anticipates using that money for operations, temporarily reducing equipment purchases in
FY10, and reducing the levy charged to taxpayers (reducing tax revenues)by approxi-
mately 7.5 mills (4% of total tax levy.)
As a result of this plan, expenditures ($22.9M) in the General Fund outstrip estimated
revenues ($22.4M) for the year. Without this planned use of FY09 budget savings, the
City Manager's Recommended Budget FY10 11 City of Bozeman,Montana
proposed budget would still add $76,000 to the Unreserved Fund Balance for the end of
FY10.
We estimate the FY10 Unreserved Fund Balance at year end to be $2.8 Million, or 13.45%
of FY10 operating revenues. This is above the 12% minimum that the City Manager's
Recommended Budget must contain.
Work Plan
On June 2, 2008, the Commission adopted a work plan of new initiatives and ongoing pri-
orities for 2008 and 2009, in an effort to assist staff in allocating resources and time. Dur-
ing this coming budget year, a number of those items will be addressed. (List on page 20.)
Budgetary Support for New Initiatives &Ongoing Priorities
New Initiative#1: Build a new police and municipal court facility: Select and purchase
a site; Select architect and complete design; Educate the commu-
nity on the need for bond approval;Award bids for the construction.
I FY10 Budgetary Support: We have budgeted$100,000 to support leasing of additional space for the Mun-
cipal Courts to bridge the gap until a new police and court facility can be built.
New Initiative#5: Develop a long term plan for the Streamline bus system.
FY10 Budgetary Support: Shops Facility Joint Project; Parking Garage;Galavan support;Energy Effi-
ciency&Conservation Block Grant transit stop/shelter funding.
IOngoing Priority#1 Reconstruct College Street from 11th west to Main Street
FY10 Budgetary Support: This project was the subject of the City's FY10 requests for Federal Transit
Funding. We have listed scheduled in the City's 5-Year Capital Improvements
Plan,for impact fee funding in FY12. Collection of Impact Fee revenues and
whether we can obtain Federal Funding will significantly effect the City's abil-
ity to accomplish this important project.
Ongoing Priority#3 Complete the first phase of the Story Mansion's interior restoration.
FY10 Budgetary Support: Construction is scheduled to be completed in later June 2009. The FY10 budget
includes a new Special Revenue Fund for the operations of the Mansion as a
Community Center that is available to the public for rental. We have made esti-
mates of revenue collections and operating expenses and will be monitoring
actual activity during the year.
Ongoing Priority#5 Break ground on Phase I of the Water Reclamation Plant
(Wastewater Treatment Plant) expansion.
FY10 Budgetary Support: Groundbreaking occurred in April 2009. The FY10 budget includes the first
year of a new three-year rate increase plan that is necessary to fund the project.
We estimate spending$19 Million and borrowing$15 Million in this first of a
three-year construction project.
Ongoing Priority#6 Complete City Hall relocation on time and within budget and finalize sale
of the[old] site,
FY10 Budgetary Support: The relocation was on time and within the budget that was established for the
project. However, the sale of the old site has not been completed. The City
signed a letter of intent to sell the property for$900,000. If that plan comes to
fruition, $804,000 in General Fund Reserves will be needed to complete the
financing of the project,due to the substantial loss in market value the property
sustained during 2008 and 2009.
City Manager's Recommended Budget FY10 12 City of Bozeman,Montana
Budgetary Support for New Initiatives &Ongoing Priorities,coned
Ongoing Priority#8 Complete testing and select the engineering team to design the new Water
Treatment Plant.
FY10 Budgetary Support: The engineering team has been selected and testing will be complete in the sum-
mer of 2009. The Water Fund budget includes the first of a new 5-year rate plan
to support the most recent Water Treatment Plant cost estimates,including the
design and testing phases.
Ongoing Priority#9 Select design team for Mystic Dam.
FY10 Budgetary Support: The team was selected in April 2009. The FY10 budget includes the re—
appropriation of$50,000 from the original FY08 budget for design team ser-
vices,that has not been utilized to this point.
Ongoing Priority#10 Watershed management-improve safety and access to Hyalite Can-
yon to include guard rails and public restrooms.
FY10 Budgetary Support: The City received a$100,000 grant from the 2009 legislature for the guardrail
project,that we expect to receive and expend in FY10.
•
Ongoing Priority#12 Improve our town-gown relationship by encouraging interaction be-
tween appropriate city and university personnel to prevent
neighborhood conflicts between students and homeowners.
FY10 Budgetary Support: The operating budget for the City Manager includes$2,200 for travel related to
the attendance of the Neighborhood Coordinator at the Annual Town-Gown
conference.Travel will be made with an official from Montana State University.
Ongoing Priority#13 Adopt a Climate Action Plan consistent with the principles outlined
in the Mayor's Climate Protection Agreement. Implement the recom-
mendations reaching 20%of the carbon reduction goal by December
2009.
FY10 Budgetary Support: The City expects to receive$175,500 in Department of Energy EECBG program
allocation in FYI0/FY11,to support implementation of our Adopted Municipal
Climate Action Plan.
In FY09,the City received a grant of$30,000 for the first-year development of a
Community Climate Action Plan. The FY10 budget anticipates receiving that
award again,funding the second year of the two-year effort.
We are also aggressively pursuing federal and state energy grants to fund the
Methane Co-Generation portion of the Water Reclamation Facility that is cur-
rently under construction. This element was not awarded in the original bid,
due to higher-than-expected bid prices; however,it has great potential for long-
term energy savings and carbon reduction.
Ongoing Priority#14 Improve Bozeman as a bike friendly environment,stripe all possible
bike lanes and increase street sweeping.
FY10 Budgetary Support: The FY10 Street Maintenance Budget includes the lease of additional street
sweepers for bike lane sweeping and thermo-plastic striping materials for use on
city bike lanes.
Ongoing Priority#15 Explore sources of funding for Park Maintenance and operation.
FY10 Budgetary Support: We are considering creating a State of Montana special license plate to provide
donation funding to benefit City Parks. The City Manager's budget includes
$4,000 in application fees and$2,000 in design/advertising.
City Manager's Recommended Budget FY10 13 City of Bozeman,Montana
Additional Debt: This budget anticipates borrowing for the Water Reclamation Facility
construction from the State's Revolving Loan Fund. Over the 3 year construction period,
the city will be borrowing approximately $30 million dollars.
IProject Total Amount Debt Type
Water Reclamation Facility $15.3 Million,20 year term, Wastewater Revenue Bond,
1st of 3 planned draws. State Revolving Loan Fund
Mill Levy Comparisons,
Bozeman's mill levy remains in the "middle of the pack" for comparable communities in
our state. The table below shows the city tax levy for a number of communities in Mon-
tana. *West Yellowstone and Whitefish both utilize Local Option Resort Taxes as an al-
ternative/supplement to property taxes, which the City of Bozeman is currently prohibited
from by state law. Of this same list, Bozeman's rank has dropped from 5th to 7th highest
levy compared to the previous year (FY07 mills), and is the only city with a decreased levy
for this time period.
1City 2007 Census Estimates FY2004 Mills FY2008 Mills Levy
Rank
I Missoula 67,165 176.32 212.23 1
I Havre 9,618 178.74 198.33 2
I Livingston 7,411 163.2 191.28 3
Kalispell 20,298 149.74 162.85 4
Great Falls 58,827 124.33 158.21 5
Billings 101,876 110.23 157.53 6
IBozeman 37,981 163.31 154.18 7 I
IHelena 28,726 114.71 135.01 81
IWhitefish* 8,083 87.14 111.21 91
IBelgrade 8,047 99.34 102.21 101
West Yellowstone* 1,435 43 78.85 11
Residential City Property Taxes for FY08. FY09 and ESTIMATED for FY10.
For three of the past five years, the City's property tax levy moved downward. The City's
total tax levy was decreased by 3 mills in FY06, as a planned savings of taxing authority.
In FY07, the Fire Equipment levy expired, and a net 4.48 mill decrease was achieved. In
FY08, 9 mills came off the city's general tax levy as a result of the 911 Dispatch vote.
In November 2007, the voters of the City approved increases in the City's general taxing
authority for the following items:
City Manager's Recommended Budget FY10 14 City of Bozeman,Montana
Purpose FY09 FY10 FY11&Beyond
Police Department: Staffing Increase 4 Mills Total 9 Mills Total 14 Mills,No sunset
Fire Department: Staffing Increase 12 Mills,each year 12 Mills,each year 12 Mills,each year
No Sunset No Sunset No Sunset
Fire Department: Equipment and 4 Mills,each year 4 Mills,each year 4 Mills,each year
Capital Replacement Reserve No sunset No sunset No sunset
For FY09, the total approved levy increase was 20 mills. The City did not immediately
utilize the full amount of the 12 Mill Fire Department Staffing Increase due to award of a
$948,825 SAFER Grant; that levy will increase to its maximum level in FY13, upon full
expiration of the 4-year grant.
The City's FY10 city tax levy is estimated to be 170.05 Mills. This is a decrease of 1.11
mills from the prior year. Although the SAFER grant for the year is declining, we are
crediting approximately $510,000 of Police and Fire vacancy savings and mid-year budget
cuts, and temporary equipment reductions to reducing the levy in FY10 by 7.5 mills. Full
details on the estimated levy can be found in Mill Levies and Mill Value, page 46, of this
document.
Assessed Market FY08 FY09 FY10*EST ESTIMATED
Value Taxable FY08 City Tax Taxable FY09 City Tax Taxable FY10 City Tax
(-32%exemp- Value (Levy=154.18) Value (Levy=171.16) Value (Levy=170.05)
tion)
Median Home= $2,794 $431 $2,838 $485 $2,838 $483
$94,000
$150,000 $4,710 $726 $4,710 $808 $4,710 $801
$200,000 $6,280 $968 $6,280 $1,077 $6,280 $1,068
The median home "assessed market value" represents the value on the tax roll for a home
within the Bozeman city limits. This is the value of the property after the "homestead
exemption" is applied (approx 32%). Median simply means that half of the homes in the
city have a higher value and half have a lower value. The median value taxable value has
not changed significantly on the tax roll due to our reappraisal cycle. With FY10 being a
reappraisal year, the median value may change and will be available in August 2009.
City residents living in the median residential home will pay approx $2.83 for each mill
the city levies. In FY10, that is a total of$483, or $40.25 per month.
General Taxes Cost ner Mill
For FY09, the value of one mill was $74,178—an increase of 7.5% over FY08. For FY10,
we estimate the value of one mill to increase 3.0% to $76,403. Taxable values will be certi-
fied by the State in August. Taxable values for the city have had an average annual in-
crease of 8.4% for the past 5 years. With slowing construction activity, we anticipate a
smaller increase for FY11, and are tracking construction activity for an indicator for next
City Manager's Recommended Budget FY10 15 City of Bozeman,Montana
year.
City-wide Street and Tree Assessments
City property owners pay annual street and tree assessments based on the square footage
of the lot they own. These assessments are the major funding for Street Maintenance and
Forestry Divisions. The recommended budget is based on a 2% increase in the Street as-
sessment, resulting in an annual assessment of$84.48 for the average sized lot. The
budget does not increase the Tree assessment, keeping an annual assessment of$16.22 for
the average sized city lot. Combined, the annual increase over the previous year is $ 1.65
for owners of an averaged sized lot in the city.
1Lot Size FY 08 Approved FY09 Approved FY10 Recommended
5%Streets&4%Trees 7%Streets&0%Trees 2%Streets&0%Trees
I Small=5,000 sq ft. Streets-$51.60 Streets-$55.21 Streets-$56.31 I
Trees-$10.81 Trees-$10.81 Trees-$10.81
I Average=7,500 sq ft. Streets-$77.42 Streets-$82.83 Streets-$84.48
Trees-$16.22 Trees-$16.22 Trees-$16.22
1Large= 10,000 sq ft. Streets-$103.21 Streets-$110.43 Streets-$112.64
Trees-$21.63 Trees-$21.63 Trees-$21.63
Water & Sewer Rates
City property owners are by-and-large required to utilize the city's water and sewer treat-
ment systems. The adopted facility plans outline large capital projects will need to be
funded in the coming years.
Rate studies have been completed for both utilities and recommend changes to our rate
levels and structures in order to fund the utility improvements needed in the next 5 years.
Those recommendations were adopted August 2007, and have been revised to reflect the
new plant-expansion costs that for the awarded Water Reclamation Facility and the Water
Treatment Plant that is currently under design.
We anticipate adoption of two-year rate resolutions in the Summer of 2009. They will in-
clude a 3.2% increase in water rates each year, and a 10.2% increase in sewer rates each
year.
Average Residential FY 08 Monthly Bill FY09 Monthly Bill FY10 Monthly Bill
Customer 9%Increase Sewer 3.2%Increase Water
10.2%Increase Sewer
Water $30.73 per month $30.73 per month $31.71 per month
ISewer $20.87 per month $22.74 per month $25.06 per month
Total $51.60 per month $53.47 per month $56.77 per month
In Conclusion
As with businesses and governments around the country, the past 12 months have signifi-
cantly changed the city's outlook for growth and service delivery. We are cautiously opti-
City Manager's Recommended Budget FY10 16 City of Bozeman,Montana
mistic that Bozeman will see continued, although much slower, growth than recent years
past.
As always, this spending plan could not have been developed without the input and advice
of dozens of people, from citizens to staff members to Commissioners. We greatly appre-
ciate their assistance in this process.
Respectfully,
Chris Kukulski, City Manager
Anna Rosenberry, Finance Director
City Manager's Recommended Budget FY10 17 City of Bozeman,Montana
CITY OF BOZEMAN
Core Values
The City's core values were adopted in 2005 by City Commission Resolution No. 3832.
They were developed through extensive discussion the City Manager had with staff
groups from all departments, including department directors. These core values are what
create the culture of our organization.
Integrity
Be honest, hardworking, reliable and
accountable to the public.
Leadership
Take initiative, lead by example, and
be open to innovative ideas.
Service
Work unselfishly for our community and its citizens.
Teamwork
Respect others, welcome citizen involvement,
and work together to achieve the best result.
City Manager's Recommended Budget FY10 18 City of Bozeman,Montana
CITY OF BOZEMAN
Vision, Mission, and Goals
Vision: Bozeman, Montana:
The most livable place.
Mission: To enhance the quality of life
through excellence in public service.
Goals:
1 . Encourage and promote opportunities for citizenship.
2. Provide and communicate quality customer service.
3. Build a strong team of staff, elected officials and citizens.
4. Anticipate future service demands and resource
deficiencies and be proactive in addressing them.
5. Develop a visually appealing and culturally rich
community.
6. Commit to a strong financial position.
7. Provide excellent and equitable public services which are
responsive to the community within available resources.
City Manager's Recommended Budget FY10 19 City of Bozeman,Montana
CITY OF BOZEMAN
2008-2009 Adopted Work Plan—Ongoing Priorities
1 . Reconstruct College Street from 11th west to Main Street
2. Reconstruct Kagy Boulevard from Wilson west to 19th
3. Complete the first phase of the Story Mansion's interior restoration
4. Adopt updated 20/20 Plan
5. Break ground on Phase I of the Water Reclamation Plant (Wastewater Treat-
ment Plant) expansion ($43 — $54 million)
6. Complete City Hall relocation on time and within budget and finalize sale of
the current site
7. Adopt updated Transportation Plan in summer 2009
8. Complete testing and select the engineering team to design the new Water
Treatment Plant
9. Select design team for Mystic Dam
10.Watershed management — improve safety and access to Hyalite Canyon to
include guard rails and public restrooms
11 .Coordinate planning and infrastructure needs with City, County, School Dis-
trict and MSU.
12.Improve our town-gown relationship by encouraging interaction between ap-
propriate city and university personnel to prevent neighborhood conflicts be-
tween students and homeowners.
13.Adopt a Climate Action Plan consistent with the principles outlined in the
Mayor's Climate Protection Agreement. Implement the recommendations
reaching 20% of the carbon reduction goal by December 2009.
14.Improve Bozeman as a bike friendly environment, stripe all possible bike
lanes and increase street sweeping.
15.Explore sources of funding for Park Maintenance and operation.
City Manager's Recommended Budget FY10 20 City of Bozeman,Montana
CITY OF BOZEMAN
2008-2009 Adopted Work Plan—New Initiatives
1. Build a new police and municipal court facility: Select and purchase a
site; Select architect and complete design; Educate the community on
the need for bond approval; Award bids for the construction.
2. 2009 legislative session - expand the ability for local elected officials and
citizens to make decisions regarding:
• Tax reform - lead the discussion on meaningful tax reforms result-
ing in lower property taxes (local option tourist tax; or general sales
tax; or local option accommodations tax)
• Increasing the 1/2 inflation adjustment to be equal to inflation
3. Amend Gaming Ordinance
4. Adopt, implement and coordinate with the USFS, a Forestry Management
Plan for the City's sections of land consistent with the Gallatin NFS Wa-
tershed Management Plan protecting the health of Bozeman's watershed
5. Develop a long term plan for the Streamline bus system
City Manager's Recommended Budget FY10 21 City of Bozeman,Montana
CITY OF BOZEMAN
Planning Processes
The City plans for the long-term needs of our community through a number of
efforts and studies. These documents are usually developed by consultants
and staff, with numerous public hearings and advisory board meetings prior to
their formal adoption by the Commission. Once adopted, we work diligently to
implement the recommendations and changes outlined in the plans. Here are
the status of our primary long-range planning documents:
Plans for Service Provision, Facility Expansion & Maintenance:
1 . 2020 Growth Policy—being updated this year.
2. Bozeman Area Transportation Plan—being updated this year.
3. Police Services Facility & Staffing Plan—adopted 2007, implementing.
4. Fire Services Master Plan— adopted 2006, implementing.
5. Wastewater Facility Plan—adopted 2006, implementing.
6. Water Facility Plan—adopted 2006, implementing.
7. Storm water Facility Plan—presented February 2008, adoption pending.
8. Parks, Recreation, Open Space, and Trails Plan—Adopted 2007.
9. Municipal Climate Action Plan—Adopted 2008
Plans for Facility Maintenance:
1. Aquatics Facility Survey for Swim Center & Bogert Park Pool—July 2008.
2. City Facility Assessments-2008.
Financial Plans:
1 . Annual Budget—Adopted each August.
2. Capital Improvements Plan (5 Years) - Updated & Adopted each February.
City Manager's Recommended Budget FY10 22 City of Bozeman, Montana
CITY OF BOZEMAN
Demographic and Statistical Information
Location: The City of Bozeman is located on the eastern slope of the Rocky Mountains and is the
county seat of Gallatin County, Montana. The County encompasses 2,510 square miles in the south-
western part of the state and is bordered by Yellowstone National Park to the south. Bozeman is lo-
cated 143 miles west of Billings and 200 miles east of Missoula.
Population: The City encompasses an area over 18 square miles with a 2007 population estimate of
35,061,an increase of nearly 26%over the 2000 Census estimate of 27,700 citizens. Bozeman is cur-
rently the state's fifth largest municipality by population.
Demographics: The following information is derived from the Bureau of Economic Analysis,the Na-
tional Center for Education Statistics,and Gallatin County to give you an indication of attributes of the
City's population.
Year Per Capita Average Age Residents with K-12 School Unemployment
Personal Income Bachelors Degree or Enrollment Rate
Higher
2003 $20,006 Estimated 31.79 Years 41.0% 5,101 3.3%
12004 $21,506 31.79 Years 41.0% 5,086 3.2%
12005 $23,119 31.79 Years 41.0% 5,198 2.8%
12006 $24,853 31.79 Years 41.0% 5,332 2.0%
2007 $26,442 31.79 Years 41.0% 5,356 1.5%
Private Employers: The Montana Department of Labor and Industry reports the following
largest private employers within the City's boundaries.
IEmployer Employee Size Employer Employee Size
Bozeman Deaconess 500-999 Employees Home Care Services 500-999 Employees
Hospital
IWal-Mart 250-499 Employees Albertson's 100-249 Employees
I Bozeman Daily Chronicle 100-249 Employees Community Food Co-Op 100-249 Employees
ICostco 100-249 Employees First Security Bank 100-249 Employees I
!Williams Plumbing& 100-249 Employees Kenyon Noble Lumber& 250-499 Employees
Heating Hardware
Laidlaw Transit 100-249 Employees Martel Construction 100-249 Employees
Murdoch's Ranch& 100-249 Employees Ressler Chevrolet, 100-249 Employees
Home Supply Cadillac&Toyota
Town&Country Foods 100-249 Employees Simkins-Hallin Lumber 100-249 Employees I
City Manager's Recommended Budget FY10 23 City of Bozeman,Montana
6. The city will give highest priority in the use of one-time revenues to the funding of
capital assets or other non-recurring expenditures.
Utilizing one-time revenues to fund on-going expenditures results in incurring annual
expenditure obligations which may be unfunded in future years. Using one-time revenues to
fund capital assets or other non-recurring expenditures better enables future administrations
and commissions to cope with the financial problems when these revenue sources are discon-
tinued, since these types of expenditures can more easily be eliminated.
7. The city will maintain a budgetary control system to help it adhere to the established
budget.
The budget passed by the commission establishes the legal spending limits for the city.
A budgetary control system is essential in order to insure legal compliance with the city's
budget.
8. The City will exercise budgetary control (maximum spending authority) through City
Commission approval of appropriation authority for each appropriated budget unit.
Exercising budgetary control for each appropriated budget unit satisfies requirements of
state law. It also assists the commission in monitoring current year operations and acts as an
early warning mechanism when departments deviate in any substantive way from the original
budget.
9. Reports comparing actual revenues and expenditures to budgeted amounts will be
prepared monthly.
The city's budget is ineffective without a system to regularly monitor actual spending
and revenue collections with those anticipated at the beginning of the year. Monthly reports
comparing actual revenues and expenditures to budget amounts provide the mechanism for
the Commission and the administration to regularly monitor compliance with the adopted
budget.
Revenue Collection
1. The city will seek to maintain a diversified and stable revenue base.
A city dependent upon a few volatile revenue sources is frequently forced to suddenly
adjust tax rates or alter expenditure levels to coincide with revenue collections. Establishment
of a diversified and stable revenue base, however, serves to protect the city from short-term
fluctuations in any one major revenue source.
2. The city will estimate revenues in a realistic and conservative manner.
Aggressive revenue estimates significantly increase the chances of budgetary shortfalls
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 re-
ductions.
3. The city will pursue an aggressive policy of collecting revenues.
An aggressive policy of collecting revenues will help to insure the city's revenue esti-
mates are met, all taxpayers are treated fairly and consistently, and delinquencies are kept to a
minimum.
City Manager's Recommended Budget FY10 26 City of Bozeman,Montana
4. The city will aggressively pursue opportunities for Federal or State grant funding.
An aggressive policy of pursuing opportunities for Federal or State grant funding provides
citizens assurance that the city is striving to obtain all state and federal funds to which it is entitled-
-thereby reducing dependence upon local taxpayers for the support of local public services.
5. User fees and charges will be used, as opposed to general taxes,when distinct benefi-
ciary populations or interest groups can be identified.
User fees and charges are preferable to general taxes because user charges can provide
clear demand signals which assist in determining what services to offer, their quantity, and their
quality. User charges are also more equitable, since only those who use the service must pay--
thereby eliminating the subsidy provided by nonusers to users, which is inherent in general tax
financing.
6. User fees will be collected only if it is cost-effective and administratively feasible to do
so.
User fees are often times costly to administer. Prior to establishing user fees, the costs to
establish and administer the fees will be considered in order to provide assurance that the city's
collection mechanisms are being operated in an efficient manner.
Expenditures and Payments
1. On-going expenditures will be limited to levels which can be supported by current reve-
nues.
Utilization of reserves to fund on-going expenditures will produce a balanced budget, how-
ever, this practice will eventually cause severe financial problems. Once reserve levels are de-
pleted, the city would face elimination of on-going costs in order to balance the budget. There-
fore, the funding of on-going expenditures will be limited to current revenues.
2. Minor capital projects or recurring capital projects,which primarily benefit current resi-
dents,will be financed from current revenues.
Minor capital projects or recurring capital projects represent relatively small costs of an on-
going nature, and therefore, should be financed with current revenues rather than utilizing debt
financing. This policy also reflects the view that those who benefit from a capital project should
pay for the project.
3. Major capital projects,which benefit future as well as current residents,will be financed
with current revenues as well as other financing sources (e.g. debt financing).
This policy reflects the view that those who benefit from a capital project should pay for the
project.
4. Major capital projects,which benefit future residents,will be financed with other financ-
ing sources(e.g.debt financing).
Major capital projects represent large expenditures of a non-recurring nature which pri-
marily benefit future residents. Debt financing provides a means of generating sufficient funds to
pay for the costs of major projects. Debt financing also enables the costs of the project to be sup-
ported by those who benefit from the project, since debt service payments will be funded through
charges to future residents.
City Manager's Recommended Budget FY10 27 City of Bozeman,Montana
City Manager, Finance Director, and various department staff explain the budget recom-
mendations and underlying justification for the requests.
O During or following the work sessions, the Commissioners may make adjustments to
the proposed budget.
8. June: The Commission provisionally adopts the budget.
9. July: The public hearing on the budget is advertised in the local newspaper.
o A public hearing on the budget is held and adjustments to the budget, if any, are
made.
10. August: Final taxable values are received from the State Department of Revenue. Taxing
authority is calculated and final resolutions are prepared
• A comparison of the City Manager's budget recommendation and the final budget is
published in the local newspaper.
11. August: Commission adopts final budget appropriation resolution and tax levy resolution.
12. Monthly: Budget-to-Actual line item spending reports are prepared by the 20th day of the
following month for the Commission, departments, and members of the public.
13. Quarterly: Update of Budget-to-Actual spending and revenue collection report is prepared
and published to the City's website for the Commission and the public.
City Manager's Recommended Budget FY10 40 City of Bozeman,Montana
4. The city will aggressively pursue opportunities for Federal or State grant funding.
An aggressive policy of pursuing opportunities for Federal or State grant funding provides
citizens assurance that the city is striving to obtain all state and federal funds to which it is entitled-
-thereby reducing dependence upon local taxpayers for the support of local public services.
5. User fees and charges will be used,as opposed to general taxes,when distinct benefi-
ciary populations or interest groups can be identified.
User fees and charges are preferable to general taxes because user charges can provide
clear demand signals which assist in determining what services to offer, their quantity, and their
quality. User charges are also more equitable, since only those who use the service must pay--
thereby eliminating the subsidy provided by nonusers to users, which is inherent in general tax
financing.
6. User fees will be collected only if it is cost-effective and administratively feasible to do
so.
User fees are often times costly to administer. Prior to establishing user fees, the costs to
establish and administer the fees will be considered in order to provide assurance that the city's
collection mechanisms are being operated in an efficient manner.
Expenditures and Payments
1. On-going expenditures will be limited to levels which can be supported by current reve-
nues.
Utilization of reserves to fund on-going expenditures will produce a balanced budget, how-
ever, this practice will eventually cause severe financial problems. Once reserve levels are de-
pleted,the city would face elimination of on-going costs in order to balance the budget. There-
fore, the funding of on-going expenditures will be limited to current revenues.
2. Minor capital projects or recurring capital projects,which primarily benefit current resi-
dents,will be financed from current revenues.
Minor capital projects or recurring capital projects represent relatively small costs of an on-
going nature, and therefore, should be financed with current revenues rather than utilizing debt
financing. This policy also reflects the view that those who benefit from a capital project should
pay for the project.
3. Major capital projects,which benefit future as well as current residents,will be financed
with current revenues as well as other financing sources (e.g. debt financing).
This policy reflects the view that those who benefit from a capital project should pay for the
project.
4. Major capital projects,which benefit future residents,will be financed with other financ-
ing sources(e.g.debt financing).
Major capital projects represent large expenditures of a non-recurring nature which pri-
marily benefit future residents. Debt financing provides a means of generating sufficient funds to
pay for the costs of major projects. Debt financing also enables the costs of the project to be sup-
ported by those who benefit from the project, since debt service payments will be funded through
charges to future residents.
City Manager's Recommended Budget FY10 27 City of Bozeman,Montana
5. Construction projects and capital purchases of$10,000 or more will be included in the
Capital Improvement Plan (CIP); minor capital outlays of less than $10,000 will be included
in the regular operating budget.
The Capital Improvement Plan (CIP)differentiates the financing of high cost long-lived
physical improvements from low cost"consumable"equipment items contained in the operating
budget. CIP items may be funded through debt financing or current revenues while operating
budget items are annual or routine in nature and should only be financed from current revenues,
Debt Administration
1. The City will limit long-term debt to capital improvements which cannot be financed
from current revenues.
Incurring long-term debt serves to obligate future taxpayers. Excess reliance on long-term
debt can cause debt levels to reach or exceed the government's ability to pay. Therefore, consci-
entious use of long-term debt will provide assurance that future residents will be able service the
debt obligations left by former residents.
2. The city will repay borrowed funds, used for capital projects,within a period not to ex-
ceed the expected useful life of the project.
This policy reflects the view that those residents who benefit from a project should pay for
the project. Adherence to this policy will also help prevent the government from over-extending
itself with regard to the incurrence of future debt.
3. The city will not use long-term debt for financing current operations.
This policy reflects the view that those residents who benefit from a service should pay for
the service. Utilization of long-term debt to support current operations would result in future resi-
dents supporting services provided to current residents.
4. The City of Bozeman will adhere to a policy of full public disclosure with regard to the
issuance of debt.
Full public disclosure with regard to the issuance of debt provides assurance that the in-
currence of debt, for which the public is responsible, is based upon a genuine need and is consis-
tent with underwriters guidelines.
Reserves
1. Reserves will be established for funds which are not available for expenditure or are
legally segregated for a specific use, in accordance with Governmental Accounting and
Financial Reporting Standards (GAFR).
The City's policy is to manage and account for its financial activity in accordance with
Generally Accepted Accounting Principles (GAAP), as set forth by the Governmental Accounting
Standards Board (GASB). This policy is consistent with GASB requirements.
City Manager's Recommended Budget FY10 28 City of Bozeman,Montana
2. One undesignated general fund reserve will be maintained by the city. This undesig-
nated reserve will be used for: cash flow purposes, accrued employee payroll benefits
which are not shown as a liability, equipment acquisition and replacement, and to enable
the city to meet unexpected expenditure demands or revenue shortfalls.
Property taxes represent the city's primary source of general fund revenue. Property
taxes are collected in November and May of each fiscal year. Since the City's fiscal year begins
on July 1st, the city must maintain an adequate cash balance in order to meet its expenditure obli-
gations between July 1st and the commencement of the collection of property taxes in November.
Accrued employee payroll benefits represent a bona fide obligation of the city. The city will main-
tain sufficient reserves to meet its annual expenditure obligations.
The city recognizes the need to maintain adequate equipment in order to carry out required public
services. Equipment acquisition and replacement represent on-going costs of a relatively minor
nature, as compared to major capital purchases. To provide for the orderly replacement of these
assets, funds will be set aside for this purpose through a designation of fund equity.
The city is subject to revenue shortfalls and unexpected expenditure demands during the fiscal
year. An undesignated general fund reserve will be maintained to be able to offset these revenue
shortfalls or meet unexpected demands occurring during the year, without suddenly adjusting tax
rates or reducing expenditures.
Financial Reporting & Accounting
1. The City will manage and account for its financial activity in accordance with Generally
Accepted Accounting Principles (GAAP), as set forth by the Governmental Accounting
Standards Board (GASB).
GASB is recognized as the authority with respect to governmental accounting. Managing
the city's finances in accordance with GAAP and in accordance with the rules set forth by GASB,
provides the Bozeman citizens assurance that their public funds are being accounted for in a
proper manner.
2. The city will maintain its accounting records for general governmental operations on a
modified accrual basis, with revenues recorded when available and measurable, and ex-
penditures recorded when services or goods are received and liabilities incurred. Ac-
counting records for proprietary fund types and similar trust funds will be maintained on
an accrual basis, with all revenues recorded when earned and expenses recorded at the
time liabilities are incurred,without regard to receipt or payment of cash.
Adherence to this policy will enable the city to prepare its financial statements in accor-
dance with Generally Accepted Accounting Principles as set forth by the Governmental Account-
ing Standards Board.
3. The City of Bozeman will prepare a Comprehensive Annual Financial Report(CAFR) in
conformity with Generally Accepted Accounting Principles (GAAP). The report will be
made available to the general public. The CAFR shall be prepared in accordance with the
standards established by the GFOA for the Certificate of Achievement for Excellence in
Financial Reporting Program.
City Manager's Recommended Budget FYI 0 29 City of Bozeman,Montana
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 finan-
cial transactions of the government during the year. The CAFR provides users with a wide variety
of information useful in evaluating the financial condition of a government. The program also en-
courages continued improvement in the city's financial reporting practices.
4. The city will ensure the conduct of timely, effective, and annual audit coverage of all
financial records in compliance the Local, State, and Federal law.
Audits of the city's financial records provide the public assurance that its funds are being
expended in accordance with Local, State, and Federal law and in accordance with Generally Ac-
cepted Accounting Principles. Audits also provide management and the Commission with sug-
gestions for improvement in its financial operations from independent experts in the accounting
field.
5. The City of Bozeman will maintain a policy of full and open public disclosure of all fi-
nancial activity.
Full and open public disclosure of all financial activity provides the public with assurance
that its elected officials and administrators communicate fully all financial matters affecting the
public.
6. The modified accrual basis of accounting and budgeting is used for the Governmental
Funds. Under the modified accrual basis of accounting, revenues are recorded when sus-
ceptible to accrual, i.e., both measurable and available. Available means collectible within
the current period or soon enough thereafter to be used to pay liabilities of the current pe-
riod. Expenditures are recorded when the related liability is incurred. Employee compen-
sated absences and principal and interest on long-term debt expenditures are recorded
when due in the current period. The accrual basis of accounting is used for Proprietary
Funds. Under this method, revenues are recorded when earned and expenses are re-
corded when the related liability is incurred. For Budget preparation and presentation,the
Proprietary Funds' expenses are converted to expenditures and follow the same budget
format as the Government Fund types. Capital outlays in the Enterprise Funds are pre-
sented as expenses for budget basis, but are recorded as assets along with associated
depreciation expense on the GAAP basis. Debt service principal payments in the Enter-
prise Funds are accounted for as expenses for budget purposes, but are reported as re-
duction of long-term debt liability on the GAAP basis.
Recording capital outlays as expenditures and principal payments on long-term debt for
budget purposes, presents a clearer picture of the city's financial operations, is easier to ad-
minister for cash flow purposes, and is easier for the lay person to understand.
City Manager's Recommended Budget FY10 30 City of Bozeman,Montana
FINANCIAL STRUCTURE
To better understand this budget document, a basic understanding of the structure, often-used
terms, and fund types is helpful.
The city's operating expenditures are organized in to the following hierarchical categories: Ac-
tivities Departments, Divisions, and Budget Units.
Activity: Activity represents the highest level of summarization used in the City's financial
structure. This level is primarily used for entity-wide financial reporting and for summarization
in this budget document.
Activities
General Government
Public Safety
Public Service
Public Welfare
Other
Department: Department is the second level of summarization used in the City's financial
structure. The function classification represents a grouping of related operations and pro-
grams aimed at accomplishing a broad goal or providing a major service.
Division: Department can be further split into divisions which are usually associated with
functioning work groups that have more limited sets of work responsibilities. Their primary
purpose is organizational and budgetary accountability.
Budget Unit Divisions may be further subdivided into budget units. A budget unit is used to
account for a specific service performed within a division in the pursuit of individual goals and
objectives. A budget unit is aimed at accomplishing a specific service or regulatory program
for which a government is responsible.
For example, to account for the expenses of constructing a new Wastewater Treatment Plant
the city uses the following financial structure:
Activity: Public Service
Department: Wastewater Plant
Division: Operations
Budget Unit: Construction
The following table lists the Department and corresponding divisions within the city for the cur-
rent fiscal year.
City Manager's Recommended Budget FY10 31 City of Bozeman,Montana
terms is useful:
A FUND is a fiscal and accounting entity with a self-balancing set of accounts recording cash and
other financial resources, together with all related liabilities and residual equities or balances, and
changes therein. Funds are segregated for the purpose of carrying on specific activities or attain-
ing certain objectives in accordance with special regulations, restrictions, or limitations. Funds in
the government model are classified into three broad categories: governmental, proprietary, and
fiduciary.
The most common reason for establishing a fund is to separately account for restricted-use reve-
nue or to comply with state or federal law.
An ACCOUNT is an organizational or budgetary breakdown which is found within city funds.
Each department serves a specific function as a distinct organizational unit of government within
the given fund. Its primary purpose is to facilitate organizational and budgetary accountability.
An OBJECT OF EXPENDITURE refers to specific, detailed expenditure classification. It relates
to a specific type of item purchased or service obtained. Examples of objects of expenditure in-
clude salaries, supplies, contracted service, travel, etc.
The City's financial operations and fund structure conform with Generally Accepted Accounting
Principals (GAAP). The funds are grouped under governmental, proprietary, and fiduciary fund
types. The City's fund structure is comprised of the following funds, all of which are budgeted.
GOVERNMENTAL FUND TYPES
General Fund: The general fund is used to account for all financial resources of the city, except
for those required to be accounted for in another fund. The general fund supports such basic ser-
vices as the legislative branch, judicial branch, general administration, police, fire, finance, engi-
neering, recreation, library services.
Revenue Sources: The city's general fund is financed primarily by property taxes
which provide nearly half of the general fund revenue. Other revenue sources in-
clude: licenses and permits, intergovernmental revenue, charges for services,
fines and forfeitures, interest on investments, operating transfers, and miscellane-
ous revenues.
Special Revenue Funds: Special Revenue funds are used to account for the proceeds of spe-
cific revenue sources (other than special assessments, expendable trusts, or for major capital pro-
jects) that are legally restricted to expenditure for specific purposes. Special revenue funds sup-
port insurance costs, retirement costs, planning functions, and other services legally restricted for
specific purposes.
Revenue Sources: Special revenue funds are supported either through property taxes or
through grants or other restricted revenue sources. Examples of special revenue funds supported
by property taxes include retirement and insurance
City Manager's Recommended Budget FY10 34 City of Bozeman,Montana
funds. Examples of special revenue funds supported by grants or other restricted revenue
sources include Community Development Block Grant, Housing and Urban Devel-
opment, and Gas Tax Apportionment.
Debt Service Funds: Debt service funds are used to account for the accumulation of resources
for, and the payment of, general long-term debt principal and interest. Debt Service funds provide
financing for the city's two general obligation bonds--transportation and library facilities.
Revenue Sources: Debt service funds are supported entirely through property
taxes and interest income.
Capital Project Funds: Capital project funds are used to account for financial resources to be
used for the acquisition or construction of major capital facilities (other than those financed by pro-
prietary funds).
Revenue Sources: Capital project funds are supported by special assessments,
long term debt proceeds, donations, and grants.
PROPRIETARY FUND TYPES
Internal Service Funds: Internal service funds are used to account for the financing of goods or
services provided by one department to other departments on a cost-reimbursement basis. Inter-
nal service funds account for the city's vehicle maintenance functions.
Revenue Sources: Internal service funds are supported through billings to other
departments based on the sale of goods and the services provided.
Enterprise Funds: Enterprise funds are used to account for operations that are financed and
operated in a manner similar to private business enterprises--where the intent of the governing
body is that the costs (expenses, including depreciation) of providing goods or services to the
general public on a continuing basis be financed or recovered primarily through user charges.
Enterprise funds account for the city's water, waste water, and solid waste services.
Revenue Sources: Enterprise funds are supported through user charges, penal-
ties, and interest income.
FIDUCIARY FUND TYPES
Trust Funds: Trust funds are used to account for assets held by a governmental unit in a trustee
capacity. These include (a) expendable trust funds, (b) permanent trust funds, and (c) pension
trust funds.
Revenue Sources: Trust funds are supported by donations and interest income.
City Manager's Recommended Budget FY10 35 City of Bozeman,Montana
THE UDGET PROCESS
The City of Bozeman budget serves several purposes.
• For the citizens of the City of Bozeman, it presents a picture of the city government
operations and intentions for the year.
• For the City Commission, it serves as a policy tool and as an expression of goals
and objectives.
• For City Management, it is used as an operating guide and a control mechanism.
State statute provides the "Local Government Budget Act" in MCA 7-6-4001. This section of the
law was adopted by the 2001 Legislature to replace the "Municipal Budget Lave and other various
sections of code that related to city finances. The new law: limits the amount of expenditures to
approved appropriations, requires reporting to the State after final budgets and tax levies are
adopted, and provides for a detailed preliminary and final budget adoption within the confines of
the state determined property ax assessment time-table.
The City's budget encompasses both the operating budget and the capital improvement budget.
Each budget unit includes amounts appropriated for both operating expenses and capital items.
The accompanying narrative explanation for each budget unit provides an explanation of capital
items included in the budget.
BASIS OF BUDGETING
The city's accounts are organized on the basis of funds, each of which is considered a separate
entity. The operations of each fund are accounted for with a separate set of self-balancing ac-
counts that comprise its assets, liabilities, fund equity, revenues and expenditures/expenses.
Governmental funds (the General fund, Special Revenue, Debt Service, and Capital Projects
funds), use the modified accrual basis of budgeting and accounting. Revenues are recognized in
the accounting period in which they become available and measurable. Expenditures are recog-
nized when liabilities are incurred.
Proprietary funds (Enterprise and Internal Service funds)are budgeted on a modified accrual ba-
sis which does not include depreciation or compensated absences. Each fund's financial state-
ments, which can be found in the City's Comprehensive Annual Financial Report (CAFR), are re-
ported on the full accrual basis. In the accrual basis of accounting, revenues are recognized in
the accounting period in which they are earned. Expenses are recognized in the accounting pe-
riod in which they occur.
BUDGET DEVELOPMENT PROCESS
The City Manager's Recommended Budget serves as the preliminary budget and is normally
adopted as such in June following six months of development and analysis by staff and the City
Commission.
City Manager's Recommended Budget FY10 36 City of Bozeman,Montana
After submitting the City Manager's Recommended Budget to the City Commission, public work
sessions may be held by the Commissioners at which time the City Manager, Finance Director,
and department staff explain the budget recommendations and underlying justification for the re-
quests. The Commission also reviews departmental requests which could not be funded, as an
indication of un-met needs. During or following the work sessions, the Commissioners may make
adjustments to the proposed budget. Following any adjustments to the City Manager's budget
recommendation, a tentative appropriation ordinance is prepared and a public hearing is held.
The Commission may again make adjustments to the budget following the public hearing, after
which time, the Commission passes the appropriation ordinance in final form.
MCA 7-6-4030 Final budget—resolution--appropriations. (1) The governing body may
amend the preliminary budget after the public hearing and after considering any public comment.
(2) The amended budget constitutes the final budget. The final budget must be balanced
so that appropriations do not exceed the projected beginning balance plus the estimated revenue
of each fund for the fiscal year.
(3) The governing body shall adopt the final budget by resolution. The resolution must:
(a) authorize appropriations to defray the expenses or liabilities for the fiscal year;
and
(b establish legal spending limits at the level of detail in the resolution.
(4) The effective date of the resolution is July 1 of the fiscal year, even if the resolution is
adopted after that date.
Appropriations are established by budget unit. The accounting system, budgeting system, and
the budget document itself, however, break these classes into subclasses--thereby providing
more detailed information. As an example, operating supplies, gas and oil, and subscriptions are
all classified as operating expenses. The accounting and budgeting systems provide detail for
these specific sub-classes. However, appropriation control is exercised only at the budget unit
level.
PERFORMANCE BUDGETING
Beginning with the fiscal year 1998-99 budget, the City of Bozeman started the development of a
performance budget. The move to a performance budget resulted in a shift in emphasis away
from describing what will be purchased (inputs) towards describing what will be accomplished
(outputs and outcomes). That process continues today with both an organization-wide and
budget-unit specific focus on outcomes.
PRESENTATION
The text of the budget document contains five sections of information for each Division.
• The first section provides a description of the division.
o The second section describes its major objectives to be accomplished.
• The third section provides a staffing summary and detailed financial information.
o The fourth section identifies the divisions performance measures for the coming
budget year and the past three years.
City Manager's Recommended Budget FY10 37 City of Bozeman,Montana
The financial information includes expenditure information for the last completed fiscal year,
the appropriated amounts for the current year, and the recommended amounts covered by the
budget. Costs are segregated into six basic classifications: salaries, wages, & benefits; operat-
ing expenses; capital; debt service; and transfers. In addition, more detailed objects of expendi-
ture are also presented, at the option of departments or divisions to highlight certain aspects of
their budgets. For example, the amount expected to be spent for supplies and materials is
shown. However, appropriation control is exercised only at the budget unit level and not at the
individual object of expenditure level.
The narrative information is presented together with the financial detail to assist readers in un-
derstanding the planned outcomes for each division, the purpose of each budget unit, and ma-
jor changes or expenditures for the coming year.
MONITORING AND REPORTING PROCESS
As the budget year proceeds, individual departments and the Finance Department have dual re-
sponsibility for monitoring the status of each budget unit. Department staff has primary responsi-
bility for monitoring the status of expenditures against their budget. This responsibility includes
informing the Finance Department of any significant departures from the plans anticipated in the
budget.
The Finance Department has overall responsibility for monitoring the status of all departments
and funds. This is accomplished primarily through analysis of computerized budget performance
reports which compare appropriation amounts on a line-item basis with actual expenditures
throughout the year. These reports aid department staff in controlling costs and act as an early
warning system for the Finance Department. Department staff may exercise their judgment in
exceeding expenditures by object code, as long as they do not exceed the total amount appropri-
ated for the budget unit.
The Finance Department reviews the budget reports on a monthly basis and discusses any vari-
ances from expected performance with the department staff. The Finance Department conducts
in-depth quarterly budget reviews of all expenditures and revenues.
Significant changes in either expenditures or revenues require a budget revision that must be
adopted by the City Commission. Recommendations are made by the Finance Director for any
corrective actions that are believed necessary.
BUDGET AMENDMENT PROCESS
State statute provides a number of different ways to amend the budget. The first involves a real-
location of existing appropriations among the line items within a specific fund, The second de-
fines a series of scenarios where the governing body has authority to amend the budget without a
hearing for donations, land sales, and fee based budgets. All other increases in appropriation
authority that are not specifically permitted by statute must be approved through a public hearing
process.
City Manager's Recommended Budget FY10 38 City of Bozeman,Montana
MCA 7-6-4031 Budget amendment procedures. (1) The final budget resolution may author-
ize the governing body or a designated official to transfer appropriations between items within the
same fund.
(2) The annual budget appropriations may be amended as provided in 7-6-4006 (3) and
7-6-4012..
(3) Except as provided in 7-6-4006, 7-6-4011, 7-6-4012, 7-6-4015, and 7-6-4032, or in
case of an emergency under Title 10, chapter 3, a public hearing is required for an overall in-
crease in appropriation authority.
The Finance Director is responsible for insuring compliance with spending limitations imposed by
the budget. Accordingly, the Finance Director submits a Budget Status Report to the City Com-
mission after three, six, nine, and twelve month periods. The budget reviews evaluate overall
revenues and expenditures in comparison to the budgeted amounts. In cases where it appears
the original spending authority authorized will not prove sufficient, transfers of spending authority
or additional spending authority are requested together with explanations for the requests. Public
hearings for budget amendments are held as necessary.
BUDGET CALENDAR/PROCEDURES
The following budget timeline outlines the process the City follows for creation and adop-
tion of the annual budget.
1. December/January: The Commission's aoals provide the legislative policy direction for
the budget process and the development of departmental objectives and work plans.
2. January: The Finance Department sends budget request forms and instructions to all de-
partments.
3. January/February: Department administrators assess the needs of their departments and
communicate their needs through their budget requests.
4. March: The department requests are compiled by the Finance Director and compared to
available funds to support the requested services.
5. March/April: The City Manager and Finance Director attend budget meetings with the
staff responsible for each budget unit to discuss their requests and make necessary ad-
justments to insure needed services are provided and the budget is balanced.
6. May: The City Manager's Recommended Budget is presented to the City Commission.
This comprehensive document includes both operating and capital expenditures for the
ensuing fiscal year.
7. May/June: The City Commission holds work sessions on the budget at which time the
City Manager's Recommended Budget FY10 39 City of Bozeman,Montana
City Manager, Finance Director, and various department staff explain the budget recom-
mendations and underlying justification for the requests.
• During or following the work sessions, the Commissioners may make adjustments to
the proposed budget.
8. June: The Commission provisionally adopts the budget.
9. July: The public hearing on the budget is advertised in the local newspaper.
• A public hearing on the budget is held and adjustments to the budget, if any, are
made.
10. August: Final taxable values are received from the State Department of Revenue. Taxing
authority is calculated and final resolutions are prepared
• A comparison of the City Manager's budget recommendation and the final budget is
published in the local newspaper.
11. August: Commission adopts final budget appropriation resolution and tax levy resolution.
12. Monthly: Budget-to-Actual line item spending reports are prepared by the 20th day of the
following month for the Commission, departments, and members of the public.
13. Quarterly: Update of Budget-to-Actual spending and revenue collection report is prepared
and published to the City's website for the Commission and the public.
City Manager's Recommended Budget FY10 40 City of Bozeman,Montana
CITY ORGANIZATION
The organization chart on the following page depicts the overall structure of the City of Boze-
man government. Voters of the City elect the City Commission and Municipal Court Judge.
The Municipal Court Judge recommends any Part Time Judges. The City Commission ap-
points a City Manager who is the Chief Executive Officer of the City.
The City Manager appoints a City Clerk who acts as staff of the Commission. The City Man-
ager also appoints directors of each of the major departments— Finance, Law, Public Safety,
Public Service, and Public Welfare. These departments represent the major delineation of the
services offered by the City.
City Managers Recommended Budget FY10 41 City of Bozeman,Montana
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Financial Summary—FY20I0
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a General Special Debt Capital Enterprise Internal Permanent All
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Fund Revenue Service Project Funds Service Funds Funds
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Projected Beginning
Fund Balance/Working Capital $ 3,381,164 $ 6,286,504 $ 731,075 $ (1,704,000) $28,571,812 $ 220,867 $ 536,216 $ 38,023,638
Estimated Revenues 22,422,407 12,695,838 2,719,844 1,704,000 31,226,817 3,388,122 20,000 74,177,028
Less Appropriations 22,928,696 13,690,484 2,647,024 - 34,965,725 3,383,536 16,000 77,631,465
g Increase/(Decrease) in
0
Ell o Fund Balance/Working Capital (506,289) (994,646) 72,820 1,704,000 (3,738,908) 4,586 4,000 (3,454,437)
CD
a Projected Ending
Fund Balance/Working Capital $ 2,874,875 $ 5,291,858 $ 803,895 $ - $24,832,904 $ 225,453 $ 540,216 $34,569,201
CHANGES IN FUND BALANCE/WORKING CAPITAL
FYE08 - - - FY 10-----------------------------------------
Actual Projected Beginning Estimated Appropriations Budgeted Ending
Fund Balance/ Fund Balance/ Revenues Fund Balance/
Working Capital Working Capital Working Capital
# General Fund
010 General Fund $ 4,516,813 3,381,164 $ 22.422,407 $ 22,928,696 $ 2.874,875
Special Revenue Funds -
100 Planning Fund (76,333) (41,909) 790,447 777,364 (28,826)
103 Health-Medical Insurance - - 1,853,073 1,853,073 -
104 Liability Insurance - - 424,662 424,662 -
105 P.E.R.S.Fund - - 425,340 425,340 -
106 Police Pension Fund 16,355 16,355 442,749 442,749 16,355
107 Fire Pension Fund - - 303,361 303,361 -
108 Community Transportation (151,331) - 30,515 30,515 -
109 Highway Safety Improvement Projects 20,898 21,398 - 21,000 398
110 Gas Tax Apportionment 444,211 443,520 638,225 616,500 465,245
111 Street Maintenance District 598,924 583,776 2,165,023 2,128,940 619,859
112 Tree Maintenance 198,927 184,403 414,875 596,489 2,789
113 Fire Impact Fee 2,282,763 112,300 185,640 185,640 112,300
114 Street Impact Fee 6,444,205 1,319,205 850,000 600,000 1,569,205
115 Building Inspection Special Revenue 768,232 756,000 869,100 861,709 763,391
116 Dowtown Improvement District 546,243 546,543 726,080 726,080 546,543
119 Economic Development Loan Fund - 105,000 215,000 215,000 105,000
120 Community Housing 238,094 163,532 86,403 40,000 209,935
121 Housing Revolving Loan Fund 86,034 82,134 8,000 14,400 75,734
125 Drug Forfeiture (53,662) (58,624) 158,000 173,444 (74,068)
127 Down Town Parking (5,672) - - - -
128 Fish Wildlife And Park Mgmt 33,160 18,160 - 15,000 3,160
129 Special Projects-Recovery Act,ARRA - - 796,500 796,500 -
130 Americans With Disability Act 35,145 3,145 - - 3,145
131 Beautification Of Bozeman 5,023 5,023 4,000 5,800 3,223
133 Recreation Department Special Revenue 32,168 3,168 1,000 1,000 3,168
135 Cemetery Department Special Revenue 2,178 2,200 - 2,200 -
136 Park Department Special Revenue 14,379 7,879 5,500 12,000 1,379
137 Library Department Special Revenue 2,815 8,015 5,200 7,900 5,315
138 Law&Justice Center 503,624 483,624 - 20,000 463,624
139 Police Department Special Revenue 187,566 149,601 113,000 143,915 118,686
140 Police Domestic Violence - - 157,500 157,500 -
143 TIF N 7th Corridor 31,708 88,208 58,130 130,000 16,338
144 TIF NE Urban Renewal 27,858 71,058 44,500 125,000 (9,442)
145 TIF Mandeville Industrial (185,998) (185,998) - - (185,998)
146 Lighting Districts 62,946 82,946 170,000 150,000 102,946
174 Victim Witness Advocate 314,402 328,402 76,000 65,000 339,402
175 Senior Transportation 4,783 4,783 76,403 76,403 4,783
176 Business Improvement District 5,352 5,352 114,000 114,000 5,352
177 Neighborhood Special Revenue 873 873 - - 873
179 Diaster Relief Fund 81,667 83,667 2,000 - 85,667
180 Sr.High Parking 19,312 - - - -
183 Fire Department Special Revenue (14.462) (14.462) - - (14,462)
City Manager's Recommended Budget FYI0 44 City of Bozeman,Montana
CHANGES IN FUND BALANCE/WORKING CAPITAL
FYE 08 ,,Y1 C
Actual Projected Beginning Estimated Appropriations Budgeted Ending
Fund Balance/ Fund Balance/ Revenues Fund Balance/
Working Capital Working Capital Working Capital
184 Parks Master Plan Develop 168,990 168,990 100,000 100,000 168,990
185 Insurance Proceeds
186 Development Impacts 634,196 267,196 20,000 765,000 (477,804)
187 Fire Department Equipment 286,711 143,423 310,612 - 454,035
188 City/County Drug Forfeiture 317,948 72,948 55,000 335,000 (207,052)
850 Park Land-Cash in Lieu 235,434 235,434 - - 235,434
Total Special Revenue Funds 14,410,902 6,286,504 12,695,838 13,690,484 5,291,858
Debt Service Funds
300 Special Improvement District Revolv.Fund 629,510 649,510 20,000 - 669,510
301 Library Bonds 203,061 203,061 315,486 315,486 203,061
302 Bond P&11995 Transportation Projects (214,385) (162,385) 468,136 415,316 (109,565)
305 TIF 2007 Downtown Bonds - - 416,222 416,222 -
310 SID Funds 40,889 40,889 1,500,000 1,500,000 40,889
Total Debt Service Funds 659,075 731,075 2,719,844 2,647.024 803,895
Co4Ft`on funds
Capital Protects 2,884,553 (1,704,000) 1,704,000 - -
Enterprise Funds
600 Water 9,812,719 9,905,114 6,452,099 5,485,979 10,871,234
610 Water Impact Fee-Net Assets 6,755,556 7,390,556 525,000 892,643 7,022,913
620 Waste Water 4,564,221 3,412,685 20,814,324 20,711,852 3,515,157
630 Waste Water Impact Fee-Net Assets 11,026,596 7,155,196 400,000 4,725,000 2,830,196
640 Solid Waste 1,221,097 809,838 2,657,394 2,705,561 761,671
650 Parking Enterprise 25,423 (101,577) 378,000 444,690 (168,267)
Total Enterprise Funds 33,405,612 28,571,812 31,226,817 34.965.725 24,832,904
Internal Service Funds
710 Vehicle Maintenance Shop 11,224 11,224 623,000 629,414 4,810
720 Health-Medical Self-Insurance Fund 198,643 209,643 2,765,122 2,754,122 220,643
Total Internal Service Funds 209,867 220,867 3,388.122 3.383,536 225,453
Permanent Funds
800 Cemetery Perpetual Care 532,216 536,216 20,000 16,000 540.216
Total Trust And Agenc Funds 532,216 536,216 20,000 16,000 540,216
Total All Funds 56,619,038 38,023,638 74,177,028 77,631,465 34,569,201
City Manager's Recommended Budget FYI 0 45 City of Bozeman,Montana
MILL LEVIES & MILL VALUES
FISCAL YEAR FY 05 FY06 FY07 FY08 FY09 FY10*ES1
MILL VALUE $ 52,985 $ 58,063 $ 63,249 $ 68,981 $ 74,178 $ 76,403
PERCENTAGE CHANGE - 9.6% 8.9% 9.1% 7.5% 3.0%
GENERAL FUND:
1 All-Purpose 111.48 111.39 110.57 101.26 111.91 111.63
SPECIAL REVENUE:
City Planning 2.00 2.00 2.00 2.00 2.00 2.00
Police Retirement 3.88 3.54 4.07 4.27 4.14 4.14
Firefighters'Retirement 1.87 1.71 2.68 2.81 2.72 2.72
Public Employees'Retirement 3.93 3.59 4.39 4.61 4.52 4.52
Comprehensive Insurance 3.78 3.45 4.45 4.67 4.53 4.53
Health/Med Insurance 24.73 23.21 22.91 22.36 24.31 24.25
Fire Capital&Equipment 4.00 4.00
Fire Truck/Equipment 6.00 6.00
Senior Transportation 1.00 1.00 1.00 1.00 1.00 1.00
Workforce Housing 1.46 1.00
TOTAL SPECIAL REVENUE 47.19 44.50 41.50 41.72 48.68 48.16
DEBT SERVICE:
Library G.O.Bonds 7.99 5.39 4.95 4.53 4.27 4.13
Transportation G.O.Bonds 5.33 6.98 6.40 6.67 6.30 6.13
TOTAL DEBT SERVICE 13.32 12.37 11.35 11.20 10.57 10.26
TOTAL ALL LEVIES 171.99 168.26 163.42 154.18 171.16 170.05
Percentage Change - -2.2% -2.9% -5.7% 11.0% -0.7%
Property Taxes Levied $9,112,890 $9,769,893 $10,336,467 $10,635,491 $12,696,306 $12,992,069
Percentage Change - 7.2% 5.8% 2.9% 19.4% 2.3%
* Tax Authority Authorized but Not Levied
$583,000.00
Police&Fire
Levy Reduct'n
$ 350,120 $ 303,570
FY09 SAFER FY10 SAFER
$ - $ 174489 $ $ 620,829 $ 667,60 $ 687,630
911 Mills 911 Mill 911 Mills
Res.No.3954 Res.No.395 Res.No.3954
City Manager's Recommended Budget FY10 46 City of Bozeman,Montana
APPROPRIATIONS BY TYPE
All expenditures are classified under one of five major categories: Salaries, Wages & Benefits,
Operating Expense, Capital, Debt Service, and Transfers. The graph below shows the relative
percentage of budgeted expenditures for these five major categories for all funds, combined.
In governmental agencies, salaries, wages and benefits normally represent the largest of these
categories.
However, due to the significant investment in infrastructure, cities have a much higher percent-
age of the budget devoted to operating costs than most other governmental agencies. Trans-
portation projects are often included under contracted services, which is an operating cost.
FY2010 - Appropriations by Type
Transfers Salaries &
Debt Service 7% Overtime
4% I___. 21%
Benefits
7%
•Salaries&Overtime
n Benefits
D Operating
®Capital
Cap tal
31% •
Debt Service
Transfers
Operating
30%
City Manager's Recommended Budget FY10 47 City of Bozeman,Montana
APPROPRIATIONS BY FUND
As shown, Enterprise Funds and the General Fund account for 76% of the total expenditures
of the city. The General Fund is the city's primary operating account for general government
operations. Enterprise funds consist of water, wastewater, solid waste, and parking funds.
These funds operate on a self-supporting basis.
Special revenue funds, totaling 17% of appropriations, include a variety of tax supported funds
including funds supporting major employer retirement contributions, health insurance premi-
ums, impact fees and liability insurance. Community development block grant monies, the
city's gas tax allocation, and street and tree maintenance districts are also included.
Debt service, internal service, and trust and agency funds make up the remainder of the city's
appropriations.
FY2010 - Appropriations by Fund
•General Fund
Ci]Special Revenue
Debt Service
Internal Service ®Capital Project
4% •Enterprise Funds
Permanent Funds
Oona ❑ Internal Service
Enterprise Funds Permanent Funds
46%
General Fund
30%
Special Revenue
17%
Capital Project Debt Service
0% 3%
City Manager's Recommended Budget FY10 48 City of Bozeman,Montana
LEGAL DEBT LIMIT & BOND RATING
General Obligation Debt Limit:
The City's legal debt limit is established by state statute for General Obligation indebtedness.
Total general obligations may not exceed 2.5% of the City's total market value, as established
each August by the Department of Revenue. (FY09 Total Market Value was $2.407 Billion.)
As of June 30, 2010, net outstanding General Obligation debt will be $5,075,000, including
$800,000 outstanding for Fire Station #3 construction, that is back by impact fee revenue col-
lections.
2007 Law Change:
In the recent Legislative session, SB245 was adopted that changed the statutory debt limit
from 1.51% to 2.5% of Market Value. This became effective July 1, 2007. This results in an
estimated Legal Debt Margin of$54.3 Million at the end of FY09, and $56.9 Million at the end
of FY10.
General Obligation Bond Rating:
The City's most recent general obligation bond rating was done in connection with the sale of
the Library G.O. bonds, Series#2 in 2003. Moody's rated that issue an "A2", in the "mid-range
of the upper medium grade". This is generally described as "strong, investment grade" credit
by Moody's.
Revenue-backed Debt:
There remains no statutory cumulative limit on the amount of debt a city can issue that is
backed by the revenue streams of various operations, known as "Revenue Bonds". The city
plans to issue approximately $30 Million in revenue bonds for the construction of a new Waste
Water Treatment plant within the next three years.
Special District Debt:
There is no statutory limit of the amount of debt a city can issue that is backed by assessments
from special improvement districts (including lighting districts) known as "SID or SLID Bonds".
Other Special District Debt is subject to specific limitations, set forth in statute. In December
2007, the City issued $6.27 Million in Tax Increment Urban Renewal Revenue Bonds for the
Downtown Intermodal Parking Facility. This bond issue was rated BBB by Standard & Poor's.
Legal Debt Limit—GO Estimated June 30, 2009 Estimated June 30, 2010
Statutory G.O Debt Limit— $60,185,000 $61,990,000
2.5% of Valuation
Less: Outstanding GO ($5,815,000) ($5,075,000)
Bonds
Less: Loans Payable - -
Plus: Fund Balances Reserved - -
for Debt Payment
Equals: Legal Debt Margin $54,370,000 $56,915,0001
City Manager's Recommended Budget FY10 49 City of Bozeman,Montana
STAFFING SUMMARY
Approved Approved Approved Approved Proposed
FY06 FY07 FY08 FY09 FY10
GENERAL GOVERNMENT
City Commission 2.10 2.10 2.10 2.10 2.10
City Manager 9.50 8.00 10.50 10.50 10.50
Municipal Court 6.00 6.00 7.00 7.00 7.50
City Attorney 6.00 6.00 6.00 6.00 7.00
Finance 16.00 16.00 10.00 10.00 9.00
Office of Planning&Community Development 12.70 14.20 15.20 13.70 12.20
Building Maintenance 2.55 2.55 3.05 3.55 3.55
Information Technology 6.00 6.00 5.73
TOTAL GENERAL GOVERNMENT 54.85 54.85 59.85 58.85 57.58
PUBLIC SAFETY
Police Department 53.75 55.75 57.75 62.75 67.75
Fire Department 29.25 31.25 34.25 45.25 44.75
Building Inspection 15.05 16.55 16.55 13.55 9.55
Parking 2.75 3.75 3.75 4.75 4.75
TOTAL PUBLIC SAFETY 100.80 107.30 112.30 126.30 126.80
PUBLIC SERVICES
Public Services Administration 7.15 8.15 8.15 8.15 8.15
Streets 13.62 15.62 15.62 17.62 17.62
Water Plant 9.27 9.56 9.27 9.27 9.27
Water Operations 14.62 14.62 15.62 16.62 15.62
Wastewater Operations 9.25 9.25 10.25 11.25 10.25
Wastewater Plant 14.87 15.42 14.87 15.87 15.87
Solid Waste Collection 11.74 12.24 14.74 14.74 14.74
Solid Waste Disposal/Recycling 7.66 6.82 3.00 1.00 1.00
Vehicle Maintenance 3.50 4.00 4.00 4.00 4.00
TOTAL PUBLIC SERVICES 91.68 95.68 95.52 98.52 96.52
PUBLIC WELFARE
Cemetery 5.25 5.50 5.75 5.75 5.75
Parks 11.95 12.45 13.45 13.45 13.45
Forestry 3.60 4.60 4.60 4.60 4.60
Library 19.66 19.66 20.66 21.66 21.16
Recreation 14.65 14.90 14.90 15.00 15.00
Community Development 1.00 1.00 2.00 1.00 1.00
TOTAL PUBLIC WELFARE 56.11 58.11 61.36 61.46 60.96
TOTAL ALL FUNDS 303.44 315.94 329.03 345.13 341.86
Net FTE Increase from Previous Year 3.35 12.50 13.09 16.10 -3.27
%Increase from Previous Year 1.1% 4.1% 4.1% 4.9% -0.9%
City Manager's Recommended Budget FY10 50 City of Bozeman,Montana
GENERAL GOVERNMENT INDEX
CITY COMMISSION PAGE 77
CITY MANAGER 81
MUNICIPAL COURT 87
CITY ATTORNEY 92
FINANCE 97
PLANNING 103
FACILITIES MANAGEMENT 108
INFORMATION TECHNOLOGY 111
City Manager's Recommended Budget FY10 75 City of Bozeman,Montana
BOZEMAN CITY COMMISSION
WORKLOAD INDICATORS
1 .
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY10
Actual Actual Budgeted Budgeted
IOrdinances Passed 18 I 25 25 25
IResolutions Passed 103 100 100 75 I
I Commission Meetings 76 ' 76 76 80
IPublic Hearings 156 I 156 156 165 I
IHours of Meetings 230 I 200 200 240 I
IPages of Minutes 850 I 400 400 576 I
City Manager's Recommended Budget FY10 80 City of Bozeman,Montana
CITY MANAGER
PROGRAM DESCRIPTION
The purpose of the staff of the City Manager's Office is to provide overall leadership, direction,
coordination, and support of the activities for the City's workforce. The City Manager's Office
also ensures that quality, effective, and efficient services are provided within the law, the poli-
cies of the Bozeman City Commission, and the resources of the City. The City Manager pro-
vides information to the City Commission that supports their ability to make informed policy de-
cisions.
Divisions within the City Manager's office include: Administration, City Clerk, Personnel, and
Neighborhoods.
The purpose of the Office of Personnel is to support City functions by ensuring the capability
and stability of the workforce. The Director supports administrators and workforce members
with current lawful information that provides sound recruitment practices and protects the em-
ployment rights of the City and the workforce member.
The duties of the City Clerk include: attending all Commission meetings, preparing minutes,
keeping official records of the City, publishing notices as needed and as required by law, act-
ing as a staff person for the Commission, and preparing the Commission agenda in conjunc-
tion with the City Manager.
Neighborhood Program: The Neighborhood Program is lead by the Assistant to the City Man-
ager and facilitates the resolution of neighborhood concerns and issues including coordinating
neighborhood issues with City departments, other neighborhoods, and City programs. The
program assists in the planning, implementation and coordination of individual neighborhood
programs, as well as encourages and assists neighborhood groups seeking formal recognition
by the City. Additionally, the Assistant to the City Manager provides notice to INC delegates
regarding all applications received by the Department of Planning and Community Develop-
ment among other responsibilities outlined in BMC 2.82.130 Section A., 1 —9.
City Manager's Recommended Budget FY10 81 City of Bozeman,Montana
CITY MANAGER
MAJOR OBJECTIVES
In support of the seven "Goals" of the City (see page 19), the staff of the City Manager's office
will:
Communicate Bozeman City Government activities to the public by:
• Increasing the amount of current information available on the city's website;
• Maintaining an effective Neighborhood Program.
Maintain a current knowledge of regulations pertaining to employment and their effect on that
resource by:
•The director of Human Resources, the City Attorney and the City Manager attending
relevant professional conferences;
•Subscribing to and reading relevant professional journals;
• Conducting in-house training for supervisors;
•Conducting in-house training for staff covering "work place violence," "sexual harass-
ment in the work place" and other relevant topics.
Provide opportunities to organization members for continual professional improvement by:
•Attending relevant professional conferences;
•Bringing the best presenters and educators to Bozeman for the benefit of the full
organization;
• Encouraging continuing education at Montana State University and the College of
Technology;
•Acknowledge our limited resources and constantly develop, implement, and review
plans to address needs through efficiency in assignments, cross training and other
means.
Provide opportunities and training for senior level staff to ensure seamless governmental
operations in the absence of any department head by:
•Anticipating future service demands and resource deficiencies and be proactive in
addressing them.
• Provide technical and coordination assistance in all spatially oriented projects within
the City.
The outcomes of our investment will be:
•A well-led, coordinated, and trained workforce;
•Secure, consistent governmental operations;
• Lawful, equitable, and effective allocation of City resources;
•An informed and involved City Commission;
•An informed and involved community;
• Open, transparent government.
City Manager's Recommended Budget FYI 0 82 City of Bozeman,Montana
CITY MANAGER
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 10.50 10.50 10.50 0%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 553,590 $ 560,407 $ - $ 572,775 $ 12,368 1%
1200-1299 Benefits 146,731 1.57,876 160,910 $ 3,034 1%
2000-7599 Operating 102,119 134,272 8,840 149,165 $ 6,053 2%
8000-8999 Capital 7,044 1,000 - $ (1,000) -12%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $ 809.484 $ 853.555 $ 8,840 $ 882,850 $ 20,455 2%
EXPENDITURES BY DIMS ON
Division
1210 City Administration $ 449,515 431,921 $ - $ 452,750 $ 20,829 5%
1220 City Clerk 112,934 130,795 8,840 129,205 $ (10,430) -7%
1230 Human Resources 177,115 201,588 220,565 $ 18,977 9%
1260 Neighborhood Program 69,920 89,251 80,330 $ (8,921) -10%
Total All Division S; $ 809,484 $ 853,555 $ 8,840 $, 882,850 $ 20,455 _ .2%
111111111M7 EaFir .�
Fund
010 General Fund $ 809,484 $ 853,555 $ 8,840 $ 882,850 $ 20,455 2%
City Manager's Recommended Budget FY10 83 City of Bozeman,Montana
CITY MANAGER
FY2010 BUDGET HIGHLIGHTS
National Citizen Survey $12,000
License Plate Application, Design & Advertising $ 6,000
Municipal Code Codification Services $ 7,300
Salary Survey Update $44,000
Organization-wide Leadership Training $20,000
City Manager's Recommended Budget FY10 84 City of Bozeman,Montana
CITY MANAGER
PERFORMANCE MEASURES
Effectiveness Measurers Standard
FY 07 FY08 FY09 FY10
Actual Actual Budgeted Budgeted
The City Commission will be supported in their
decision process by always receiving unbi-
ased,accurate research and data from the
staff a minimum of four days prior to the intro-
duction of an item as an agenda item
80%o 95% 98% 98% 98%
The City Commission will be supported in their
policy direction decisions by receiving,with
regular frequency,current operations status
reports; National Citizen Surveys results,
quarterly financial reports,and staff research
reports. 100% 96% 98% 98% 98%
Citizens will be assured transparent local
government through established,maintained,
and staffed open office hours,live televised
and internet streamed public meetings,adver-
tised Commission agendas,accessible public
records,and information available through the
city's web page at www.Bozeman.net.
100% 100% 100% 100% 100%
An open local government will be supported
by a visible City Manager who meets regularly
with the County Commissioners,leadership of
MSU,the Chamber of Commerce,economic
development organizations,the Bozeman
School District,and civic o 100% 100% 100% 100%
j u,�. 100/°
Public resources will be allocated effectively
and lawfully. Qualified independent auditors
will perform annual audits,the budgeting proc-
ess will be a public process,and the budget
will emphasize outcomes consistent with the 100% °
city's adopted Foals and work Jan. 100% 100% 100% 1000/0
Employee matters will be handled in an
equitable and lawful manner that minimizes
the risk of loss to the City and its employees.
100% 100% 100% 100% 100%
The recruitment process will protect the work
force and City rights,and results in matching
appropriate hires with appropriate jobs. Turn-
over will be kept low resulting in a stable work-
force. Continual skill improvement training will
result in a competent,effective and efficient
workforce. 100% 100% 100% 100% 100%
Opportunities to participate in world class
leadership skills training seminars quarterly by
senior staff will result in a well-led and coordi-
nated workforce whose culture and work envi-
ronment is built on the city's core values of
Integrity,Leadership,Service and Teamwork. 100% 100% 100% 100% 100%
City Manager's Recommended Budget FY10 85 City of Bozeman,Montana
CITY MANAGER
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY08 FY09 FY10
Actual Actual Budgeted Budgeted
Contracts Negotiated with 3 2 2 1
Bargaining Units I
Commission Meetings 52 52 76 60 JI
Telephone&Email(added 9,000 9,000 45,000 45,000
FY05)Contacts
CM and Assistant CM
Meetings with County Corn- 4 24 24 12
missioners
Meetings with Civic Groups 150 150 150 150
and Citizens
Meetings with MSU 8 10 10 14
Meetings with the Chamber 8 8 8 8
Meetings with other MT City 3 3 3 3
Managers
City Manager's Recommended Budget FYI 0 86 City of Bozeman,Montana
MUNICIPAL COURT
PROGRAM DESCRIPTION
• The court budget unit accounts for costs associated with the judicial branch of city government,which includes
a judge,chief clerk, line clerks,and related operating costs.
•
• Section 3-6-101,et,seq., MCA, establish a municipal court for each municipality. Section 3-6-103 sets forth the
jurisdiction of the municipal court which includes: jurisdiction coordinate and coextensive with the justice'
courts; original jurisdiction of all civil and criminal actions and proceedings provided for in 3-11-103; concurrent
jurisdiction with the district courts in actions arising under Title 70, chapters 24 through 27; applications for
search warrants and complaints charging commission of a felony;tax collection under$5,000; money due the
city or 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 regu-
larly 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.
MAJOR OBJECTIVES
• Open second courtroom
• Write new local rules of count.
• Begin scanning court records
• To maintain an efficient collection system concentrating on collections reported to Municipal Services Bu-
reau and collection of restitution.
• Return to maintain a current and efficient criminal docket.
• To continue effective communications with the city attorney, city prosecutor, law enforcement agencies,
and Public Defender's Office.
• Additional training for staff.
• Maintain updates of computer program,jury program.
• Maintain West Law for court use.
• Periodically update new bond book with new offenses and fine increases.
• Increase security measures for courtroom and staff.
• Establish second Municipal Court Judge.
• Co-operate with Commissioners toward establishing adequate space for increased court operations.
• Work with MT State Department of Revenue to collect tax refunds for people owing court fines, fees, and
restitution.
City Manager's Recommended Budget FY10 87 City of Bozeman,Montana
MUNICIPAL COURT
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 7.00 7.00 7.50 7%
EXPENDITURES BY CATE-
Category
1000-1199 Salaries&Overtime $ 241,363 $ 254,610 $ 298,418 $ 43,808 17%
1200-1299 Benefits 96,178 104,179 116,841 12,662 12%
2000-7599 Operating 116,789 318,986 220,915 (98,071) -31%
8000.8999 Capital 599 8,450 - (8,450) -100%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $ 454.929 $ 686,225 $ - $ 636.174 $ (50.051) -7%
EXPENDITURES_BY DIVISION'
� , • ::
Division
1310 Municipal Court $ 454,929 $ 686,225 $ - $ 636,174 $ (50,051) -7%
1451FI6Ua '' .,t`'''414; $ 44,929:$ 586:225__$._ -. $ •.636.17:4.,.$ 15605d.).. _
Fund
010 General Fund $ 454,929 $ 686,225 $ - $ 636,174 $ (50,051) -7%
Total All un
City Manager's Recommended Budget FY10 88 City of Bozeman,Montana
MUNICIPAL COURT
FY 10 BUDGET HIGHLIGHTS
Contracted Services:
Temporary Staffing $ 5,500
Maintenance Contracts 3,948
Substitute Judges 11,880
Jury&Witness Costs 10,000
Law&Justice Center Facility Costs 42,750
Delivery Services 5.400
Total $79,478
Lease/Rent $100,000
FY 10 ANTICIPATED ACCOMPLISHMENTS
• To implement a mode of an efficient collection system concentrating on collections and monitoring restitution.
• To maintain a current and efficient criminal docket;expedite jury trials and trial resolutions.
• To continue effective communications with the City Attorney,City Prosecutor,Public Defenders Office,and Law
Enforcement Agencies.
• Additional training to all staff.
• Maintain West Law for Court use.
• Maintain updates of computer program,jury program,scanning records.
• Periodically update new bond book with new offenses and fine increases.
• Continue to reduce accounts receivable.
• Maintain improved access to archive records.
• Address increased volume of citations,motions and motions hearings.
City Manager's Recommended Budget FY10 89 City of Bozeman,Montana
MUNICIPAL COURT
PERFORMANCE MEASURES
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Actual 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 10-15 wks <4** <3 <3 10-15 wks
Jury <6 Mos. <6 mo. <5 mo. 6 mo. <5 mo.
**per police dept request,scheduling judge
trials around officers'days off to reduce OT
%of cases resolved on first appearance I 80% 94% I 94% 70% 70%
Bozeman Municipal Court's effectiveness equals Reporting
or exceeds the standards in all cases and re- done by
mains in compliance with Montana law relating automation
to referrals of disposition of cases to the Depart- now—
ment of Motor Vehicles within 15 days. STILL on
15 days 100% 100% MT State 100%
standards
(15 days)
IAmount of time spent to initialize time pay agree- I 10 min per 1 min per I 1 min per min per 1 min per
ment case case case case case
%of daily time devoted to time pay(phone, 10%per 75% 75% 25%/clerk 35%/clerkcounter,summons,warrant) I Clerk
Efficiency Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Actual 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 days wkly 3 days wkly 3 days wkly 3 days wkly 3 days wkly
Ticket entry per hour
20 20-30 20-30 15-25 15-25
Processing of open court paperwork(amount of 1/2 day 1/2 day '/2 day %day 1/2 day
time needed to complete the processing of all
paperwork created during that day's open court
session and is based on a standard of'/day per
clerk to complete one average day's paperwork
from open court proceedings)&Judge Trials
IParking Summons Entry 1900 1800 5000
Municipal Court Trials-amount of Clerk Time in 10% 10% 10% 10% 10%
Court Room w/Judge trials during trial
I I
City Manager's Recommended Budget FY10 90 City of Bozeman,Montana
MUNICIPAL COURT
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 YTD 09 FY10
Actual Actual Actual Budgeted
Court Citations 11,328 9,883 6,854 11,000
Parking Summons 2,542 1,165 0- switching 0
to Municipal
Infractions
Judge Trial Requests 338 567 468 450
Jury Trial Requests 427 931 931 900
Open Court Proceedings—hourly 9-10 hrs wkly 10-11 hrs 10-11 hrs 10-11 hrs
wkly wkly wkly
Judge Trials Held I 184 186 195 175
Jury Trials Held 10 18 16 17
Temporary orders of protection I 43 37 43 50
Summons Issued 7,778 6,940 2,633 2,500
Warrants Issued 720 1,305 1,036 1,100
Appeals I 4 7 I 9 5
Open Court appearances(daily average) 28.16 27.03 29 30
Municipal Infractions I 0 2009 1170 1500
City Manager's Recommended Budget FY10 91 City of Bozeman,Montana
CITY ATTORNEY
PROGRAM DESCRIPTION
The city attorney is the legal advisor and attorney for the city. The City Attorney's Office is responsible
for protecting the legal interests of the city. The City Attorney and staff represent the city before all
courts, administrative agencies, and all legal proceedings involving the city; prosecutes misdemeanors
and traffic offenses committed within city limits; provides legal advice to the City Commission, City Man-
ager, 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 credi-
ble legal representation, advice and counsel.
Goals:
Promote an understanding of what we do and understand what everyone else does.
Develop resources, materials and personnel within each team.
Train for consistent leadership for continuous operations.
Promote areas of specialization.
Integrate into the City's departments.
Have sufficient resources for each staff member to do their job so they can enjoy Bozeman's quality of
life.
Optimize efficiency.
Maximize coordination.
Provide quality legal services.
Values Expectations
Honesty Do what is right/good/just for community
Integrity Provide service to community and citizens
Zealousness(perseverance) Strive for a just result
Diligence Demonstrate a strong work ethic
Effective Communication Provide quality service
Proficiency
Loyalty to City goals and organization Teamwork
Teamwork Be fair to everyone
Communicate effectively
Be tolerant
Coordinate with other departments and strive for mutual
Understanding
City Manager's Recommended Budget FY10 92 City of Bozeman,Montana
CITY ATTORNEY
MAJOR OBJECTIVES
• To work with the Bozeman Police Department and MSU Police Department in enforcing state laws
and city ordinances pertaining to misdemeanors and traffic violations committed within the city limits.
• To work with other city personnel and officials in enforcing city ordinances including zoning, building
code, fire code, and business licensing.
• To review legitimate complaints from citizens for the filing of criminal offenses and, if approved by
the City Attorney's Office, prosecute the violations in court.
• To prosecute criminal cases in a timely,firm, and efficient manner which serves the best interests of
justice, to include the best interest of the citizens of Bozeman while providing justice for the victims.
• To serve as the city's legal counsel and legal representative before all courts, administrative agen-
cies, and in all legal proceedings involving the city, except where the city or a city insurance carrier
retains special legal counsel.
• To provide legal advice to the City Manager, Mayor, City Commission, departmental staff, and city
boards concerning legal matters that arise with respect to city governmental services and opera-
tions.
• To perform legal research and issue legal opinions.
• To review or prepare contracts, deeds, resolutions, ordinances, and other municipal documents re-
lating 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 pro-
viding legal risk management services and proactive legal advice.
City Manager's Recommended Budget FY10 93 City of Bozeman,Montana
CITY ATTORNEY
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 6.00 6.00 1.00 7.00 0%
EXPENDITURES BY CATE-
Category
1000-1199 Salaries&Overtime $ 294,378 $ 373,322 $ 367,186 $ (6,136) -2%
1200-1299 Benefits 89,335 113,330 118,110 4,780 4%
2000-7599 Operating 128,188 123,565 143,235 19,670 16%
8000-8999 Capital 15,838 - - - 0%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $ 527.739 $ 610.217 $ - $ 628.531 $ 18,314 3%
EXPENDITURES BY DIVISION . " . .
IN .
Division
1410 City Attorney $ 489,147 $ 550,717 $ - $ 541,031 $ (9,686) -2%
1430-1446 Civil Litigation 2,842 6,000 21,000 $ 15,000 250%
1460 Criminal Prosecution-General 7,473 1,500 1,500 $ - 0%
1462 Criminal Prosecution-Victim/Witness 28,277 52,000 65,000 $ 13,000 25%
_ 1A.lpi NI Pjvicolis. .�* 1,:.,_- .. $:;527,7'39 $,616,217 :$__ - S.: ..628.531.;$ 18.314 : 3%
immmoommmmimmmm..mmmimms
Fund
010 General Fund $ 527,739 $ 558,217 $ - $ 563,531 $ 5,314 1%
174 Victim Witness Advocate - 52,000 65,000 $ 13,000 25%
Total Ail Funds,_ .._.,:_
City Manager's Recommended Budget FY10 94 City of Bozeman,Montana
CITY ATTORNEY
FY 09 ANTICIPATED ACCOMPLISHMENTS
• Improved response to applications for release of Confidential Criminal Justice Information by using
contract attorney
• Increased focus on bad check collection cases
• Improved program for Restitution requests in criminal and traffic cases
• Improve response time to law enforcement's Request for Prosecution
• Improve the time frame in which subpoenas are created in our office and sent to Municipal Court
• Increase office work flow by continuing support staff training of JustWare
• Photo red light enforcement ordinance and assisting Police Department in developing a program
• Improve responses to law enforcement requests for Subpoena Duces Tecum and other advice per-
taining to criminal prosecution
• Improve enforcement of sentences through increased monitoring and filing of revocations for offend-
ers who do not pay fines or complete the terms of their sentence
• Identified additional offenses that would benefit by making the offenses a municipal infraction and
drafting necessary ordinances
• Developed internal process for addressing ethics requests pursuant to new ordinance and prepared
information papers/memos to assist employees and staff on how to request ethics opinions
• Parking Boot Ordinance
• Save taxpayers money by handling arbitration, mediation, grievance and other administrative pro-
ceedings in house that are not covered by insurance or requiring special counsel
• Save taxpayers money by handling in house the civil litigation not covered by insurance or requiring
special counsel
• Providing expeditious legal advice related to another busy construction and planning year
FY 10 BUDGET HIGHLIGHTS
• Contracted Services, Temporary Admin Assistance $ 6,000
• Intern Prosecutor $ 1,500
• Legal Updates and Research Fees $18,100
City Manager's Recommended Budget FY10 95 City of Bozeman,Montana
CITY ATTORNEY
WORKLOAD INDICATORS
FY 06 FY 07 FY 08 FY 09 FY10
Work Load Indicator Actual Actual Actual Budgeted Budgeted
New Cases 501 948 497 1163 1300
Discovery materials mailed N/A N/A 644 615 1000 I
Judge Trials 119 210 97 145 I 240
I I I
Jury Trials I 12 I 15 I 9 17 30
I I I I
Change of Plea Hearings 197 I 595 259 408 650
Omnibus Hearings N/A 183 201 674 I 750
I I I
Hearings 1 23 I 165 I 49 115 I 150
I I I
Parking Complaints filed N/A 2072 I 1274 0 0
Library letters sent I N/A I 320 191 435 I 700
I I I I I
Library items returned or
paid N/A $2,553.59 $5,787.06 $13,003.19 $18,000.00
I I
CCJI Requests 15 I 15 I 13 5 I 10
Request for Prosecutions 15 20 43 24 I 35
Restitution Request N/A N/A I 100 70 150
Bad Check Letters 42 23 I 26 36 50
I I
Bad Check$$ Received N/A $1,688.60 I $3,336.05 I $3,223.55 $7,000.00
I I I
City Manager's Recommended Budget FY10 96 City of Bozeman,Montana
FINANCE
PROGRAM DESCRIPTION
The finance department budget unit accounts for the general fund costs associated with the
overall financial administration of the city.
The finance department is comprised of three divisions:
Administration,
Accounting, and
Treasury
The department provides support services to other departments including: financial planning,
budgeting, insurance administration, accounting and financial statement preparation, data
processing, collection and investment of city funds, debt administration, utility billing, special
improvement district accounting, business license administration, development of internal con-
trols, information technology services, GIS services, and data processing services.
The purpose of the Administration division is to provide financial planning and budgeting ser-
vices and oversight. Insurance administration, capital improvements planning and long-range
financial planning is done through this division, along with general leadership for the Finance
Department as a whole.
The purpose of the Accounting,division is to properly record and account for the finances of the
City. The division is responsible for processing City payroll, accounts payable, and the prepa-
ration of all financial statements.
The purpose of the Treasury division is to properly bill and collect amounts owed to the City.
The Treasury division collects and invests all city funds, bills utility charges to customers and
special improvement district assessments to property owners. The division also issues busi-
ness & pet licenses, collects parking tickets, and records cemetery plot sales.
City Manager's Recommended Budget FY10 97 City of Bozeman,Montana
FINANCE
•
MAJOR OBJECTIVES
• To prepare a comprehensive budget on an annual basis that encompasses all funds of the
city.
• To manage and account for the city's finances in accordance with Generally Accepted Ac-
counting Principles (GAAP), as set forth by the Governmental Accounting Standards Board
(GASB).
• To prepare a Comprehensive Annual Financial Report (CAFR) in conformity with Generally
Accepted Accounting Principles.
• To seek to maintain a diversified and stable revenue base.
• To seek to collect all funds due the city.
• To monitor all department's grants for compliance with federal and state regulations and
reporting requirements.
• To develop a system of sound internal controls in all city departments.
• To provide all city departments budgetary and expenditure information on a timely basis to
enable the departments to operate within appropriation levels established by the City Com-
mission.
• To assure efficient and effective management of the public's resources by providing quality
financial services.
• To safeguard and account for City assets and to provide accurate and timely budgetary
and financial data to management, City Commission, and the citizens of Bozeman.
• To provide knowledgeable and courteous customer service to all individuals who contact
the Finance Department with questions or concerns.
• To safeguard the City's financial assets through prudent investing, budgeting and expendi-
ture control.
City Manager's Recommended Budget FY10 98 City of Bozeman,Montana
FINANCE
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REG CHANGE CHANGE
Staffing: Full-Time Equivalents 10.00 10.00 9.00 -10%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 493,028 $ 528,877 $ 501,052 $ (27,825) -5%
1200-1299 Benefits 173,469 180,147 180,185 38 0%
2000-7599 Operating 183,219 187,995 183,630 (4,365) -2%
8000-8999 Capital 9,690 13,500 1,000 (12,500) -93%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $ 859,406 $ 910,519 $ - $ 865,867 $ (44,652) -5%
EXPENDITURES BY DIVISION .
Division
1510 Finance Administration $ 153,560 $ 174,881 $ 144,869 $ (30,012) -17%
1520 Accounting 376,491 398,004 396,005 $ (1,999) -1%
1530 Treasury 329,355 337,634 324,993 $ (12,641) 4%
•
,Tfo l Ail Drvisi0A$v $ 850;406 $ 910,59 _.$... .. ... _,. 86512.. fr20.6.2) . _-5.%
Fund
010 General Fund $ 859,406 $ 910,519 $ - $ 865,867 $ (44,652) -5%
- $ -
TSI A4i. Fm ,... ..$• 858,,.4Q6 $ 910,519 $; - $ 865.867 $ (44,6521 -59&
City Manager's Recommended Budget FY10 99 City of Bozeman,Montana
FINANCE
FY 10 ANTICIPATED ACCOMPLISHMENTS
c Close monthly accounting functions by the 20th day of the following month.
• Receive a clean audit opinion with no continuing audit comments.
o Improve information sharing with Planning Department and Engineering and GIS
Divisions to provide for more timely and accurate land parcel and owner informa-
tion.
c Document the procedures for all Finance Department functions.
c Continue the develop a formal rating system for ranking of Capital Improvement
Plan projects and equipment purchases.
u Assist Solid Waste Division with refining and auditing customer account informa-
tion, tote inventory, and route sequencing; to improve efficiency for Finance and
Solid Waste staff.
o Actively pursue and property account for ARRA/Stimulus dollars.
City Manager's Recommended Budget FY10 100 City of Bozeman,Montana
FINANCE
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Budgeted Budgeted
Receive Distinguished Budget Presentation
Award for the Government Finance
Officer's Association Receive Received Received Received Will Apply
Receive Certificate of Achievement for
Excellence in Financial Reporting from the
Government Finance Officer's Association Receive Applied Received Will Apply Will Apply
City's Bond Rating(Note: In FY 99,the rating
agency refined its rating structure. The A2 and A2 (G.O.)* A2 (G.O.)* A2 (G.O.)* A2 (G.O.)*
A3 ratings are not better or worse than the previ- A3 (Water) A3 (Water) A3 (Water) A3 (Water)
ous A ratings. They are more refined versions of
an A rating)
Downtown TIF Bond Rating(S&P) BBB(TIF) BBB(TIF) BBB(TIF)
%of monthly checklist items done correctly 95% 99% 87% 99% 99%
the first time
%of journal entries made without later 95% 90% 90% 99% 99%
correction or adjustment
%of months general ledger is closed by the 90% 0% 20% 92% 92%
20th 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
IAverage#of water customers on I <10 10-12 10 <10 <10 I
shut-off list
City Manager's Recommended Budget FY10 101 City of Bozeman,Montana
FINANCE
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 10
Actual Actual Budgeted Budgeted
SID Statements 11,086 14,919 14,000 16,000
Utility Bills 111,463 134,460 134,000 135,000
Accounts Payable Checks Processed 33,463 11,511 11,500 11,000
W-2's Processed I 411 454 415 450
Grants Recorded and Reported I 26 13 30 30
IRS Informational Returns I 108 103 105 120
Business Licenses(Calendar Year) I 3,588 3,836 3,800 3,750
City Managers Recommended Budget FY10 102 City of Bozeman,Montana
PLANNING
PROGRAM DESCRIPTION
The Department of Planning and Community Development (DPCD) accounts for the costs of
administering the City's long range planning, current planning, and community development
programs. Section 76-1-407 MCA authorizes a city levy, not to exceed 2 mills, for funding of
the City planning program. The balance of funding for DPCD activities comes from the general
fund, fees, and grant administration monies. Major elements of the City's Planning and Com-
munity Development program include:
Lonp Rance Plannina: 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 commu-
nity planning goals and objectives. DPCD also serves as the City's liaison with the U.S.Census Bureau.
Annexation: DPCD staff is responsible for the implementation of the 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).
Zoninfl 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. Zoning also regulates
the placement of commercial signage and establishes landscaping requirements.
Historic Preservation: DPCD staff, in consort with 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 pres-
ervation awards program, and historic preservation week.The Historic Preservation officer also reviews proposals
for structural modifications within Bozeman's conservation overlay district and elsewhere for compliance with locally
adopted planning regulations; maintains inventories of 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.
Work force Housing: DPCD staff administers the City's Work Force Housing program.
Boards/Commissions Served: In carrying out the above-described program elements,DPCD staff provides tech-
nical support and professional assistance to a variety of boards and commissions, including: City Planning Board;
City Zoning Commission;Design Review Board; Development Review Committee;Transportation Coordinating
Committee; Historic Preservation Advisory Board;Beautification Board;and City Commission.
City Manager's Recommended Budget FY10 103 City of Bozeman,Montana
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 plan-
ning .
CURRENT PLANNING:
To evaluate and make recommendations to the Planning Board, City Commission,and/or Director of Public
Service on all applications for annexations and 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,Zon-
ing Commission and City Commission on all proposals for site development.
To provide zoning enforcement and support to staff and the public to insure compliance with, and resolution of
non-conformities from, the Bozeman Municipal Code.
Review business licenses and building permit 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 Reg-
ister of Historic Places.
Administer the City's impact fee program.
COMMUNITY DEVELOPMENT:
Assist and coordinate with other departments as needed with various grant writing proposals and admini-
stration.
Participate in the City's affordable housing programs, including participation on the Community Affordable
Housing Board(CAHAB)and administration of the City's Work Force Housing Policy,as codified in the
Unified Development Ordinance.
Participate in the City's economic development programs by sitting on the Revolving Loan Fund Commit-
tee, reviewing commercial development proposals,and providing census and other technical data to
various entities as needed.
City Manager's Recommended Budget FY10 104 City of Bozeman,Montana
PLANNING
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 15.20 13.70 12.20 -11%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 543,259 $ 551,875 $ 537,867 $ (14,008) -3%
1200-1299 Benefits 195,595 203,649 181,069 (22,580) -11%
2000-7599 Operating 268,794 81,551 65,351 (16,200) -20%
8000-8999 Capital 71,638 - - - 0%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $1,079,286 $ 837,075 $ - $ 784.287 $ (52.788) -6%
EXPENDITURES,BY DIVISION _ .,,..._ W1 _ _._.,.uu,.a.: .. _,a__._. t__,
Division
1610 Planning Operations $ 449,237 $ 284,023 $ 258,473 (25,550) -9%
1620 Subdivision Review 142,130 140,989 119,812 (21,177) -15%
1630 Long-Range Planning 273,660 174,418 171,513 (2,905) -2%
1640 Annexation 55,438 57,772 58,319 547 1%
1650 Code Enforcement 57,113 60,619 57,933 (2,686) -4%
1660 Historic Preservation 16,257 33,310 31,390 (1,920) -6%
1670 Zoning Operations 85,451 85,944 86,847 903 1%
Tbtal AllPiViSi011$,,... " $1,079,286 $ 837,075 $ $ 784,287 $ 152.788) 6°%
111111111er BY FUND
Fund
100 Planning Fund $1,079,286 $ 837,075 $ - $ 784,287 $ (52,788) -6%
7 ,do-. k i ..lt r.,. } -
City Manager's Recommended Budget FY10 105 City of Bozeman,Montana
PLANNING
FY 10 BUDGET HIGHLIGHTS
6% overall reduction in proposed budget from FY09 level; 28% reduction from FY08 level;
Proposed 1.5 FTE reduction (13%)from FY09 level;4.0 FTE reduction (29%)from FY08 level;
No contract planner services proposed for FY10, nor any other kinds of contracts;
No Capital Improvements planned for FY10.
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Final adoption and implementation of revised Unified Development Ordinance(UDO);
• Final adoption and implementation of Downtown Neighborhood Plan, in conjunction with Downtown
Business Partnership;
• Final adoption and implementation of updated Bozeman Community Plan, per statute;
• Final adoption and implementation of City of Bozeman Economic Development Plan (in conjunction
with Prospera Business Partnership);
• Serve as official liaison to US Census Bureau in completing decennial census of population;
• Staffing of Tax Increment Finance District Boards;
• Begin in-house Historic Resources Inventory;
• Management of current workload (project reviews for annexations, subdivision, and zoning propos-
als, impact fee administration, design review, and historic preservation activities); and
• Special projects as directed.
City Manager's Recommended Budget FY10 106 City of Bozeman,Montana
PLANNING
WORKLOAD INDICATORS
Data is collected and maintained on a calendar year basis.
FY 05 FY 06 FY07 FY08 FY09 FYI0
WORKLOAD INDICATOR Actual Actual Actual Actual Budgeted Estimate
Subdivision Pre-applications 18 26 18 11 4 4
Minor Subdivision Pre. Plats 5 11 7 3 3 3
Major Sub-Preliminary Plats 10 12 12 7 2 2
Final Plats 19 17 30 21 6 6
Master Plan Amendments 6 8 5 4 0 0
Annexations 16 15 16 7 0 0
Exemptions 25 17 21 19 16 16
Preliminary Plat Lots Approved 661 1625 688 1,434 38 38
Final Plat Lots Approved 581 495 1211 861 61 61
Number of public forum opportuni- 4 5 4 10 5 5
ties for special projects
Number of participants in forums 35 I 45 60 I 125 100 100
Number of projects assessed im- 2000 2240 1,771 1200 1200 1200
pact fees
Number of literature/information 85 225 200 150 200 200
requests pertaining to impact fees
Number of estimates for impact 100 75 110 100 150 150
fees
Site Plans 46 I 53 32 I 45 29 29
I Conditional Use Permits 11 I 14 23 I 9 18 18
Planned Unit Developments 13 I 7 6 I 7 1 1
Certificates of Appropriateness 199 197 268 224 211 211
Sign Reviews(permanent and 285 295 244 297 280 280
temp)
I Variances/Appeals 5 4 1 0 6 6
Zone Map Amendments 20 21 14 20 4 4
Zone Text Amendments 2 1 6 0 2 2
Concept Plan Review/Informal 40 53 36 29 22 22
Review
Number of site visits and/or sign- 380 385 401 511 501 501
age consultations evaluating allow-
able signage
Special Temporary Use Permits 12 18 9 13 9 9
(STUPs)
Reuse Permits 42 11 10 18 26 26
HISTORIC PRESERVATION
Office Visitations 470 550 550 300 300
Historic Design Reviews 320 250 275 268 263 263
Presentations(slides,walking 30 15 18 17 17
tours,etc) 26
Newsletters/Articles 0 25 15 4 4
BHPAB Meetings/Beautification 45 50 50 92 92
Hrs Working wNolunteers/Intems 520 640 600 1,040 1,040
Certified Local Government(CLG) 120 832 20 20
hrs. 850
City Manager's Recommended Budget FY10 107 City of Bozeman,Montana
FACILITIES MANAGEMENT
PROGRAM DESCRIPTION
The Facilities Management budget unit accounts for costs associated with maintaining city
owned buildings and grounds. Buildings that fall under budget unit include: City Hall, City Hall
Annex, Fire Stations #1, #2 and #3, City Shop Complex, Lower Yard Shop Complex, Alfred M.
Stiff Professional Building, Bozeman Public Library, the Bozeman Senior Citizen's Center.
Facilities Management is also responsible for coordinating remodeling, renovations and new
construction projects. Current construction projects include the Downtown Bozeman Intermo-
dal Facility, the remodel of the old Public Library into a new City Hall Facility, and the restora-
tion of the Story Mansion. Work in this area includes solicitation of professional design and
engineering services and the selection of contractors and tradespeople for project specific ac-
tivities.
The majority of the costs in this budget category are normally included in utility charges, build-
ing repairs and maintenance. Because of staffing levels, the majority of the service needs are
accomplished through contracted services. Contracted services include such activities as:
janitorial services, snow removal, lawn care, building systems including elevator and fire sup-
pression systems and heating, ventilation and air conditioning systems. The department also
assists other divisions with building related projects and construction related services.
MAJOR OBJECTIVES
• To provide a safe, comfortable, and professional working environment for all city employees, elected
officials, building tenants and the public.
• To maintain all buildings and related equipment in good working condition and extending their useful
life.
• To upgrade and renovate buildings and related equipment as needed to meet the future needs of
the various city departments.
• To assure city buildings meet or exceed all applicable building codes, OSHA, and ADA require-
ments.
• To implement building design, maintenance, and operational practices that result in energy saving
measures.
• To act as the City's representative on building construction projects, secure consultant services for
these projects, process claims and monitor progress.
City Manager's Recommended Budget FY10 108 City of Bozeman,Montana
FACILITIES MANAGEMENT
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REG CHANGE CHANGE
Staffing: Full-Time Equivalents 3.05 3.55 3.55 0%
EXPENDITURES BY CATEGORY
CatePory
1000-1199 Salaries&Overtime $ 121,780 $ 155,046 $ 163,249 $ 8,203 5%
1200-1299 Benefits 43,705 57,793 58,309 516 1%
2000-7599 Operating 710,738 1,096,190 875,950 (220,240) -20%
8000-8999 Capital 8,723 35,000 - (35,000) -100%
9000-9699 Debt Service 82,024 - 108,000 108,000 100%
9900-9999 Transfers
Total All Categories $ 966.970 $1,344,029 $ - $ 1,205,508 $ (138,521) -10%
XPEND1TURE BY DIVISION...
Division
1810 City Hall $ 268,022 $ 469,874 $ 360,884 $ (108,990) -23%
1820 Fire Station#1 24,964 103,375 52,225 $ (51,150) 49%
1830 Shops Complex 78,918 133,055 103,075 $ (29,980) -23%
1840 Professional Building 227,459 170,350 143,250 $ (27,100) -16%
1850 Senior Center 91,544 158,150 216,600 $ 58,450 37%
1860 Library 198,197 227,500 232,250 $ 4,750 2%
1870 Library-Lamme St. 53,973 28,000 28,000 $ - 0%
1870 Fire Station#2 23,893 48,500 47,900 $ (600) -1%
1880 Fire Station#3 - 5,225 21,450 $ 16,225 0%
Total Ali t iviSlons $ 986:970 $1344,029 $ - $ 1,20.5,634 $ (138395) 101b
XPENDITURES BY FUND ;_
Fund
010 General Fund $ 966,970 $1,344,029 $ - $ 1,205,634 $ (138,395) -10%
City Manager's Recommended Budget FY10 109 City of Bozeman,Montana
FACILITIES MANAGEMENT
FY 09 ACCOMPLISHMENTS
• Complete construction of the Bozeman Downtown Intermodal Facility.
• Complete the Phase I remodel of the old public library into a new City Hall facility.
• Complete landscaping of the new Bozeman Public Library utilizing the federal ear-
mark funds and CTEP monies.
• Completed Begin Phase I remodel of the Story Mansion.
FY10 ANTICIPATED ACCOMPLISHMETNTS
• Continue work on a comprehensive, city-wide Facilities Condition Index as a base-
line to formalize long-term planning for all City owned properties.
• Complete construction of Fire Station #3 and the combined County 911 Communi-
cations Center
• Assist in the oversight of the Landfill building addition.
• Complete the construction Shop Complex at the lower yard area, and the remodel
of the existing Shops Complex.
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY•lec
Actual Actual Budgeted Budget
Average response time for emergency repairs 30 minutes 95% 90% 90% 90%
Average response time for minor non- 3 days 90% 95% 95% 95%
emergency repairs(in-house,
Average response time for minor non- 12 days 95% 95% I 95% 95%
eemejq repairs fcontracted)
6/0 of facility users that rate the quality of their 90% I 85% 90% I 90% I 851
areas as excellent orpood
Review and approver of payments of claims from 3 days I 98% I 100% I 100%I
City Construction proiects
City Manager's Recommended Budget FY10 110 City of Bozeman,Montana
INFORMATION TECHNOLOGY
PROGRAM DESCRIPTION
The Information Technoloav provides customer-focused information technology services and
business solutions to local government and citizens. The department's primary responsibilities
are in the areas of providing reliable, efficient information technology systems.
This is accomplished by developing and implementing recommended standards for information
technologies, by developing and enforcing security policies, and through strategic acquisition
of information technology resources.
The department's mission is to yield the highest level of customer service and operate the
City's central information technology systems and networks for City Departments so they can
use technology and share information to perform their daily business operations.
The purpose of the GIS division is to provide accurate and complete spatial data for the City
of Bozeman. The GIS division will use this data to stimulate intelligent growth and manage-
ment decisions while promoting the use of electronic data publicly in a fair, efficient, and effec-
tive manner. All departments within the City organization as well as the public will benefit from
the efficiencies of coordinating interdepartmental data for use in a variety of applications and
projects.
MAJOR OBJECTIVES
• To manage and operate the City's Enterprise Applications and Networking services.
• To provide secure, dependable information technology services to City departments and
customers.
• To provide support, training, and research for City Staff with their desktop applications,
both data and voice.
• To manage and maintain the daily operations of the data centers.
• To ensure 99% uptime for all Information Technology Service.
City Manager's Recommended Budget FY10 111 City of Bozeman,Montana
INFORMATION TECHNOLOGY
FY10 BUDGET HIGHLIGHTS
Upgrade city wide antivirus $21,600
Continue VoIP upgrade and maintenance $28,000
Continue Router and Switch upgrade $25,000
FY10 ANTICIPATED ACCOMPLISHMENTS
• Continue Upgrades to City Website to further enhance the public's access to
necessary City information as well as the employee portal.
• Upgrade the City's current antivirus.
• Continue Upgrade and maintenance to the City VoIP phones and gateways.
• Continue Upgrades to aging routers and switches at selected locations.
City Manager's Recommended Budget FY10 112 City of Bozeman,Montana
INFORMATION TECHNOLOGY
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 6.00 6.00 (0.27) 5.73 -4%
EXPENDITURES BY CATEGORY
Cate>;ory
1000-1199 Salaries&Overtime $ 286,447 $ 340,674 $ 343,431 $ 2,757 1%
1200-1299 Benefits 87,901 107,151 103,429 (3,722) -3%
2000-7599 Operating 320,818 268,988 365,228 96,240 36%
8000-8999 Capital 110,236 178,000 53,100 (124,900) -70%
9000-9699 Debt Service -
9900-9999 Transfers -
Total AU Categories $ 805,402 $ 894,813 $ - $ 865,188 $ (29.625) -3%
!EXPENDITURES BY. DIVISION,
Division
1910 Information Technology $ 702,771 $ 779,741 $ 766,992 $ (12,749) -2%
1920 GIS 102,631 115,072 98,196 $ (16,876) -15%
Taal ivistons 1,:80.5 4..5 b 4` $..86.5:188:x29,625
Fund
010 General Fund $ 805,402 $ 894,813 $ - $ 865,188 $ (29,625) -3%
City Manager's Recommended Budget FY10 113 City of Bozeman,Montana
INFORMATION TECHNOLOGY
WORKLOAD INDICATORS
Workload Indicator FY 07 FY 08 FY 09 FY 10
Actual Actual Estimated Budgeted
Number of Help Desk calls No Data No Data 1200 1200
created and completed
Number of hours phone sys- No Data No Data 8660 8660
tern is in service
Possible available=8760
Number of hours data net- No Data No Data 8660 8660
work is in service
Possible available=8760
Number of Point to Point No Data No Data 16 16
links on the network(Fiber
and Copper) in service
Number of hours Enterprise No Data No Data 8660 8660
Applications are available
Possible available=8760
Number of hours Server No Data No Data 8660 8660
Farm is available
Possible available=8760
PERFORMANCE MEASURES
Effectiveness Measures Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Estimated Budgeted
Number of Help Desk calls re- 99% No data No data 99% 99%
solved
Phone system uptime 99% No data No data 99% 99%
Data network uptime 99% No data No data 99% 99%
Point to Point links uptime 99% No data No data 99% 99%
(Fiber and Copper) I I I I I
Enterprise Application uptime 99% No data No data 99% I 99%
Server uptime 99% No data No data 99% 99%
City Manager's Recommended Budget FY10 114 City of Bozeman,Montana
GENERAL GOVERNMENT INDEX
CITY COMMISSION PAGE 77
CITY MANAGER 81
MUNICIPAL COURT 87
CITY ATTORNEY 92
FINANCE 97
PLANNING 103
FACILITIES MANAGEMENT 108
INFORMATION TECHNOLOGY 111
City Manager's Recommended Budget FY10 75 City of Bozeman,Montana
BOZEMAN CITY COMMISSION
WORKLOAD INDICATORS
1 .
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY10
Actual Actual Budgeted Budgeted
IOrdinances Passed 18 I 25 25 25
IResolutions Passed 103 100 100 75 I
I Commission Meetings 76 ' 76 76 80
IPublic Hearings 156 I 156 156 165 I
IHours of Meetings 230 I 200 200 240 I
IPages of Minutes 850 I 400 400 576 I
City Manager's Recommended Budget FY10 80 City of Bozeman,Montana
CITY MANAGER
PROGRAM DESCRIPTION
The purpose of the staff of the City Manager's Office is to provide overall leadership, direction,
coordination, and support of the activities for the City's workforce. The City Manager's Office
also ensures that quality, effective, and efficient services are provided within the law, the poli-
cies of the Bozeman City Commission, and the resources of the City. The City Manager pro-
vides information to the City Commission that supports their ability to make informed policy de-
cisions.
Divisions within the City Manager's office include: Administration, City Clerk, Personnel, and
Neighborhoods.
The purpose of the Office of Personnel is to support City functions by ensuring the capability
and stability of the workforce. The Director supports administrators and workforce members
with current lawful information that provides sound recruitment practices and protects the em-
ployment rights of the City and the workforce member.
The duties of the City Clerk include: attending all Commission meetings, preparing minutes,
keeping official records of the City, publishing notices as needed and as required by law, act-
ing as a staff person for the Commission, and preparing the Commission agenda in conjunc-
tion with the City Manager.
Neighborhood Program: The Neighborhood Program is lead by the Assistant to the City Man-
ager and facilitates the resolution of neighborhood concerns and issues including coordinating
neighborhood issues with City departments, other neighborhoods, and City programs. The
program assists in the planning, implementation and coordination of individual neighborhood
programs, as well as encourages and assists neighborhood groups seeking formal recognition
by the City. Additionally, the Assistant to the City Manager provides notice to INC delegates
regarding all applications received by the Department of Planning and Community Develop-
ment among other responsibilities outlined in BMC 2.82.130 Section A., 1 —9.
City Manager's Recommended Budget FY10 81 City of Bozeman,Montana
CITY MANAGER
MAJOR OBJECTIVES
In support of the seven "Goals" of the City (see page 19), the staff of the City Manager's office
will:
Communicate Bozeman City Government activities to the public by:
• Increasing the amount of current information available on the city's website;
• Maintaining an effective Neighborhood Program.
Maintain a current knowledge of regulations pertaining to employment and their effect on that
resource by:
•The director of Human Resources, the City Attorney and the City Manager attending
relevant professional conferences;
•Subscribing to and reading relevant professional journals;
• Conducting in-house training for supervisors;
•Conducting in-house training for staff covering "work place violence," "sexual harass-
ment in the work place" and other relevant topics.
Provide opportunities to organization members for continual professional improvement by:
•Attending relevant professional conferences;
•Bringing the best presenters and educators to Bozeman for the benefit of the full
organization;
• Encouraging continuing education at Montana State University and the College of
Technology;
•Acknowledge our limited resources and constantly develop, implement, and review
plans to address needs through efficiency in assignments, cross training and other
means.
Provide opportunities and training for senior level staff to ensure seamless governmental
operations in the absence of any department head by:
•Anticipating future service demands and resource deficiencies and be proactive in
addressing them.
• Provide technical and coordination assistance in all spatially oriented projects within
the City.
The outcomes of our investment will be:
•A well-led, coordinated, and trained workforce;
•Secure, consistent governmental operations;
• Lawful, equitable, and effective allocation of City resources;
•An informed and involved City Commission;
•An informed and involved community;
• Open, transparent government.
City Manager's Recommended Budget FYI 0 82 City of Bozeman,Montana
CITY MANAGER
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 10.50 10.50 10.50 0%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 553,590 $ 560,407 $ - $ 572,775 $ 12,368 1%
1200-1299 Benefits 146,731 1.57,876 160,910 $ 3,034 1%
2000-7599 Operating 102,119 134,272 8,840 149,165 $ 6,053 2%
8000-8999 Capital 7,044 1,000 - $ (1,000) -12%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $ 809.484 $ 853.555 $ 8,840 $ 882,850 $ 20,455 2%
EXPENDITURES BY DIMS ON
Division
1210 City Administration $ 449,515 431,921 $ - $ 452,750 $ 20,829 5%
1220 City Clerk 112,934 130,795 8,840 129,205 $ (10,430) -7%
1230 Human Resources 177,115 201,588 220,565 $ 18,977 9%
1260 Neighborhood Program 69,920 89,251 80,330 $ (8,921) -10%
Total All Division S; $ 809,484 $ 853,555 $ 8,840 $, 882,850 $ 20,455 _ .2%
111111111M7 EaFir .�
Fund
010 General Fund $ 809,484 $ 853,555 $ 8,840 $ 882,850 $ 20,455 2%
City Manager's Recommended Budget FY10 83 City of Bozeman,Montana
CITY MANAGER
FY2010 BUDGET HIGHLIGHTS
National Citizen Survey $12,000
License Plate Application, Design & Advertising $ 6,000
Municipal Code Codification Services $ 7,300
Salary Survey Update $44,000
Organization-wide Leadership Training $20,000
City Manager's Recommended Budget FY10 84 City of Bozeman,Montana
CITY MANAGER
PERFORMANCE MEASURES
Effectiveness Measurers Standard
FY 07 FY08 FY09 FY10
Actual Actual Budgeted Budgeted
The City Commission will be supported in their
decision process by always receiving unbi-
ased,accurate research and data from the
staff a minimum of four days prior to the intro-
duction of an item as an agenda item
80%o 95% 98% 98% 98%
The City Commission will be supported in their
policy direction decisions by receiving,with
regular frequency,current operations status
reports; National Citizen Surveys results,
quarterly financial reports,and staff research
reports. 100% 96% 98% 98% 98%
Citizens will be assured transparent local
government through established,maintained,
and staffed open office hours,live televised
and internet streamed public meetings,adver-
tised Commission agendas,accessible public
records,and information available through the
city's web page at www.Bozeman.net.
100% 100% 100% 100% 100%
An open local government will be supported
by a visible City Manager who meets regularly
with the County Commissioners,leadership of
MSU,the Chamber of Commerce,economic
development organizations,the Bozeman
School District,and civic o 100% 100% 100% 100%
j u,�. 100/°
Public resources will be allocated effectively
and lawfully. Qualified independent auditors
will perform annual audits,the budgeting proc-
ess will be a public process,and the budget
will emphasize outcomes consistent with the 100% °
city's adopted Foals and work Jan. 100% 100% 100% 1000/0
Employee matters will be handled in an
equitable and lawful manner that minimizes
the risk of loss to the City and its employees.
100% 100% 100% 100% 100%
The recruitment process will protect the work
force and City rights,and results in matching
appropriate hires with appropriate jobs. Turn-
over will be kept low resulting in a stable work-
force. Continual skill improvement training will
result in a competent,effective and efficient
workforce. 100% 100% 100% 100% 100%
Opportunities to participate in world class
leadership skills training seminars quarterly by
senior staff will result in a well-led and coordi-
nated workforce whose culture and work envi-
ronment is built on the city's core values of
Integrity,Leadership,Service and Teamwork. 100% 100% 100% 100% 100%
City Manager's Recommended Budget FY10 85 City of Bozeman,Montana
CITY MANAGER
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY08 FY09 FY10
Actual Actual Budgeted Budgeted
Contracts Negotiated with 3 2 2 1
Bargaining Units I
Commission Meetings 52 52 76 60 JI
Telephone&Email(added 9,000 9,000 45,000 45,000
FY05)Contacts
CM and Assistant CM
Meetings with County Corn- 4 24 24 12
missioners
Meetings with Civic Groups 150 150 150 150
and Citizens
Meetings with MSU 8 10 10 14
Meetings with the Chamber 8 8 8 8
Meetings with other MT City 3 3 3 3
Managers
City Manager's Recommended Budget FYI 0 86 City of Bozeman,Montana
MUNICIPAL COURT
PROGRAM DESCRIPTION
• The court budget unit accounts for costs associated with the judicial branch of city government,which includes
a judge,chief clerk, line clerks,and related operating costs.
•
• Section 3-6-101,et,seq., MCA, establish a municipal court for each municipality. Section 3-6-103 sets forth the
jurisdiction of the municipal court which includes: jurisdiction coordinate and coextensive with the justice'
courts; original jurisdiction of all civil and criminal actions and proceedings provided for in 3-11-103; concurrent
jurisdiction with the district courts in actions arising under Title 70, chapters 24 through 27; applications for
search warrants and complaints charging commission of a felony;tax collection under$5,000; money due the
city or 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 regu-
larly 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.
MAJOR OBJECTIVES
• Open second courtroom
• Write new local rules of count.
• Begin scanning court records
• To maintain an efficient collection system concentrating on collections reported to Municipal Services Bu-
reau and collection of restitution.
• Return to maintain a current and efficient criminal docket.
• To continue effective communications with the city attorney, city prosecutor, law enforcement agencies,
and Public Defender's Office.
• Additional training for staff.
• Maintain updates of computer program,jury program.
• Maintain West Law for court use.
• Periodically update new bond book with new offenses and fine increases.
• Increase security measures for courtroom and staff.
• Establish second Municipal Court Judge.
• Co-operate with Commissioners toward establishing adequate space for increased court operations.
• Work with MT State Department of Revenue to collect tax refunds for people owing court fines, fees, and
restitution.
City Manager's Recommended Budget FY10 87 City of Bozeman,Montana
MUNICIPAL COURT
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 7.00 7.00 7.50 7%
EXPENDITURES BY CATE-
Category
1000-1199 Salaries&Overtime $ 241,363 $ 254,610 $ 298,418 $ 43,808 17%
1200-1299 Benefits 96,178 104,179 116,841 12,662 12%
2000-7599 Operating 116,789 318,986 220,915 (98,071) -31%
8000.8999 Capital 599 8,450 - (8,450) -100%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $ 454.929 $ 686,225 $ - $ 636.174 $ (50.051) -7%
EXPENDITURES_BY DIVISION'
� , • ::
Division
1310 Municipal Court $ 454,929 $ 686,225 $ - $ 636,174 $ (50,051) -7%
1451FI6Ua '' .,t`'''414; $ 44,929:$ 586:225__$._ -. $ •.636.17:4.,.$ 15605d.).. _
Fund
010 General Fund $ 454,929 $ 686,225 $ - $ 636,174 $ (50,051) -7%
Total All un
City Manager's Recommended Budget FY10 88 City of Bozeman,Montana
MUNICIPAL COURT
FY 10 BUDGET HIGHLIGHTS
Contracted Services:
Temporary Staffing $ 5,500
Maintenance Contracts 3,948
Substitute Judges 11,880
Jury&Witness Costs 10,000
Law&Justice Center Facility Costs 42,750
Delivery Services 5.400
Total $79,478
Lease/Rent $100,000
FY 10 ANTICIPATED ACCOMPLISHMENTS
• To implement a mode of an efficient collection system concentrating on collections and monitoring restitution.
• To maintain a current and efficient criminal docket;expedite jury trials and trial resolutions.
• To continue effective communications with the City Attorney,City Prosecutor,Public Defenders Office,and Law
Enforcement Agencies.
• Additional training to all staff.
• Maintain West Law for Court use.
• Maintain updates of computer program,jury program,scanning records.
• Periodically update new bond book with new offenses and fine increases.
• Continue to reduce accounts receivable.
• Maintain improved access to archive records.
• Address increased volume of citations,motions and motions hearings.
City Manager's Recommended Budget FY10 89 City of Bozeman,Montana
MUNICIPAL COURT
PERFORMANCE MEASURES
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Actual 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 10-15 wks <4** <3 <3 10-15 wks
Jury <6 Mos. <6 mo. <5 mo. 6 mo. <5 mo.
**per police dept request,scheduling judge
trials around officers'days off to reduce OT
%of cases resolved on first appearance I 80% 94% I 94% 70% 70%
Bozeman Municipal Court's effectiveness equals Reporting
or exceeds the standards in all cases and re- done by
mains in compliance with Montana law relating automation
to referrals of disposition of cases to the Depart- now—
ment of Motor Vehicles within 15 days. STILL on
15 days 100% 100% MT State 100%
standards
(15 days)
IAmount of time spent to initialize time pay agree- I 10 min per 1 min per I 1 min per min per 1 min per
ment case case case case case
%of daily time devoted to time pay(phone, 10%per 75% 75% 25%/clerk 35%/clerkcounter,summons,warrant) I Clerk
Efficiency Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Actual 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 days wkly 3 days wkly 3 days wkly 3 days wkly 3 days wkly
Ticket entry per hour
20 20-30 20-30 15-25 15-25
Processing of open court paperwork(amount of 1/2 day 1/2 day '/2 day %day 1/2 day
time needed to complete the processing of all
paperwork created during that day's open court
session and is based on a standard of'/day per
clerk to complete one average day's paperwork
from open court proceedings)&Judge Trials
IParking Summons Entry 1900 1800 5000
Municipal Court Trials-amount of Clerk Time in 10% 10% 10% 10% 10%
Court Room w/Judge trials during trial
I I
City Manager's Recommended Budget FY10 90 City of Bozeman,Montana
MUNICIPAL COURT
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 YTD 09 FY10
Actual Actual Actual Budgeted
Court Citations 11,328 9,883 6,854 11,000
Parking Summons 2,542 1,165 0- switching 0
to Municipal
Infractions
Judge Trial Requests 338 567 468 450
Jury Trial Requests 427 931 931 900
Open Court Proceedings—hourly 9-10 hrs wkly 10-11 hrs 10-11 hrs 10-11 hrs
wkly wkly wkly
Judge Trials Held I 184 186 195 175
Jury Trials Held 10 18 16 17
Temporary orders of protection I 43 37 43 50
Summons Issued 7,778 6,940 2,633 2,500
Warrants Issued 720 1,305 1,036 1,100
Appeals I 4 7 I 9 5
Open Court appearances(daily average) 28.16 27.03 29 30
Municipal Infractions I 0 2009 1170 1500
City Manager's Recommended Budget FY10 91 City of Bozeman,Montana
CITY ATTORNEY
PROGRAM DESCRIPTION
The city attorney is the legal advisor and attorney for the city. The City Attorney's Office is responsible
for protecting the legal interests of the city. The City Attorney and staff represent the city before all
courts, administrative agencies, and all legal proceedings involving the city; prosecutes misdemeanors
and traffic offenses committed within city limits; provides legal advice to the City Commission, City Man-
ager, 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 credi-
ble legal representation, advice and counsel.
Goals:
Promote an understanding of what we do and understand what everyone else does.
Develop resources, materials and personnel within each team.
Train for consistent leadership for continuous operations.
Promote areas of specialization.
Integrate into the City's departments.
Have sufficient resources for each staff member to do their job so they can enjoy Bozeman's quality of
life.
Optimize efficiency.
Maximize coordination.
Provide quality legal services.
Values Expectations
Honesty Do what is right/good/just for community
Integrity Provide service to community and citizens
Zealousness(perseverance) Strive for a just result
Diligence Demonstrate a strong work ethic
Effective Communication Provide quality service
Proficiency
Loyalty to City goals and organization Teamwork
Teamwork Be fair to everyone
Communicate effectively
Be tolerant
Coordinate with other departments and strive for mutual
Understanding
City Manager's Recommended Budget FY10 92 City of Bozeman,Montana
CITY ATTORNEY
MAJOR OBJECTIVES
• To work with the Bozeman Police Department and MSU Police Department in enforcing state laws
and city ordinances pertaining to misdemeanors and traffic violations committed within the city limits.
• To work with other city personnel and officials in enforcing city ordinances including zoning, building
code, fire code, and business licensing.
• To review legitimate complaints from citizens for the filing of criminal offenses and, if approved by
the City Attorney's Office, prosecute the violations in court.
• To prosecute criminal cases in a timely,firm, and efficient manner which serves the best interests of
justice, to include the best interest of the citizens of Bozeman while providing justice for the victims.
• To serve as the city's legal counsel and legal representative before all courts, administrative agen-
cies, and in all legal proceedings involving the city, except where the city or a city insurance carrier
retains special legal counsel.
• To provide legal advice to the City Manager, Mayor, City Commission, departmental staff, and city
boards concerning legal matters that arise with respect to city governmental services and opera-
tions.
• To perform legal research and issue legal opinions.
• To review or prepare contracts, deeds, resolutions, ordinances, and other municipal documents re-
lating 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 pro-
viding legal risk management services and proactive legal advice.
City Manager's Recommended Budget FY10 93 City of Bozeman,Montana
CITY ATTORNEY
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 6.00 6.00 1.00 7.00 0%
EXPENDITURES BY CATE-
Category
1000-1199 Salaries&Overtime $ 294,378 $ 373,322 $ 367,186 $ (6,136) -2%
1200-1299 Benefits 89,335 113,330 118,110 4,780 4%
2000-7599 Operating 128,188 123,565 143,235 19,670 16%
8000-8999 Capital 15,838 - - - 0%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $ 527.739 $ 610.217 $ - $ 628.531 $ 18,314 3%
EXPENDITURES BY DIVISION . " . .
IN .
Division
1410 City Attorney $ 489,147 $ 550,717 $ - $ 541,031 $ (9,686) -2%
1430-1446 Civil Litigation 2,842 6,000 21,000 $ 15,000 250%
1460 Criminal Prosecution-General 7,473 1,500 1,500 $ - 0%
1462 Criminal Prosecution-Victim/Witness 28,277 52,000 65,000 $ 13,000 25%
_ 1A.lpi NI Pjvicolis. .�* 1,:.,_- .. $:;527,7'39 $,616,217 :$__ - S.: ..628.531.;$ 18.314 : 3%
immmoommmmimmmm..mmmimms
Fund
010 General Fund $ 527,739 $ 558,217 $ - $ 563,531 $ 5,314 1%
174 Victim Witness Advocate - 52,000 65,000 $ 13,000 25%
Total Ail Funds,_ .._.,:_
City Manager's Recommended Budget FY10 94 City of Bozeman,Montana
CITY ATTORNEY
FY 09 ANTICIPATED ACCOMPLISHMENTS
• Improved response to applications for release of Confidential Criminal Justice Information by using
contract attorney
• Increased focus on bad check collection cases
• Improved program for Restitution requests in criminal and traffic cases
• Improve response time to law enforcement's Request for Prosecution
• Improve the time frame in which subpoenas are created in our office and sent to Municipal Court
• Increase office work flow by continuing support staff training of JustWare
• Photo red light enforcement ordinance and assisting Police Department in developing a program
• Improve responses to law enforcement requests for Subpoena Duces Tecum and other advice per-
taining to criminal prosecution
• Improve enforcement of sentences through increased monitoring and filing of revocations for offend-
ers who do not pay fines or complete the terms of their sentence
• Identified additional offenses that would benefit by making the offenses a municipal infraction and
drafting necessary ordinances
• Developed internal process for addressing ethics requests pursuant to new ordinance and prepared
information papers/memos to assist employees and staff on how to request ethics opinions
• Parking Boot Ordinance
• Save taxpayers money by handling arbitration, mediation, grievance and other administrative pro-
ceedings in house that are not covered by insurance or requiring special counsel
• Save taxpayers money by handling in house the civil litigation not covered by insurance or requiring
special counsel
• Providing expeditious legal advice related to another busy construction and planning year
FY 10 BUDGET HIGHLIGHTS
• Contracted Services, Temporary Admin Assistance $ 6,000
• Intern Prosecutor $ 1,500
• Legal Updates and Research Fees $18,100
City Manager's Recommended Budget FY10 95 City of Bozeman,Montana
CITY ATTORNEY
WORKLOAD INDICATORS
FY 06 FY 07 FY 08 FY 09 FY10
Work Load Indicator Actual Actual Actual Budgeted Budgeted
New Cases 501 948 497 1163 1300
Discovery materials mailed N/A N/A 644 615 1000 I
Judge Trials 119 210 97 145 I 240
I I I
Jury Trials I 12 I 15 I 9 17 30
I I I I
Change of Plea Hearings 197 I 595 259 408 650
Omnibus Hearings N/A 183 201 674 I 750
I I I
Hearings 1 23 I 165 I 49 115 I 150
I I I
Parking Complaints filed N/A 2072 I 1274 0 0
Library letters sent I N/A I 320 191 435 I 700
I I I I I
Library items returned or
paid N/A $2,553.59 $5,787.06 $13,003.19 $18,000.00
I I
CCJI Requests 15 I 15 I 13 5 I 10
Request for Prosecutions 15 20 43 24 I 35
Restitution Request N/A N/A I 100 70 150
Bad Check Letters 42 23 I 26 36 50
I I
Bad Check$$ Received N/A $1,688.60 I $3,336.05 I $3,223.55 $7,000.00
I I I
City Manager's Recommended Budget FY10 96 City of Bozeman,Montana
FINANCE
PROGRAM DESCRIPTION
The finance department budget unit accounts for the general fund costs associated with the
overall financial administration of the city.
The finance department is comprised of three divisions:
Administration,
Accounting, and
Treasury
The department provides support services to other departments including: financial planning,
budgeting, insurance administration, accounting and financial statement preparation, data
processing, collection and investment of city funds, debt administration, utility billing, special
improvement district accounting, business license administration, development of internal con-
trols, information technology services, GIS services, and data processing services.
The purpose of the Administration division is to provide financial planning and budgeting ser-
vices and oversight. Insurance administration, capital improvements planning and long-range
financial planning is done through this division, along with general leadership for the Finance
Department as a whole.
The purpose of the Accounting,division is to properly record and account for the finances of the
City. The division is responsible for processing City payroll, accounts payable, and the prepa-
ration of all financial statements.
The purpose of the Treasury division is to properly bill and collect amounts owed to the City.
The Treasury division collects and invests all city funds, bills utility charges to customers and
special improvement district assessments to property owners. The division also issues busi-
ness & pet licenses, collects parking tickets, and records cemetery plot sales.
City Manager's Recommended Budget FY10 97 City of Bozeman,Montana
FINANCE
•
MAJOR OBJECTIVES
• To prepare a comprehensive budget on an annual basis that encompasses all funds of the
city.
• To manage and account for the city's finances in accordance with Generally Accepted Ac-
counting Principles (GAAP), as set forth by the Governmental Accounting Standards Board
(GASB).
• To prepare a Comprehensive Annual Financial Report (CAFR) in conformity with Generally
Accepted Accounting Principles.
• To seek to maintain a diversified and stable revenue base.
• To seek to collect all funds due the city.
• To monitor all department's grants for compliance with federal and state regulations and
reporting requirements.
• To develop a system of sound internal controls in all city departments.
• To provide all city departments budgetary and expenditure information on a timely basis to
enable the departments to operate within appropriation levels established by the City Com-
mission.
• To assure efficient and effective management of the public's resources by providing quality
financial services.
• To safeguard and account for City assets and to provide accurate and timely budgetary
and financial data to management, City Commission, and the citizens of Bozeman.
• To provide knowledgeable and courteous customer service to all individuals who contact
the Finance Department with questions or concerns.
• To safeguard the City's financial assets through prudent investing, budgeting and expendi-
ture control.
City Manager's Recommended Budget FY10 98 City of Bozeman,Montana
FINANCE
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REG CHANGE CHANGE
Staffing: Full-Time Equivalents 10.00 10.00 9.00 -10%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 493,028 $ 528,877 $ 501,052 $ (27,825) -5%
1200-1299 Benefits 173,469 180,147 180,185 38 0%
2000-7599 Operating 183,219 187,995 183,630 (4,365) -2%
8000-8999 Capital 9,690 13,500 1,000 (12,500) -93%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $ 859,406 $ 910,519 $ - $ 865,867 $ (44,652) -5%
EXPENDITURES BY DIVISION .
Division
1510 Finance Administration $ 153,560 $ 174,881 $ 144,869 $ (30,012) -17%
1520 Accounting 376,491 398,004 396,005 $ (1,999) -1%
1530 Treasury 329,355 337,634 324,993 $ (12,641) 4%
•
,Tfo l Ail Drvisi0A$v $ 850;406 $ 910,59 _.$... .. ... _,. 86512.. fr20.6.2) . _-5.%
Fund
010 General Fund $ 859,406 $ 910,519 $ - $ 865,867 $ (44,652) -5%
- $ -
TSI A4i. Fm ,... ..$• 858,,.4Q6 $ 910,519 $; - $ 865.867 $ (44,6521 -59&
City Manager's Recommended Budget FY10 99 City of Bozeman,Montana
FINANCE
FY 10 ANTICIPATED ACCOMPLISHMENTS
c Close monthly accounting functions by the 20th day of the following month.
• Receive a clean audit opinion with no continuing audit comments.
o Improve information sharing with Planning Department and Engineering and GIS
Divisions to provide for more timely and accurate land parcel and owner informa-
tion.
c Document the procedures for all Finance Department functions.
c Continue the develop a formal rating system for ranking of Capital Improvement
Plan projects and equipment purchases.
u Assist Solid Waste Division with refining and auditing customer account informa-
tion, tote inventory, and route sequencing; to improve efficiency for Finance and
Solid Waste staff.
o Actively pursue and property account for ARRA/Stimulus dollars.
City Manager's Recommended Budget FY10 100 City of Bozeman,Montana
FINANCE
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Budgeted Budgeted
Receive Distinguished Budget Presentation
Award for the Government Finance
Officer's Association Receive Received Received Received Will Apply
Receive Certificate of Achievement for
Excellence in Financial Reporting from the
Government Finance Officer's Association Receive Applied Received Will Apply Will Apply
City's Bond Rating(Note: In FY 99,the rating
agency refined its rating structure. The A2 and A2 (G.O.)* A2 (G.O.)* A2 (G.O.)* A2 (G.O.)*
A3 ratings are not better or worse than the previ- A3 (Water) A3 (Water) A3 (Water) A3 (Water)
ous A ratings. They are more refined versions of
an A rating)
Downtown TIF Bond Rating(S&P) BBB(TIF) BBB(TIF) BBB(TIF)
%of monthly checklist items done correctly 95% 99% 87% 99% 99%
the first time
%of journal entries made without later 95% 90% 90% 99% 99%
correction or adjustment
%of months general ledger is closed by the 90% 0% 20% 92% 92%
20th 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
IAverage#of water customers on I <10 10-12 10 <10 <10 I
shut-off list
City Manager's Recommended Budget FY10 101 City of Bozeman,Montana
FINANCE
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 10
Actual Actual Budgeted Budgeted
SID Statements 11,086 14,919 14,000 16,000
Utility Bills 111,463 134,460 134,000 135,000
Accounts Payable Checks Processed 33,463 11,511 11,500 11,000
W-2's Processed I 411 454 415 450
Grants Recorded and Reported I 26 13 30 30
IRS Informational Returns I 108 103 105 120
Business Licenses(Calendar Year) I 3,588 3,836 3,800 3,750
City Managers Recommended Budget FY10 102 City of Bozeman,Montana
PLANNING
PROGRAM DESCRIPTION
The Department of Planning and Community Development (DPCD) accounts for the costs of
administering the City's long range planning, current planning, and community development
programs. Section 76-1-407 MCA authorizes a city levy, not to exceed 2 mills, for funding of
the City planning program. The balance of funding for DPCD activities comes from the general
fund, fees, and grant administration monies. Major elements of the City's Planning and Com-
munity Development program include:
Lonp Rance Plannina: 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 commu-
nity planning goals and objectives. DPCD also serves as the City's liaison with the U.S.Census Bureau.
Annexation: DPCD staff is responsible for the implementation of the 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).
Zoninfl 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. Zoning also regulates
the placement of commercial signage and establishes landscaping requirements.
Historic Preservation: DPCD staff, in consort with 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 pres-
ervation awards program, and historic preservation week.The Historic Preservation officer also reviews proposals
for structural modifications within Bozeman's conservation overlay district and elsewhere for compliance with locally
adopted planning regulations; maintains inventories of 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.
Work force Housing: DPCD staff administers the City's Work Force Housing program.
Boards/Commissions Served: In carrying out the above-described program elements,DPCD staff provides tech-
nical support and professional assistance to a variety of boards and commissions, including: City Planning Board;
City Zoning Commission;Design Review Board; Development Review Committee;Transportation Coordinating
Committee; Historic Preservation Advisory Board;Beautification Board;and City Commission.
City Manager's Recommended Budget FY10 103 City of Bozeman,Montana
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 plan-
ning .
CURRENT PLANNING:
To evaluate and make recommendations to the Planning Board, City Commission,and/or Director of Public
Service on all applications for annexations and 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,Zon-
ing Commission and City Commission on all proposals for site development.
To provide zoning enforcement and support to staff and the public to insure compliance with, and resolution of
non-conformities from, the Bozeman Municipal Code.
Review business licenses and building permit 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 Reg-
ister of Historic Places.
Administer the City's impact fee program.
COMMUNITY DEVELOPMENT:
Assist and coordinate with other departments as needed with various grant writing proposals and admini-
stration.
Participate in the City's affordable housing programs, including participation on the Community Affordable
Housing Board(CAHAB)and administration of the City's Work Force Housing Policy,as codified in the
Unified Development Ordinance.
Participate in the City's economic development programs by sitting on the Revolving Loan Fund Commit-
tee, reviewing commercial development proposals,and providing census and other technical data to
various entities as needed.
City Manager's Recommended Budget FY10 104 City of Bozeman,Montana
PLANNING
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 15.20 13.70 12.20 -11%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 543,259 $ 551,875 $ 537,867 $ (14,008) -3%
1200-1299 Benefits 195,595 203,649 181,069 (22,580) -11%
2000-7599 Operating 268,794 81,551 65,351 (16,200) -20%
8000-8999 Capital 71,638 - - - 0%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $1,079,286 $ 837,075 $ - $ 784.287 $ (52.788) -6%
EXPENDITURES,BY DIVISION _ .,,..._ W1 _ _._.,.uu,.a.: .. _,a__._. t__,
Division
1610 Planning Operations $ 449,237 $ 284,023 $ 258,473 (25,550) -9%
1620 Subdivision Review 142,130 140,989 119,812 (21,177) -15%
1630 Long-Range Planning 273,660 174,418 171,513 (2,905) -2%
1640 Annexation 55,438 57,772 58,319 547 1%
1650 Code Enforcement 57,113 60,619 57,933 (2,686) -4%
1660 Historic Preservation 16,257 33,310 31,390 (1,920) -6%
1670 Zoning Operations 85,451 85,944 86,847 903 1%
Tbtal AllPiViSi011$,,... " $1,079,286 $ 837,075 $ $ 784,287 $ 152.788) 6°%
111111111er BY FUND
Fund
100 Planning Fund $1,079,286 $ 837,075 $ - $ 784,287 $ (52,788) -6%
7 ,do-. k i ..lt r.,. } -
City Manager's Recommended Budget FY10 105 City of Bozeman,Montana
PLANNING
FY 10 BUDGET HIGHLIGHTS
6% overall reduction in proposed budget from FY09 level; 28% reduction from FY08 level;
Proposed 1.5 FTE reduction (13%)from FY09 level;4.0 FTE reduction (29%)from FY08 level;
No contract planner services proposed for FY10, nor any other kinds of contracts;
No Capital Improvements planned for FY10.
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Final adoption and implementation of revised Unified Development Ordinance(UDO);
• Final adoption and implementation of Downtown Neighborhood Plan, in conjunction with Downtown
Business Partnership;
• Final adoption and implementation of updated Bozeman Community Plan, per statute;
• Final adoption and implementation of City of Bozeman Economic Development Plan (in conjunction
with Prospera Business Partnership);
• Serve as official liaison to US Census Bureau in completing decennial census of population;
• Staffing of Tax Increment Finance District Boards;
• Begin in-house Historic Resources Inventory;
• Management of current workload (project reviews for annexations, subdivision, and zoning propos-
als, impact fee administration, design review, and historic preservation activities); and
• Special projects as directed.
City Manager's Recommended Budget FY10 106 City of Bozeman,Montana
PLANNING
WORKLOAD INDICATORS
Data is collected and maintained on a calendar year basis.
FY 05 FY 06 FY07 FY08 FY09 FYI0
WORKLOAD INDICATOR Actual Actual Actual Actual Budgeted Estimate
Subdivision Pre-applications 18 26 18 11 4 4
Minor Subdivision Pre. Plats 5 11 7 3 3 3
Major Sub-Preliminary Plats 10 12 12 7 2 2
Final Plats 19 17 30 21 6 6
Master Plan Amendments 6 8 5 4 0 0
Annexations 16 15 16 7 0 0
Exemptions 25 17 21 19 16 16
Preliminary Plat Lots Approved 661 1625 688 1,434 38 38
Final Plat Lots Approved 581 495 1211 861 61 61
Number of public forum opportuni- 4 5 4 10 5 5
ties for special projects
Number of participants in forums 35 I 45 60 I 125 100 100
Number of projects assessed im- 2000 2240 1,771 1200 1200 1200
pact fees
Number of literature/information 85 225 200 150 200 200
requests pertaining to impact fees
Number of estimates for impact 100 75 110 100 150 150
fees
Site Plans 46 I 53 32 I 45 29 29
I Conditional Use Permits 11 I 14 23 I 9 18 18
Planned Unit Developments 13 I 7 6 I 7 1 1
Certificates of Appropriateness 199 197 268 224 211 211
Sign Reviews(permanent and 285 295 244 297 280 280
temp)
I Variances/Appeals 5 4 1 0 6 6
Zone Map Amendments 20 21 14 20 4 4
Zone Text Amendments 2 1 6 0 2 2
Concept Plan Review/Informal 40 53 36 29 22 22
Review
Number of site visits and/or sign- 380 385 401 511 501 501
age consultations evaluating allow-
able signage
Special Temporary Use Permits 12 18 9 13 9 9
(STUPs)
Reuse Permits 42 11 10 18 26 26
HISTORIC PRESERVATION
Office Visitations 470 550 550 300 300
Historic Design Reviews 320 250 275 268 263 263
Presentations(slides,walking 30 15 18 17 17
tours,etc) 26
Newsletters/Articles 0 25 15 4 4
BHPAB Meetings/Beautification 45 50 50 92 92
Hrs Working wNolunteers/Intems 520 640 600 1,040 1,040
Certified Local Government(CLG) 120 832 20 20
hrs. 850
City Manager's Recommended Budget FY10 107 City of Bozeman,Montana
FACILITIES MANAGEMENT
PROGRAM DESCRIPTION
The Facilities Management budget unit accounts for costs associated with maintaining city
owned buildings and grounds. Buildings that fall under budget unit include: City Hall, City Hall
Annex, Fire Stations #1, #2 and #3, City Shop Complex, Lower Yard Shop Complex, Alfred M.
Stiff Professional Building, Bozeman Public Library, the Bozeman Senior Citizen's Center.
Facilities Management is also responsible for coordinating remodeling, renovations and new
construction projects. Current construction projects include the Downtown Bozeman Intermo-
dal Facility, the remodel of the old Public Library into a new City Hall Facility, and the restora-
tion of the Story Mansion. Work in this area includes solicitation of professional design and
engineering services and the selection of contractors and tradespeople for project specific ac-
tivities.
The majority of the costs in this budget category are normally included in utility charges, build-
ing repairs and maintenance. Because of staffing levels, the majority of the service needs are
accomplished through contracted services. Contracted services include such activities as:
janitorial services, snow removal, lawn care, building systems including elevator and fire sup-
pression systems and heating, ventilation and air conditioning systems. The department also
assists other divisions with building related projects and construction related services.
MAJOR OBJECTIVES
• To provide a safe, comfortable, and professional working environment for all city employees, elected
officials, building tenants and the public.
• To maintain all buildings and related equipment in good working condition and extending their useful
life.
• To upgrade and renovate buildings and related equipment as needed to meet the future needs of
the various city departments.
• To assure city buildings meet or exceed all applicable building codes, OSHA, and ADA require-
ments.
• To implement building design, maintenance, and operational practices that result in energy saving
measures.
• To act as the City's representative on building construction projects, secure consultant services for
these projects, process claims and monitor progress.
City Manager's Recommended Budget FY10 108 City of Bozeman,Montana
FACILITIES MANAGEMENT
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REG CHANGE CHANGE
Staffing: Full-Time Equivalents 3.05 3.55 3.55 0%
EXPENDITURES BY CATEGORY
CatePory
1000-1199 Salaries&Overtime $ 121,780 $ 155,046 $ 163,249 $ 8,203 5%
1200-1299 Benefits 43,705 57,793 58,309 516 1%
2000-7599 Operating 710,738 1,096,190 875,950 (220,240) -20%
8000-8999 Capital 8,723 35,000 - (35,000) -100%
9000-9699 Debt Service 82,024 - 108,000 108,000 100%
9900-9999 Transfers
Total All Categories $ 966.970 $1,344,029 $ - $ 1,205,508 $ (138,521) -10%
XPEND1TURE BY DIVISION...
Division
1810 City Hall $ 268,022 $ 469,874 $ 360,884 $ (108,990) -23%
1820 Fire Station#1 24,964 103,375 52,225 $ (51,150) 49%
1830 Shops Complex 78,918 133,055 103,075 $ (29,980) -23%
1840 Professional Building 227,459 170,350 143,250 $ (27,100) -16%
1850 Senior Center 91,544 158,150 216,600 $ 58,450 37%
1860 Library 198,197 227,500 232,250 $ 4,750 2%
1870 Library-Lamme St. 53,973 28,000 28,000 $ - 0%
1870 Fire Station#2 23,893 48,500 47,900 $ (600) -1%
1880 Fire Station#3 - 5,225 21,450 $ 16,225 0%
Total Ali t iviSlons $ 986:970 $1344,029 $ - $ 1,20.5,634 $ (138395) 101b
XPENDITURES BY FUND ;_
Fund
010 General Fund $ 966,970 $1,344,029 $ - $ 1,205,634 $ (138,395) -10%
City Manager's Recommended Budget FY10 109 City of Bozeman,Montana
FACILITIES MANAGEMENT
FY 09 ACCOMPLISHMENTS
• Complete construction of the Bozeman Downtown Intermodal Facility.
• Complete the Phase I remodel of the old public library into a new City Hall facility.
• Complete landscaping of the new Bozeman Public Library utilizing the federal ear-
mark funds and CTEP monies.
• Completed Begin Phase I remodel of the Story Mansion.
FY10 ANTICIPATED ACCOMPLISHMETNTS
• Continue work on a comprehensive, city-wide Facilities Condition Index as a base-
line to formalize long-term planning for all City owned properties.
• Complete construction of Fire Station #3 and the combined County 911 Communi-
cations Center
• Assist in the oversight of the Landfill building addition.
• Complete the construction Shop Complex at the lower yard area, and the remodel
of the existing Shops Complex.
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY•lec
Actual Actual Budgeted Budget
Average response time for emergency repairs 30 minutes 95% 90% 90% 90%
Average response time for minor non- 3 days 90% 95% 95% 95%
emergency repairs(in-house,
Average response time for minor non- 12 days 95% 95% I 95% 95%
eemejq repairs fcontracted)
6/0 of facility users that rate the quality of their 90% I 85% 90% I 90% I 851
areas as excellent orpood
Review and approver of payments of claims from 3 days I 98% I 100% I 100%I
City Construction proiects
City Manager's Recommended Budget FY10 110 City of Bozeman,Montana
INFORMATION TECHNOLOGY
PROGRAM DESCRIPTION
The Information Technoloav provides customer-focused information technology services and
business solutions to local government and citizens. The department's primary responsibilities
are in the areas of providing reliable, efficient information technology systems.
This is accomplished by developing and implementing recommended standards for information
technologies, by developing and enforcing security policies, and through strategic acquisition
of information technology resources.
The department's mission is to yield the highest level of customer service and operate the
City's central information technology systems and networks for City Departments so they can
use technology and share information to perform their daily business operations.
The purpose of the GIS division is to provide accurate and complete spatial data for the City
of Bozeman. The GIS division will use this data to stimulate intelligent growth and manage-
ment decisions while promoting the use of electronic data publicly in a fair, efficient, and effec-
tive manner. All departments within the City organization as well as the public will benefit from
the efficiencies of coordinating interdepartmental data for use in a variety of applications and
projects.
MAJOR OBJECTIVES
• To manage and operate the City's Enterprise Applications and Networking services.
• To provide secure, dependable information technology services to City departments and
customers.
• To provide support, training, and research for City Staff with their desktop applications,
both data and voice.
• To manage and maintain the daily operations of the data centers.
• To ensure 99% uptime for all Information Technology Service.
City Manager's Recommended Budget FY10 111 City of Bozeman,Montana
INFORMATION TECHNOLOGY
FY10 BUDGET HIGHLIGHTS
Upgrade city wide antivirus $21,600
Continue VoIP upgrade and maintenance $28,000
Continue Router and Switch upgrade $25,000
FY10 ANTICIPATED ACCOMPLISHMENTS
• Continue Upgrades to City Website to further enhance the public's access to
necessary City information as well as the employee portal.
• Upgrade the City's current antivirus.
• Continue Upgrade and maintenance to the City VoIP phones and gateways.
• Continue Upgrades to aging routers and switches at selected locations.
City Manager's Recommended Budget FY10 112 City of Bozeman,Montana
INFORMATION TECHNOLOGY
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 6.00 6.00 (0.27) 5.73 -4%
EXPENDITURES BY CATEGORY
Cate>;ory
1000-1199 Salaries&Overtime $ 286,447 $ 340,674 $ 343,431 $ 2,757 1%
1200-1299 Benefits 87,901 107,151 103,429 (3,722) -3%
2000-7599 Operating 320,818 268,988 365,228 96,240 36%
8000-8999 Capital 110,236 178,000 53,100 (124,900) -70%
9000-9699 Debt Service -
9900-9999 Transfers -
Total AU Categories $ 805,402 $ 894,813 $ - $ 865,188 $ (29.625) -3%
!EXPENDITURES BY. DIVISION,
Division
1910 Information Technology $ 702,771 $ 779,741 $ 766,992 $ (12,749) -2%
1920 GIS 102,631 115,072 98,196 $ (16,876) -15%
Taal ivistons 1,:80.5 4..5 b 4` $..86.5:188:x29,625
Fund
010 General Fund $ 805,402 $ 894,813 $ - $ 865,188 $ (29,625) -3%
City Manager's Recommended Budget FY10 113 City of Bozeman,Montana
INFORMATION TECHNOLOGY
WORKLOAD INDICATORS
Workload Indicator FY 07 FY 08 FY 09 FY 10
Actual Actual Estimated Budgeted
Number of Help Desk calls No Data No Data 1200 1200
created and completed
Number of hours phone sys- No Data No Data 8660 8660
tern is in service
Possible available=8760
Number of hours data net- No Data No Data 8660 8660
work is in service
Possible available=8760
Number of Point to Point No Data No Data 16 16
links on the network(Fiber
and Copper) in service
Number of hours Enterprise No Data No Data 8660 8660
Applications are available
Possible available=8760
Number of hours Server No Data No Data 8660 8660
Farm is available
Possible available=8760
PERFORMANCE MEASURES
Effectiveness Measures Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Estimated Budgeted
Number of Help Desk calls re- 99% No data No data 99% 99%
solved
Phone system uptime 99% No data No data 99% 99%
Data network uptime 99% No data No data 99% 99%
Point to Point links uptime 99% No data No data 99% 99%
(Fiber and Copper) I I I I I
Enterprise Application uptime 99% No data No data 99% I 99%
Server uptime 99% No data No data 99% 99%
City Manager's Recommended Budget FY10 114 City of Bozeman,Montana
PUBLIC SAFETY INDEX
POLICE PAGE 116
FIRE 122
BUILDING INSPECTION 128
PARKING 134
City Manager's Recommended Budget FY10 115 City of Bozeman,Montana
POLICE
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 pa-
trol and investigative divisions to detect, prevent, and suppress crime and the enforce-
ment of criminal and traffic codes of the state and local governments. The Parking and
Animal Control officers within the Support Services Division provide enforcement of all
parking and animal related offenses within the city limits of Bozeman.
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. The Missouri River Drug Task
Force encompasses 7 counties.
DARE
The Drug Abuse Resistance Education (D.A.R.E.) budget unit accounts for the expen-
diture of restricted revenues of the police department. Much of the police special reve-
nue budget unit is funded by grants and donations that are restricted to the operation
of the D.A.R.E. program and activities associated with it.
City Manager's Recommended Budget FY10 116 City of Bozeman,Montana
POLICE
MAJOR OBJECTIVES
GENERAL
Detection and proactive prevention of criminal activity.
Apprehension of criminal offenders.
Participation in court proceedings.
Assistance to those who cannot care for themselves or who are in danger of physical harm.
Aggressive and proactive traffic safety enforcement
Provide and maintain a Special Response Team of officers trained to handle hostage inci-
dents, high risk search warrants, and barricaded subjects.
Resolution of day-to-day conflicts among family, friends, and neighbors.
Provide and maintain a Civil Disturbance Team of officers trained to handle protests and large
scale civil disturbances.
Provide public education in areas of crime prevention of forgery, robbery I.D. fraud, elder
abuse, child abuse, sexual abuse, Internet Crimes against Children, seat belt and child
safety seat use, bicycle safety rodeos.
Create and maintain a feeling of security in the community.
Be committed and dedicated to providing the highest level of service to all the citizens of our
community.
Develop positive programs that incorporate the concept of shared responsibility with the com-
munity in the delivery of police services.
Develop and maintain certified trainers to maintain department training standards and require-
ments as well
as to sponsor regional law enforcement training.
Maintain a working environment where every employee's integrity, competency, and commit-
ment to service is self-evident.
Continue to work with partner law enforcement agencies to include local, State and Federal
agencies to improve information sharing and strengthen the working partnerships.
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.
City Manager's Recommended Budget FY10 117 City of Bozeman,Montana
POLICE
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 57.75 62.75 67.75 8%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $2,731,285 $3,107,727 $3,452,298 $ 344,571 11%
1200-1299 Benefits 1,789,285 1,124,446 1,248,639 124,193 11%
2000-7599 Operating 1,012,722 1,235,883 1,346493 110,310 9%
8000-8999 Capital 122,553 305,239 70,960 (234,279) -77%
9000-9699 Debt Service
9900-9999 Transfers 100,000 100,000 100,000 - 0%
Total All Categories $5,755,845 $5,873,295 $ - $6,218,090 $ 344,795 6%
EXPENDITURES BY DIVISION
•
Division
3010 Police Operations $4,433,782 $4,284,301 $4,580,596 $ 296,295 7%
3020 Crime Control&Investigations 865,813 884,053 847,685 $ (36,368) 4%
3030 DARE 103,496 91,885 84,166 $ (7,719) -8%
3040 Drug Forfeiture 249,778 468,962 508,264 $ 39,302 8%
3070 Animal Control 102,976 144,094 197,379 $ 53,285 37%
Total liftQivisions $5,755,$45;. $5.873,2915.:$. $6218.000:. $..34,4.:79x:_.___>. 69
.,-C
I
,-,:-c--:
� .., r .r ..
010 General Fund $5,257,808 $5,075,868 $ - $5,385,493 $ 309,625 6%
125 Drug Forfeiture 229,441 168,962 173,264 $ 4,302 3%
138 Law&Justice Center 19,125 20,000 20,000 $ - 0%
139 Police Special Revenue 129,742 150,965 143,833 $ (7,132) -5%
140 Police Domestic Violence 99,392 157,500 160,500 $ 3,000 2%
188 City-County Drug Forfeiture 20,337 300,000 335,000 $ 35,000 12%
City Manager's Recommended Budget FY10 118 City of Bozeman,Montana
POLICE
FY 10 BUDGET HIGHLIGHTS
Addition of five(5)sworn police officers to our staff (levy approved) $335,000.00
Replacement of one (1) patrol vehicle $ 48,880.00
Replacement(upgrade)of three Mobile Data Terminals $ 18,000.00
Reduction of FY10 levy by 5.92 mills—vacancy savings and budget cuts $450,000.00
FY 10 ANTICIPATED ACCOMPLISHMENTS
Commitment to continue to maintain the highest quality of service to the citizens of the City of Boze-
man.
Hire, train and deploy five(5)sworn police officers as funded by the Public Safety Mill Levy.
Hire and train additional Administrative Assistant through General Fund request for needed support
staff.
Develop, implement and maintain a dedicated, year round, traffic enforcement division.
Develop, train and equip the investigations division to participate in Internet Crimes against Children
Task Force.
Develop train and implement patrol beats utilizing CAD technology and MDT's to increase efficiency
of staff.
Sufficiently staff and maintain the downtown Police substation to enhance customer service, police
response and maximize use of available office space.
Increase shift staffing minimums to 4 officers on every shift.
Use CAD/911 system mapping for analyzing customer service and criminal activity.
Increased use and functionality of CAD/RMS I-Mobile into MDT project and service delivery.
Utilize City of Bozeman GIS for crime analysis and mapping.
Utilize City of Bozeman GIS for Sexual and Violent Offender Program.
implement Sexual and Violent Offender Address Compliance Checks within the City of Bozeman.
Continue to maintain highest training standards.
Develop, implement and maintain a defensive driving program.
Minimize risk and liability by continuing to maintain the highest standards of training possible.
Continue success in obtaining Federal and State Grants to include:
Department of Homeland Security
Domestic Violence Grant
NHTSA(National Highway Traffic Safety Administration)
MBOCC(Montana Board of Crime Control)
MDOT(Montana Department of Transportation)
AHAD (All Hazards All Discipline)
SRTS (Safe Routes to School)
COPS(Community Oriented Policing)Technology Grant
Continued funding for second SRO
Continued funding of the Missouri River Drug Task Force
City Manager's Recommended Budget FY10 119 City of Bozeman,Montana
POLICE
PERFORMANCE MEASURES
Effectiveness Measurers Standard FY06 FY 07 FY08 FY 09
Actual Actual Projected Budgeted
Respond to citizen complaints/concerns 48 hours 95% 95% 95% 95%
Percent of DUI arrests which result in convictions 85% 85% 85% 85%
90%
Percent of citations issued by the Bozeman Police 75% 75% 75% 75%
Department resulting in convictions 80%
Increased officer presence to ensure public safety 5 mo/yr. 100% 100% 100% 100%
of pedestrians and vehicles on City streets by
utilizing bicyclf and motorcycle patrols
Full stafrmeetmgs Monthly I 80% 80% 80% 80%
Response to emergency calls/average 5 I 5 min. 5 min. 5 min. 5 min.
min.
Response to non-emergency calls/average 10 I 10 min. 10 min. 10 min. I 10 min.
min.
Number of crimes reported ********** 7,800 8,120 8,000 I 8,000
Percent of reported crimes closed/cleared/or leads
exhausted:
Homicide 100% 100% 100% 100%
Rape 75% 75% 75% 75%
Aggravated Assault 80% 80% 80% 80%
Burglary 75% 75% 75% 75%
Counterfeiting/forgery 75% 75% 75% 75%
Destruction/damage/vandalism to prop- 90% 90% 90% 90%
erty 95% 95% 95% 95%
Shoplifting 90% 90% 90% 90%
Motor vehicle theft 95% 95% 95% 95%
Drug/narcotic violations 98% 98% 98% 98%
Drug equipment violations 90% 90% 90% 90%
Robbery 75% 75% 75% 75%
Embezzlement
Percent of Investigative Division cases cleared I 90% I 90% 90% I 90%
90%
Drug Forfeiture: I I I I
Dedicate two officers full-time to drug investiga-
tions/ee9b/ gpt 100% I 100% 100% 100% I 100%
Devote °o investigative time to assisting I 100% 100% 100% I 100%
smaller counties with their investigtions 100%
Target juvenile drug use(Zero Tolerance)by I 100% 100% 100% I 100%
iuv els comprise 5%of total DTF arrests 100%
Attend�jj weekly inter-agency meetings II 100% 100% 100% I 100%
100%
Dom: I I I
Provide instruction to all 5th. grades (500)100% I (480)96% 105% I 105% I 105%
Provide instruction to all 3rd.grades (400)100% I (375)94% 105% 105% I I05%
Percent of 5th.grade graduates I 100% 100% I00% I 100%
100%
Percent of 31d.grade graduates II 100% 100% 100% I 100%
100%
City Manager's Recommended Budget FY10 120 City of Bozeman,Montana
POLICE
WORKLOAD INDICATORS
I WORKLOAD INDICATOR FY 06 FY 07 FY 08 FY 09
Actual Actual Projected Budgeted 1
ICalls for Service 39,790 40,758 42,728 44,700
National Incident Reporting System(NIERS)
Homicide 1 0 1 1
Rape 20 23 52 40
Robbery 15 14 18 16
Aggravated Assault 48 20 9 12
Assaults-other 287 194 110 130
Burglary 136 112 126 137
Theft 1,300 1,546 1,812 1,900
Motor Vehicle Theft 123 193 182 192
Partner/Family Member Assault 153 146 178 194
Arson 23 25 10 22
Forgery&Counterfeiting 39 31 32 37
Fraud 91 60 68 78
Destruction/Damage/Vandalism of Property 718 799 722 803
Disorderly Conduct 479 515 680 740
Runaway 46 38 42 47
Disturbance/Loud Party 1,647 1,257 1,410 1,720
Alarms 1,165 1,153 I 1,202 1,252
Animal Complaints 2,097 2,020 2,262 2,370
Arrests 2,299 2,524 2,382 2,530
Citations Issued-Motorcycle Patrol I 2,538 1,204 1,000 2,500
Citations Issued 7,968 7,723 8,280 8,000
DARE:
Present DARE Curricula:
5`h.Grade Students 500 500 500 500
3`d.Grade Students 375 375 375 375
Drug Forfeiture:
New Cases I 212 264 280 250
Old Cases I 47 66 50 50
Non-Drug Cases Worked I 20 10 10 10
Cases Closed-an_ reason I 213 83 100 100
Non-Drug Related Arrests I 18 9 I 10 10
New Criminal Sub`ects Identified I 429 559 I 400 I 400
Public Education,Talks&Classes I 145 I 139 I 190 190
DUI's I 378 + 372 I 380 390
Investi ative Division Case Load I 366 I 224 I 300 300
Invest, tive Div.Clerical-Interviews Transcribed I 577 I 572 I 600 600
IParkin omplaints ( 1,923 I 1,865 I 1,962 2,120
Traffic Crashes I 1,666 I 1,780 1,734 1,790
I Warrant Arrests I 370 I 447 552 575
City Manager's Recommended Budget FY10 121 City of Bozeman,Montana
FIRE
•
PROGRAM DESCRIPTION
The fire department budget unit accounts for the costs associated with meeting the fol-
lowing mission: To minimize life loss, injury, and property loss by rendering advanced
life support emergency medical care, rescue services, fire code inspections, code en-
forcement, public fire safety/survival education, fire suppression, fire cause/arson in-
vestigation, hazardous materials mitigation and response, and disaster management.
We will provide these services at the highest national standards consistent with com-
munity needs and available public and private resources.
City Manager's Recommended Budget FY10 122 City of Bozeman,Montana
FIRE
MAJOR OBJECTIVES
BUILD, EQUIP,AND OPEN A NEW CITY FIRE STATION. Use resources provided by the passage of the Novem-
ber 2007 fire mill levy to design,construct and equip Fire Station 3 in the northwest quadrant of Bozeman. Pro-
mote 3 Battalion Chiefs and 3 Fire Captains in support of the new fire station. Hire, equip and train 11 new
firefighters(5 additional and 6 replacements)as authorized by the voters to staff the new fire station.
TO PLAN AND PREPARE FOR CURRENT AND FUTURE SERVICE DELIVERY NEEDS THROUGH THE IMPLE-
MENTATION OF THE ADOPTED FIRE PROTECTION MASTER PLAN. Work closely with the police depart-
ment to identify current and future service trends and what resources are, and will be, needed to address the
growing community's emergency service needs. Secure remaining funding for the construction and staffing of
Fire Station 3. Continue planning for Fire Station 4.
CONTINUE TO CREATE, REFINE AND MAINTAIN EFFECTIVE ADMINISTRATIVE SUPPORT FOR ALL FIRE
DEPARTMENT OPERATIONS AND ACTIVITIES. Encourage Fire and Emergency Services as a City Commis-
sion priority. Continued implementation of the Commission adopted Fire Protection Master Plan. Review and
reorganize responsibilities of administrative staff based on recent staffing changes. Review Hazardous Materi-
als and Disaster and Emergency Services Agreements between the City and County. Study the feasibility,
methods and opportunities for fire department accreditation, ISO reclassification and continued emergency ser-
vice delivery improvements. Expand program planning and performance measure budgeting within the depart-
ment.
TO ENHANCE AND UPGRADE DEPARTMENT FIRE PREVENTION PROGRAMS. To more comprehensively
meet our fire prevention and inspection obligations through the continued development of a Fire Prevention
Bureau.To continue to improve and enhance the department's life safety inspections and required self inspec-
tion program, home inspection programs, and other code enforcement activities. The further development of
our fire prevention bureau would greatly improve the quality,accuracy and public buy-in of the department's fire
prevention efforts by providing the friendliest,most 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. Im-
plement the recently created and funded fire apparatus and equipment replacement program. Continue to work
closely with the police department to support the funding and implementation of a fully functional and interfaced
mobile data computer system that provides full function interoperability between the police department,fire de-
partment and the 9-1-1 center. Enthusiastically participate in joint training and operations with mutual aid de-
partments. Improve project review record keeping process and emergency response record keeping by provid-
ing a seamless interface with the Building Department's and 9-1-1 Center's RMS. Enthusiastically support the
Department's shift based commercial inspection program. Meet all contractual and performance requirements
for regional hazardous materials response teams. Continue to support and participate in the Gallatin County
Fire Investigation and Arson Task Force.
TO PROVIDE ADEQUATE RESOURCES, TRAINING AND EDUCATION TO ASSURE EFFECTIVE 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 the Depart-
ment's minimum company standards(MCS).
DEVELOP INTERNAL SYSTEMS ACTION PLANS THAT MAXIMIZE EXISTING RESOURCES AND SERVICES.
Meet with current staff to agree on yearly goals calendar and identify action steps and time frames to achieve
those goals. Meet regularly with staff to evaluate timeframes and current effectiveness. Review and revise as
necessary.
City Manager's Recommended Budget FY10 123 City of Bozeman,Montana
FIRE
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 34.25 45.25 (0.50) 44.75 -1%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $1,823,579 $2,575,026 $ 2,655,916 $ 80,890 3%
1200-1299 Benefits 1,292,989 888,629 909,836 21,207 2%
2000-7599 Operating 464,152 442,423 406,261 (36,162) -8%
8000-8999 Capital 323,020 4,235,718 89,880 (4,145,838) -98%
9000-9699 Debt Service - - 0%
9900-9999 Transfers 514,000 185,640 (328,360) -64%
Total All Categories $3,903,740 $8,141,796 $ 514,000 $ 4,247,533 $(4,408,263) -51%
'EXPENDITURES.BY DIVISION
Division
3110 Fire Administration $ 609,967 $3,943,112 $ 514,000 $ 804,522 $(3,652,590) -82%
3120 Fire Operations 3,246,557 4,158,404 3,324,106 $ (834,298) -20%
3130 Operational Readiness 30,924 24,300 101,040 $ 76,740 316%
3140 Fire Prevention 6,228 8,830 10,715 $ 1,885 21%
3160 Hazardous Materials 7,295 7,150 7,150 $ - 0%
3170 Disaster&Emergency Services 2,769 - - $ -
._ Total All Dtwsions _._.:: -_-- $3:903,74.0; $8:1,4.x..796_: $`514;000 A.4:24XABa....$f4a#08: 631_... :._ 5154
XPENDITUREgiall11.111111.1111.111011111111MINIM
Fund
010 General Fund $3,542,154 $4,299,333 $ 4,061,893 $(4,408,263) -103%
113 Fire Impact Fees 334,299 3,392,463 514,000 185,640 $ - 0%
183 Fire Department Special Revenue 27,287 - - $ - 0%
187 Fire Capital&Equipment Replacement 450,000 - $ - 100%
City Manager's Recommended Budget FY10 124 City of Bozeman,Montana
FIRE
FY10 BUDGET HIGHLIGHTS
Training facility construction $ 74,500
Reduction of FY10 Levy by 1.72 mills—
vacancy savings and budget cuts $130,000
FY10 ANTICIPATED ACCOMPLISHMENTS
• Complete construction of Fire Station 3.
• Take delivery of new fire engine for Fire Station 3.
• Complete the hiring and training of new firefighters in preparation of Fire Station 3 opening.
• Develop and implement 3 station response districts to reduce response times citywide
• Develop and implement City of Bozeman ISO improvement plan to reduce city's class rating
• Continue working with City and County emergency response agencies to improve radio, data, and
paging systems for all responders
• Complete installation and implementation of Interoperability Montana trunked radio system with PD
• Work with Water Department to develop and implement comprehensive community wide public ac-
cess to defibrillation program
• Refine special operations program including confined space rescue, trench rescue, low and high
angle rescue, and collapsed building response
• Continue review of current administrative roles and responsibilities and work load to identify opportu-
nities for improved efficiency and service delivery
• Study feasibility of fire department accreditation and begin process if possible
• Improve Fire Department's website to maximize usefulness to community as a tool for public educa-
tion
• Continue development of live fire training complex at lower city yards
City Managers Recommended Budget FY10 125 City of Bozeman,Montana
FIRE
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Budgeted Budgeted
Emergency Operations 100%of
Response time to Fire and EMS call city within 6
minutes 25% 25% 80% 80%
Fire Prevention
%of inspections brought to closure stage
Bars 95% 100% 100% 100% 100%
Sororities&Fraternities 100% 100% 100% 100% 100%
Schools 100% 100% 100% 100% 100%
MSU 100% 100% 100% 100% 100%
Existing structures 90% 33% 33% 50% 40%
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% 80% 80% 80% 80%
Fire Fighter 2 100% 20% 20% 20% 20%
Inspectors 100% 100% 100% 100% 0%
Efficiency Measurers Standard FY 06 FY 07 FY 08 FY 09
Actual Actual Actual Budgeted
Fire Prevention:
Number of inspections per year as a percentage
of properties in need of inspection. 100% 66% 66% 66% 66%
City Manager's Recommended Budget FY10 126 City of Bozeman,Montana
FIRE
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Projected
**Fires, Hazardous Conditions&Misc 226 262 237 279
Emergency Medical Services 1367 1595 1576 1608
**Good Intent 105 273 375 665
Service Call 108 125 148 149
**False Call 155 179 212 279
Business Inspections 2600 2326 2000 3870
Business Applications 700 608 600 535
Special Inspections 538 530 500 510
Public Education Events 350 345 300 360
IChild Safety Seat Installations/Checks 365 425 390
City Manager's Recommended Budget FY10 127 City of Bozeman,Montana
BUILDING INSPECTION
PROGRAM DESCRIPTION
The Building Inspection Division unit accounts for expenditures utilized to monitor construction
projects within the City of Bozeman Jurisdictional Area as allowed by state law and as adopted
by the City Commission. The intent of this budget unit is to provide and enforce minimum stan-
dards to safeguard life, limb, health, property and public welfare by regulating and controlling
the design, construction, quality of materials, use and occupancy, location and maintenance of
all buildings and structures within this jurisdiction. Existing commercial and industrial buildings
are inspected for continued compliance to the NFPA, Uniform Fire and International Building
Codes.
The support team utilized to attend this process includes an Assistant Director of Public Safety,
a Chief Building Official, three Plans Examiners, five Building Inspectors, two Fire and Life
Safety Inspectors, one Code Enforcement Officer, one Project Permit Coordinator, and two
Project Permit Technicians. Staff team members receive, process and review residential and
commercial projects and applications for compliance with adopted codes and ordinances; as-
sess and collect fees for building permits, impact fees, and other miscellaneous services after
plans are approved; issue permits; perform inspections to verify compliance to approved plans
and applicable codes and ordinances. Code violations are investigated, and if not resolved,
they are turned over to the Code Enforcement Officer for processing and remedial action. The
Fire and Life Safety Inspectors, Fire Department crews, and Building Inspectors inspect exist-
ing commercial and industrial building for continued compliance to the adopted Fire and Build-
ing Codes.
City Manager's Recommended Budget FY10 128 City of Bozeman,Montana
BUILDING INSPECTION
MAJOR OBJECTIVES
• Provide a quarterly community technical training program or code update seminar to foster
open communication and technical awareness of the adopted model codes, to the building
owners, contractors, Architects and Engineers.
• Provide a bi-annual technical newsletter to the building community to address current build-
ing code topics and changes.
• Make a smooth transition into the new code adoption of the 2006 International Codes. Pro-
vide public education programs to inform the public of any changes impacting the construc-
tion work they do.
• Continue to develop an informational website for the Building Inspection Division to be part
of the City of Bozeman website.
• Continue to improve the communication link between the Building Inspection Division and
other City Departments and Divisions.
City Managers Recommended Budget FY10 129 City of Bozeman,Montana
BUILDING INSPECTION
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 16.55 13.55 (4.00) 9.55 9.55 -30%
EXPENDITURES BY CATE-
CateZory
1000-1199 Salaries&Overtime $ 684,292 $ 682,644 $ 477,664 $ (204,980) -30%
1200-1299 Benefits 304,596 249,786 173,905 (75,881) -30%
2000-7599 Operating 309,401 262,781 217,753 (45,028) -17%
8000-8999 Capital 67,397 - - _ 0%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $1,365.686 $1,195,211 $ - $ 869,322 $ (325.889) -27%
EXPENDITURES BY DIVISION
Division
3210 Building Inspection Operations $1,277,328 $1,122,799 $ 869,322 $ (253,477) -23%
3220 Life-Safety 88,358 72,412 - $ (72,412) -100%
•
Total All Divisions $1,365.686 $1.,195,211 $. `'Y:Y°sf;X) w` r- o r?? ;
E.XPENDITURES BY FUND ____ Maur-
Fund
115 Building Inspection Fund $1,365,686 $1,195,211 $ - $ 869,322 $ (325,889) -27%
,t.
City Manager's Recommended Budget FY10 130 City of Bozeman,Montana
BUILDING INSPECTION
FY 10 BUDGET HIGHLIGHTS
• Continue to monitor staff levels and workloads as they relate to current to building
permit application activity.
• Examination of Department Performance Measures and Workload Indicators. This
document contains FY09 measures. They will be updated prior to final budget ap-
proval.
City Manager's Recommended Budget FY10 131 City of Bozeman,Montana
BUILDING INSPECTION
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY07 FY 08 I FY 09
Actual Bud_eted Projected
Percent of Plan Reviews done 75%w/in 2 weeks 82% 5% 75%
within Standard(Residential)
Percent of Plan Reviews done 75%wlin 4 weeks 72% 75% 75%
within Standard(Commercial)
Percent of Fast rack plan re- 90%w/in 1 week 93% 90% 90%
views done within standard
Percent of frame inspections done 90% 90% 1 90%
within standard
(1 audit/mcnth/employee)
Percent o commercial plan 90% 90% 90%
checks done within standard I
(1 audit/month/errsogee) I
Percent of residential plan checks 90% 90% 1 90%
done within standard
(1 audi nth/pmployp )
Percent of final inspections done 90% 90% I90%
within standard
(1 audit/month/employee) I
Efficiency Measurers Stan- FY 06 FY 07 FY 08 FY 09
dard Actual Actual Budgeted Projected
IAverage commercial inspections 8 9.45 18.36 8 8
Liver day per inspector
IAverage residential inspections per 24 26.3 25.3 24 24
IAve pergMultiple
Average u i e Residential In- 32 26.3 13.46 32 32
spections per day per inspector
City Manager's Recommended Budget FY10 132 City of Bozeman,Montana
BUILDING INSPECTION
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 05 FY 06 FY 07 FY 08 FY 09
Actual Actual Actual Budgeted Projected
Commercial Permits:
Number 37 44 50 30 25
Value(Millions) 36.85 43.11 38.54 30.00 25.00
Residential Permits:
Number 927 890 764 600 500
Value(Millions) 118.25 135.64 118.15 100.00 90.00
City Manager's Recommended Budget FY10 133 City of Bozeman,Montana
PARKING
PROGRAM DESCRIPTION
The Parking Program consists of Downtown Parking, the Residential Parking District surround-
ing Montana State University and the Residential Parking District adjacent to Bozeman High
School. Fines received from parking officers providing enforcement in these divisions, go to
pay for the officers salary and other related enforcement costs.
Downtown Parkins:
The downtown parking consists of the business district on Main street, from Broadway to N.
7th. Enforcement is done 6 days per week with 2 full-time officers. Enforcement consists of a
variety of timed parking using a vehicle and digital tracking system and walking patrols. Pri-
mary infractions include overtime violations, handicapped parking violations and restricted
zone violations.
Residential Parking District:
In fiscal year 1992, the City Commission passed an ordinance enabling the creation of parking
districts in Bozeman.
In fiscal year 1994, the City Commission created a parking district adjacent to Montana State
University. The district encompasses approximately 32 city blocks. Costs of operating the dis-
trict will include administration, enforcement, signs, and permits. Revenues from the program
will include permit fees charged to residents of the district in addition to fines and forfeitures.
This district enforcement is done by 1 person 5 days per week for 30 hours per week. Primary
violations include failure to purchase or affix residential permit, abandoned vehicles (5-day vio-
lations) and restricted zone violations.
High School Residential Parkins District:
In fiscal year 2001, the City Commission created a parking district adjacent to Bozeman High
School. The district encompasses approximately 53 city block faces. Costs of operating the
district will include administration, enforcement, signs, and permits. Revenues from the pro-
gram will include permit fees charged to residents of the district in addition to fines and forfei-
tures. Program costs will be monitored to determine if permit fees need to be adjusted.
There is no specific dedicated enforcement to this division, however, with some overlap hours
from downtown parking officers, 3 hours every two weeks is spent enforcing this district to pro-
vide some parking enforcement.
City Manager's Recommended Budget FY10 134 City of Bozeman,Montana
PARKING
MAJOR OBJECTIVES
Bozeman Parkina Commission
Mission Statement: The Bozeman Parking Commission is responsible for managing
and regulating public parking in its districts to best serve the
needs of its customers; businesses, residents, employees and
visitors.
Goals:
improve and maintain our public parking assets.
Seek to acquire additional public parking as needed.
Make the parking system fiscally sound and self-sufficient.
Manage spaces to best serve the needs of our customers.
Provide consistent treatment regarding parking enforcement action.
Educate parking users to minimize parking conflicts.
Make parking areas attractive and easy to use.
Plan for and respond to changing needs in our districts.
Provide parking options for bicycles, motorcycles, and other transporta-
tion alternatives.
Work cooperatively with our local government partners.
Provide for the safe movement of pedestrian &vehicle traffic.
FY10 BUDGET HIGHLIGHTS
• Continuation of Vehicle mounted Digital Tracking system for parking enforce-
ment.
• Operation of Parking Garage facility, which came online in April 2009.
City Manager's Recommended Budget FY10 135 City of Bozeman,Montana
PARKING
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 3.75 4.75 4.75 0%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 103,659 $ 229,493 $ 181,935 $ (47,558) -21%
1200-1299 Benefits 54,532 100,025 81,483 (18,542) -19%
2000-7599 Operating 104,978 210,939 181,272 (29,667) -14%
8000-8999 Capital 4,725,587 - - - 0%
9000-9699 Debt Service
9900-9999 Transfers
Total All Categories $4,988,756 $ 540,457 $ - $ 444.690 $ (95,767) -18%
EXPENDITURES BY DIVISION •
Division
3310 Parking Administration $4,815,168 $ 119,664 $ 149,000 $ 29,336 25%
3320 Parking Operations/Enforcement 173,588 263,194 221,829 $ (41,365) -16%
3330 Parking Garage Operations - 157,599 76,288 $ (81,311) -52%
t..:..__ Total All Divisions ,.11? 44,988256, $ 540.457 $ ... . $ 447..117... $._.. f9.3.340L-.....47%
Fund
650 Parking Fund Enterprise $ 330,228 $ 540,457 $ - $ 447,117 $ (93,340) -17%
557 Parking Garage Construction 4,658528 - - $ - 0%
WNW • AF • . .
City Manager's Recommended Budget FY10 136 City of Bozeman,Montana
PARKING
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
Downtown Parking:
Walk Downtown Parking District(M-Sa) 1 x Daily 60% 60% 70% 95%
Cover other 2 Hour Zones(M-Sa) 1 x Daily 65% 65% 70% 95%
MSU Parkina District:
Patrol Parking District(M-F) 2 x Daily 65% 65% 75% 100%
BHS Parking District:
Patrol Parking District(M-F) 1 x Daily 10% 10% 10% 10%
WORKLOAD INDICATORS
Efficiency Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
Downtown Parking:
Overtime citations 5,000 3,710 3,298 4,000 4,750
Total Citations 7,000 5,162 5,140 6,600 5,500
Total Parking Complaints:
Number of General Complaints* 1,900 1,865 1,963 1,990 1,900
Number of Abandoned Complaints* 1,500 1,119 1,129 1,200 1,500
MSU Parking District:
Parking District Citations 3,000 2,413 2,943 3,506 3,000
Overtime Citations"* 0 402 176 0 0
Total Citations by Parking Officer 5,000 4,264 4,511 4,804 5,000
BHS Parking District:
Parking District Citations 2,000 413 278 380 200
* These include all complaints citywide,of which enterprise parking handle a portion that is difficult to isolate to
specifically enterprise fund employees.
** Overtime citations now enforced by downtown parking employee with use of Vehicle tracking system.
City Manager's Recommended Budget FY10 137 City of Bozeman,Montana
PUBLIC SERVICES INDEX
PUBLIC SERVICES ADMINISTRATION PAGE 139
STREETS 145
WATER PLANT 151
WATER OPERATIONS 157
WASTEWATER OPERATIONS 162
WASTEWATER PLANT 167
SOLID WASTE COLLECTION 172
SOLID WASTE DISPOSAL 177
SOLID WASTE RECYCLING 178
VEHICLE MAINTENANCE 181
City Managers Recommended Budget FY10 138 City of Bozeman,Montana
PUBLIC SERVICES ADMINISTRATION
PROGRAM DESCRIPTION
The public service/engineering budget includes the director of public service, engineer-
ing, and snow removal.
The director of public service has oversight responsibilities for water and sewer utilities,
street maintenance, vehicle repair, solid waste utility, parks, cemetery, forestry, public
facilities, and engineering.
The engineering division provides technical engineering in the preparation, review, and
oversight in the planning, design, construction inspection and construction manage-
ment of the city's public works facilities including water treatment and distribution,
wastewater collection and treatment, sanitary sewer and storm water collection and
treatment, streets (with appurtenant curb, gutter, sidewalk and drainage facilities), traf-
fic control facilities, solid waste, and other infrastructure projects. The division estab-
lishes 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 ap-
proval of subdivision, annexation, and zone code / development proposals for confor-
mance with established standards; performs engineering surveys; coordinates infra-
structure work with County, State, and Federal agencies; administers the EPA-
mandated wastewater pretreatment program; and administers the city's flood plain or-
dinance, sidewalk repair and installation programs, and the sidewalk snow and weed
enforcement programs.
City Manager's Recommended Budget FY10 139 City of Bozeman,Montana
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 de-
partments functions.
• To assist the city manager and administrative services director in reviewing enter-
prise 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 man-
ner, and that all city infrastructure improvements are constructed in a quality man-
ner to provide reliable service for the public's immediate and long-term needs.
City Managers Recommended Budget FY10 140 City of Bozeman,Montana
PUBLIC SERVICES ADMINISTRATION
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 8.15 8.15 8.15 0%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 312,171 $ 330,297 $ 334,532 $ 4,235 1%
1200-1299 Benefits 116,726 111,925 113,543 $ 1,618 1%
2000-7599 Operating 138,812 56,823 42,297 $ (14,526) -26%
8000-8999 Capital 498,807 - - $ - 0%
9000-9699 Debt Service - - -
9900-9999 Transfers 9,405
Total All Categories $1,075,921 $ 499,045 $ - $ 490.372 $ (8,673) -2%
EXPENDITURES BY DIVISION
Division
4010 Public Services Administration $ 37,604 $ 38,567 $ 36,631 $ (1,936) -5%
4020 Engineering 439,232 434,906 428,725 $ (6,181) -1%
4030 Snow Removal Enforcement 14,507 24,022 23,433 $ (589) -2%
4040 Weed Cutting Enforcement 750 750 $ - 0%
4050 Sidewalk Repair Program 800 800 $ - 0%
4060 Sidewalk&Curb Construction 2,954 -
$ - 0%
4070 S.I.D Construction 581,624 - - $ -
Total All Divisions ',:1,075.921 499.045 $ ... 490.339 $ (8:746) _ . 2%
,EXPENDITURES BY FUND mirmsiriawairamiramirai
Fund
010 General Fund $ 491,343 $ 499,045 $ - $ 490,339 $ (8,706) -2%
500... S.I.D Construction 584,578 $ - 0%0
W
City Manager's Recommended Budget FY10 141 City of Bozeman,Montana
PUBLIC SERVICES ADMINISTRATION
WORKLOAD INDICATORS
P12UVATF.WATFR AND SFWF.R PROTFC:TS I/1/OR TO 1'7/i1/OR
WATER(LF) SEWER(LF) $VALUE 1
1 Stoneridge Square Fire Services 602 0 24,080
2 Greek Way Apartments 679 493 41,950
3 CJ Middle School Fire Service 188 7,520
4 PT Land Phase 1 1233 1844 104640
5 PT Land Phase 2 358 278 22660
6 Trout Meadows Fire Services 979 0 39,160
7 Haggerty Lane Cottages 1008 784 63,840
8 Traditions Sub.Ph.2 1263 0 50,520
9 Saccocia Minor 282 555 27930
10 Creekwood Sub. 8109 6312 513,720
11 West Winds Subdivision Phase 4 2052 1338 122,220
12 911 Center Fire Service Line 134 5,360
13 Cattail Lake Sub. 6547 5033 412,870
14 Platinum RidgeCondos(Capstone Commons) 1083 1059 75,090
15 Hyalite Elementary School 556 22,240
16 Hyalite Elementary School Fire Service Line 85 3,400
17 CFT Building#5 Fire Service Line 368 14,720
18 Bronze Leaf Condos 400 240 23,200
19 Advanced Eyecare Fire Service Line 68 2,720
20 Bozeman Village Senior Center 786 781 54,870
21 New City Hall Fire Service Line 60 2,400
22 South Towne Square 740 540 45,800
23 Cattail Creek Lofts 637 529 41,350
24 Bozeman TV Fire Service Line 40 1,600
25 Weebees Fire Service 56 2,240
26 Vlaanderen Condos 556 510 37,540
27 Flying Horse Communications Fire Service Line 70 2,800
28 Rogers Dermatology Fire Service Line 137 5,480
29 Annie Street Cottages 2217 1561 135510
30 Links Condos 725 848 54,440
31 Pi Beta Phi Fire Service Line 142 5,680
32 Poplar Terrace 254 350 20,660
33 Urban Villa Condos 300 12,000
34 Urban Villa Condos Fire Services 297 11,880
35 Weedin Office Building Fire Service Line 120 4,800
36 American Federal Bank Fire Service Line 135 5,400
37 Intermodal Facility Retail Spaces Fire Service 74 2,960
38 Intermodal Facility Fire Service 22 0 880
39 Simkins Hallin Warehouse Fire Service 43 0 1,720
40 CJ Middle School 1291 0 51,640
41 *West Winds Subdivision Phase 5 1906 I624 124,960
42 *Norton East Ranch Subdivision 14350 7005 784,150
City Manager's Recommended Budget FY10 142 City of Bozeman,Montana
PUBLIC SERVICES ADMINISTRATION
43 *Homewood Suites 323 100 15,920
44 *Eastlake Commercial Center 1830 1615 121,650
45 *Bozeman Brewery 100 232 10,960
46 *Lincoln Park Condos 606 392 36,000
47 *Stockman Bank Fire Service Line 50 2,000
48 *Gallatin County Detention Center 1811 924 100,160
49 *Crooked Creek Condos 713 593 46,310
TOTAL 56,385 35,540 3,321,600
Total 2007 131,986 100,511 8,844,050
PUBLIC WATER AND SEWER PROTFCTS 1/1/05 TO 1'/11/05
WATER(LF) SEWER(LF) $VALUE 1
1 2008 Sewer Rehab 6640 440,790
2 WWTP Modifications N/A 2,347,555
3 2008 Water Renovations 2317 588,845
4 Hilltop Tank Re-painting N/A 333,000
TOTAL 2317 6640 3,710,190
PRIVATE STREET AND STORM SEWER PROJECTS I/1/0R TO 12/31/08
STREETS(LF) STORM SEWER(L1 $VALUE
1 PT Land Phase 1 562 729 78,600
2 PT Land Phase 2 210 239 27,700
3 CJ Middle School 930 750 107,250
4 Cattail Lake Sub. 6,070 3,164 613,450
5 South Towne Square 500 230 49,000
6 Creekwood Sub. 3,050 857 271,600
7 Stoneridge Square 965 4,266 285,675
8 Bozeman Village Senior Center - 887 44,350
9 Annie Street Cottages 1,429 300 122,175
10 *Homewood Suites 1,800 135,000
11 *Eastlake Commercial Center 2,270 456 I93,050
12 Saccocia Minor Sub. 682 51,150
13 *Bozeman Brewery 530 39,750
14 West Winds Subdivision Phase 4 1,443 1,538 185,125
15 Haggerty Lane Cottages 700 252 65,100
16 *West Winds Subdivision Phase 5 4,404 2,006 430,600
17 *Norton East Ranch 13,589 3,315 1,184,962
18 *Baxter Meadows Ph.3B 5,310 712 433,850
19 *Oak Meadows Condominiums 2,700 - 202,500
20 *Traditions Sub.Ph.2 1,860 333 156,150
21 *Lincoln Park Condos 624 - 46,800
22 *Meadow Creek Sub.Ph.5 7,770 777 621,600
TOTAL 57398 20811 5,345,437
Total 2007 114,447 38,821 10,510,200
City Manager's Recommended Budget FY10 143 City of Bozeman,Montana
PUBLIC SERVICES ADMINISTRATION
SIGNALLZATION/INTERSECTION IMPROVEMENTS
_ Location Description $Value
Griffen/Rouse Signal 403,983
*S.1lth/W.College Roundabout 700,000
Highland/Main Intersection modifications 200,000
W.Oak/N.15th Signal 500,000
*Kagy/Ilth Signal 700,000
Total 2,503,983
I Unless actual costs are known,projects are valued at$40/LF for water,$30/LF for sewer,$75/LF for
streets,and$50/LF for storm sewer
* Plan review only-project not under construction
CITY OF BOZEMAN STREET IMPROVEMENTS/MAINTENANCE
Work Description Final Cost
2007 Street Improvements
Chip seal 3.4 miles,NW quandrant of city(6/08) $97,079
2008 Street Improvements $388,038
2008 Curbing&Sidewalk Improvements $106,477
SIDEWALKS/CURB CI /WEEDS/MISC_
Misc.Curbcut/Sidewalk Permits Issued: 25
2 2008 Weed/Side.valk Obstruction Enforcement 94 Notifications,12 Enforcement Actions Taken
3 Traffic Calming Investigations:
N.Wallace Ave.Phase 3:Traffic circles,proposed SID at$111,304(killed)
4 Encroachment Permits Processed: 37
5 Street Cut Permits Processed: 55
Permit Fee Total: $2,750
Degradation Fee Total: $13,092.94
6 Sourdough Road Rockfall Mitigation $8,200
7 City Shops Retaining Wall Replacement $44,740
II SERVICE CONTRACTS OVERSIGHT
PROJECT ENGINEER EST.COMP.
*******************WATER&SEWER****************
1 2008 Sewer Renovations Great West $I66,155 2009
2 Lyman Creek Reservoir Improve. MM $362,385 2009
3 WWTP Construction HDR/MM $4,767,571 2011
COST SUBTOTAL $5,296,111
***************STREETffRANSPORTATION/MISC.************
4 College St/S.11th Improve.Study MM $15,410 2009
5 Durston R/W Acq. Various $224,003 2008
6 Durston Road SID(Design/Con) MM $718,216 2008
7 Trans.Plan Update RPA $225,670 2009
8 Mandeville Farm Subdivision Great West $218,671 2008
COST SUBTOTAL $1,401,970
9 Gas/Groundwater Monitoring, Tetratech $33,608 On going
Well Abandoment,Gas Control
10 Landfill Closure Plan Great West $60,000 2009
COST SUBTOTAL $93,608
2008 TOTAL SERVICE CONTRACTS $6,791,689
2007 TOTAL SERVICE CONTRACTS $8,188,249
City Manager's Recommended Budget FY10 144 City of Bozeman,Montana
STREETS
•
PROGRAM DESCRIPTION
STREET MAINTENANCE FUND:
The street maintenance district division accounts for the expenditure of special assess-
ments 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, as-
sessments 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 Novem-
ber 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 par-
cel within the district for that part of the cost which its assessable area bears to the as-
sessable area of the entire district, exclusive of streets, avenues, alleys, and public
places.
GAS TAX FUND:
The gas tax division accounts for the expenditure of the city's share of state collected
gas tax funds allocated to the city by the Montana Department of Transportation.
Section 15-70-101 MCA provides that the Montana Department of Transportation shall
allocate gas tax revenues to cities, towns, and counties. One-half of the city's alloca-
tion is based on population and one-half is based on street and alley mileage.
The funds may be used only for construction, reconstruction, maintenance, and repair
of streets and alleys. The funds 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.
City Manager's Recommended Budget FY10 145 City of Bozeman,Montana
STREETS
MAJOR OBJECTIVES
• To implement an efficient pavement management plan,which would help develop yearly maintenance pro-
grams for failing street infrastructure.
• To develop and design efficient truck by-pass routes and effective arterial and collector street networks for mov-
ing traffic through the city.
• To maintain streets and alley right-of-ways to allow traffic to move in a safe and prudent manner.
• To improve the quality of summer and winter street maintenance work to resolve traffic congestion and vehicle
movements by implementing better street routing and signalization procedures.
• Continued use of alternative fuels such as Biodiesel and Ethanol in our fleet.
• Institute a city wide curb replacement program with assistance from the Engineering Dept.
• Expand our cooperative efforts with the County Road Department and MDT.
City Manager's Recommended Budget FY10 146 City of Bozeman,Montana
STREETS
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 15.62 17.62 17.62 0%
EXPENDITURES BY CATE-
Category
1000-1199 Salaries&Overtime $ 690,583 $ 744,254 $ 784,224 $ 39,970 5%
1200-1299 Benefits 261,490 302,927 306,859 3,932 1%
2000-7599 Operating 1,501,080 1,319,998 1,236,588 (83,410) -6%
8000-8999 Capital 3,638,017 7,466,900 1,180,000 (6,286,900) -84%
9000-9699 Debt Service 28,967 - - -
9900-9999 Transfers - 30,515 30,515 - 0%
Total All Categories $ 6.120.137 $9.864,594 $ - $ 3.538.186 $(6.326.4081 -64%
c
EXPENDITURES BY DIVISION
Division
4110 Street Operations $ 1,960,367 $8,857,792 $ 2,520,243 $(6,337,549) -72%
4120 Street Maintenance 507,924 677,607 678,098 $ 491 0%
4130 Street Construction 3,224,385 30,515 30,515 $ - 0%
4140 Snow&Ice Removal - - $ -
4150 Street Lighting 383,438 208,000 208,000 $ - 0%
4171 Traffic Signs&Markers 44,023 90,680 101,330 $ 10,650 12%
. TOW All Divans, ... . ., $,A120.13.1.$-9.864.594. $..: 7-- _$. 3:538.186;.$(6.326:.408} -64%
Fund
010 General Fund $ - $ 30,515 $ - $ 30,515 $ - 0%
108 Community Transportation $ 1,725,369 $ 30,515 $ 30,515 $ - 0%
109 Highway Safety Improvement Projects $ - $ 19,000 $ 19,000 $ - 0%
110 Gas Tax Fund 432,814 616,500 616,500 $ - 0%
111 Street Maintenance District 1,994,906 2,118,064 2,091,656 $ (26,408) -1%
114 Street Impact Fees 1,372,475 6,900,000 600,000 $(6,300,000) -91%
146...201 Lighting Districts 316,666 150,000 150,000 $ - 0%
500...599 Construction Projects 277,907 $ - 0%
City Manager's Recommended Budget FY10 147 City of Bozeman,Montana
STREETS
FY 10 BUDGET HIGHLIGHTS
Hyalite View notification for plowing Priceless
Added another sweeper for bike lanes (leased) $25,000
Chip Seal Surface Treatments $100,000
Paved downtown alleys(Owenhouse and Baxter) $20,000
Added weekend shift(Savings vs. Standby) ($3,000)
Median and Boulevard Maintenance Program $25,000
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Continue sidewalk repair and replacement program
• Increase use of alternative fuels
• Decrease time to plow all City streets.
• Continue pro-active pothole patching program to repair pavement defects before they happen.
• Improve quality of discharge into Bozeman Creek
• Continue sharing of equipment between departments so as to utilize seasonal equipment year round.
• Repairing and improving of medians and boulevards.
• Mill and overlay downtown alleys
• Continue bike lane sweeping route and schedule
• Work with Streamline on bus stops and signage
City Manager's Recommended Budget FY10 148 City of Bozeman,Montana
STREETS
PERFORMANCE MEASURES
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
Percentage of Pothole Repairs still holding 6
months later:
Summer Patches(Target 90%) 90% 90% 90% 90% 95%
Winter Patches/Target 50%). 50% 30% 30% 30% 40%
Percentage of citizen-called-in P of holes re-
paired within: (Target 7 working days) 90% 100% 100% 100% 100%
Percentage that find ease of travel by: 100=Excell
Car 0=poor. n/a 40% 40% 45%
Bicycle By Survey n/a 44% 45% 45%
Walking n/a 61% 65% 65%
Percentage of Snow Routes completed(Target
—Plowed&Sanded within 4 hours of notification
—5 person crew
Arterial and Collector Routes 100% 100% 100% 100% 100%
Commercial Route 100% 100% 100% 100%
100%
Percentage of Residential Streets completed
(Target—Plowed&Sanded 56 hours after
snowfall ceases—5-person crew/16 hr.shifts 100% 50% 75% 1 80% 100%
Respond to emergency calls within 1 hour of
notification(weekdays) 100% 100% 100% I 100% 100% I
IPercentage of ROW mowing completed within 3
weeks of startup .Target 100%initial mowing) 100% 80% 85% 90% 90%
IPercentage of citizens rating street cleanliness 100=Excell
as satisfactory(Target 90%-Results of Survey) 0=poor n/a 47% I 47% 60% I
Efficiency Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
Labor hours per pothole repair(Target)<.50
.50 .55 .60 .60 .60
Repair pot holes&Other Road Hazards—Tar-
get
Repair Pothole>3"deep&6"wide within 2 2 2 2 2 2
working days of notification
Repair Pothole<3"deep&6"wide within 7 7 7 7 7 5
working days of notification
Shoulder blocks of Right-of-way mowed per day
(Target 20—25) 20-25 22 22 22 23
Alley blocks trimmed of brush&debris per day
(target 15-20 w/3-person crew) 15-20 20 20 20 20
traveled streets graded
Target 1.0 labor-hours/1,000 lineal Feet or 1,000
lineal Feet per hour 1,000 900 900 900 900
Alley blocks graded and surface material placed
per day(Taet 8-10/grader) 8-10 12 12 12 12
Crack sealing of asphalt streets—lineal feet per
labor hour(Target 80-90) 80-90 100 100 100 100
Curb miles of streets swept per day(Target 35-
40/sweeper) 35-40 40 50 50 50
Streets plowed and sanded
(Target 1.75 labor-hours/lane mile or 14 lane-
miles/hr.[normal snowfall] 14 14.5 14.5 15.0 15
(Target 1.25 labor-hours/lane mile or 10 lane-
miles/hr.[heavy snowfall] 10 10.5 10.5 11.0 11
City Manager's Recommended Budget FY10 149 City of Bozeman,Montana
STREETS
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
Street&Alley Mileage 229 229 235 235
Lineal Feet of Curb Replaced 750 1526 800 800
#of Wheelchair Ramps Installed 4 10 8 10
Miles Chip Sealed 3.8 3.42 0 0
Miles Paved(Includes Asphalt Millings) 1.9 1.61 1.57 1.5
Miles Graveled 3 3 3 3
Miles of Street Milling 1.9 1.61 1.57 1.5
Lbs of Crack Sealer Used 4320 5700 4000 4000
#of Signs Installed 652 652 576 700
Lane Miles Painted 40 57 58 60
Lane Miles Plowed and Sanded 1000 1020 1020 1100
Miles of Crosswalks Painted 7.5 7.5 7.5 7.5
Miles of Crosswalk Tape Applied 200 If 200 If I 200 If 200 If
Miles of Yellow Curb Painted 10.2 10.2 I 30** 30**
Number of Storm Inlets Maintained 5350 5350 5500 5500
Number of Storm Manholes Maintained 348 348 356 364
Curb Miles of Streets Swept 10000 10000 10000 10500
Signal Lights Maintained 62 62 66 68
Flashing Yellow Lights Maintained 26 26 32 32
Tons of Brush Collected 84 84 84 84
Tons of Leaves Collected 885 900* 970* 1000
Frequency of Residential Streets Swept I 2 I 2 3 I 3
Street Closures for Special Events I 15 I 15 I 17 I 17
Miles of Creek Maintained I 1 1 I 1 I 1
Miles of Sidewalk Plowed 2 2 I 2 I 2
WORKLOAD INDICATORS
City Manager's Recommended Budget FY10 150 City of Bozeman,Montana
WATER PLANT
PROGRAM DESCRIPTION
The water plant budget unit accounts for the costs associated with maintaining a quality drinking water supply for
the City of Bozeman.
The City of Bozeman has two treatment plants:The 15 MGD Sourdough Plant and the 1.5 MGD Lyman Creek
Plant.
The Sourdough WTP was completed in 1983 and had a rated capacity of ten million gallons per day. The water
plant was expanded during FY-93 to add an additional five million gallons per day for a total capacity of 15 million
gallons per day.
Major operating expenses of the water plants include staffing,maintenance,chemicals and utilities. The plants are
operated 24 hours per day, 365 days per year.There are 5 operators, 1 lead worker,2 forepersons and a superin-
tendent as of FY-09.
The WTP operators are also responsible for all monitoring of the drinking water in the distribution system in accor-
dance the Safe Drinking Water Act.This job requires one operator a minimum of 6 hours per day, 7 days per week.
More than 10,000 water quality test are run annually. A significant increase in sample collecting is anticipated due
to the requirements of the Long Term 2 Enhanced Surface Water Treatment Rule,and the Stage 2 Disinfectants/
Disinfectants Byproducts Rule.
The WTP operators are responsible for the operation and maintenance of the Hyalite Intake,the Sourdough Intake,
and for the three finished water storage tanks in the City.
A corrosion control building and system to halt lead and copper corrosion in the distribution system was completed
in 1998. A new sludge drying bed to replace older inadequate beds was completed in 1998.
The new Hyalite raw water intake, pipeline,and connection building was completed in FY07. The Hilltop Tank
painting project was completed in October 2008.
A membrane piloting project for a 22 million gallon/expandable to 36 million gallon per day membrane filtration plant
is scheduled to be completed early in FY-10.Preliminary design for the plant is scheduled to be completed in FY-
10.Final design of that plant is scheduled to start in FY-10.This is a replacement for the current 15 million gallon
per day direct filtration/granular media Sourdough Water Treatment Plant.
The Lyman Creek WTP underwent a 2.6 million dollar upgrade in 2003-04,which included a roof and a liner for the
5 million gallon reservoir,a new building for chlorine and fluoride addition,radon removal,and an effluent water
quality monitoring building.The system was put on-line June 1st of 2004. The Lyman Creek production expansion
engineering design is scheduled for completion in FY09. Construction of the Lyman Creek expansion is scheduled
for completion in FY-10.
The Sourdough Tank repair project is scheduled for completion in FY-09.This project includes structural repairs to
and reinforcement of the tank and the replacement of several major valves.
City Manager's Recommended Budget FY10 151 City of Bozeman,Montana
WATER PLANT
MAJOR OBJECTIVES
Mission: to protect the public health through optimization of the Sourdough Creek
and Lyman Creek Water Treatment Plants.
To maintain high-quality drinking water of low turbidity, void of contaminants.
To meet the water supply demands of the city of Bozeman.
Monitor and maintain water treatment plant facilities to insure current needs are met
and to anticipate future water quality and quantity needs.
City Manager's Recommended Budget FY10 152 City of Bozeman,Montana
WATER PLANT
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REG CHANGE CHANGE
Staffing: Full-Time Equivalents 9.27 9.27 9.27 0%
EXPENDITURES BY CATE-
Category
1000-1199Salaries&Overtime $ 449,714 $ 479,868 $ 469,583 $ (10,285) -2%
1200-1299 Benefits 167,654 175,862 174,090 (1,772) -1%
2000-7599 operating 2,384,353 1,132,308 1,221,907 89,599 8%
8000-8999 Capital 817,924 1,650,000 1,844,311 194,311 12%
9000-9699 Debt Service - -
9900-9999Transfers
Total All Categories $3,819.645 $ 3.438,038 $ - $ 3.709.891 $ 271,853 8%,
EXPENDITURES BY DIVISION .
Division
4610 WTP Operations $2,378,201 $ 2,788,038 $ 1,830,580 $ (957,458) -34%
4620 WTP Construction 1,441,444 650,000 1,879,311 $1,229,311 189%
_ _._ ....
.ToiailAnDtylsiors• _ $.3.8.9645 $-.3:438.038,:$ .. --.:�$ ,..3,709.$9 :$, 271.853..
Fund
600 Water Fund $3,734,955 $ 2,788,038 $ - $ 2,817,248 $ 29,210 1%
610 Water Impact Fees 84,690 650,000 892,643 $ 242,643 37%
City Manager's Recommended Budget FY10 153 City of Bozeman,Montana
WATER PLANT
FY 10 BUDGET HIGHLIGHTS
• Membrane Plant design $ 2,000,000
• Lyman groundwater system expansion $ 500,000
• Water Conservation $50,000
• Mechanically clean raw water intakes $ 7,000
• Replace lawn mower $ 3,000
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Provide adequate quantity and quality water with zero State or Federal violations to our customers
• Continue implementing the Water Facility Plan
• Expand the capacity of the Lyman Creek Water Treatment Plant
• Continue to optimize the Sourdough Water Treatment Plant
• Complete Membrane piloting and preliminary design of the Sourdough Water Treatment replacement plant
• Start final design of the Sourdough Water Treatment replacement plant
• Continue our weed control program at the water tanks,diversions,and plants
• Continue implementing a water conservation program
City Manager's Recommended Budget FY10 154 City of Bozeman,Montana
WATER PLANT
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
Provide adequate drinking and fire fighting
water in reserve tanks:
Requires 40%tank reserves 100% 100% 100% 100% 100/%
Maintain fluoride level in distribution system
between.85 and 1.25 PPM daily average 100% ° 82% 95% 100
92/0
Maintain chlorine residual according to EPA
requirements for inactivate Giardia cysts 100% 1 100% 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% 100% 100% 100% 100%
WTP High daily individual filter(WTP Goal=<0.21) 98% 100% 100% 100% 100%
I I I I I
Unscheduled repair/maintenance completed
within 2 weeks(dependent on vendor schedule) 100% I 100% 100% 100% 100%
number if items rip completed:
Scheduled repair/maintenance completed
within 7 days I 95% I 95% 98% 98% 100%
Maintain operator certification 10hrs training/yr I 100% I 100%° 100% 100% 100%
Sample and test distribution system water quality
per state and federal requirements: I 100% I 100% 100% I 100% 100%
10,000 readings/tests per year
Efficiency Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
$'s/million gallons of water treated
Highly degiendent y on the weather) $834 $817 $812 $854
)ant capacity per day 15 million gallons I
Maximum water demand per day I I
gallons 11,713,000 11,584,000 11,659,000 13,000,000
Average water demand per day
i gallons 1 5,362,000 5,301,000 5,340,000 5,395,0001
Total water demand per year I I I
gallons 1,957,000,000 1,986,000,000 1,949,000,000 1,999,000,000
I I I I I I
City Manager's Recommended Budget FY10 155 City of Bozeman,Montana
WATER PLANT
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
Estimate of Average Hours per Day of:
Plant Operation I 23.0 22.7 23.1 24.0
I I I
Laboratory Analysis&Collection I 5.0 5.0 6.5 6.5
I I
I I I I
Monitor Water Quality: Sourdough & 24.0 24.0 24.0 24.0
Lyman Creek WTP's.
I I I I
Diversion&Reservoir Monitoring 3.0 3.0 3.0 3.0
Continuous Monitoring Includes: 1)WTP Influent&Effluent Flow rate;2)Filters#1 -#12 Effluent Turbidity;3)WTP
Effluent Turbidity;4)WTP Chlorine Residual;5)First Service Chlorine Residual;6)Raw Water Flow Rate; 7)Raw
Water Turbidity;8)2 MG+4 MG Water Tank Levels;9)Clear Well Level; 10)Coagulant and Coagulant Aid
(Chemical Dosages); 11) Effluent pH Level; 12)Lyman Influent&Effluent Flow Rate; 13)Lyman Reservoir Inlet
Chlorine Residual: 14)Lyman Reservoir Outlet Chlorine Residual; 15)Lyman Influent Turbidity; 16)Lyman Reser-
voir Level.
City Manager's Recommended Budget FY10 156 City of Bozeman,Montana
WATER OPERATIONS
PROGRAM DESCRIPTION
The water operations budget unit accounts for the costs associated with operation and
maintaining the city's water transmission and distribution system.
The water operations division is responsible for locating, maintenance and repair of
existing water lines and appurtenances, overseeing installation of new lines, and read-
ing 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.
City Manager's Recommended Budget FY10 157 City of Bozeman,Montana
WATER OPERATIONS
MAJOR OBJECTIVES
• To maintain and locate the City's water distribution system including mains, fire hy-
drants, 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 annu-
ally.
• 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.
• To respond to all locate requests in a timely manner and accurately locate all water in-
frastructure
City Manager's Recommended Budget FY10 158 City of Bozeman,Montana
WATER OPERATIONS
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 15.62 16.62 - 15.62 -6%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 690,603 $ 804,106 $ 722,833 $ (81,273) -10%
1200-1299 Benefits 269,246 315,518 280,616 (34,902) -11%
2000-7599 Operating 7,178,149 990,084 1,030,892 40,808 4%
8000-8999 Capital 1,136,729 1,473,000 497,100 (975,900) -66%
9000-9699 Debt Service 93,287 92,958 31,547 (61,411) -66%
9900-9999 Transfers
Total All Categories $9,368,014 $3.675.666 $ - $ 2.562,988 $(1,112,678) -30%
EXPENDITURES BY DIVISION
Division
5010 Water Operations $2,038,105 $3,295,695 $ 2,141,673 $(1,154,022) -35%
5020 Utility Locates 21,602 16,548 16,548 $ - 0%
5030 Water Services 22,433 35,000 35,000 $ - 0%
5040 Water Construction 6,826,482 $ -
5050 Reserviors 37,848 $ -
5060 Meter Reading 362,499 275,423 302,267 $ 26,844 10%
5070 Hydrants 34,321 37,500 37,500 $ - 0%
5080 Water Valves 11,234 8,000 15,000 $ 7,000 88%
5090 Main Repairs 13,490 7,500 15,000 $ 7,500 100%
,_._ TOtai1WAY.lSIOnS. .. $9268.014 _$,3,675,665 $._ - $ . 2,562.988 $.(1.112.6781_ 3
Fund
600 Water Fund $9,151,805 $3,675,666 $ - $ 2,562,988 $(1,112,678) -30%
610 Water Impact Fees 216,209 - - $ -
Ttftltt Ftti .
w
City Manager's Recommended Budget FY10 159 City of Bozeman,Montana
WATER OPERATIONS
PERFORMANCE MEASURERS
Standard FY 07 FY 08 FY 09 FY 10
Effectiveness Measurers Actual Actual Projected Budgeted
Repair main breaks/leaks within four hours of 100% (5)100% (8)100% (6)100% (6)100%
discovery
Operate every valve 100% 90% 50% 50% 50%
2,200 2,200 2,200
Operate every Fire Hydrant(recommended bi- 20% 20% 20%
annually) 100% ° 430 430 430
Flush every main(recommended annually) 100% 20% 20% 20% 20%
Read every meter once per month 100% 100% 100% 100% 100%
Damage to other utilities 0 0 0 0
INew Water Service Inspections 2 Hr X 1 with 490% 90% 90% 90%
hr Response 392 400 400
FY 07 FY 08 FY 09 FY 10
Efficiency Measurers Actual Actual Projected Budgeted
MH cost per hydrant flow (450)$8.79 (450)$9.14 (450)$9.50 (450)$9.88
(6 hyds x 2 menper hr)Per Hydrant+Material
H cost per hydrant replace (7) (2) (5) (10)
(3 men x 7 hrs)Per Hydrant+Material $2,455.02 $2,100.00 $2,540.94 $2,629.87
H cost per hydrant repair (8)$263.25 (15) (20) (20)
(2 men x 3 hrs`Per Hydrant+Material $1181.00 $1,000.00 $1,000.00
H cost per valve op.Area
(2 men x 14 hrs) $744.45 $774.45 $780.00 $807.00
H cost per curb box repair (156) (180) (180) (190)
(2 men x hrs)+Material $141.71 $148.00 $153.00 $158.00
H cost per water service repair (14) (15) (15)
(3 men x 6 hrs)+Material (13)$836.00 $1,297.00 $1,342.00 $1,388.00
H cost per water main repair/break (9) (9) (10) (10)
(4 men x 7 hrs)+Material $1.581.00 $2,834.62 $3,000.00 $3,100.00
H cost per renewed water service (3) (3) (9) (12)
(3 men x 6 hrs)+Material $1,225.37 $3,661.00 $2,000.00 $2,000.00
Inspect water servicet within 2 hr call $75.00 $78.00 $80.00 $83.00 I
2 Man X 1 Hr. X452 X392 X400 X400 I
City Manager's Recommended Budget FY10 160 City of Bozeman,Montana
WATER OPERATIONS
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
New Service Main Taps 76 79 65 60
Renewal Service Installations 3 3 9 12
Meter Replacement/Repair 844 663 650 650
Valve Operation 90% 70% 70% 70%
One-Call Location Request 5,332 5,181 5,200 5,300
Hydrant Flushing 25% 25% 25% 25%
Hydrant Replacement 7 2 5 10
New Water Service Line Inspections 452 392 400 400
Water Main Repairs 9 2 8 10
Fire Hydrant Repairs 8 15 20 20
Water Main Valves Replaced 3 5 8 8
Water Main Valve Box Repairs 40 40 45 45
Water Service Line Repairs 13 14 15 15
Curb Box Repairs 156 180 180 190
IWater Main Breaks 5 8 6 6
City Manager's Recommended Budget FY10 161 City of Bozeman,Montana
WASTEWATER OPERATIONS
PROGRAM DESCRIPTION
The wastewater operations budget unit accounts for the costs associated with provid-
ing and maintaining a wastewater collection system for the city.
The wastewater operations division maintains a program of inspecting, cleaning, root
cutting, repairing sanitary sewer mains, manholes, and tapping for new wastewater
stubs.
The wastewater operations division is responsible for maintaining the city's 6 sanitary
sewer lift stations.
The television inspection division maintains a program of inspecting all new sanitary
sewer infrastructure to be accepted by the City of Bozeman. This division inspects ex-
isting infrastructure to determine deficiencies and recommend repairs and prioritize
capital improvements. This enables us to minimize emergency callouts and customer
service problems.
City Manager's Recommended Budget FY10 162 City of Bozeman,Montana
WASTEWATER OPERATIONS
MAJOR OBJECTIVES
• To adequately maintain and locate the City's wastewater system including man-
holes, wastewater collection and transmission systems, and lift stations.
• To flush our entire collection system annually, minimizing stoppages.
• To televise the existing sewer infrastructure to determine problems and the overall
condition of sewer mains. This enables us to make needed repairs in a timely man-
ner and prioritize renovation projects funded through CIP.
• To control sewer main root intrusion with an aggressive root cutting program.
• To repair breakdowns in mains.
• To rebuild/replace manholes as needed.
• To televise and inspect all new infrastructure following installation prior to accep-
tance.
• To replace service lines as required due to deficiencies caused by age, roots, etc.
• To tap new service lines for contractor installation.
• To respond to sanitary sewer problems 24 hours a day 7 days a week.
• To respond to all locate requests in a timely manner and accurately locate all sani-
tary and storm sewer infrastructure
City Manager's Recommended Budget FY10 163 City of Bozeman,Montana
WASTEWATER OPERATIONS
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 10.25 11.25 10.25 -9%
EXPENDITURES BY CATE-
Category
1000-1199 Salaries&Overtime $ 319,854 $ 388,451 $ 363,918 $ (24,533) -6%
1200-1299 Benefits 118,487 158,146 135,953 (22,193) -14%
2000-7599 Operating 5,099,257 724,583 1,052,112 327,529 45%
8000-8999 Capital 486,086 793,400 400,000 5,282,700 4,089,300 343%
9000-9699 Debt Service - - -
9900-9999 Transfers - -
Total All Categories $ 6,023,684 $2,064,580 $ 400,000 $ 6.834,683 $4,370,103 177%
EXPENDITl1RES,BY DIVISION
Division
5210 Wastewater Operations $ 1,835,698 $2,001,632 $ 18,000 $ 6,782,735 $4,763,103 236%
5220 Utility Locates 886 4,348 4,348 $ - 0%
5230 Wastewater Services 1,514 8,000 8,000 $ - 0%
5240 Wastewater Construction 4,163,852 382,000 - $ (382,000)
5250 Manholes 10,365 34,600 25,000 $ (9,600) -28%
5260 Televising 7,540 8,000 6,600 $ (1,400) -18%
5280 Main Repairs 3,829 8,000 8,000 $ - 0%
Tota!All Divisions �'' $ 6,.023,684 $2.064:5.80•.$:4`001300....$ 6.884.683.$4,370;3.03 . • 3.77%
y •
- i is , 2 q, ,. b ',!';'-.),.---.,'1'
A 9 s..wR.ti •,-.-1--,,,,i-;
:;"' .t.< .�4sJe,` 7.110.7-7,, , C *e }}
Fund
620 Wastewater Fund $ 5,593,178 $1,271,180 $ 400,000 $ 2,109,683 $ 438,503 26%
630 Wastewater Impact Fees 302,657 793,400 4,725,000 $3,931,600 496%
625 Wastewater EPA Grant 127,849 - - $ -
i_.e�_._.. -W___dl1Fu
City Manager's Recommended Budget FY10 164 City of Bozeman,Montana
WASTEWATER OPERATIONS
PERFORMANCE MEASURES
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY10
Actual Actual Projected Budgeted
Flush every main in city
(trunk line not included) Once/year 137 Miles 95 Miles 110 Miles 115 Miles
Root cut affected mains in city
(do not root cut PVC only root cut in areas 39 Miles 32.6 Miles 31 Miles 31 Miles
with large trees) Once/year
Respond to sewer backup calls I Within 30 I 8 Calls 10 Calls 10 Calls 10 Calls
(normally on scene within 30 minutes) Min 100% 100% 100% 100%
IInstall new service within 10 working days I I 29 37 30 30
(dependent on owner readiness) 100% 100% 100% 100% 100%
TV inspection of new mains prior to
acceptance(we will televise all our new 10 Miles 19 Miles 8 Miles 10 Miles
infrastructure to determine the quality of 100% 100% 100% 100% 100%
installation)
Efficiency Measurers Standard FY 07 FY 08 I FY 09 FY 10
Actual Actual II Projected Budgeted
MH cost per sewer repair 15 4 25 35 I
(3 men x 7 hrs)
$870.00 $775.00 $800.00 $828.00
MH cost per new sewer tap 29 37 30 35 I
(2 men x 1 hr)
$334.00 $251.00 $260.00 $270.00
MH cost per manhole repair 8 6 8 8 I
(2 men x 12 hrs+Material) $576.45 $605.27 $620.00 $641.00
MH cost per sewer backup call 8 10I 10 10 I
(2men x 2 hrs)
$94.68 $94.68 $101.00 $104.53
City Manager's Recommended Budget FY10 165 City of Bozeman,Montana
WASTEWATER OPERATIONS
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
Main Line Flushing 101 Miles 95 Miles 110 Miles 115 Miles
Manhole inspection(ring/lid/steps) 100% 100% 100% 100%
Main Line Root Cutting 39 Miles 32.6 Miles 31 Miles 31 Miles
Main Line Inspection TV I 10 Miles 2.6 Miles I 20 Miles 30 Miles
Manhole Ring Replacement/Overlay Project I 15 15 15 18
New Infrastructure TV 10 Miles 19 Miles 8 Miles 10 Miles
Sewer Manhole Repairs 8 6 8 8
Main Line Repairs I 15 4 25 35
New Service Taps 29 37 30 35
One Call Location Requests 5,332 5,181 5,200 5,300
City Manager's Recommended Budget FY10 166 City of Bozeman,Montana
WASTEWATER PLANT
PROGRAM DESCRIPTION
The wastewater plant budget accounts for the costs associated with the treatment of the City's
domestic, commercial, and industrial wastewater. The Bozeman Wastewater Treatment Plant
(WWTP) is an award-winning facility that serves to protect and enhance the water quality of the
East Gallatin River.
The purpose of the wastewater treatment facility is to ensure strict environmental compliance
by discharging thoroughly treated water that meets or exceeds all State and Federal environ-
mental standards. Through its beneficial reuse program, the Bozeman WWTP also maintains
compliance with EPA Part 503 Biosolids regulations. All plant biosolids are thoroughly di-
gested and then land applied as a beneficial fertilizer.
The Bozeman WWTP has now launched a significant plant expansion and technology upgrade
in order to meet the growing demand for wastewater services in our community. This plant
upgrade will also enable the City to begin removing nitrogen and phosphorus compounds as
well as conventional pollutants. Whenever possible these plant improvements will be funded,
in part, by matching grants from the U.S. Environmental Protection Agency and through waste-
water impact fees. The City currently has no outstanding indebtedness related to the waste-
water treatment plant.
MAJOR OBJECTIVES
• To protect and enhance the water quality of the East Gallatin River.
• To consistently achieve full compliance with all aspects of the City's Montana Pollutant Dis-
charge Elimination System (MPDES) permit administered by the State Department of Environ-
mental Quality.
o To maintain the mechanical reliability of the wastewater treatment facility to ensure uninter-
rupted operations.
o To optimize the operational reliability of the wastewater treatment facility.
a To comply with all EPA 503 Biosolids land application requirements and regulations.
o To minimize unpleasant odors.
City Manager's Recommended Budget FY10 167 City of Bozeman, Montana
WASTEWATER PLANT
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 14.87 15.87 15.87 0%
EXPENDITURES BY CATE-
Category
1000-1199Salaries&Overtime $ 658,887 $ 769,858 $ 713,977 $ (55,881) -7%
1200-1299 Benefits 248,515 294,301 262,576 (31,725) -11%
2000-7599Operating 1,616,415 1,611,197 3,553,839 1,942,642 121%
8000-8999Capital 3,732,363 11,482,500 14,066,324 2,583,824 23%
9000-9699Debt Service - -
9900-9999Transfers 1,326,000
Total All Categories $7,582.180 $14.157.856 $ - $ 18.596.716 $ 4.438,860 31%
;EXPENDITURES BY DIVISION
Division
5610 Facility Operations $1,773,421 $ 1,932,011 $ 1,950,347 $ 18,336 1%
5620 Laboratory 153,435 241,309 162,904 $ (78,405) -32%
5630 Sludge Injection 292,404 54,536 64,641 $ 10,105 19%
5640 Pretreatment 2,501 - 2,500 $ 2,500
5650 WRF Construction 5,360,419 11,930,000 16,416,324 $ 4,486,324 38%
Total All D1v cions -"' > . $7,582 ,'1 _a. 'Ig.�7� c.
.,r.. _. $_: 18.536 716$.'.4'.438.g50, $y:°lu
Fund
620 Wastewater Fund $5,747,544 $ 9,777,856 $ - $ 18,596,716 $ 4,438,860 45%
630 Wastewater Impact Fees 1,326,000 4,380,000 - $ - 100%
625 Wastewater EPA Grant 508,636 - - $ - 0%
City Manager's Recommended Budget FY10 168 City of Bozeman,Montana
WASTEWATER PLANT
FY 10 BUDGET HIGHLIGHTS
• Aggressively begin construction activity on the City's new BNR facility $16,400,000
• HDR/MMI Construction Management/Project Inspection Contract $2,350,000
FY 10 ANTICIPATED ACCOMPLISHMENTS
Design of the City's new BNR facility has been completed and a major construction contract has been
awarded to Williams Bros Construction. Contractor mobilization and the initial on-set of this huge con-
struction project will be our largest capital expense for FY10. The City's new BNR facility will include a
new, state-of-the-art plant headworks,vortex grit removal, a new primary effluent pumping station, two
BNR bioreactor basins, an anaerobic digester, standby emergency power, and UV disinfection.
Throughout the coming year the entire plant staff will be engaged in construction management activities.
The coordination of a wastewater expansion project of this magnitude will require constant interaction
with the general contractor, tailgate meetings with foremen from a variety of industry trades, and weekly
construction meetings with HDR and Morrison &Maierle Engineering.
During the coming year our staff also hopes to completely empty and inspect our biosolids holding la-
goons. This has not been possible for over 8 years now due to heavy sludge production and inclement
weather which limits the number of suitable land application days.
The WWTP staff is also planning to initiate an increased level of industrial pretreatment inspection activ-
ity. We hope to launch an expanded program of grease trap and grease interceptor inspections for com-
mercial kitchen facilities and area restaurants.
City Manager's Recommended Budget FY10 169 City of Bozeman, Montana
WASTEWATER PLANT
PERFORMANCE MEASURERS
Effectiveness Measurers Design FY 07 FY 08 FY 09 FY 10
Standard Actual Actual Projected Budgeted
Meet final effluent discharge permit parameters
for pH 100% 100% 100% 100% 100%
Meet final effluent discharge permit parameters
for Ammonia Nitroq,en 100% 100% 100% 100% 100%
Meet final effluent discharge permit parameters
for Fecal Coliform and E.Coli 10070 100% 100%
98.5% 100%
Meet final effluent discharge permit parameters
for CBOD 5 100% 100% 100% 100% 100%
Meet final effluent discharge permit parameters
for TSS 100% 100% 100% 100% 100%
%CBOD 5 removal(%of carbonaceous bio-
chemical oxygen demand removed is a meas- 85% 97% 97% 98% 97%
ure of the effectiveness of the planta
%of total suspended solids removed 85% I 96% 96% 97% 96%
%of Acute Whole Effluent Toxicity Tests
passed on final effluent 100% 100% 100% 100% 100%
Number of Plant Bypasses 0 0 0 0 0
Meet EPA's Part 503 Biosolids Regulations 100% 100% 100% 100% 100%
Efficiency Measurers Design FY 07 FY 08 FY 09 FY 10
Standard Actual Actual Projected Budgeted
Million gallons of wastewater flow treated per
day(MGD) 5.78 5.65 5.71 5.80 5.85
Total gallons of wastewater flow treated per 2,110 2,062 2,084 2,117 2,135
fiscal ear(MG)
CBOD 'Plan}Loading(lbs/day) 11,533 12,816 12,900 13,000
8,580
TSS Plant Loading(lbs/day) 11,151 15,259 15,400 15,500
7,220
CBOD Total lbs removed per day 7,293 11,187 12,431 12,642 12,610
TSS Total lbs removed per day 6,137 10,705 14,648 14,938 I 14,880
Total 0&M dollars spent per million gallons of
wastewater flow treated;er year N/A $760 $805 $912 $928
Total salary and benefit dollars spent per million
Tollons of wasff }}e�ater flo treated/per ear N/A $356 $435 $502 $510
otal energy dollars spent per million gallons of
wastewater flow treated per year N/A $122 $145 $152 $159
Total 0&M budget monies spent per year N/A $1,567,803 $1,679,341 $1,932,011 $1,981,533
City Manager's Recommended Budget FY10 170 City of Bozeman,Montana
WASTEWATER PLANT
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 10
Plant O&M Tasks Actual Actual Projected Budgeted
Preventive Maintenance&Lubrication 840
690 826 830
Corrective Maintenance 85
66 80 85
Bldg. &Grounds Maintenance
408 412 412 412
ILAB TASKS I I
Activated Sludge Process Control 4745 4745 4745 4745
Tests I I I
Required MPDES Regulatory Tests I 6475 6475 I 6550 I 6550
Calibration of Lab Equipment I 730 730 I 730 I 730
LOADING PARAMETERS I I I
Population Served I 37,300 38,900 40,500 41,800 I
Influent Flow(MOD) 5.65 5.71 i 5.80 5.85 I
BOD Loading (lbs per day) 11,533 12,816 I 12,900 13,000
TSS Loading (lbs per day) I 11,151 I 15,259 I 15,400 15,500
SLUDGE INJECTION I I I I
Biosolids Injected(Metric tons) 734 709 510 620
Acres Injected I 669 662 I 475 I 575 I
City Manager's Recommended Budget FY10 171 City of Bozeman,Montana
SOLID WASTE COLLECTION
PROGRAM DESCRIPTION
The goal of the Solid Waste Collection Division is to provide safe, clean and efficient collection of both
residential and commercial solid waste.
The Division operates three front load trucks,four side load trucks,4 roll-off trucks and two rear load
trucks. Over 13,309 tons were collected and delivered either to the Story Mill Landfill or to the Logan
landfill.
The Division employ's fourteen Teamster Union Operators. The Division competes
with Allied Waste Services for residential, commercial and roll-off business within the Bozeman city lim-
its.
The Division operates a pay as you throw collection system, which establishes a direct relationship be-
tween the amount a customer pays and the size of the tote. Thirty five, sixty five and one-hundred
gallon totes are offered to residents.The commercial section offers two, three, four, six and eight
cubic yard containers. The roll-off section offers twenty,thirty and forty cubic yard containers.
MAJOR OBJECTIVES
• To collect residential city customers' solid waste set out for collection, on a weekly basis.
• To service commercial customers on an as needed basis.
• To promote the automated garbage collection service, which allows a customer to choose a
variable size tote,thereby awarding customers who reduce, reuse, and recycle.
• Promote the roll-off program, servicing both temporary construction projects and stationary loca-
tions.
• Promote the front-load commercial service, providing competition and six day a week service.
City Manager's Recommended Budget FY10 172 City of Bozeman,Montana
SOLID WASTE COLLECTION
FY08 FY09 FY09 FY10 DOLLAR
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 14.74 14.74 14/4 0%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 547,763 $ 759,485 $ 687,313 $ (72,172) -10%
1200-1299 Benefits 200,116 279,136 254,379 (24,757)-
2000-7599 Operating 1,322,061 1,230,784 1,117,825 (112,959) -9%
8000-8999 Capital 248,490 520,000 513,500 390,000 (643,500) -62%
9000-9699 Debt Service -
9900-9999 Transfers 195,330
Total All Categories $2,318,430 $2,789,405 $ 708,830 $ 2,449,517 $ (853.388) -24%
trENDITuRES,.By DIVISION
Division
5810 Solid Waste Collection $2,318,430 $2,789,405 $ 708,830 $ 2,449,517 $(1,048,718) -30%
Total All Divisions $2,318,430 $2.789.405 $ 708,830 $ 2,449.517 $(1.048,718)' -30%
EXPEND1 URES BY FUND
Fund
640 Solid Waste Fund $2,318,430 $2,789,405 $ 708,830 $ 2,449,517 $(1,048,718) -30%
430
fi Taal All Fujr ds. Z318.430 $2,789.405 $ 70;,8,830 _$:.2:44!,5 7.. .(1,048,7.3 ). :30
City Manager's Recommended Budget FY10 173 City of Bozeman,Montana
SOLID WASTE COLLECTION
FY 10 BUDGET HIGHLIGHTS
• Completion of Office and Garage expansion project, including repair of existing
vehicle storage area.
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Continue to increase the Division's share of residential, commercial and roll-off cus-
tomers within the city limits
• Increase subscribers to the curbside recycling service.
• CMC Asbestos project
• Work with City Finance Department to refine and audit customer account informa-
tion, tote inventory, and route sequencing; to improve efficiency for Finance and
Solid Waste staff.
City Manager's Recommended Budget FY10 174 City of Bozeman,Montana
SOLID WASTE COLLECTION
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 06 FY 07 FY 08 FY09 FY09 FY10
Actual Actual Actual Budgeted Actual Projected
Garbage Collection Program
Residential 6,160 6,310 6,608 6,790 6,779 6,900
Commercial 202 211 239 262 254 264
Total Number of Accounts 6,362 6,521 6,847 7,052 7,033 7,164
Yearly Tonnage Collected 110,394 111,171 11,953 I 12,789 13,309 12,895
Number of Collection Vehicles I 5 I 7 6 I 6
7 67 6 7I
WORKLOAD INDICATOR FY 06 FY 07 FY 08 FY 09 FY09 FY10
Actual Actual Actual Budgeted Actual Projected
Roll-off Program
#of roll-offs serviced na na *757 760 633 747
Number of Roll-off Trucks 1 2 3 4 4
3 7 4 7
71
City Manager's Recommended Budget FY10 175 City of Bozeman,Montana
SOLID WASTE DISPOSAL
PROGRAM DESCRIPTION
The Disposal Division ceased land-filling activities as of June 30, 2008. Disposal
budget now accounts for final closure and for post-closure monitoring. The Solid
Waste Division will continue with the closure and post closure activities for the RCRA
mandated 30 years after closure or the year 2038.
Disposal activity will take place at the Logan Landfill now that the City of Bozeman has
joined the Gallatin Solid Waste Management District which operates that landfill for the
benefit of Gallatin County residents.
As of June 30, 2008 the convenience station on Story Mill Road, which includes recy-
cling, refuse, brush, and white goods drop off, will be managed by the Gallatin Solid
Waste Management District under the terms of an agreement with the City of Boze-
man.
MAJOR OBJECTIVES
• To monitor the closed landfill in compliance with State and Federal regulations.
City Manager's Recommended Budget FY10 176 City of Bozeman,Montana
SOLID WASTE DISPOSAL
FY08 FY09 FY09 FY1.0 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 2.00 - -
EXPENDITURES BY CATE-
GORY
Category
1000-1199 Salaries&Overtime $ 240,916 $ 47,059 $ 47,059 0%
1200-1299 Benefits 99,563 15,123 15,123 0%
2000-7599 Operating 164,232 1,098,239 35,000 (1,063,239) -97%
8000-8999 Capital 79,130 - - -
9000-9699 Debt Service - - -
9900-9999 Transfers
Total All Categories $ 583.841 $1,098,239 $ - $ 97,182 $(1,001,057) -91%
EXPENDITURES BY DIVISION,
Division
5910 Disposal/Convenience Station $1,099,993 - 0%
5930 Construction/Closure 199,847 1,098,239 97,182 (1,001,057) -91%
.. :_ To al:AliDIVIPKIPs. $1299840 $1.098:239 $ -. ..$r _. . 97.1.82:..$41003:,0571 -9.1%
Au.... '-'1 W-e ?!„ . ,,:.,..,err,
x.a;..ca..-3�-�,«�: t�*c..t.. sx4-r�d \4'.7".", A.�, - s r rr. il¢ . * �. .: ,
Fund
640 Solid Waste Fund-Cash Reserve for $1,299,840 $1,098,239 $ - $ 97,182 $(1,001,057) -91%
Closure and Postclosure
City Manager's Recommended Budget FY10 177 City of Bozeman,Montana
SOLID WASTE RECYCLING
PROGRAM DESCRIPTION
The goal of the Solid Waste Recycling program is to divert recyclables from the main waste
stream that would normally be landfilled.
The recycling program underwent major changes in FY09. The drop off sites are now un-
der the operation of the Gallatin County Solid Waste Management District. This District
contracts with the City's recycling program to collect the cardboard commodity at the drop
off sites.
The recycling program does collect cardboard from commercial businesses in the city. The
Division is in the process of replacing rearload collection trucks with the more efficient
frontload collection system. The program also includes collecting compost during the
months of June, July, and August from customers on city garbage service.
Curbside recycling began in December of 2008.
MAJOR OBJECTIVES
• To help minimize the amount of solid waste going to the landfill for disposal.
• To facilitate the separation of materials going to the landfill and support the functions of
the Gallatin County Solid Waste Management District.
• To continue the contract with the Solid Waste Management District for hauling of card-
board from the drop-off sites.
• To continue to expand the first municipal curbside recycling program in Montana.
City Manager's Recommended Budget FY10 178 City of Bozeman,Montana
SOLID WASTE RECYCLING
FY07 FY08 FY08 FY09 DOLLAR
ACTUALS BUDGET AMEND APPROVED CHANGE CHANGE
Staffing: Full-Time Equivalents - 1.00 1.00 0%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 85,651 $ 58,240 $ 110,074 $ 51,834 89%
1200-1299 Benefits 38,376 40,978 40,978
2000-7599 Operating 159,666 96,597 35,000 (61,597) -64%
8000-8999 Capital 10,171 200,000 - (200,000) -100%
9000-9699 Debt Service _
9900-9999 Transfers
Total All Categories $ 293,864 $ 354.837 $ - $ 186,052 $(168,785) -48%
EXPENDITURES BY DIVISION
Division
5940 Recycling $ 293,864 $ 354,837 $ 186,052 $(168,785) -48%
T. _ All Diutsfon$ .._..._ .i:29.31164—$:354..8 186.052 $!168:785) (_r
Fund
640 Solid Waste Fund $ 293,864 $ 354,837 $ - $ 186,052 $(168,785) -48%
City Manager's Recommended Budget FY10 179 City of Bozeman,Montana
SOLID WASTE RECYCLING
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 09 FY10
Actual Actual Budgeted Actual Pro-
jected
Commercial Cardboard(Tons) 1566 1600 *586 433 467
Number of Collection Vehicles 1 1.5 1.5 2
1.5 7
*Cardboard at drop-off sites transfers to Gallatin County Solid Waste District
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 09 FY10
Actual Actual Budgeted Actual Pro-
jected
Total#of Tons of recyclables
diverted from being landfilled 6425 6612 6,750 *2846 0
(City&Headwaters)
Total#of Tons of recyclables 0 0 0 ***11 ***137
collected curbside program)
Total#of Tons of Compost 336 369 369 **39
Collected by the City **375 0 7
*The Headwaters drop-off sites transfers to Gallatin County Solid Waste District Jul 1,2008
**This is an estimate,landfill scale is not operable
***Curbside collection program started Dec 1,2008(collecting cardboard,paper,plastics,cans)with 183 customers signed up
and
has grown to 647 customers as of Mar 1,2009 and continues to grow
Note: Curbside Recycling Program averages approximately 15 pounds of recyclables per customer per week(at current market
prices this equates to approximately 32 cents per customer per week in revenue.
City Manager's Recommended Budget FY10 180 City of Bozeman,Montana
VEHICLE MAINTENANCE
PROGRAM DESCRIPTION
The vehicle maintenance budget unit accounts for the costs of repairing and maintaining vehi-
cles of city departments.
The vehicle maintenance staff consists of three full-time mechanics that are responsible for
keeping the city vehicles in proper working condition.
The vehicle maintenance budget unit operates under an internal service fund. Charges are
assessed against departments which have vehicles repaired. The receipts are deposited in
the vehicle maintenance fund and used to support salary and operating costs.
The goal of the vehicle maintenance division is to maintain vehicles and equipment in good
running condition, which will enable department personnel to perform their daily assignments
safer and without delay due to mechanical failure or breakdown. The division also emphasizes
the importance of having a well-structured preventative maintenance program online for all
equipment and vehicles.
The Vehicle Maint. Dept. also administers the waste oil and used antifreeze program free of
charge to the public.
MAJOR OBJECTIVES
• To maintain a sound preventive maintenance program for city vehicles.
• To ensure those departmental requests to maintain city vehicles in good operating condi-
tion are satisfied.
• To maintain and utilize a sound vehicle management program including inventory, vehicle
status and operating statistics, and replacement schedules.
• To maintain accurate city vehicle maintenance records (service orders) in an efficient and
easily accessible manner.
• To manage and assist customers with the used waste oil and antifreeze station.
FY 09 BUDGET HIGHLIGHTS
• Maintained high quality of repairs and keep comebacks at less than 1%.
• ASE certification of all mechanics with 2 mechanics attaining Master Technician
FY 10 ANTICIPATED ACCOMPLISHMENTS
• Complete construction of new Vehicle Maintenance Shop at City's lower yards.
• Repair and maintain City's fleet of over 400 vehicles and equipment.
• Dispose of over 9,000 gallons of used motor oil from residents.
• Dispose of over 400 gallons of used antifreeze from residents.
• Utilize preventative maintenance program for servicing vehicles.
• Continue to burn our waste oil in our furnace to supplement our heating and help keep the utility costs lower.
City Manager's Recommended Budget FY10 181 City of Bozeman,Montana
VEHICLE MAINTENANCE
FY08 FY09 FY09 FY10 DOLLAR
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents 4.00 4.00 4.00 0%
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ 163,668 $ 168,170 $ 170,273 $ 2,103 1%
1200-1299 Benefits 67,216 69,252 69,540 288 0%
2000-7599 Operating 364,848 409,503 384,492 (25,011) -6%
8000-8999 Capital 25,280 2,700 - (2,700) -100%
9000-9699 Debt Service - -
9900-9999 Transfers
Total All Categories $ 621,012 $ 649,625 $ - $ 624,305 $ (25,320) -4%
EXPENDITURES BY DIVISION ....
Division
6010 Vehicle Maintenance $ 621,012 $ 649,625 $ - $ 624,305 $ (25,320) -4%
Tota!_Allrplvlsion5, $..621,012-::$>649,625. $. :.:.$.. .624 305 $_(25,32I}1
immonommumiimmuinim
Fund
710 Vehicle Maintenance Fund $ 621,012 $ 649,625 $ - $ 624,305 $ (25,320) -4%
ru Total All Fonda
City Manager's Recommended Budget FYI 0 182 City of Bozeman,Montana
VEHICLE MAINTENANCE
PERFORMANCE MEASURERS
Effectiveness Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Pro- Budgeted
jected
Percentage of Repair/Maintenance
work Orders completed within_days
of receipt:(Target—95%)
--Light Equipment 4 days
--Heavy E4uipment 7 days 95% 95% 95% 95% 95%
Percentage of Returns
for Rework(Tartlet<0.5% <0.5% .53% .5% .5% ( .5%
Percentage of Mechanics Certified I 100% I 67% 67% 100% I 100%
Percentage of Waste Oil Customers
Attended to complete 100% 100% I 100% 100% 100%
Percentage of Emergency Repairs
Responded to within 24 hours of
Notification(Target—24 hours) 90% 93% 1 95% 95% 95%
Respond to Service Requests(oil
change&lube)within 2 work days
(Target—90% 90% 70% I 75% l 85% 85%
Preventative Maintenance Program
complete for City Fleet 100% 100% I 100% 100% 100%
Percentage of Fleet Operational Time
by Department(Target—95%)
--Street 99% 95% 95% 95% 95%
--Water/Sewer 99% 98% 98% 98% 98%
--Police 99% 92% 95% 95% 95%
--Park/Cemetery 99% 92% 95% 95% 95%
--Sanitation 99% 80% 83% 83% 90%
Efficiency Measurers Standard FY 07 FY 08 FY 09 FY 10
Actual Actual Pro- Budgeted
jected
Waste Oil Customers Attended to within I I I I I
(Target 5 minutes) 5 <5 <5 <5 <5
Waste Oil Attendant Disposal
(#of gallons dumped ger day 33 45 38 40 40
Average Number Work Orders
processed per Mechanic labor-hour
(Target—0.4 per hour) 0.4 0.31 0.3 0.3 0.3
Number of Vehicles/Equipment per
Mechanic 50 150 153 160 160
I I I I I I
Average Number of Mechanic-hours
per Repair Varies 2.0 2.0 2.0 2.25
Major/minor Repairs Completed 100% 100% 100% I 100% i 100% I
Preventative Maintenance Orders Processed I 100% 65% 70% 70% 75% I
City Manager's Recommended Budget FY10 183 City of Bozeman,Montana
VEHICLE MAINTENANCE
WORKLOAD INDICATORS
WORKLOAD INDICATOR FY 07 FY 08 FY 09 FY 10
Actual Actual Projected Budgeted
City Fleet—Number of Vehicles
&Equipment (approximate) 450 460 470 470
Work Orders Processed 1070 974 1000 1000
Service Jobs(Oil Changes,etc.) 130 112 120 120
Major Engine Overhauls 1 0 0 0
-Nrransmission/Rear-end Repairs I 12 I 6 20 20
Other Major Equipment Repairs I 20 I 20 20 25
Gallons of Used Antifreeze Disposed I 363 I 400 529 400
Gallons of Oil Disposed I 10000 I 9350 9000 9000
*A majority of the Service Jobs (Oil Changes)are being contracted out to be able to complete more of
the preventive maintenance schedules and essential equipments' breakdowns.
City Managers Recommended Budget FYI0 184 City of Bozeman,Montana
OTHER INDEX
NON-DEPARTMENTAL PAGE 214
GENERAL OBLIGATION BONDS DEBT SERVICE 217
SID REVOLVING FUND 219
SID BONDS DEBT SERVICE 220
City Manager's Recommended Budget FY10 213 City of Bozeman,Montana
NON-DEPARTMENTAL
PROGRAM DESCRIPTION
The non-departmental program accounts for expenditures that are not associated with
a specific city department. Examples include insurance premiums paid by the city,
costs of leave pay-outs for terminating employees, contingency funds, etc.
MAJOR OBJECTIVE
To accurately budget and account for non-departmental costs.
City Manager's Recommended Budget FY10 214 City of Bozeman,Montana
NON-DEPARTMENTAL
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ - $ - $ - $ - 0%
1200-1299 Benefits - - - -
2000-7599 Operating 4,025,964 5,118,918 (7,340) 4,982,096 (129,482) -3%
8000-8999 Capital 1,301,531 - - -
9000-9699 Debt Service -
9900-9999 Transfers 3,313,866 3,974,180 208,720 4,677,588 494,688 12%
Total All Categories $ 8,641,361 $ 9,093,098 $ 201,380 $ 9,659,684 $ 365,206 4%
EXPENDITURES BY DIVISION.",''---,--,:',---, :i.:;=;-'-';::.q' :.... . .. ...._
Division
8910 Insurance $ 3,803,689 $ 3,468,740 $ 3,193,893 $ (274,847) -8%
8920 City Band 6,000 6,000 6,000 $ - 0%
8940 Other/Contingencies 68,482 1,570,000 (8,840) 1,700,000 $ 138,840 9%
8960 Transfers 3,313,866 3,974,180 208,720 4,677,588 $ 494,688 12%
8970 Senior Transportation 68,711 74,178 76,403 $ 2,225 3%
8980 General 1,380,613 - 1,500 5,800 $ 4,300 287%
Total All;Divisions _ .$ 8,641.361 $ 9.093,098 $..201,380 . $ 9,659,684. $ 365,206 : 4%
Fund
010 General Fund $ 953,540 $ 2,642,643 $ 201,380 $ 3,374,174 $ 530,151 19%
103 Permissive Medical Levy Fund 1,523,464 1,803,267 1,853,073 $ 49,806 3%
104 Liability Insurance Fund 384,705 413,040 424,662 $ 11,622 3%
105 PERS Pension Fund 381,867 413,713 425,340 $ 11,627 3%
106 Police Pension Fund 416,319 428,626 442,749 $ 14,123 3%
107 Fire Pension Fund 224,549 295,434 303,361 $ 7,927 3%
129 Special Projects 30,873 - - $ - 0%
131 Beautification of Bozeman 3,759 - 5,800 $ 5,800 100%
175 Senior Transportation 68,711 74,178 76,403 $ 2,225 3%
185 Insurance Proceeds - 232,000 - $ (232,000) -100%
558 City Flail Remodel 1,304,802 - - $ - 0%
720 Employee Health Insurance 3,321,921 2,790,197 2,754,122 $ (36,075) -1%
860-881. Pass Thro Arts Grants 26,851 - -$ - 0%
'093.09S $ 2013P0 $ 9.69.684 $ 365.206 1Pki
City Manager's Recommended Budget FY10 215 City of Bozeman,Montana
NON-DEPARTMENTAL
FY 10 BUDGET HIGHLIGHTS
The budaet includes the followina general fund items:
• General fund contribution to the band $6,000.
• Contingency appropriation $150,000.
• Transfer to Police & Fire (state contributions to retirement systems) $1,550,000.
The budget includes the followina Special Revenue Fund items:
• Transfer from Permissive Medical Levy Fund to the General Fund $1,853,073.
• Transfer from the PERS Special Revenue Fund to the General Fund $425,340.
• Transfer from the Police Pension Special Revenue Fund to the General Fund
$442,749.
• Transfer from the Fire Pension Special Revenue Fund to the General Fund
$303,631.
• Transfer from the Liability Insurance Special Revenue Fund to the General Fund
$424,662.
• Mill levy for senior transportation $76,403.
The budget includes the following Health Medical Insurance Fund items:
• Appropriation authority of$2,754,122 for health/medical claims and an adminis-
trative cost allocation.
City Manager's Recommended Budget FY10 216 City of Bozeman,Montana
G.O. BONDS DEBT SERVICE
PROGRAM DESCRIPTION
The General Obligation Bond division accounts for debt service payments associated
with the transportation general obligation bonds.
The $5 million transportation general obligation bonds were sold on April 4, 1995.
The first series of library general obligation bonds were sold in December 2002. The
second library general obligation bonds were sold in April 2003. Both series were part
of the voter-approved levy that was approved in November 2002.
MAJOR OBJECTIVES
• To accurately account for principal and interest payments on general obligation
bonds.
• To maintain adequate fund balance levels in the two debt service funds.
FY 08 BUDGET HIGHLIGHTS
• The transportation bonds will be paid off on July 2014
• The 1st series library bonds will be paid off on July 2021.
• The 2nd series library bonds will be paid in fill in July 2021.
City Manager's Recommended Budget FY10 217 City of Bozeman,Montana
G.O. BONDS DEBT SERVICE
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime $ - 0%
1200-1299 Benefits - 0%
2000-7599 Operating 9,184 - - 0%
8000-8999 Capital - 0%
9000-9699 Debt Service 721,920 732,202 731,622 (580) 0%
9900-9999 Transfers
Total All Categories $ 731,104 $ 732,202 $ - $ 731.622 $ (580) 0%
'EXPENDITURES BY DIVISION
Division
9310 G.O.Bonds $ 731,104 $ 732,202 $ 731,622 $ (580) 0%
•
TotatAli Uivrsiori;s 4.,73:1.104 $:.732.202 .-$ - , $...:.: 731:022.$ . 4 '4
Fund
301 Library Bonds $ 312,760 $ 316,886 $ - $ 315,486 $ (1,400) 0%
302 Transportation Bonds 418,344 415,316 416,136 $ 820 0%
City Manager's Recommended Budget FY10 218 City of Bozeman, Montana
SID REVOLVING FUND
PROGRAM DESCRIPTION
The SID Revolving Fund was established pursuant to Section 7-12-4221 MCA. This
law states in part: "The Council or commission of any city or town which has heretofore
created or may hereafter create any special improvement district or districts for any
purpose may in its discretion create, establish, and maintain by ordinance a fund to be
known and designated as the special improvement district revolving fund in order to
secure prompt payment of any special improvement district bonds or sidewalk, curb,
and alley approach warrants issued in payment of improvement made therein and the
interest thereon as it becomes due."
MAJOR OBJECTIVES
• To secure prompt payment of any special improvement district bonds or sidewalk,
curb, and alley approach warrants issued in payment of improvements made
therein and the interest thereon as it becomes due.
• To meet the requirements of state law.
City Manager's Recommended Budget FY10 219 City of Bozeman,Montana
SID REVOLVING FUND
FY08 FY09 FY09 FY10 DOLLAR
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY CATEGORY
category
1000-1199 Salaries&Overtime $ -
1200-1299 Benefits
2000-7599 Operating - -
8000-8999 Capital -
9000-9699 Debt Service - -
9900-9999 Transfers
Total All Categories $ - $ - $ - $ - $ _
EXPENDITURES BY DIVISION >
Division
9510 SID Bonds Principal $ _
T tall Ali Divisions $ $...., :.._: - $- $ $.
` EI ii R BSC Ez' #[ ry
Fund
300 S.I.D.Revolving Fund $ - $ - $ - $ - $ -
City Manager's Recommended Budget FY10 220 City of Bozeman,Montana
SID & TIF BONDS DEBT SERVICE
PROGRAM DESCRIPTION
The Special Improvement District (SID) & Tax Increment Finance (TIF) bond budget
unit is used to account for the payments of principal and interest on the various special
improvement district and sidewalk bonds.
Section 7-12-4102 MCA authorizes the city to create special improvement districts and
7-12-4206 authorizes the payment to be made from the fund.
The city issues special improvement district bonds, assesses property taxpayers for
the costs, collects the assessments, and in turn retires the bonds and pays the related
interest expense.
MAJOR OBJECTIVES
• To accurately account for principal and interest payments on SID &TIF Bonds
FY 10 BUDGET HIGHLIGHTS
• The budget includes appropriation authority necessary for the anticipated repay-
ment of SID & TIF bonds principal and interest.
City Manager's Recommended Budget FY1D 221 City of Bozeman,Montana
SID & TIF BONDS DEBT SERVICE
FY08 FY09 FY09 FY10 DOLLAR %
ACTUALS APPROVED AMEND CM REC CHANGE CHANGE
Staffing: Full-Time Equivalents - - -
EXPENDITURES BY CATEGORY
Category
1000-1199 Salaries&Overtime
1200-1299 Benefits
2000-7599 Operating 90,175
8000-8999 Capital
9000-9699 Debt Service 1,830,617 1,916,222 1,916,222- 0%
9900-9999 Transfers
Total All Categories $ 1.920,792 $1.916,222 $ - $ 1,916,222- 0%
EXPENDITURES BY DIVISION
Division
9710 SID Bonds $ 1,504,269 $1,500,000 $ 1,500,000- 0%
9720 TIF Bonds 416,523 416,222 416,222-
Total All Divisions $ 1,920,792 .$t,916,222: _ $. .:1,916.222• 0%.
Fund - -. ....._ .._.._,..
310...444 S.I.D.Bond Funds $ 1,504,269 $1,500,000 $ - $ 1,500,000- 0%
305 Downtown TIF Bonds 416,523 416,222 416,222-
City Manager's Recommended Budget FY10 222 City of Bozeman,Montana
APPENDIX INDEX
CAPITAL EXPENDITURES SUMMARY PAGE 224
WATER & WASTEWATER RATE INCREASES 225
US CONSUMER PRICE INDEX 226
TRANSPORTATION GO BOND DEBT SCHEDULE 227
LIBRARY GO BOND #1 DEBT SERVICE SCHEDULE 228
LIBRARY GO BOND #2 DEBT SERVICE SCHEDULE 229
LYMAN CREEK #1 & #2 REVENUE BOND SCHEDULE 230
DOWNTOWN TAX INCREMENT BOND SCHEDULE 231
GLOSSARY OF KEY TERMS 232
City Manager's Recommended Budget FY10 223 City of Bozeman, Montana
FY10 Recommended Capital Expenditures
** Note: Some Capital Projects are budged as "Contracted Services"and don't appear on this list.
Information Technology Computer Hardware: Switch Replacements 25,000
Computer Software : Server Licenses 12,600
Computer Software : Desktop Licenses 9,000
Cisco Management Console 6,000
Police Patrol Vehicle Replacement Program 48,880
Mobile Data Terminals 18,000
Fire Mobile Data Terminals 15,000
Training Facility 74,880
Cemetery Flex Fuel Pickup Truck (replacement) 25,000
Mower Replacement Program 13,000
Parks Flex Fuel Pickup Trucks (replacement) 50,000
Park Improvement Grants 100,000
Library Radio Frequency Materials System 134,000
Recreation Swim Center UV Disinfection System 55,000
Streets Overlay Project (Thompson Addition area) 300,000
Pedestiran Ramps 25,000
Thermoplastice Lane Marking Upgrades 25,000
Curb/Gutter/Sidewalk Replacements 50,000
2 Street Sweepers (MACI program purchases) 45,000
2 Graders (lease) 50,000
Bike Lane Sweeper(lease) 25,000
Median & Boulevard Mtc 30,000
Bike Lane Improvements 25,000
Small Equipment Cover 5,000
Forestry Chip Truck 70,304
Computer Hardware 8,000
Office Equipment& Furniture 6,900
Shop Complex 100,000
Street Impact Fees Right of Way Acquisition 100,000
Durston Road 500,000
Water Plant Plant Design & Engineering 901,668
Sourdough Creek Dam (FY08 CIP) 50,000
Water Operations Shops Complex 451,600
Lyman Creek Water Main Imps (Share) 33,000
Insulation of Lower Yards Building 12,500
Water Impact Fees Plant Design & Engineering 392,643
Lyman Creek Intake Improvements (FY08 CIP) 500,000
Wastewater Operations Dump Truck 93,600
Shops Complex 451,600
Insulation of Lower Yards Building 12,500
Wastewater Plant WRF Plant Construction 14,066,324
Wastewater Impact Fees WRF Plant Construction 4,725,000
Solid Waste Collection Flex Fuel Truck 25,000
Landfill Addition (FY08 & FY09 CIP) 300,000
TOTAL 23,966,999
City Manager's Recommended Budget FY10 224 City of Bozeman,Montana
Nater & Wastewater Utility Rate Increases (Decreases) I
(Calendar Year Water Rates Wastewater Rates'
11989 7.0% 12.0%
11990 6.5%1 10.5%
11991 I 4.5%1 9.0%
1992 1 -I -
1993 I -1 9.5%
1994 I 5.0%1 9.5%
1995 - 12.0%
1996 4.0% 4.0%
1996 Surcharge - 25.0%
1997 - -
1998 Surcharge - 20.0%
1998 3.0% 3.0%
1999 7.0% 28.0%
2000 3.0% -
2001 7.0% 3.0%
2002 - -
2003 6.0% -
2004
2005 10.0% 15.0%1
12006 10.0% 10.0%1
12007 I - 5.0%1
2008 - 9.0%1
12009 RECOMMENDED I 3.2%I 10.2%1
City Manager's Recommended Budget FY10 225 City of Bozeman,Montana
US CONSUMER PRICE INDEX
The City uses the Consumer Price index as a general gauge of price inflation.
Consumer Price Index-All Items, Unadjusted, Urban Consumers (CPI-U)
Source: Bureau of Labor Statistics, US Dept of Labor
Year Ending December, CPI-U % Change
1998 166.8 1.6%
1999 169.4 2.7%
2000 174.0 3.4%
2001 I 176.7 1.6%
2002 180.9 2.4%
2003 184.3 I 1.9%
2004 190.3 3.3%
2005 196.8 3.4%
2006 I 201.8 I 2.5%
2007 210.0 I 4.1%
2008 210.2 I 0.1%
The City's Living Wage Ordinance bases increase on the CPI-U for Western States.
Consumer Price Index, WESTERN STATES-All Items, Unadjusted, Urban Con-
sumers (CPI-U), Source: Bureau of Labor Statistics, US Dept of Labor
ANNUAL CPI-U Western % Change
1998 164.4 1.9%
1999 168.9 2.7%
I 2000 174.8 3.5%
I 2001 181.2 3.7%
I 2002 184.7 1.9%
I 2003 I 188.6 2.1%
2004 193.0 2.3%
2005 198.9 3.1%
2006 I 205.7 3.4%
2007 I 212.2 3.2%
I 2008 I 219.6 3.5%
City Manager's Recommended Budget FY10 226 City of Bozeman,Montana
CITY OF BOZEMAN
TRANSPORTATION G.O. BONDS REFUNDING
DEBT SERVICE SCHEDULE
Payment Principal Interest Interest Semi-Annual Principal
Date Payment Rate Payment Payment Balance
April 15, 2003 $3,480,000
July 1,2003 $41,235 $41,235 3,480,000
January 1, 2004 49,483 49,483
July 1,2004 49,483 49,483 3,480,000
January 1, 2005 49,483 49,483
July 1,2005 $280,000 1.300 49,483 329,483 3,200,000
January 1, 2006 47,663 47,663
July 1,2006 310,000 1.700 47,663 357,663 2,890,000
January 1, 2007 45,028 45,028
July 1,2007 315,000 2.100 45,028 360,028 2,575,000
January 1, 2008 41,720 41,720
July 1,2008 325,000 2.500 41,720 366,720 2,250,000
January 1, 2009 37,658 37,658
July 1,2009 340,000 2.700 37,658 377,658 1,910,000
January 1, 2010 33,068 33,068
July 1,2010 350,000 3.150 33,068 383,068 1,560,000
January 1, 2011 27,555 27,555
July 1,2011 365,000 3.300 27,555 392,555 1,195,000
January 1, 2012 21,533 21,533
July 1,2012 385,000 3.450 21,533 406,533 810,000
January 1, 2013 14,891 14,891
July 1,2013 395,000 3.600 14,891 409,891 415,000
January 1, 2014 7,781 7,781
July 1,2014 415,000 3.750 7,781 422,781 0
TOTALS $3,480,000 $792,955 $4,272,955
City Manager's Recommended Budget FY10 227 City of Bozeman,Montana
CITY OF BOZEMAN
G. O. BOND-LIBRARY#1
DEBT SERVICE SCHEDULE
Payment Principal Interest Interest Semi-Annual Principal
Date Payment Rate Payment Payment Balance
January 1, 2002 $2,315,000
July 1, 2002 $59,130 $59,130 2,315,000
January 1, 2003 50,683 50,683
July 1, 2003 $85,000 3.500 50,683 135,683 2,230,000
January 1, 2004 49,195 49,195
July 1, 2004 90,000 3.500 49,195 139,195 2,140,000
January 1, 2005 47,620 47,620
July 1, 2005 90,000 3.750 47,620 137,620 2,050,000
January 1, 2006 45,933 45,933
July 1, 2006 95,000 4.000 45,933 140,933 1,955,000
January 1, 2007 44,033 44,033
July 1, 2007 95,000 4.000 44,033 139,033 1,860,000
January 1, 2008 42,133 42,133
July 1, 2008 100,000 4.000 42,133 142,133 1,760,000
January 1, 2009 40,133 40,133
July 1, 2009 105,000 4.000 40,133 145,133 1,655,000
January 1, 2010 38,033 38,033
July 1, 2010 110,000 4.000 38,033 148,033 1,545,000
January 1, 2011 35,833 35,833
July 1, 2011 110,000 4.100 35,833 145,833 1,435,000
January 1, 2012 33,578 33,578
July 1, 2012 115,000 4.250 33,578 148,578 1,320,000
January 1, 2013 31,134 31,134
July 1, 2013 120,000 4.300 31,134 151,134 1,200,000
January 1, 2014 28,554 28,554
July 1, 2014 125,000 4.400 28,554 153,554 1,075,000
January 1, 2015 25,804 25,804
July 1, 2015 135,000 4.500 25,804 160,804 940,000
January 1, 2016 22,766 22,766
July 1, 2016 140,000 4.600 22,766 162,766 800,000
January 1, 2017 19,546 19,546
July 1, 2017 145,000 4.750 19,546 164,546 655,000
January 1, 2018 16,103 16,103
July 1, 2018 150,000 4.800 16,103 166,103 505,000
January 1, 2019 12,503 12,503
July 1, 2019 160,000 4.900 12,503 172,503 345,000
January 1, 2020 8,583 8,583
July 1, 2020 170,000 4.950 8,583 178,583 175,000
January 1, 2021 4,375 4,375
July 1, 2021 175,000 5.000 4,375 179,375 0
TOTALS $2,315,000 $1,252,202 $3,567,202
City Manager's Recommended Budget FY10 228 City of Bozeman,Montana
CITY OF BOZEMAN
G. O. BOND-LIBRARY#2
DEBT SERVICE SCHEDULE
Payment Principal Interest Interest Semi-Annual Principal
Date Payment Rate Payment Payment Balance
April 15, 2003 $1,685,000
July 1, 2003 $24,159 $24,159 1,685,000
January 1, 2004 28,991 28,991
July 1, 2004 $65,000 1.250 28,991 93,991 1,620,000
January 1, 2005 28,585 28,585
July 1, 2005 70,000 1.300 28,585 98,585 1,550,000
January 1, 2006 28,130 28,130
July 1, 2006 70,000 1.700 28,130 98,130 1,480,000
January 1, 2007 27,535 27,535
July 1, 2007 75,000 2.100 27,535 102,535 1,405,000
January 1, 2008 26,748 26,748
July 1, 2008 75,000 2.500 26,748 101,748 1,330,000
January 1, 2009 25,810 25,810
July 1, 2009 80,000 2.750 25,810 105,810 1,250,000
January 1, 2010 24,710 24,710
July 1, 2010 80,000 3.150 24,710 104,710 1,170,000
January 1, 2011 23,450 23,450
July 1, 2011 90,000 3.250 23,450 113,450 1,080,000
January 1, 2012 21,988 21,988
July 1, 2012 90,000 3.500 21,988 111,988 990,000
January 1, 2013 20,413 20,413
July 1, 2013 95,000 3.650 20,413 115,413 895,000
January 1, 2014 18,679 18,679
July 1, 2014 100,000 3.750 18,679 118,679 795,000
January 1, 2015 16,804 16,804
July 1, 2015 95,000 4.000 16,804 111,804 700,000
January 1, 2016 14,904 14,904
July 1, 2016 105,000 4.000 14,904 119,904 595,000
January 1, 2017 12,804 12,804
July 1, 2017 110,000 4.200 12,804 122,804 485,000
January 1, 2018 10,494 10,494
July 1, 2018 115,000 4.250 10,494 125,494 370,000
January 1, 2019 8,050 8,050
July 1, 2019 120,000 4.300 8,050 128,050 250,000
January 1, 2020 5,470 5,470
July 1, 2020 120,000 4.350 5,470 125,470 130,000
January 1, 2021 2,860 2,860
July 1, 2021 130,000 4.400 2,860 132,860 0
TOTALS $1,685,000 $717,004 $2,402,004
City Manager's Recommended Budget FYI0 229 City of Bozeman,Montana
CITY OF BOZEMAN
LYMAN CREEK WATER REVENUE BONDS
DEBT SERVICE SCHEDULE
PHASE II
Payment Principal Interest Semi-Annual Principal
Date Payment Payment Payment Balance
$316,712
November 23,1996 $7,272 $7,759 $15,031 309,441
May 23, 1997 7,450 7,581 15,031 301,991
November 23,1997 7,632 7,399 15,031 294,359
May 23, 1998 7,819 7,212 15,031 286,539
November 23,1998 8,011 7,020 15,031 278,528
May 23, 1999 8,207 6,824 15,031 270,321
November 23,1999 8,408 6,623 15,031 261,913
May 23, 2000 8,614 6,417 15,031 253,299
November 23,2000 8,825 6,206 15,031 244,474
May 23, 2001 9,041 5,990 15,031 235,432
November 23,2001 9,263 5,768 15,031 226,169
May 23, 2002 9,490 5,541 15,031 216,679
November 23,2002 9,722 5,309 15,031 206,957
May 23, 2003 9,961 5,070 15,031 196,996
November 23,2003 10,205 4,826 15,031 186,792
May 23, 2004 10,455 4,576 15,031 176,337
November 23,2004 10,711 4,320 15,031 165,626
May 23, 2005 10,973 4,058 15,031 154,653
November 23,2005 11,242 3,789 15,031 143,411
May 23, 2006 11,517 3,514 15,031 131,893
November 23,2006 11,800 3,231 15,031 120,094
May 23, 2007 12,089 2,942 15,031 108,005
November 23,2007 12,385 2,646 15,031 95,620
May 23, 2008 12,688 2,343 15,031 82,932
November 23,2008 12,999 2,032 15,031 69,932
May 23, 2009 13,318 1,713 15,031 56,615
November 23,2009 13,644 1,387 15,031 42,971
May 23, 2010 13,978 1,053 15,031 28,992
November 23,2010 14,321 710 15,031 14,672
May 23, 2011 14,672 359 15,031 0
TOTALS $316,712 $134,220 $450,932
City Manager's Recommended Budget FY10 230 City of Bozeman,Montana
CITY OF BOZEMAN
DOWNTOWN TAX INCREMENT BONDS
DEBT SERVICE SCHEDULE
PAYMENT PRINCIPAL PAYMENT PRINCIPAL
DATE PRINCIPAL INTEREST BALANCE DATE PRINCIPAL INTEREST BALANCE
6,270,000 July 1, 240,000 92,051 3,525,000
July 1, 2008 270,000 73,111 6,000,000 January 1, 2022 92,051
January 1, 2009 73,111 July 1, 250,000 86,651 3,275,000
July 1, 150,000 137,644 5,850,000 January 1, 2023 86,651
January 1, 2010 137,644 July 1, 260,000 80,901 3,015,000
July 1, 155,000 134,644 5,695,000 January 1, 2024 80,901
January 1, 2011 134,644 July 1, 275,000 74,791 2,740,000
July 1, 160,000 131,544 5,535,000 January 1, 2025 74,791
January 1, 2012 131,544 July 1, 290,000 68,191 2,450,000
July 1, 165,000 128,344 5,370,000 January 1, 2026 68,191
January 1, 2013 128,344 July 1, 300,000 61,014 2,150,000
July 1, 175,000 125,044 5,195,000 January 1, 2027 61,014
January 1, 2014 125,044 July 1, 315,000 53,589 1,835,000
July 1, 180,000 121,544 5,015,000 January 1, 2028 53,589
January 1, 2015 121,544 July 1, 330,000 45,793 1,505,000
July 1, 190,000 117,944 4,825,000 January 1, 2029 45,793
January 1, 2016 117,944 July 1, 350,000 37,625 1,155,000
July 1, 195,000 114,144 4,630,000 January 1, 2030 37,625
January 1, 2017 114,144 July 1, 365,000 28,875 790,000
July 1, 205,000 110,244 4,425,000 January 1, 2031 28,875
January 1, 2018 110,244 July 1, 385,000 19,750 405,000
July 1, 210,000 106,144 4,215,000 January 1, 2032 19,750
January 1, 2019 106,144 July 1, 405,000 20,250 -
July 1, 220,000 101,786 3,995,000
January 1, 2020 101,786 TOTAL Principal $6,270,000
July 1, 230,000 97,111 3,765,000 TOTAL Interest Paid $4,317,196
January 1, 2021 97,111
City Manager's Recommended Budget FY10 231 City of Bozeman,Montana
GLOSSARY OF KEY TERMS
ACCRUAL BASIS A basis of accounting in which transactions are recognized at the
time they are incurred, as opposed to when cash is received or
spent.
AMERICAN RECOVERY& Federal legislation signed in early 2009. Commonly referred to as
REINVESTMENT ACT the"Stimulus Bill" or"stimulus."
(ARRA)
APPROPRIATION Legal authorization granted by City Commission to make expendi-
tures and incur obligations.
ARRA See"American Recovery& Reinvestment Act"
ASSESSED VALUATION A value that is established for real and personal property for use as
a basis for levying property taxes. (For the City of Bozeman, Prop-
erty values are established by the Montana Department of Reve-
nue.)
ASSET Resources owned or held by a government which have monetary
value.
AVAILABLE
(UNDESIGNATED)
FUND BALANCE Refers to the funds remaining from the prior years which are avail-
able for appropriation and expenditure in the current year.
BOND A written promise to pay a sum of money on a specific date at a
specified interest rate. The most common types of bonds are gen-
eral obligation, revenue, and special assessment district bonds.
These are most frequently used for construction of large capital
projects such as buildings, streets, and water and waste water
lines.
BOND RATING An evaluation of a bond issuer's credit quality and perceived ability
to pay the principal and interest on time and in full.
BOND REFINANCING The payoff and re-issuance of bonds, to obtain better interest rates
and/or bond conditions.
BUDGET Plan of financial operation, embodying an estimate of proposed
expenditures for a given period (City of Bozeman's budget is for a
fiscal year July 1—June 30) and the proposed means of financing
them. Upon approval by Commission, the appropriation ordinance
is the legal basis for incurring expenditures.
BUDGET AMENDMENT A procedure to revise the appropriation ordinance through action
by the City Commission.
City Manager's Recommended Budget FY10 232 City of Bozeman, Montana
BUDGET CALENDAR The schedule of key dates or milestones which the City follows in
the preparation, adoption, and administration of the budget.
BUDGET MESSAGE The opening section of the budget which provides the City Corn
mission and the public with a general summary of the most impor
-tant aspects of the budget, changes from the current and previous
fiscal years, and recommendations regarding the financial policy for
the upcoming period.
BUDGETARY BASIS This refers to the form of accounting utilized throughout the budget
process. These generally take on of three forms: GAAP, Cash,
and Modified Accrual.
BUDGETARY CONTROL The control or management of a government or enterprise in accor-
dance with an approved budget for the purpose of keeping expen-
ditures within the limitations of available appropriations and avail-
able revenues.
CAPITAL BUDGET The Capital Budget comprises the capital improvements that are
funded in the current budget year.
CAPITAL EXPENDITURES The item has a unit cost over$5,000, benefits future periods, has a
normal useful life of 1 year or more, has an identity that does not
change with use (i.e., retains its identity throughout its useful life),
and s identifiable and can be separately accounted for. Improve-
ments to existing assets must add life and value to be included as
a capital item.
CAPITAL IMPROVEMENTS Expenditures related to the acquisition, expansion, or rehabilitation
of an element of the government's physical plant; sometimes re-
ferred to as infrastructure.
CAPITAL IMPROVEMENTS
PROGRAM (CIP) A plan for capital expenditures needed to maintain, replace, and
expand the City's heavy equipment and public infrastructure (for
example streets, parks, buildings, etc.) The CIP projects these
capital equipment and infrastructure needs for a set number of
years (5 years for City of Bozeman's Program) and is updated an-
nually to reflect the latest priorities, cost estimates and changing
financial estimates or strategies. The first year of the adopted CIP
becomes the basis of the City's capital budget.
CAPITAL OUTLAY Items that cost more than $5,000 and have a useful life of one year
or more.
CAPITAL PROJECT New facility, technology system, land or equipment acquisition, or
improvements to existing facilities beyond routine maintenance.
Capital projects are included in the CIP and become fixed assets.
City Manager's Recommended Budget FY10 233 City of Bozeman,Montana
CASH BASIS A basis of accounting in which transactions are recognized only
when cash is increased or decreased.
CDBG Community Development Block Grant.
CIP See Capital Improvement Program.
CONTINGENCY A budgetary reserve set aside for emergencies or unforeseen ex-
penditures not otherwise budgeted.
CONTRACTED SERVICES Expenditures for services performed by firms, individuals, not other
city departments.
DEBT LIMIT The maximum amount of gross or net debt which is legally permit-
ted.
DEBT RATIO Ratios which provide a method of assessing debt load and the abil-
ity to repay debt which plays a part in the determination of credit
ratings. They are also used to evaluate the City's debt position
over time and against its own standards and policies.
DEBT SERVICE Payment of principal and interest related to long term loans or
bonds.
DEBT SERVICE FUND A fund established to account for the accumulation of resources
for, and the payment of, general long-term debt principal and inter-
est.
DEBT SERVICE FUND
REQUIREMENT The amounts of revenue which must be provided for a Debt Ser-
vice Fund so that all principal and interest payments can be made
in full on schedule.
DEFICIT The excess of an entity's liabilities over its assets or the excess of
expenditures over revenues during a single accounting period.
DEPARTMENT A major administrative division of the City which indicates overall
management responsibility for an operation or a group of related
operations within a functional area.
DEPRECIATION Expiration in the service life of fixed assets, attributable to wear and
tear, deterioration, action of physical elements, inadequacy, and
obsolescence.
DESTINGUISHED BUDGET
PRESENTATION AWARDS
PROGRAM A voluntary awards program administered by the Government Fi-
nance Officers Association to encourage governments to prepare
effective budget documents.
City Manager's Recommended Budget FY10 234 City of Bozeman, Montana
DIVISION A group of homogenous cost centers within a department.
ENTERPRISE FUND A fund established to account for operations that are financed and
operated in a manner similar to private business enterprises -
where the intent of the governing body is that the costs (expenses,
including depreciation) of providing goods or services to the gen-
eral public on a continuing basis be financed or recovered primarily
through user charges.
ESTIMATE The most recent prediction of current year revenue and expendi-
tures. Estimates are based upon many months of actual expendi-
ture and revenue information and are prepared to consider the im-
pact of unanticipated costs or other economic changes.
ESTIMATED REVENUE The amount of projected revenue to be collected during the fiscal
year.
EXPENDITURES Decreases in net financial resources.
FISCAL YEAR The time period signifying the beginning and ending period for re-
cording financial transactions. The city's fiscal year begins on July
1 and ends on June 30 of each year.
FIXED ASSETS Assets of long-term character which are intended to continue to be
held or used, such as land, buildings, machinery, furniture and
other equipment.
FTE See Full Time Equivalent.
FULL FAITH AND CREDIT A pledge of a government's taxing power to repay debt obligations.
FULL TIME EQUIVALENT Also referred to as FTE. The yearly personnel hours worked by a
position divided by the total available work hours for a full year
(2080).
FUND An accounting entity with a self-balancing set of accounts which
are segregated for the purpose of carrying on specific activities or
attaining certain objectives in accordance with special regulations,
restrictions or limitations.
FUND BALANCE As used in the budget, the excess of resources over expenditures.
The beginning fund balance is the residual funds brought forward
from the previous fiscal year. Also defined as current assets minus
current liabilities in a governmental fund.
GAAP See Generally Accepted Accounting Principles.
City Manager's Recommended Budget FYI 0 235 City of Bozeman,Montana
GENERAL FUND The fund used to account for all of the City's financial resources
except those required to be accounted for in another fund.
GENERAL OBLIGATION
BONDS (G.O. Bonds) Bonds for the payment of which the full faith and
credit of the issuing government are pledged. These bonds usually
require voter approval and finance a variety of public projects such
as roads, buildings, parks and improvements.
GOAL A statement of broad direction, purpose or intent based on the
needs of the community.
G.O. BONDS See General Obligation Bonds.
GRANT A contribution by one government unit or funding source to an-
other. The contribution is usually made to aid in the support of a
specified function (e.g. public safety or drug enforcement,) but is
sometimes for general purposes.
IMPROVEMENT DISTRICT Special assessment districts formed by property owners who de-
sire and are willing to pay for mutually enjoyed improvements such
as lighting or street maintenance.
INFRASTRUCTURE Facilities that support the daily life and growth of the city, for exam-
ple, streets, public buildings, wastewater treatment, parks.
INTERGOVERNMENT
REVENUE Funds received from federal, state, and other local government
sources in the form of grants, shared revenues, and payments in
lieu of taxes.
INTERNAL SERVICE FUND A fund used to account for the financing of goods or services pro-
vided by one department or agency to other departments on a cost
-reimbursement basis.
LEASE-PURCHASE
AGREEMENT Contractual agreements which are termed "leases", but which in
substance amount to purchase contracts for equipment and ma-
chinery.
LEVY (Verb) To impose taxes, special assessments, or service charges
for the support of governmental activities. (Noun) The total
amount of taxes, special assessments, or service charges imposed
by a government.
LINE-ITEM BUDGET A budget that lists each expenditure category (salary, materials,
telephone service, travel, etc.) separately, along with the dollar
amount budgeted for each specific category.
City Manager's Recommended Budget FY10 236 City of Bozeman,Montana
LONGTERM DEBT Debt with a maturity of more than one year after the date of issu-
ance.
MANDATE Legislation passed by the state or federal government requiring
action or provision of services and/or programs by the City. Exam-
ples include the Americans with Disabilities Act, which requires
such actions as physical facility improvements and provision of
specialized equipment for public recreation and transportation.
MILL LEVY Rate applied to Assessed Valuation to determine property taxes. A
mill is 1/10th of a penny, or $1.00 of tax for each $1,000 of as-
sessed valuation.
OBJECT As used in expenditure classification, this term applies to the article
purchased or the service obtained (as distinguished from the re-
sults obtained from expenditures). Examples are personnel ser-
vices, contracted services, and supplies and materials.
OBJECTIVE A desired outcome-oriented accomplishment that can be measured
and achieved within a given time frame, and advances the activity
or organization toward a corresponding goal.
OPERATING BUDGET The portion of the budget that pertains to daily operations that pro-
vide basic governmental services. The operating budget contains
appropriations for such expenditures as personnel, supplies, utili-
ties, materials, and services.
ORDINANCE A formal legislative enactment by the City Commission. If it is not
in conflict with any higher form of law, such as state statute or con-
stitutional provision, it has the full force and effect of law within the
boundaries of the City.
OUTSTANDING BONDS Bonds not yet retired through principal payment.
OVERLAPPING DEBT The City's proportionate share of the debt of other local govern-
mental units which either overlap it or underlie it. The debt is gen-
erally apportioned based on relative assessed value.
PAYMENT IN LIEU
OF TAXES Also referred to as PILT. Payments made in lieu of taxes from an-
other government or entity.
PERFORMANCE BUDGET A budget that focuses on departmental goals and objectives rather
than line items, programs, or funds. Workload and unit cost data
are collected in order to assess effectiveness and efficiency of ser-
vices.
PERSONNEL SERVICES Items of expenditures in the operating budget for salaries and
City Manager's Recommended Budget FY10 237 City of Bozeman,Montana
wages paid for services performed by City employees, as well as
the fringe benefit costs.
PROPERTY TAX A levy upon each $100 of assessed valuation of real and personal
property within the City of Bozeman.
RESOLUTION A special or temporary order of a legislative body (City Commis-
sion)requiring less legal formality than an ordinance or statute.
RESOURCES Total amounts available for appropriation including estimated reve-
nues, fund transfers, and beginning fund balances.
REVENUE Funds that the government receives as income. It includes items
such as tax payments, fees for specific services, receipts from
other governments, fines, forfeitures, grants, shared revenues and
interest income.
REVENUE BONDS Bonds sold for constructing a project that will produce revenue for
the government. That revenue is pledged to pay the principal and
interest of the bond.
RISK MANAGEMENT An organized attempt to protect a government's assets against ac-
cidental loss in the most economical method.
SPECIAL IMPROVEMENT
DISTRICT(SID) An area defined and designated for improvements, often financed
with bond proceeds, that specifically benefit the property owners
within the area of the district. Debt is repaid through annual as-
sessments to property owners.
SPECIAL REVENUE FUND A fund used to account for the proceeds of specific revenue sources
(other than special assessments, expendable trusts, or of major
capital projects) that are legally restricted to expenditure for speci-
fied purposes.
STATE SHARED REVENUE Revenues levied and collected by the state but shared with local
governments as determined by state government. Entitlement
funds received by the City form the state of Montana is the largest
State Shared Revenue.
TAXES Compulsory charges levied by a government for the purpose of
financing services performed for the common benefit. This term
does not refer to specific charges made against particular property
for current or permanent benefits, such as special assessments.
TIF Tax Increment Financing; A method of using incremental in-
creases in property tax values to fund the improvements or efforts
of a designated area.
City Manager's Recommended Budget FY10 238 City of Bozeman,Montana
TRANSFERS 1N/OUT Amounts transferred from one fund to another to assist in financing
the services fro the recipient fund.
UNRESERVED FUND
BALANCE The portion of a fund's balance that is not restricted for a specific
purpose and is available for general appropriation.
USER CHARGES OR FEES The payment of a fee for direct receipt of a public service by the
party benefiting from the service.
WORKLOAD INDICATOR A unit of work to be done (e.g. number of permit applications re-
ceived for the number of burglaries to be investigated.)
WRF Water Reclamation Facility; commonly referred to in the past as a
Wastewater Treatment Plant.
City Manager's Recommended Budget FY10 239 City of Bozeman,Montana