HomeMy WebLinkAboutFiscal Year 2017 Approved Budget, City of Bozeman
ʹͲͳ
07/1/2016
City of Bozeman, Montana
CITY OF BOZEMAN, MONTANA
FISCAL YEAR 2016-2017
APPROVED OPERATING
AND CAPITAL BUDGET
CITY COMMISSION
Carson Taylor— Mayor
Cynthia Andrus—Deputy Mayor
Jeff Krauss— Commissioner
Chris Mehl—Commissioner
I-Ho Pomeroy- Commissioner
CITY MANAGER
Chris Kukulski - City Manager
CITY STAFF
Anna Rosenberry, CPA—Administrative Services Director
Robin Crough—City Clerk
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CITIZEN REVIEW AND PARTICIPATION
______________________________________________________________________________________________
The City encourages open and transparent government—and offers multiple ways to access this
document in an effort to better inform city residents and property owners.
x This document is available on the City of Bozeman’s website at www.bozeman.net, and
x It is also available for review in the office of the City Clerk 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
x It is available for review at the Bozeman Public Library in hard-copy form or via a library
computer, and
x Copies may be purchased from the Finance Department, 121 N. Rouse, Bozeman,
Montana for $50.
The public is strongly encouraged to attend all work sessions and public hearings held prior to final
adoption of the budget.
x Notices for these meetings are published in the legal advertisements of the Bozeman Daily
Chronicle newspaper, and
x Notices are also posted on the City’s website at www.bozeman.net.
x Public Meetings of the City Commission are broadcast live on local-cable Channel 191.
Meetings are also re-broadcast throughout the week.
x Public Meetings are streamed live on the City’s website at www.bozeman.net.
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______________________________________________________________________
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, 2015. The City has received this award for each budget it has prepared in the past
25 years.
In order to receive this award, a governmental unit must publish a budget document that meets
program criteria as a policy document, as an operations guide, as a financial plan and as a
communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
Distinguished Budget Presentation Award 1
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Contents
CITIZENREVIEW&PARTICIPATION
DISTINGUISHEDBUDGETPRESENTATIONAWARD
BUDGETMESSAGE
COMMUNITY,DEMOGRAPHIC,&STATISTICALINFORMATION
POPULATION
COREVALUES
VISION,MISSION,ANDGOALS
ADOPTEDWORKPLANFOR2016Ͳ2017
PLANNINGPROCESSES
FINANCIALPOLICIES
BUDGETDEVELOPMENT&ADMINISTRATION
REVENUECOLLECTION
EXPENDITURESANDPAYMENTS
DEBTADMINISTRATION
RESERVESANDFUNDBALANCES
FINANCIALREPORTING&ACCOUNTING
FINANCIALSTRUCTURE
THEBUDGETPROCESS
CITYORGANIZATIONALCHART
FINANCIALSUMMARY
CHANGESINFUNDBALANCE/WORKINGCAPITAL
MILLLEVIES&MILLVALUES
APPROPRIATIONSBYTYPE
APPROPRIATIONSBYFUND
REVENUESBYSOURCE
LEGALDEBTLIMIT&BONDRATINGS
REVENUEDETAILS–FY17
4
5
11
46
21
37
22
47
25
48
26
27
50
28
51
29
52
29
35
30
41
31
33
53
34
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54
55
REVENUETRENDS&ANALYSIS
EXPENDITUREDETAILS–FY17
EXPENDITURETRENDS&ANALYSIS
FUNDBALANCES/WORKINGCAPITALTRENDS&ANALYSIS
REVENUE&EXPENDITUREDETAILSFOREACHFUND
CITYLONGRANGEFINANCIALPLANS
CITYCOMMISSION
57
63
65
72
77
95
96
CITYMANAGER
MUNICIPALCOURT
CITYATTORNEY
ADMINISTRATIVESERVICES
COMMUNITYDEVELOPMENT
FACILITIESMANAGEMENT
POLICE
FIRE
BUILDINGINSPECTION
PARKING
PUBLICWORKSADMINISTRATION
STREETS
STORMWATER
WATERTREATMENTPLANT
WATEROPERATIONS
WASTEWATEROPERATIONS
WATERRECLAMATIONFACILITY(WASTEWATERPLANT)
SOLIDWASTECOLLECTION&RECYCLING
SOLIDWASTEDISPOSAL
VEHICLEMAINTENANCE
CEMETERY
99
102
106
111
116
119
123
131
136
139
143
147
153
156
160
164
167
171
174
177
181
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PARKS 185
FORESTRY 190
LIBRARY194
RECREATION 198
COMMUNITYSERVICES 204
NONͲDEPARTMENTAL 209
GENERALOBLIGATION(G.O.)BONDSDEBTSERVICE 212
SPECIALIMPROVEMENTDISTRICT(SID)REVOLVINGFUND 215
SPECIALDISTRICTDEBT 218
APPENDIX 221
CAPITALEXPENDITURESSUMMARY 222
WATER&WASTEWATERRATEINCREASES 225
USCONSUMERPRICEINDEX 226
TRAILS,OPENSPACE&PARKSBONDSCHEDULES227
LIBRARYG.O.BONDSCHEDULE 231
TAXINCREMENTURBANRENEWALREVENUEBONDSCHEDULE 232
STAFFINGSUMMARY 233
GLOSSARYOFKEYTERMS 235
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July 1, 2016
Bozeman City Commission:
I am pleased to present to you the Approved Budget for Fiscal Year 2016-2017 (FY17).
This budget represents the thoughtful work of dozens of people in developing the
spending plan for our organization for the coming year.
Overview: While it is always difficult to balance the needs of our growing
community with the resources we have available, we have arrived at a budget that
fits within our maximum mill levy requirement and maintains our minimum General
Fund reserve.
Owing to the significant ongoing costs associated with Story Mill Landfill monitoring
systems, we are recommending a new mill levy, within the City’s levy cap, that will
be dedicated to funding landfill monitoring. We have also moved forward with the
planned increases in Street Maintenance and Arterial & Collector District
assessments; as well as the water and sewer rate increases that were adopted last
year.
Commission Goals and the Recommended Budget
We continue to look to the Commission’s adopted goals as guidance for development
of the budget. Updated this past spring, many priorities will require significant
financial and human resources to accomplish. Budgetary support for numerous goals
has been incorporated into our spending plan for FY17.
1. Joint Law & Justice Center: During the summer of 2016 the City Commission will consider
action to place the item on the November 2016 ballot. Once placed on the ballot, the City
Commission and administration will spend considerable time educating the community on
the effects of the ballot election. This budget contains the City’s estimated share of election
costs for this ballot measure ($10,000).
2. Landfill: The installation of the remediation system at the Story Mill Landfill is under
construction and has an anticipated completion date of June 2016. For the next 20 years,
the City has an ongoing obligation to monitor the system. This is a new cost that would have
been paid from a post-closure monitoring fund, but ours was depleted due to the costs
associated with coverage and system design. Going forward, we recommend that the
Commission levy 4 mills from the all-purpose taxing authority to fund the annual post-
closure monitoring that is required by the landfill and remediation system.
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This budget contains no additional money for legal defense. The budget does include
appropriations of $750,000 from the Post-Closure Monitoring Fund that is currently being
considered for settlement.
3.Unified Development Code Rewrite: The project is currently underway and is anticipated to
be completed in late 2017. This was fully budgeted in FY16 ($300,000), and funds not
expended in FY16 will be allocated for spending in FY17, per the professional services
agreement.
4.Vision & Strategic Plan: The project is currently underway and is scheduled to be completed
in October 2016. Similar to the UDC Rewrite, the project was fully budgeted in FY16
($125,000), and funds not expended in FY16 will be allocated for spending in FY17, per the
professional services agreement.
5.2017 Legislative Agenda: The City will host an introductory meeting for legislative candidates
in May, and identify legislative priorities between May and September. This budget includes
$25,000 in the City Commission’s contracted services budget to hire a lobbyist to work on
behalf of the City’s goals.
6. Parks Maintenance District: The calendar year of 2016 is essentially data gathering and
preparatory work for extensive work throughout 2017. This budget contains $32,000 for a
feasibility study of the Parks Maintenance District project.
7.Broadband Expansion: The expansion plan will be presented to the City commission no later
than December 2016. Economic Development, Public Works, Finance, City Management and
Legal involvement will focus on accomplishing this task in late summer 2016. This budget
includes the General Fund contributing $15,000 towards development of a conduit leasing
policy and specifications, and $40,000 for conduit capital.
8.Impact Fee Updates: Updated analysis of our development impact fee programs are a priority
in the coming months. This budget includes $100,000 of Street Impact Fees, and $50,000
of Water Impact Fees, and $50,000 of Wastewater Impact Fee funding for updates to these
three impact fee calculations. The Fire Impact Fee study is scheduled to take place in FY18,
after the Fire Master Plan has been updated. The Fire Master Plan is funded in both the
General Fund ($35,000) and Fire Impact Fee Fund ($25,000) in this budget.
Significant changes during the past 12 months
Creation of the Arterial & Collector Assessment District – In August 2015, the City
Commission created a new assessment district to fund reconstruction and maintenance of
the City’s backbone street network – the arterial and collector streets. The District issued
its first assessment in October. We have been working to build the assessment from
approximately $550,000/year up to $2 Million/year over a three year period. This is a critical
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funding portion of our Street Maintenance program and capital improvement plan.
Implementation of Impervious Area charges and credits in the Storm Water Utility
–This past December marked the last of numerous changes in the structure of our
Stormwater Utility rates. We initially established the Utility with a flat rate based on the
size of a property’s water meter. We now have a rate system that includes system base
charges, credits for properties that have on-site or related stormwater systems, and charges
for the amount of impervious area contained on a lot. This new rate structure is a better
match between “cost-causer” and “cost-payer,” in recognition of the city’s long-standing fiscal
policies.
Continued Growth in Construction Sector - Our Building Inspection division has
seen strong permit issuance in the past 36 months.
Building Permit Construction Value Chart 1
While never completely stopping, building construction significantly slowed during
the recession. For the current fiscal year to date (July-March), the total value of
Building Permits for New Construction is 15% less of the same time frame during the
previous year, but still 24% higher than the 5-year average value, and three-fold what
they were in 2010. Numerous positions were added to the Building Inspection
division in Fiscal Year 2015. The department continues to operate with those same
staffing levels.
State-wide Reappraisal of Property Values - Last year, the State projected a
dramatic decrease in assessed values for both commercial (19.25% decrease) and
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residential (3.52% decrease) property in Bozeman. They attributed this change to
the timing of the 6-year appraisal cycles and the Great Recession. The State
estimated that the value of one mill, levied city-wide after Tax Increments are
excluded, to be $80,331 in FY16. We prepared for an 8.6% decrease in the city’s mill
value. Upon final certification, the city’s value of one mill was determined to be
$86,564, a 1.5% decrease from the prior year. For the coming year, we are estimating
a 2% growth in the value of one mill. Final certification values won’t be known until
August 2016.
For the following year’s budget (FY18), the State will implement a new market
valuation under its new 2-year reappraisal cycle.
Staffing Level Changes
General Fund/Community Development Positions
We are recommending the addition of the following positions in the General Fund and the
Community Development Fund. Those listed as “1/17” indicate authorizations that were made
for permanent full-time positions with a mid-year (January 2017) start date.
Department/Division Position Full-Time Equivalents
Recreation - Aquatics .46 FTE Lifeguard 0.46
Administrative Services, 1/17 Sungard Application Manager 1.00
Human Resources Human Resources Generalist 1.00
Library Bookmobile & Outreach
Librarian I - Supervisory
1.00
Library, 1/17 Library Assistant 1.00
Police Digital Forensic Examiner 1.00
Community Development Historic Preservation Officer 0.40
Community Development, 1/17 Planner III 1.00
Recreation - Programs Short Term - Rec Leader Winter 0.25
Total 7.11 Full-Time
Equivalents
Enterprise & Special Revenue Fund Positions
We are recommending the addition of the following positions in the Enterprise and
Special Revenue Funds:
Department/Division Position Full-Time Equivalents
Engineering Short-Term Worker for Data
Collection
1.25
Solid Waste City Service Worker 1.00
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Streets/Signs City Service Worker 1.00
Water Sewer Ops Short-Term Worker for Data
Collection
0.75
Forestry Forestry Superintendent, Start
1/1/2017.
1.00
Stormwater Short-Term Worker for Data
Collection
0.25
Total 5.25 Full-Time
Equivalents
The General Fund:
The City’s General Fund supports the majority of administration, public safety and
public welfare operations. It’s most significant source of revenue comes from local
property taxes. As a result, the General Fund’s operating budget and fund balance
are critically important to the financial health of the city.
This year’s General Fund budget has $29.4 Million in expenditures, in the following
areas:
Department/Division General Fund Amount
Commission $ 205,001
City Manager 803,043
Courts 770,495
Attorney 1,206,490
Admin Svcs (Fin/IT/HR) 2,588,094
Facilities 1,332,312
Police (incl. State Ret.) 8,610,216
Fire (incl. State Ret.) 5,948,496
Public Services/Streets 122,331
Cemetery 460,217
Parks 1,938,982
Library 1,960,413
Recreation 1,896,387
Economic Development 413,429
Sustainability 166,883
Non-Departmental 990,816
TOTAL Expenditures $29,413,605
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FY17 Approved - General Fund Budget 1
As shown in the above graph, Police and Fire services combined comprise 49% ($14.6
Million) of the General Fund’s spending. The next largest departments are grouped
together, each spending roughly $1.3 - $2.5 Million and each comprising 4.5-9% of the
budget: Administrative Services, Recreation, Library, Parks, and Facilities
Maintenance. Nine other departments/areas comprise the balance of General Fund
Expenditures.
General Fund Undesignated Fund Balance:
The City’s charter requires an established minimum level of General Fund
Undesignated Fund Balance, in accordance with the Government Finance Officers’
Association (GFOA) Best Practices. GFOA’s Best Practice Recommendation was
adopted and our required minimum reserve balance is 16 2/3% of budgeted
revenues. As discussed in more detail on page , this budget meets the required
minimum reserve of approximately $4,700,000 (16.67%) at the end of Fiscal Year
2017.
Commission
1%
City Manager
3%
Courts
3%Attorney
4%
Admin Svcs
(Fin/IT/HR)
9%
Facilities
5%
Police (incl. State
Ret.)
29%
Fire (incl. State Ret.)
20%
Public
Services/Streets
0%
Cemetery
2%
Parks
7%
Library
7%
Recreation
6%
Economic
Development
1%
Sustainability
1%
Other
5%
FY17 Approved - General Fund Budget
Commission
City Manager
Courts
Attorney
Admin Svcs (Fin/IT/HR)
Facilities
Police (incl. State Ret.)
Fire (incl. State Ret.)
Public Services/Streets
Cemetery
Parks
Library
Recreation
Economic Development
Sustainability
Non-Departmental
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Residential City Property Taxes for FY14, FY15, and FY16
In November 2012, the voters approved this issuance of up to $15 Million in General
Obligation Bonds under for the purpose of expanding, creating new, and improving
existing parks, trails, athletic fields and natural areas. At the time of the vote, we
estimated that a $15 Million bond will cost the typical household less than $45/year.
For the FY17 tax year, we are estimating the cost to the typical household to be
$42.30.
In total, the Approved Budget would levy an estimated 214.64 mills on all taxable
property within the City limits. Details of the estimated levy can be found on page
This represents an increase of 4.49 mills over last year. This increased levy is
attributable to numerous issues, including:
x Addition of 4 mills for Landfill Monitoring.
x Calculation of maximum mill levy with estimated increase in inflation factor,
and estimate of newly taxable property increase of 2%.
Assessed
Market Value
Estimated
Taxable
Value
FY14 City Tax
Levy = 173.08
mills
FY15 City Tax
Levy = 188.76
mills
FY16 City Tax
Levy = 210.16
mills
FY17
Estimated
City Tax Levy
= 214.64
mills
Median Home
~$256,000
$3,468 $622 $678 $729 $745
$200,000 $2,820 $762 $831 $593 $605
$300,000 $4,230 $1,142 $1,246 $889 $908
* Median Value changed due to reappraisal in FY16
The median home “assessed market value” represents the value on the tax roll for a
home within the Bozeman city limits. Median simply means that half of the homes
in the city have a higher value and half have a lower value. Each year the Median
Home value changes slightly. Last tax year, the Department of Revenue and the
State Legislature made significant changes to tax policy. Due to those changes in tax
policy and the implementation of new market values in a statewide reappraisal, the
City’s median home value dropped slightly from $279,000 in FY14 to $256,000 in
FY15. The median home will pay $3.47 in City property taxes for every mill levied
in Fiscal Year 2017. Residents living in the median home are estimated $745 in
annual property taxes to the City, an increase of $16 above last year.
General Taxes - Cost per Mill
For the coming fiscal year, we are estimating a 2% increase in the value of taxable
property across the city. Taking into account the 1.5% reduction in values we
experienced last year, taxable values for the City have an average increase of only
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1.5% per year for the past 5 years. However, given the continued strong building
permit activity, we believe this estimate is appropriate.
Citywide Street and Tree Maintenance Assessments
City property owners pay an annual street maintenance, arterial street, and tree
assessment based on the square footage of the lot they own. These assessments are
the major funding for Street Maintenance, Arterial Street capital, and Forestry
Divisions.
The recommended budget is based on a 15% increase in the Street Maintenance
assessment, resulting in an annual assessment of $169.24 for the average sized lot.
The majority of this increase is attributed to the second year phase-in of an added $1
Million in annual pavement maintenance.
The new Arterial and Collector Street Assessment District is recommended to proceed
with the original plan: to phase-in assessments that will total $2 Million annually in
construction on arterial and collector streets over 3 years. For FY17 (second year),
we are recommending a 90% increase in the assessment from last year. For the
average sized residential lot, the annual assessment would be $41.33 for the year.
The Tree Maintenance District is in need of a 25% increase to support the addition of
a Forestry Superintendent and to implement the Urban Forestry Management Plan.
There was no increase to this assessment in FY13-15. There was actually a small
decrease to the assessment in FY15, based on revised assessment methods adopted
in July 2014. For the average sized residential lot, the annual assessment would be
$22.10 for the year.
Combined, property owners of an average sized city lot would pay $231.82 in annual
assessments. This is an increase over the previous year of $46.11, or $3.84 per month.
Lot Size FY15 Approved
6.39% Streets & -
1.2% Trees
FY16 Approved
10%Streets & 2% Trees,
with Arterial Street
District
FY17 Recommended
15% Streets & 25% Trees,
90% Arterial Street District
Small= 5,000 sq ft. Streets - $89.18 Streets - $98.10 Streets - $112.81
Trees - $11.11 Trees - $11.33 Trees - $14.16
New! Arterial Streets -
$14.36
Arterial Streets - $27.55
Average = 7,500 sq ft. Streets - $133.79 Streets - $147.17 Streets - $169.24
Trees - $16.67 Trees - $17.00 Trees - $21.25
New! Arterials Streets –
$21.54
Arterials Streets – $41.33
Large = 10,000 sq ft. Streets - $178.39 Streets - $196.23 Streets - $225.66
Trees - $22.23 Trees - $22.67 Trees - $28.34
New! Arterial Streets –
$28.73
Arterial Streets – $55.10
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Utility Rates
Water & Sewer: City property owners are by and large required to utilize the City’s
water and sewer treatment systems. Last year, we updated our 5 year funding
models for both Water and Sewer Rates. The Commission approved a 2.5% increase
in Water rates and a 3% increase in sewer rates, for each of FY16 and FY17. The
Recommended Budget incorporates these rate increases that have already been
approved.
Stormwater: The Stormwater rates were adopted in April 2015. The new base
charges took effect in May 2015 and the variable charges and credits took effect in
December 2015, based on impervious area and existing infrastructure. We are not
recommending a rate increase this year.
In Total: A residential customer utilizing 10 hundred cubic feet (HCF) of water each
month will see an estimated combined monthly increase for these services of
$2.47/month.
Average
Residential
Customer
Approved
FY15 Monthly Bill
Jan. 2015-June 2015
0% Increase Water
3% Increase Sewer
Stormwater, Revised
Approved
FY16 Monthly Bill
2.5%Increase Water
3% Increase Sewer
Stormwater, Revised
Approved
FY17 Monthly Bill
2.5% Increase Water
3% Increase Sewer
0% Stormwater
Water $40.15 per month $41.15 per month $42.18 per month
Sewer $46.73 per month $48.13 per month $49.57 per month
Stormwater $ 3.23 per month $ 5.91 per month $ 5.91 per month
Total $90.11 per month $95.19 per month $97.66 per month
In Conclusion
The Approved Budget was developed to preserve and improve property values and
the quality of life around town, while trying to minimize the financial impacts to
residents, businesses, and property owners. To summarize, a typical residential
property owner will likely see taxes and assessments increase by $91.13 for the year,
or $7.59 per month.
Typical Resident: Annual Increase Recommended Budget
Street Maintenance Assessments $22.07
Forestry Assessments $3.83
Arterial Street Assessment $19.79
Property Taxes $15.80
Water Services $12.36
Sewer Services $17.28
Storm Water Services -
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Annual Increase $91.13
Monthly Increase $7.59
We are thankful to the Commission, community members and staff who participated
in the many processes that brought resulted in this Approved Budget.
Respectfully,
CChris Kukulski, City Manager
Anna Rosenberry, Administrative Services Director
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COMMUNITY, DEMOGRAPHIC, AND STATISTICAL INFORMATION
The City of Bozeman is located on the eastern slope of the Rocky Mountains and is the county seat of
Gallatin County, Montana. Gallatin County encompasses over 2,500 square miles, bordering
Yellowstone National Park to its south. The City encompasses an area over 18 square miles with its
next-closest municipality being the City of Belgrade, approximately 7 miles from our outermost
boundary. Bozeman is located 143 miles west of Billings and 200 miles east
of Missoula.
Bozeman is the fourth largest city in the state and is the principal city of the
Bozeman micropolitan area, which consists of all of Gallatin County. The
City is named after John M. Bozeman, founder of the Bozeman Trail.
Located in the fastest-growing county in the state, Bozeman was elected an
All-American City in 2001 by the National Civic League. Bozeman residents
are known as Bozeman-ites.
Bozeman is home to Montana State University – Bozeman and the Fighting
Bobcats. The local newspaper is the Bozeman Daily Chronicle, and the City
is served by Bozeman Yellowstone International Airport at Gallatin Field.
Below are a number of US Census Bureau facts for the City of Bozeman and the State of Montana.
People QuickFacts
Source: US Census Bureau
Bozeman Montana Bozeman as %
of Montana
Data
Population: 2013 estimate 39,860 1,014,864 3.9%
Population: 2010 (April 1) estimates base 37,285 989,417 3.8%
Population: Percent change 4/01/10 to 7/01/13 6.9%1.03 % 10.1%
Population: 2010 census 37,280 989,415 3.8%
Persons under 5 years old: % 2013 5.5%6.0%
Persons under 18 years old: % 2013 15.7%22.1%
Persons 65 years old and over: % 2013 8.1%16.2%
Female persons: % 2013 47.4%49.8%
White persons: % 2013 (a) 93.6%89.5%
Black persons: % 2013 (a) 0.5%.06%
American Indian and Alaska Native persons: % 2013 1.1%6.5%
Asian persons: % 2013 (a) 1.9%.08%
Native Hawaiian and Other Pacific Islander: % 2013 0.1%.1%
Persons reporting two or more races: % 2013 2.1%2.5%
Persons of Hispanic or Latino origin: % 2013 (b) 2.9%3.3%
Living in same house 1 year and over: % 2009-2013 62.8%83.6%
Foreign born persons: % 2009-2013 3.9%2.0%
Language other than English spoken at home: % age
5+ 2009-2013
5.4%4.4%
High school graduates: % age 25+ 2009-2013 97.2%92.1%
Bachelor’s degree or higher: % age 25+ 2009-2013 53.6%28.7%
Mean travel time to work (min): workers age 16+ 2009-
2013
13.6 18.0
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Population: Bozeman’s population has been growing steadily since 2000. The rate of population
increase peaked in 2006 at an estimated 5.7% annual growth. The official 2010 Census puts Bozeman’s
population count below the Census estimates of 2007, 2008, 2009, an indication of how difficult it can
be to estimate the population changes of relatively fast-growing communities. A total citizenry of
39,860 for 2013 indicates a total 41.9% increase since the year 2000. Source: US Census Bureau
Year Actual*/
Estimated
Population
Bozeman’s Estimated Annual
% Change in Population
Accumulated %
Growth Since 2000
2000* 28,083 n/a -
2001 28,917 3.0%3.0%
2002 30,018 3.8%6.9%
2003 31,545 5.1%12.3%
2004 33,269 5.5%18.5%
2005 34,698 4.3%23.6%
2006 36,668 5.7%30.6%
2007 37,643 2.7%36.8%
2008 39,004 3.6%41.8%
2009 39,282 0.7%42.8%
2010 37,280 -5.1%35.5%
2011 38,097 2.2%38.5%
2012 38,695 1.6%40.7%
2013 38,204 -1.3%39%
2014 39,123 2.4%42.22%
Bozeman Population, Est US Census Bureau 1
28,917 30,018 31,545 33,269 34,698 36,668 37,643 39,004 39,282 37,280 38,097 38,695 38,204 39,123
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Bozeman Population, Est.
US Census Bureau
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Business: The US Census Bureau accumulates and reports various business data for Bozeman.
Below are a number of Business Quick Facts for both the City of Bozeman and the State of Montana as a
whole. The most recent information of this type is from 2007.
Business QuickFacts
Source: US Census Bureau
Bozeman Montana
Bozeman
as % of
Montana
Data
Merchant wholesaler sales: 2007 ($1000) 253,183 8,202,782 3.1%
Retail sales: 2007 ($1000) 1,210,156 14,686,854 8.2%
Retail sales per capita: 2007 $32,148 $15,343 210.0%
Accommodation and foodservices sales: 2007 ($1000) 140,984 2,079,426 6.8%
Total number of firms: 2007 6,100 114,398 5.3%
Black-owned firms: % 2007 <100 0.2%n/a
American Indian and Alaska Native owned firms: % 2007 <100 2.0%n/a
Asian-owned firms: % 2007 <100 0.6%n/a
Hispanic-owned firms: % 2007 <100 1.0%n/a
Native Hawaiian and Other Pacific Islander owned firms: % 2007 <100 <0.05% n/a
Women-owned firms: % 2007 26.4%24.6%107.3%
Private Employers: The Montana Department of Labor and Industry reports the following
largest private employers within the City’s boundaries (2013 data).
Employer Employee Size Employer Employee Size
Bozeman Deaconess
Hospital
1,000+ Employees Oracle America, Inc. 250-499 Employees
Ressler Motors 250-499 Employees Albertsons 100-249 Employees
Barnard Construction
Co Inc
100-249 Employees Best Western Plus –
Grantree Inn
100-249 Employees
Bozeman Daily
Chronicle
100-249 Employees Bozeman Trail Inc 100-249 Employees
Christie Electric Inc. 100-249 Employees Community Food Co-
Op
100-249 Employees
Costco 100-249 Employees Famous Dave’s 100-249 Employees
First Security Bank 100-249 Employees Gibson Guitars 100-249 Employees
Holiday Inn 100-249 Employees Home Depot 100-249 Employees
Karst Stage Inc 100-249 Employees Kohl’s 100-249 Employees
Lowe’s Home
Improvement
100-249 Employees Montana Ale Works 100-249 Employees
Murdoch’s Ranch &
Home Supply
100-249 Employees Old Chicago 100-249 Employees
Olive Garden
Restaurant
100-249 Employees Reach Inc. 100-249 Employees
The Ridge Athletic
Club
100-249 Employees Riverside Country
Club
100-249 Employees
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Employer Employee Size Employer Employee Size
Rosauers
Supermarket
100-249 Employees Schlauch-Bottcher
Construction
100-249 Employees
Simkins-Hallin
Lumber Co
100-249 Employees Simms Fishing
Products
100-249 Employees
Target 100-249 Employees Walmart Supercenter 100-249 Employees
Williams Plumbing &
Heating
100-249 Employees Zoot Enterprises 100-249 Employees
Public Employers: The Montana Department of Labor and Industry reports the following largest
public employers within the City’s boundaries, one of which is the City.
Employer Employee Size Employer Employee Size
Montana State
University
1,000+ Employees School District #7 1,000+ Employees
City of Bozeman 250-499 Employees Gallatin County 100-249 Employees
Gallatin County Rest
Home
100-249 Employees Crimestoppers 100-249 Employees
Principal Tax Payers: The annual certified valuation of taxable real and personal property is
completed by the Montana Department of Revenue and transmitted to the City each August. For fall of
2014, the top taxpayers within the City were as follows. These ten taxpayers comprised a total of 9.85%
of our property tax base.
Top Ten Property Taxpayers
Name Rank Total Taxable Value As a % of
City as a
whole
Northwestern Energy 1 3,668,602 4.28%
Qwest Corporation 2 1,040,298 1.21%
Bresnan Communications 3 813,246 0.95%
Verizon Wireless 4 555,252 0.65%
Harry Daum 5 500,755 0.58%
Stone Ridge Partners, LLC 6 468,297 0.55%
J&D Family Limited Partnership 7 350,638 0.41%
Bridger Peaks Holdings, LLC 8 350,440 0.41%
First Security Bank 9 349,000 0.41%
Wal-Mart Stores Inc 10 338,929 0.40%
Total 8,435,457 9.85%
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CORE VALUES
___________________________________________________________
The City’s core values were adopted in 2005 by City Commission Resolution No. 3832. They were
developed through extensive discussions the City Manager had with staff groups from all departments
including department directors. These core values are what create the culture of our organization.
Integrity
Be honest, hardworking, reliable and
accountable to the public.
Leadership
Take initiative, lead by example, and
be open to innovative ideas.
Service
Work unselfishly for our community and its citizens.
Teamwork
Respect others, welcome citizen involvement,
and work together to achieve the best result.
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VISION, MISSION, AND GOALS
___________________________________________________________
Vision: Bozeman, Montana - The most livable place.
Mission: To enhance the quality of life through excellence in public
service.
Goals:
x Encourage and promote opportunities for citizenship.
x Provide and communicate quality customer service.
x Build a strong team of staff, elected officials and citizens.
x Anticipate future service demands and resource deficiencies
and be proactive in addressing them.
x Develop a visually appealing and culturally rich community.
x Commit to a strong financial position.
x Provide excellent and equitable public services which are
responsive to the community within available resources.
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ADOPTED WORK PLAN FOR 2016-2017
___________________________________________________________
City of Bozeman 2016-2017 Priorities
On February 29, 2016, the City Commission adopted the following items as their top priorities for staff
to focus on accomplishing in the coming year.
Adopted Priorities:
1. Joint Law & Justice Center
2. Story Mill Landfill
3. Unified Development Cod Rewrite
4. Vision & Strategic Plan
5. 2017 Legislative Agenda
6. Parks Maintenance District
7. Broadband Expansion
8. Impact Fee Updates
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PLANNING PROCESSES
___________________________________________________________
The City plans for the long-term needs of our community through a number of efforts and studies.
These documents are usually developed by consultants and staff, with numerous public hearings and
advisory board meetings prior to their formal adoption by the Commission. Once adopted, we work
diligently to implement the recommendations and changes outlined in the plans. Here is the status of
our primary planning documents:
Plans for Service Provision, Facility Expansion & Maintenance:
x Bozeman Community Plan—Adopted 2010.
x Bozeman Area Transportation Plan—Adopted 2015.
x Police Services Facility & Staffing Plan—Adopted 2007.
x Fire Services Master Plan— Adopted 2006.
x Wastewater Facility Plan—Adopted 2015.
x Water Facility Plan—Adopted 2006.
x Stormwater Facility Plan—Presented February 2008.
x Parks, Recreation, Open Space, and Trails Plan—Adopted 2007.
x Municipal Climate Action Plan—Adopted 2008.
x Community Climate Action Plan – Adopted 2011.
x Economic Development Plan—Adopted 2010.
x Downtown Improvement Plan—Adopted 2010.
Plans for Facility Maintenance:
x Aquatics Facility Survey for Swim Center & Bogert Park Pool—July 2008.
x City-Owned Facility Assessments—2008, with updates ongoing.
Financial Plans:
x Annual Budget—Adopted each June.
x Capital Improvements Plan - Updated & adopted each year; recently for FY17-FY21.
x Water Rate Study (5 Years) – Updated for FY16-FY20.
x Wastewater Rate Study (5 Years) – Updated for FY16-FY20.
x Impact Fee Studies (Water, Sewer, Streets, Fire) – Adopted 2012 & 2013.
x Solid Waste Rate Study – Completed 2012. Additional Operational Study, 2013.
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FINANCIAL POLICIES
___________________________________________________________
The overall goal of the City's financial policies is to establish and maintain effective management of the
City's financial resources. Formal policy statements and major objectives provide the foundation for
achieving this goal. Accordingly, this section outlines the policies used in guiding the preparation and
management of the City's overall budget and the major objectives to be accomplished. In addition, the
rationale which led to the establishment of the fiscal policy statements is also identified.
Budget Development & Administration
1. A comprehensive annual budget will be prepared for all funds expended by the City.
State law provides that "no money shall be drawn from the treasury of the municipality nor shall
any obligation for the expenditure of money be incurred except pursuant to the appropriation made by
the commission." Inclusion of all funds in the budget enables the commission, the administration, and
the public to consider all financial aspects of city government when preparing, modifying, and
monitoring the budget, rather than deal with the City's finances on a "piece meal" basis.
2. The budget will be prepared in such a manner as to facilitate its understanding by
citizens and elected officials.
One of the stated purposes of the budget is to present a picture of the City government
operations and intentions for the year to the citizens of Bozeman. Presenting a budget document that is
understandable to the citizens furthers the goal of effectively communicating local government finance
issues to both elected officials and the public.
3. Budgetary emphasis will focus on providing those basic municipal services which
provide the maximum level of services, to the most citizens, in the most cost effective
manner, with due consideration being given to all costs--economic, fiscal, and social.
Adherence to this basic philosophy provides the citizens of Bozeman assurance that its
government and elected officials are responsive to the basic needs of the citizens and that its
government is operated in an economical and efficient manner.
4. The budget will provide for adequate maintenance of capital, plant, and equipment
and for their orderly replacement.
All governments experience prosperous times as well as periods of economic decline. In periods
of economic decline, proper maintenance and replacement of capital, plant, and equipment is generally
postponed or eliminated as a first means of balancing the budget. Recognition of the need for adequate
maintenance and replacement of capital, plant, and equipment, regardless of the economic conditions,
will assist in maintaining the government's equipment and infrastructure in good operating condition.
5. The City will avoid budgetary practices that balance current expenditures at the
expense of meeting future years' expenses.
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Budgetary practices such as postponing capital expenditures, accruing future years' revenues, or
rolling over short-term debt are budgetary practices which can solve short-term financial problems;
however, they can create much larger financial problems for future administrations and commissions.
Avoidance of these budgetary practices will assure citizens that current problems are not simply being
delayed to a future year.
6. The City will give highest priority in the use of one-time revenues to the funding of
capital assets or other non-recurring expenditures.
Utilizing one-time revenues to fund on-going expenditures results in incurring annual
expenditure obligations which may be unfunded in future years. Using one-time revenues to fund
capital assets or other non-recurring expenditures better enables future administrations and
commissions to cope with the financial problems when these revenue sources are discontinued, since
these types of expenditures can more easily be eliminated.
7. The City will maintain a budgetary control system to help it adhere to the established
budget.
The budget passed by the Commission establishes the legal spending limits for the City. A
budgetary control system is essential in order to insure legal compliance with the City's budget.
8. The City will exercise budgetary control (maximum spending authority) through City
Commission approval of appropriation authority for each appropriated budget unit.
Exercising budgetary control for each appropriated budget unit satisfies requirements of State
law. It also assists the commission in monitoring current year operations and acts as an early warning
mechanism when departments deviate in any substantive way from the original budget.
9. Reports comparing actual revenues and expenditures to budgeted amounts will be
prepared monthly.
The City's budget is ineffective without a system to regularly monitor actual spending and
revenue collections with those anticipated at the beginning of the year. Monthly reports comparing
actual revenues and expenditures to budget amounts provide the mechanism for the Commission and
the administration to regularly monitor compliance with the adopted budget.
Revenue Collection
1. The City will seek to maintain a diversified and stable revenue base.
A city dependent upon a few volatile revenue sources is frequently forced to suddenly adjust tax
rates or alter expenditure levels to coincide with revenue collections. Establishment of a diversified and
stable revenue base, however, serves to protect the City from short-term fluctuations in any one major
revenue source.
2. The City will estimate revenues in a realistic and conservative manner.
Aggressive revenue estimates significantly increase the chances of budgetary shortfalls
occurring during the year--resulting in either deficit spending or required spending reductions. Realistic
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and conservative revenue estimates, on the other hand, will serve to minimize the adverse impact of
revenue shortfalls and will also reduce the need for mid-year spending reductions.
3. The City will pursue an aggressive policy of collecting revenues.
An aggressive policy of collecting revenues will help to ensure the City's revenue estimates are
met, all taxpayers are treated fairly and consistently, and delinquencies are kept to a minimum.
4. The City will aggressively pursue opportunities for Federal or State grant funding.
An aggressive policy of pursuing opportunities for federal or state grant funding provides
citizens assurance that the City is striving to obtain all state and federal funds to which it is entitled,
thereby reducing dependence on local taxpayers for the support of local public services.
5. User fees and charges will be used, as opposed to general taxes, when distinct
beneficiary populations or interest groups can be identified.
User fees and charges are preferable to general taxes because user charges can provide clear
demand signals which assist in determining what services to offer, their quantity, and their quality. User
charges are also more equitable, since only those who use the service must pay--thereby eliminating the
subsidy provided by nonusers to users, which is inherent in general tax financing.
6. User fees will be collected only if it is cost-effective and administratively feasible to do
so.
User fees are often times costly to administer. Prior to establishing user fees, the costs to
establish and administer the fees will be considered in order to provide assurance that the city's
collection mechanisms are being operated in an efficient manner.
Expenditures and Payments
1. On-going expenditures will be limited to levels which can be supported by current
revenues.
Utilization of reserves to fund on-going expenditures will produce a balanced budget; however,
this practice will eventually cause severe financial problems. Once reserve levels are depleted, the City
would face elimination of on-going costs in order to balance the budget. Therefore, the funding of on-
going expenditures will be limited to current revenues.
2. Minor capital projects or recurring capital projects, which primarily benefit current
residents, will be financed from current revenues.
Minor capital projects or recurring capital projects represent relatively small costs of an on-
going nature, and therefore, should be financed with current revenues rather than utilizing debt
financing. This policy also reflects the view that those who benefit from a capital project should pay for
the project.
3. Major capital projects, which benefit future as well as current residents, will be
financed with current revenues as well as other financing sources (e.g. debt financing).
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This policy reflects the view that those who benefit from a capital project should pay for the
project.
4. Major capital projects, which benefit future residents, will be financed with other
financing sources (e.g. debt financing).
Major capital projects represent large expenditures of a non-recurring nature which primarily
benefit future residents. Debt financing provides a means of generating sufficient funds to pay for the
costs of major projects. Debt financing also enables the costs of the project to be supported by those
who benefit from the project, since debt service payments will be funded through charges to future
residents.
5. Construction projects and capital purchases of $10,000 or more will be included in the
Capital Improvement Plan (CIP); minor capital outlays of less than $10,000 will be
included in the regular operating budget.
The Capital Improvement Plan (CIP) differentiates the financing of high cost long-lived physical
improvements from low cost "consumable" equipment items contained in the operating budget. CIP
items may be funded through debt financing or current revenues while operating budget items are
annual or routine in nature and should only be financed from current revenues.
6. Spending Policy:
The City will spend its resources in the following order. Resources will be categorized according to
Generally Accepted Accounting Principles (GAAP) for state and local governments, with the following
general definitions:
x Restricted -- Amounts constrained to specific purposes by their providers
(such as grantors, bondholders, and higher levels of government) through
constitutional provisions or by enabling legislation.
x Committed -- Amounts constrained to specific purposes by the City
Commission; to be reported as committed, amounts cannot be used for any
other purpose unless the City Commission takes action to remove or change
the constraint.
x Assigned -- Amounts the City intends to use for a specific purpose; intent can
be expressed by the Commission or by an official or body to which the
Commission delegates the authority. The City Commission delegates this
authority to the City Manager.
x Unassigned -- Amounts that are available for any purpose; these amounts are
reported only in the General Fund.
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When both restricted and unrestricted resources are available, spending will occur in the following
order, for the identified fund types:
Fund Type Order of Spending
General Fund 1. Restricted
2.Committed
3. Assigned
4. Unassigned
The City Commission and the City Manager, individually, have the authority to
express assignments in the General Fund.
Special Revenue
Funds
1. Restricted
2. Committed
3. Assigned
The City Commission and the City Manager, individually, have the authority to
express assignments in Special Revenue Funds.
Debt Service Funds 1. Assigned
2. Committed
3. Restricted
The City Commission and the City Manager, individually, have the authority to
express assignments in Debt Service Funds.
Capital Projects
Funds
1. Restricted
2. Committed
3. Assigned
The City Commission and the City Manager, individually, have the authority to
express assignments in Capital Project Funds.
Debt Administration
1. The City will limit long-term debt to capital improvements which cannot be financed
from current revenues.
Incurring long-term debt serves to obligate future taxpayers. Excess reliance on long-term debt
can cause debt levels to reach or exceed the government's ability to pay. Therefore, conscientious use
of long-term debt will provide assurance that future residents will be able service the debt obligations
left by former residents.
2. The City will repay borrowed funds, used for capital projects, within a period not to
exceed the expected useful life of the project.
This policy reflects the view that those residents who benefit from a project should pay for the
project. Adherence to this policy will also help prevent the government from over-extending itself with
regard to the incurrence of future debt.
3. The City will not use long-term debt for financing current operations.
This policy reflects the view that those residents who benefit from a service should pay for the
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
service. Utilization of long-term debt to support current operations would result in future residents
supporting services provided to current residents.
4. The City of Bozeman will adhere to a policy of full public disclosure with regard to the
issuance of debt.
Full public disclosure with regard to the issuance of debt provides assurance that the incurrence
of debt, for which the public is responsible, is based upon a genuine need and is consistent with
underwriters’ guidelines.
Reserves and Fund Balances
1. Reserves and Fund Balances will be properly designated into the following
categories:
x Nonspendable fund balance -- Amounts that are not in a spendable form (such as
inventory) or are required to be maintained intact (such as the corpus of an endowment
fund).
x Restricted fund balance -- Amounts constrained to specific purposes by their providers
(such as grantors, bondholders, and higher levels of government) through constitutional
provisions or by enabling legislation.
x Committed fund balance -- Amounts constrained to specific purposes by the City
Commission; to be reported as committed, amounts cannot be used for any other purpose
unless the City Commission takes action to remove or change the constraint.
x Assigned fund balance -- Amounts the City intends to use for a specific purpose; intent
can be expressed by the Commission or by an official or body to which the Commission
delegates the authority.
x Unassigned fund balance -- Amounts that are available for any purpose; these
amounts are reported only in the General Fund.
2. A minimum level of General Fund reserve equal to 16.67% of annual revenues will be
maintained by the City. This reserve is committed to be used for: cash flow purposes,
accrued employee payroll benefits which are not shown as a liability, unanticipated
equipment acquisition and replacement, and to enable the city to meet unexpected
expenditure demands or revenue shortfalls.
Property taxes represent the City's primary source of general fund revenue. Property taxes are
collected in November and May of each fiscal year. Since the City's fiscal year begins on July 1st, the City
must maintain an adequate cash balance in order to meet its expenditure obligations between July 1st
and the commencement of the collection of property taxes in November.
Accrued employee payroll benefits represent a bona fide obligation of the City. The City will
maintain sufficient reserves to meet its annual expenditure obligations.
The City recognizes the need to maintain adequate equipment in order to carry out required
public services. Equipment acquisition and replacement represent on-going costs of a relatively minor
nature, as compared to major capital purchases. We plan for equipment replacement within our Capital
Improvement Program. However, unforeseen equipment problems will arise. The reserve will provide
resources for the immediate, unanticipated replacement of critical equipment.
The City is subject to revenue shortfalls and unexpected expenditure demands during the fiscal
year. An undesignated General Fund reserve will be maintained to be able to offset these revenue
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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
Bozeman citizens assurance that their public funds are being accounted for in a proper manner.
2. The City will maintain its accounting records for general governmental operations on
a modified accrual basis, with revenues recorded when available and measurable, and
expenditures recorded when services or goods are received and liabilities incurred.
Accounting records for proprietary fund types and similar trust funds will be maintained
on an accrual basis, with all revenues recorded when earned and expenses recorded at
the time liabilities are incurred, without regard to receipt or payment of cash.
Adherence to this policy will enable the City to prepare its financial statements in accordance
with GAAP as set forth by the GASB.
3. The City of Bozeman will prepare a Comprehensive Annual Financial Report (CAFR)
in conformity with Generally Accepted Accounting Principles (GAAP). The report will be
made available to the general public. The CAFR shall be prepared in accordance with the
standards established by the GFOA for the Certificate of Achievement for Excellence in
Financial Reporting Program
The Certificate of Achievement represents a significant accomplishment for a government and
its financial management. The program encourages governments to prepare and publish an easily
readable and understandable comprehensive annual financial report covering all funds and financial
transactions of the government during the year. The CAFR provides users with a wide variety of
information useful in evaluating the financial condition of a government. The program also encourages
continued improvement in the City's financial reporting practices.
4. The City will ensure the conduct of timely, effective, and annual audit coverage of all
financial records in compliance the local, state, and federal law.
Audits of the City's financial records provide the public assurance that its funds are being
expended in accordance with Local, State, and Federal law and in accordance with GAAP. Audits also
provide management and the Commission with suggestions for improvement in its financial operations
from independent experts in the accounting field.
5. The City of Bozeman will maintain a policy of full and open public disclosure of all
financial activity.
Full and open public disclosure of all financial activity provides the public with assurance that its
elected officials and administrators communicate fully all financial matters affecting the public.
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6. The modified accrual basis of accounting and budgeting is used for the governmental
funds. Under the modified accrual basis of accounting, revenues are recorded when
susceptible to accrual, i.e., both measurable and available. Available means collectible
within the current period or soon enough thereafter to be used to pay liabilities of the
current period. Expenditures are recorded when the related liability is incurred.
Employee compensated absences and principal and interest on long-term debt
expenditures are recorded when due in the current period. The accrual basis of
accounting is used for proprietary funds. Under this method, revenues are recorded
when earned and expenses are recorded when the related liability is incurred. For
budget preparation and presentation, the proprietary funds’ expenses are converted to
expenditures and follow the same budget format as the government fund types. Capital
outlays in the enterprise funds are presented as expenses for budget basis, but are
recorded as assets along with associated depreciation expense on the GAAP basis. Debt
service principal payments in the enterprise funds are accounted for as expenses for
budget purposes, but are reported as reduction of long-term debt liability on the GAAP
basis.
Recording capital outlays as expenditures and principal payments on long-term debt for budget
purposes, presents a clearer picture of the City’s financial operations, is easier to administer for cash
flow purposes, and is easier for the lay person to understand.
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FINANCIAL STRUCTURE
___________________________________________________________________
To better understand this budget document a basic understanding of the structure, often-used terms,
and fund types is helpful.
The City’s operating expenditures are organized in to the following hierarchical categories: Activities,
Departments, Divisions, and Budget Units.
Activity: Activity represents the highest level of summarization used in the City’s financial structure.
This level is primarily used for entity-wide financial reporting and for summarization in this budget
document.
Department: Department is the second level of summarization used in the City’s financial structure.
The function classification represents a grouping of related operations and programs aimed at
accomplishing a broad goal or providing a major service.
Division: Department can be further split into divisions which are usually associated with functioning
work groups that have more limited sets of work responsibilities. Their primary purpose is
organizational and budgetary accountability.
Budget Unit: Divisions may be further subdivided into budget units. A budget unit is used to
account for a specific service performed within a division in the pursuit of individual goals and
objectives. A budget unit is aimed at accomplishing a specific service or regulatory program for which a
government is responsible.
For example, to account for the expenses of constructing a new Wastewater Treatment Plant the City
uses the following financial structure:
Activity: Public Service
Department: Wastewater Plant
Division: Operations
Budget Unit: Construction
The following table lists the Department and corresponding divisions within the City for the current
fiscal year.
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Departments Divisions and Budget Units Budgeted Funds
City Commission City Commission, Special Bodies (Ethics Board) General
City Manager Administration, City Clerk, Neighborhoods General
Municipal Court Operations General
City Attorney Administration, Civil Litigation, Criminal Litigation, Criminal
Victim-Witness
General, Victim Witness Advocate
Administrative
Services
Administration, Accounting, Treasury, Information
Technology, Human Resources
General
Community
Development
Operations, Development Review, Long-Range Planning,
Historical Preservation
Community Development
Facilities
Maintenance
City Hall, City Hall Annex, Shop Complex, Professional
Building, Senior Center, Library, Fire Station #2, Fire Station
#3, Vehicle Maintenance Shop
General
Police Operations, Crime Control & Investigations, Drug
Forfeiture, Parking, Animal Control
General, Drug Forfeiture, Law & Justice
Center, Domestic Violence, Police-Court
Facility
Fire Administration, Operations, Operational Readiness, Fire
Prevention, Special Fire Services, Hazardous Materials,
Disaster & Emergency Services
General, Fire Impact Fees, Fire Special
Revenue, Fire Capital/Equipment
Replacement
Building Inspection Operations, Life Safety Building Inspection
Parking Administration, Operations, Parking Garage Parking Enterprise
Public Services
Administration
Administration, GIS, Engineering, Snow Removal
Enforcement, Weed Cutting Enforcement, Sidewalk Repair
Program, Sidewalk & Curb Construction, SID Construction
Water Enterprise
Streets Operations, Maintenance, Construction, Snow & Ice
Removal, Lighting, Traffic Signs & Markers
General, Community Transportation, Gas Tax,
Street Maintenance, Street Impact Fees, SIDs,
Arterial Construction
Water Plant Operations, Water Conservation, Construction Water, Water Impact Fees
Water Operations Operations, Utility Locates, Water Services, Construction,
Reservoirs, Meters, Hydrants, Valves, Repairs
Water, Water Impact Fees
Wastewater
Operations
Operations, Utility Locates, Services, Construction,
Manholes, Televising, Flushing, Repairs
Wastewater, Wastewater Impact Fees
Water Reclamation
Facility
Operations, Laboratory, Sludge Injection, Pretreatment, Wastewater, Wastewater Impact Fees
Storm Water Admin and Mapping, Operations, Capital Improvements Stormwater Enterprise
Solid Waste
Collection & Recycling
Collections, Recycling Solid Waste Enterprise
Solid Waste Disposal Operations, Landfill Landfill Post-Closure Costs
Vehicle Maintenance Operations Vehicle Maintenance
Parks & Recreation Cemetery, Parks, Forestry, Recreation General, Parks & Open Space Bond, Tree
Maintenance, Recreation Special Revenue,
Story Mansion Operating
Library Operations, Technical Services, Information, Children’s
Services, Circulation, Construction
General, Library Special Revenue, Library
Depreciation
Community Services Economic Development, Sustainability General, Downtown TIF, Community Housing,
Housing Revolving Loans, North 7th. TIF, North
East Urban Renewal TIF, Downtown BID,
Development Impacts, Tourism BID
Non Departmental Insurance, Contingencies, Transfers, Beautification of
Bozeman, Band, Senior Transportation
General, Permissive Medical Levy, Senior
Transportation, Employee Health Insurance
GO, SID & TIF Bonds,
SID Revolving
Principal & Interest GO Refunding Series 2012, Parks & Open
Space Bond, Downtown TIF, SID Bonds
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USEFUL TERMS
To better assist readers in understanding the budget document, a basic knowledge of the following
terms is useful:
A FUND is a fiscal and accounting entity with a self-balancing set of accounts recording cash, and other
financial resources, together with all related liabilities and residual equities or balances, and changes
therein. Funds are segregated for the purpose of carrying on specific activities or attaining certain
objectives in accordance with special regulations, restrictions, or limitations. Funds in the government
model are classified into three broad categories: governmental, proprietary, and fiduciary.
The most common reason for establishing a fund is to separately account for restricted-use revenue or
to comply with State or Federal law.
An ACCOUNT is an organizational or budgetary breakdown which is found within city funds. Each
department serves a specific function as a distinct organizational unit of government within the given
fund. Its primary purpose is to facilitate organizational and budgetary accountability.
An OBJECT OF EXPENDITURE refers to specific, detailed expenditure classification. It relates to
a specific type of item purchased or service obtained. Examples of objects of expenditure include
salaries, supplies, contracted service, travel, etc.
The City’s financial operations and fund structure conform to Generally Accepted Accounting Principles
(GAAP). The funds are grouped under governmental, proprietary, and fiduciary fund types. The City’s
fund structure is comprised of the following funds, all of which are budgeted.
GOVERNMENTAL FUND TYPES
General Fund: The General Fund is used to account for all financial resources of the City, except for
those required to be accounted for in another fund. The General Fund supports such basic services as
the Legislative Branch, Judicial Branch, General Administration, Police, Fire, Finance, Engineering,
Recreation, and Library services.
Revenue Sources: The City's General Fund is financed primarily by property taxes which provide
nearly half of the General Fund revenue. Other revenue sources include: licenses and permits,
intergovernmental revenue, charges for services, fines and forfeitures, interest on investments,
operating transfers, and miscellaneous revenues.
Special Revenue Funds: Special Revenue Funds are used to account for the proceeds of specific
revenue sources (other than special assessments, expendable trusts, or for major capital projects) that
are legally restricted to expenditure for specific purposes. Special Revenue Funds support insurance
costs, retirement costs, planning functions, and other services legally restricted for specific purposes.
&LW\RI%R]HPDQ07 39 )<$SSURYHG%XGJHW
Revenue Sources: Special Revenue Funds are supported either through property taxes or
through grants or other restricted revenue sources. Examples of Special Revenue Funds supported by
property taxes include employee health and comprehensive insurance funds. Examples of Special
Revenue Funds supported by grants or other restricted revenue sources include Community
Development Block Grant, Housing and Urban Development, and Gas Tax Apportionment.
Debt Service Funds: Debt Service Funds are used to account for the accumulation of resources
for, and the payment of, general long-term debt principal and interest. Debt Service Funds provide
financing for the City's two general obligation bonds—trails, open space and parks (TOPS) and library
facilities.
Revenue Sources: Debt Service Funds are financed through property taxes and interest income.
Capital Project Funds: Capital Project Funds are used to account for financial resources to be
used for the acquisition or construction of major capital facilities (other than those financed by
proprietary funds).
Revenue Sources: Capital Project Funds are supported by special assessments, long term debt
proceeds, donations, and grants.
PROPRIETARY FUND TYPES
Internal Service Funds: Internal Service Funds are used to account for the financing of goods or
services provided by one department to other departments on a cost-reimbursement basis. Internal
Service Funds account for the City's vehicle maintenance functions.
Revenue Sources: Internal Service Funds are supported through billings to other departments
based on the sale of goods and the services provided.
Enterprise Funds: Enterprise Funds are used to account for operations that are financed and
operated in a manner similar to private business enterprises--where the intent of the governing body is
that the costs (expenses, including depreciation) of providing goods or services to the general public on
a continuing basis be financed or recovered primarily through user charges. Enterprise Funds account
for the City's water, waste water, solid waste, stormwater and parking services.
Revenue Sources: Enterprise Funds are financed by user charges, penalties, and interest
income.
FIDUCIARY FUND TYPES
Trust Funds: Trust Funds are used to account for assets held by a governmental unit in a trustee
capacity. These include (a) expendable trust funds, (b) permanent trust funds, and (c) pension trust
funds
Revenue Sources: Trust Funds are supported by donations and interest income.
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THE BUDGET PROCESS
___________________________________________________________________
The City of Bozeman budget serves several purposes.
x For the Citizens of the City of Bozeman, it presents a picture of
the city government operations and intentions for the year.
x For the City Commission, it serves as a policy tool and as an
expression of goals and objectives.
x For City Management, it is used as an operating guide and a
control mechanism.
State statute provides the “Local Government Budget Act” in MCA 7-6-4001. This section of the law
was adopted by the 2001 Legislature to replace the “Municipal Budget Law” and other various sections
of code that related to city finances. The new law limits the amount of expenditures to approved
appropriations, requires reporting to the State after final budgets and tax levies are adopted, and
provides for a detailed preliminary and final budget adoption within the confines of the State
determined property tax assessment time-table.
The City's budget encompasses both the operating budget and the capital improvement budget. Each
budget unit includes amounts appropriated for both operating expenses and capital items. The
accompanying narrative explanation for each budget unit provides an explanation of capital items
included in the budget.
BASIS OF BUDGETING
The City’s accounts are organized on the basis of funds, each of which is considered a separate entity.
The operations of each fund are accounted for with a separate set of self-balancing accounts that
comprise its assets, liabilities, fund equity, revenues and expenditures/expenses.
Governmental funds (the General Fund, Special Revenue, Debt Service, and Capital Projects Funds) use
the modified accrual basis of budgeting and accounting. Revenues are recognized in the accounting
period in which they become available and measurable. Expenditures are recognized when liabilities are
incurred.
Proprietary funds (Enterprise and Internal Service Funds) are budgeted on a modified accrual basis
which does not include depreciation or compensated absences. Each fund’s financial statements, which
can be found in the City’s Comprehensive Annual Financial Report (CAFR), are reported on the full
accrual basis. In the accrual basis of accounting, revenues are recognized in the accounting period in
which they are earned. Expenses are recognized in the accounting period in which they occur.
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BUDGET DEVELOPMENT PROCESS
In the past, the City Manager’s Recommended Budget served 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. In 2013, we developed a revised budget calendar that will NOT have us adopting a
preliminary budget in June and a final budget in August. Instead, we will adopt a final budget in June
and only amend the budget in August if our taxable value estimates were significantly different from our
Certified Values received from the State. The Approved Budget document will be issued after Taxable
Values are received in August, and the final tax levy is set.
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, Administrative Services Director,
and department staff explain the budget recommendations and underlying justification for the requests.
The Commission also reviews departmental requests which could not be funded, as an indication of
unmet needs. During or following the work sessions, the Commissioners may make adjustments to the
proposed budget. Following any adjustments to the City Manager's budget recommendation, a
tentative appropriation ordinance is prepared and a public hearing is held. The Commission may again
make adjustments to the budget following the public hearing, after which time, the Commission passes
the appropriation ordinance in final form.
Appropriations are established by budget unit. The accounting system, budgeting system, and the
budget document itself, however, break these classes into subclasses--thereby providing more detailed
information. As an example, operating supplies, gas and oil, and subscriptions are all classified as
operating expenses. The accounting and budgeting systems provide detail for these specific sub-classes.
However, appropriation control is exercised only at the budget unit level.
MCA 7-6-4030 Final budget--resolution--appropriations. (1) The governing body may
amend the preliminary budget after the public hearing and after considering any public comment.
(2) The amended budget constitutes the final budget. The final budget must be balanced so that
appropriations do not exceed the projected beginning balance plus the estimated revenue
of each fund for the fiscal year.
(3) The governing body shall adopt the final budget by resolution. The resolution must:
(a) authorize appropriations to defray the expenses or liabilities for the fiscal
year; and
(b)establish legal spending limits at the level of detail in the resolution.
(4) The effective date of the resolution is July 1 of the fiscal year, even if the resolution is adopted
after that date.
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PERFORMANCE BUDGETING
Beginning with the fiscal year 1998-99 budget, the City of Bozeman started the development of a
performance budget. The move to a performance budget resulted in a shift in emphasis away from
describing what will be purchased (inputs) towards describing what will be accomplished (outputs and
outcomes). That process continues today with both an organization-wide and budget-unit specific focus
on outcomes.
PRESENTATION
The text of the budget document customarily contains five sections of information for each division.
Some divisions also include highlights or accomplishments for the prior year and/or the coming year.
x The first section provides a description of the division.
x The second section describes its major objectives to be
accomplished.
x The third section provides detailed financial information.
x The fourth section identifies the division’s performance measures
for the coming budget year and the past three years.
x The fifth section lists the workload indicators for the division.
The financial information includes expenditure information for the last completed fiscal year, the
appropriated amounts for the current year, and the recommended amounts covered by the budget.
Costs are segregated into five basic classifications: salaries, wages, & benefits; operating expenses;
capital; debt service; and transfers. Appropriation control is exercised only at the budget unit level and not
at the individual object of expenditure level.
The narrative information is presented together with the financial detail to assist readers in
understanding the planned outcomes for each division, the purpose of each budget unit, and major
changes or expenditures for the coming year.
MONITORING AND REPORTING PROCESS
As the budget year proceeds, individual departments and the Finance Department have dual
responsibility for monitoring the status of each budget unit. Department staff has primary responsibility
for monitoring the status of expenditures against their budget. This responsibility includes informing
the Finance Department of any significant departures from the plans anticipated in the budget.
The Finance Department has overall responsibility for monitoring the status of all departments and
funds. This is accomplished primarily through analysis of computerized budget performance reports
which compare appropriation amounts on a line-item basis with actual expenditures throughout the
year. These reports aid department staff in controlling costs and act as an early warning system for the
Finance Department. Department staff may exercise their judgment in exceeding expenditures by
object code, as long as they do not exceed the total amount appropriated for the budget unit.
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The Finance Department reviews the budget reports on a monthly basis and discusses any variances
from expected performance with the department staff. The Finance Department conducts in-depth
quarterly budget reviews of all expenditures and revenues.
Significant changes in either expenditures or revenues require a budget revision. Recommendations
are also made by the Administrative Services Director for any corrective actions believed necessary.
BUDGET AMENDMENT PROCESS
State statute provides a number of different ways to amend the budget. The first involves a
reallocation of existing appropriations among the line items within a specific fund. The second defines
a series of scenarios where the governing body has authority to amend the budget without a hearing for
donations, land sales, and fee-based budgets. All other increases in appropriation authority that are not
specifically permitted by statute must be approved through a public hearing process.
The Administrative Services Director is responsible for ensuring compliance with spending limitations
imposed by the budget. Accordingly, the Administrative Services Director submits a Budget Status
Report to the City Commission after three, six, nine, and twelve month periods which evaluates overall
revenues and expenditures in comparison to the budgeted amounts. In cases where it appears the
original spending authority authorized will not prove sufficient, transfers of spending authority or
additional spending authority are requested together with explanations for the requests. Public
hearings for budget amendments are held as necessary.
BUDGET CALENDAR/PROCEDURES
The following budget timeline outlines the process the City customarily follows for creation and
adoption of the annual budget.
1.December/January: The Commission's goals provide the legislative policy direction for the
budget process and the development of departmental objectives and work plans.
MCA 7-6-4031 Budget amendment procedures. (1) The final budget resolution may authorize
the governing body or a designated official to transfer appropriations between items within the
same fund.
(2)The annual budget appropriations may be amended as provided in 7-6-4006 (3) and 7-6-
4012.
(3) Except as provided in 7-6-4006, 7-6-4011, 7-6-4012, 7-6-4015, and 7-6-4032, or in case of
an emergency under Title 10, chapter 3, a public hearing is required for an overall increase in
appropriation authority.
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2. January: The Finance Department sends budget request forms and instructions to all
departments.
3. January/February: Department administrators assess the needs of their departments and
communicate their needs through their budget requests.
4. February: The department requests are compiled by the Administrative Services Director
and compared to available funds to support the requested services.
5. March/April: The City Manager and Administrative Services Director attend budget
meetings with the staff responsible for each budget unit to discuss their requests and make
necessary adjustments to ensure 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, Administrative Services Director, and various department staff explain the budget
recommendations and underlying justification for the requests.
x During or following the work sessions, the Commissioners may make adjustments to the
proposed budget.
8.June:
x The public hearing on the budget is advertised in the local newspaper.
x A public hearing on the budget (appropriation resolution) is held and adjustments to the
budget, if any, are made.
x The Commission adopts a final budget prior to June 30th.
10. August: Final taxable values are received from the State Department of Revenue. Taxing
authority is calculated and tax levy resolution is prepared.
x The public hearing on the tax levy resolution is advertised in the local newspaper.
x A public hearing on the tax levy is held.
x Commission adopts tax levy resolution.
x If taxable values are substantially different from estimate amounts, the appropriation
resolution may be amended, through a public hearing.
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.
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CITY ORGANIZATIONAL CHART
______________________________________________________________________________________________
CITIZENS OF
BOZEMAN
MUNICIPAL
JUDGE
CITY
COMMISSION
ADVISORY
BOARDS
LIBRARY
BOARD
LIBRARY DIRECTOR,
SUSAN
GREGORY
CITY MANAGER,
CHRIS KULKULSKI
CITY CLERK,
ROBIN
CROUGH
CITY
ATTORNEY,
GREG
SULLIVAN
CIVIL
CRIMINALPROSECUTION
DIRECTOR OF
COMMUNITY
DEVELOPMENT,
WENDY
THOMAS
DEVELOPMENT REVIEW
LONG RANGE
PLANNING
BUILDING INSPECTION
FIRE CHIEF,
JOSH WALDO
INSPECTIONS
OPERATIONS
POLICE CHIEF,
STEVE
CRAWFOR
D
PATROL
DETECTIVES
SUPPORT SERVICES
ADMINISTRATIVE
SERVICES
DIRECTOR, ANNA ROSENBERRY
ACCOUNTING
TREASURY
INFORMATION
TECHNOLOGY
HUMAN RESOURCES
PARKS &
RECREATION
DIRECTOR,
MITCH
OVERTON
CEMETERY
PARKS
RECREATION
FORESTRY
AQUATICS
DIRECTOR OF
ECONOMIC
DEVELOPMENT, BRIT FONTENOT
ASSISTANT
CITY
MANAGER,
CHUCK WINN
FACILITIES
SUSTAINABILITY
PARKING
DIRECTOR
NEIGHBORHOODS
PUBLIC WORKS
DIRECTOR,
CRAIG
WOOLARD
WATER TREATMENT
PLANT
SOLID WASTE
ENGINEERING
STREETS
WATER RECLAMATION FACILITY
WATER/SEWER OPERATIONS
STORMWATER
PARKING
COMMISSION
The organization chart below depicts the overall structure of the City of Bozeman government. Voters of the City elect the
City Commission and Municipal Court Judge. The Municipal Court Judge recommends any Part Time Judges. The City
Commission appoints a City Manager who is the Chief Executive Officer of the City. The City Manager appoints a City Clerk
who acts as staff of the Commission. The City Manager also appoints directors of each of the major departments.
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FINANCIAL SUMMARY
______________________________________________________________________________________________
General
Fund
Special
Revenue
Debt
Service Construction
Projects
Enterprise Internal
Service Permanent All Funds
Projected Beginning
Fund Balance/Working Capital 5,638,033 17,541,615 2,654,125 605,000 19,764,352 232,503 1,096,222 47,531,850
Estimated Revenues 28,534,746 22,209,781 2,429,615 834,756 29,092,298 6,026,612 106,000 89,233,808
Less Appropriations 29,413,605 26,916,597 2,411,482 1,688,375 32,010,922 6,069,245 - 98,510,226
Increase/(Decrease) in
Fund Balance/Working Capital (878,859) (4,706,816) 18,133 (853,619) (2,918,624) (42,633) 106,000 (9,276,418)
Projected Ending
Fund Balance/Working Capital 4,759,174$ 12,834,799$ 2,672,258$ (248,619)$ 16,845,728$ 189,870$ 1,202,222$ 38,255,432$
Financial Summary
Final Budget
Fiscal Year 2016-2017
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Projected Beginning Estimated Appropriations Budgeted Ending
Fund Balance/ Revenues Fund Balance/
Working Capital Working Capital
General Fund
010 General Fund 5,638,033$ 28,534,746$ 29,413,605$ 4,759,174$
Special Revenue Funds
100 Planning Fund 127,891 1,264,506 1,251,872 140,525
103 Health-Medical Insurance 180,852 2,369,713 2,369,713 180,852
108 Community Transportation 432,166 52,594 - 484,760
109 Highway Safety Improvement Projects - 180 - 180
110 Gas Tax Apportionment 236,791 680,339 694,500 222,630
111 Street Maintenance District 426,384 4,562,212 5,169,575 (180,979)
112 Tree Maintenance 205,242 601,708 717,219 89,731
113 Fire Impact Fee 892,205 318,537 25,000 1,185,742
114 Street Impact Fee 6,166,545 2,388,901 5,170,475 3,384,971
115 Building Inspection Special Revenue 1,152,293 1,685,248 1,978,444 859,097
116 Dowtown Improvement District 1,221,090 1,785,436 2,882,988 123,538
119 Economic Development Loan Fund - 48,500 31,000 17,500
120 Community Housing 520,324 277,236 287,400 510,160
121 Housing Revolving Loan Fund 13,325 5,325 - 18,650
123 Big Sky Ec Dev Grant 16,500 - 16,500 -
125 Drug Forfeiture 43,781 165,035 213,116 (4,300)
128 Fish Wildlife And Park Management Areas 20,440 - - 20,440
130 Americans With Disability Act 35,382 240 - 35,622
131 Beautification of Bozeman 991 - - 991
132 Bogert Park Special Revenue 13,728 2,200 - 15,928
133 Recreation Department Special Revenue 11,658 1,035 - 12,693
135 Cemetery Department Special Revenue 2,382 15 - 2,397
136 Park Department Special Revenue 7,915 3,188 - 11,103
137 Library Department Special Revenue 82,891 78,654 - 161,545
138 Law & Justice Center 350,625 - 19,125 331,500
139 Police Department Special Revenue 256,185 30,266 - 286,451
140 Police Domestic Violence 140 115,000 200,325 (85,185)
141 Street Arterial Construction 575,996 1,096,443 1,030,000 642,439
143 TIF Midtown (formerly N7th)1,926,163 728,013 1,027,000 1,627,176
144 TIF NE Urban Renewal 300,335 1,704,800 1,877,944 127,191
145 TIF Mandeville Industrial (99,370) 36,097 - (63,273)
146 Lighting Dist.'s (146-170, 181, 182, 200-241)552,228 373,361 441,133 484,456
174 Victim Witness Advocate 330,411 79,563 140,000 269,974
175 Senior Transportation 39,971 88,401 88,295 40,077
176 Business Improvement District 7,484 146,700 140,800 13,384
177 Neighborhood Associations 978 7 - 985
179 Diaster Relief Fund (Hail Damage)- 8,636 - 8,636
183 Fire Department Special Revenue 3,733 3,506 - 7,239
184 Parks Master Plan Develop 45,683 - - 45,683
185 Insurance Proceeds - - - -
186 Development Impacts 157,034 1,234 - 158,268
187 Fire Department Equipment 654,359 355,697 - 1,010,056
188 City/County Drug Forfeiture 153,866 1,047 - 154,913
189 Story Mansion Special Revenue 25,340 38,000 44,173 19,167
CHANGES IN FUND BALANCE/WORKING CAPITAL
Fiscal Year 2017
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Projected Beginning Estimated Appropriations Budgeted Ending
Fund Balance/ Revenues Fund Balance/
Working Capital Working Capital
191 Tourism BID 60,231 1,101,218 1,100,000 61,449
193 Street Maintenance - Babcock SID 5,800 5,700 - 11,500
194 Street Maintenance - Durston SID 5,600 5,290 - 10,890
850 Park Land - Cash in Lieu 378,047 - - 378,047
Total Special Revenue Funds 17,541,615$ 22,209,781$ 26,916,597$ 12,834,799$
Debt Service Funds
300 Special Improvement District Revolv. Fund 2,358,864 19,000 236,756 2,141,108
303 G.O. Refunding Series 2012 59,372 276,000 276,000 59,372
304 Park & Trails Bond - 1,082,738 1,082,738
305 TIF 2007 Downtown Bonds - 425,488 425,488 -
310 SID Funds 235,889 626,389 390,500 471,778
Total Debt Service Funds 2,654,125$ 2,429,615$ 2,411,482$ 2,672,258$
Construction Funds
Capital Projects 605,000 834,756 1,688,375 (248,619)
Enterprise Funds
600 Water 11,131,378 9,622,926 10,467,425 10,286,879
610 Water Impact Fee - Net Assets 2,088,448 1,475,000 2,115,750 1,447,698
620 Waste Water 4,955,788 8,450,151 8,947,694 4,458,245
630 Waste Water Impact Fee - Net Assets 557,793 3,149,133 4,003,461 (296,535)
640 Solid Waste 333,018 3,359,309 3,130,050 562,277
641 Landfill Post-Closure & Monitoring 403,500 807,000 1,103,000 107,500
650 Parking Enterprise 89,429 780,999 851,048 19,380
670 Storm Water 204,998 1,447,780 1,392,494 260,284
Total Enterprise Funds 19,764,352$ 29,092,298$ 32,010,922$ 16,845,728$
Internal Service Funds -
710 Vehicle Maintenance Shop 42,663 1,205,700 1,248,333 30
720 Health-Medical Self-Insurance Fund 189,840 4,820,912 4,820,912 189,840
Total Internal Service Funds 232,503$ 6,026,612$ 6,069,245$ 189,870$
Permanent Funds
800 Cemetery Perpetual Care 1,096,222 106,000 - 1,202,222
Total Permanent Funds 1,096,222 106,000 - 1,202,222
Total All Funds 47,531,850$ 89,233,808$ 98,510,226$ 38,255,432$
CHANGES IN FUND BALANCE/WORKING CAPITAL
Fiscal Year 2017
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MILL LEVIES & MILL VALUES
FISCAL YEAR FY1 2 FY1 3 FY1 4 FY1 5 FY1 6 FY1 7 Est
MILL VALUE (net of TIFD's)82,062$ 83,226$ 85,637$ 87,894$ 86,564$ 88,295$
Issued 9/201 1
PERCENTAGE CHANGE 2.1%1.4%2.9%2.6%-1.5%2.0%
GENERAL FUND:
All-Purpose 1 27.1 6 1 27.66 1 34.76 1 44.77 1 55.78 1 56.83
SPECIAL REVENUE:
City Planning 2.00 2.00 2.00 2.00 2.00 2.00
Local Government Study Commission
Health/Med Insurance 22.53 23.22 22.57 23.1 8 27.1 1 26.84
Fire Capital & Equipment 4.00 4.00 4.00 4.00 4.00 4.00
Transfer to Stormwater - Landfill Project 0.00 0.00 0.00 1 .57 1 .62 1 .59
Transfer to Landfill Closure - Monitring 4.00
Senior Transportation 1 .00 1 .00 1 .00 1 .00 1 .00 1 .00
Workforce Housing 0.50 0.50 0.50 1 .00 3.00 3.00
TOTAL SPECIAL REVENUE 30.03 30.72 30.07 32.75 38.72 42.42
DEBT SERVICE:
Park & Trail G.O.Bonds 0.00 8.1 3 1 2.49 1 2.26
Library G.O. Bonds 3.84 3.30 3.06 3.11 3.16 3.13
Transportation G.O. Bonds 5.72 5.07 5.1 9 0.00 0.00 0.00
TOTAL DEBT SERVICE 9.56 8.37 8.25 1 1 .24 1 5.65 1 5.39
TOTAL ALL LEVIES 1 66.75 1 66.75 1 73.08 1 88.76 21 0.1 6 21 4.64
Percentage Change in Mills -1 .2%0.0%3.8%9.4%1 2.4%2.4%
Property Taxes Levied $1 3,683,839 $1 3,878,293 $1 4,821 ,724 $1 6,590,871 $1 8,1 91 ,892 $1 8,951 ,933
Percentage Change in Dollars 0.9%1 .4%6.8%1 1 .9%9.7%4.2%
*These funds are being combined into the All Purpose Levy. They are all subject to M CA 15-10-420.
Tax Authority Authorized but Not Levied
General Fund Reduction 462720 694,976$ 1,263,330$ 1,271,667$ 363,096$ 539,000$
Street & Tree Maintenance Offset 1 1 6270 -$ -$ -$ -$ -$
Police & Fire Reductions 849000 91 4,000$ 578,525$ -$ -$ -$
SAFER Grant 1 89,720 113,985$ -$ -$ -$ -$
91 1 Mills (Resolution No. 3954)723,303 738,558$ 749,034$ 770,733$ 779,076$ 794,658$
FY1 1 Certification Error:59,753
Total Authorized But Not Levied 2,400,766$ 2,461,995$ 2,590,889$ 2,042,400$ 1,142,172$ 1,333,658$
Number of Mills 20.32 29.58 31.13 23.85 13.19 15.10
** FINAL BUDGET
MILL LEVIES & MILL VALUES
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APPROPRIATIONS BY TYPE
___________________________________________________________________
Expenditures, often called “Appropriations,” are classified under one of six major categories: Personnel
& Benefits, Operating Expense, Capital, Debt Service, Transfers, and Other Financing Uses. The graph
below shows the relative percentage of FY17 budget expenditures for the six major categories in all
funds, combined.
In governmental agencies, salaries, wages (personnel) and benefits normally represent the largest of
these categories. However, due to the significant investment in infrastructure, cities have a much higher
percentage of the budget devoted to operating and capital costs than most other governmental
agencies.
APPROPRIATIONS BY TYPE: GENERAL FUND ONLY— Using those same classifications of
expenditure type, the relative percentages of budgeted expenditures for the General Fund are shown
below. As you can see, the General Fund is comprised of a much higher percentage of Personnel &
Benefit costs compared to all funds, as a whole. The General Fund supports very little capital
improvements, compared to all funds, as a whole.
Personnel &
Benefits
31%
Operations
37%
Capital
20%
Debt Service
6%
Transfers
5%
Other
Financing Uses
1%
Appropriations by Type - All Funds - FY17
Personnel
& Benefits
66%
Operations
30%Capital
3%
Debt
Service
0%Transfers
1%Other
Financing
Uses
0%
Appropriations by Type - General
Fund - FY17
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APPROPRIATIONS BY FUND
___________________________________________________________________
As shown, Enterprise Funds and the General Fund account for 64% of the total expenditures of the City.
x The General Fund is the City’s primary operating account for general government
operations.
x Enterprise funds consist of Water, Wastewater, Solid Waste, Parking, and Storm-water
Utility Funds. These funds operate on a self-supporting basis.
Appropriations by Fund - FY17
Special Revenue Funds, totaling 25% of appropriations, include a variety of fee supported funds
including funds supporting impact fees, building inspections, street maintenance and tree maintenance.
Community Development Block Grant monies, the City’s Gas Tax allocation, and Senior Transportation
are also included. We have added the proposed Arterial & Collector Assessment Fund this year.
Debt Service, Internal Service, and Permanent Funds make up the remainder of the City’s
appropriations.
General Fund
30%
Special Revenue
27%
Debt Service
2%
Construction
Projects
2%
Enterprise
33%
Internal Service
6%
Permanent
0%
Appropriations by Fund - FY17
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REVENUES BY SOURCE
___________________________________________________________________
As shown, Charges for Services and Property Taxes account for 74% of the total revenues of the City.
The majority of Charges for Services are derived from the City’s utilities (Enterprise funds) consisting of
Water, Wastewater, Solid Waste, Stormwater and Parking Services. Property Taxes (26%) are primarily
to the benefit of the General Fund and public debt for Libraries and Trails, Open Space & Parks.
Revenues by Source - All Funds
REVENUES BY SOURCE, GENERAL FUND ONLY— Using those same classifications of revenue
sources, the relative percentages of estimated revenues for the General Fund are shown below.
Revenues by Source - General Fund
As you can see, the General Fund is much more reliant on Property Taxes and Intergovernmental revenue
than all funds, as a whole. These two sources combine to total 78% of General Fund revenues.
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LEGAL DEBT LIMIT & BOND RATINGS
___________________________________________________________________
General Obligation (G.O.) Debt Limit: The City’s legal debt limit for general obligation (G.O.)
indebtedness is established by state statute. Total general obligations may not exceed 2.5% of the City’s
total market value, as established each August by the Department of Revenue. Our most recent
valuation showed Total Market Value of $5.9 Billion, a significant increase due to the statewide property
reappraisal. We are estimating an increase of 2.0% for the coming year.
General Obligation Bond Rating: The City’s most recent general obligation bond rating was done
in connection with the issuance of the Trails, Open Space & Parks bonds in October 2014. Moody’s
rated that issue an “Aa3”, stating: “The rating reflects the City's fairly large, stable tax base, improved
wealth measures, a trend of sound financial operations and healthy reserve levels that largely remained
intact despite a recent litigation payout, and a limited debt burden that is expected to increase over the
near-term.”
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 borrow a total of $6.6 Million for the Sourdough Water Tank project, guaranteed by the Water
Fund.
Special District Debt: There is no statutory limit on 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”. This budget includes anticipated borrowing of $4.5 million for Special Improvement
District (SID) debt for the Downtown Streetscape SID. Other Special District Debt is subject to specific
limitations, set forth in statute. In December 2007, the City issued $6.27 Million in Tax Increment Urban
Renewal Revenue Bonds for the Downtown Intermodal Parking Facility. This bond issue was initially
rated BBB by Standard & Poor’s. The rating was upgraded in 2010 and reaffirmed by Standard & Poor’s
to BBB+/Stable in the spring of 2015.
Legal Debt Limit—G.O.Estimated June 30, 2016 Estimated June 30, 2017
Statutory G.O. Debt Limit—2.5% of
Valuation $142,464,717 $145,314,011
Less: Outstanding G.O.
Bonds ($14,965,000) ($14,965,000)
Less: Loans Payable ($1,209,518) ($809,518)
Plus: Fund Balances Reserved for
Debt Payment - -
Equals: Legal Debt Margin $126,290,199 $129,539,493
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City of Bozeman Revenues: All
Funds
Property
Taxes
Special
Assessment
Licenses &
Permits
Inter-
governmenta
Charges for
Services
Fines and
Forfeitures
Interest
Income
Other
Revenues
Other
Financing
S
TOTAL
01 0 - General Fund 15,417,000$ 316,170$ 7,037,266$ 2,122,555$ 1,203,500$ 45,000$ 116,500$ 2,276,755$ 28,534,746$
1 00 - Community Development/Planning 1 76,591 108,160 719,899 3,000 47,694 209,162 1 ,264,506
1 03 - Health-Medical Insurance 2,369,71 3 2,369,71 3
1 08 - Community Transportation - - 1,660 50,934 - 52,594
1 1 0 - Gas Tax 676,439 3,900 680,339
1 1 1 - Street Maintenance 11,0 0 0 7,619 4,526,593 17,000 - 4,562,21 2
1 1 2 - Tree Maintenance 250 593,858 1,600 6,000 601 ,708
1 1 3 - Fire Impact Fee 31 1 ,973 6,564 31 8,537
1 1 4 - Street Impact Fee 2,293,441 94,500 2,387,941
1 1 5 - Building Inspection Fund 1 ,670,333 1,915 13,000 1 ,685,248
1 1 6 - TIFD Downtown Improvement 1 ,727,000 45,436 10,000 3,000 1 ,785,436
1 1 9 - Economic Development Loan 48,500 48,500
1 20 - Community Housing Fund 2,850 9,500 264,886 277,236
1 21 - Housing Revolving Loan 50 5,275 5,325
1 25 - Drug Forfeiture Fund - 53,931 - 111,10 4 1 65,035
1 32 - Bogert Park Special Revenue 325 2,115 2,440
1 33 - Recreation Special Revenue 40 995 1,0 3 5
1 35 - Cemetery Special Revenue 15 15
1 36 - Park Special Revenue 30 3,158 3,1 88
1 37 - Library Special Revenue 300 78,354 78,654
1 39 - Police Special Revenue - 1,806 28,460 - 30,266
1 40 - Police Domestic Violence 1 1 5,000 - 115 ,0 0 0
1 41 - Street Arterial Construction 1 ,095,551 892 1 ,096,443
1 43 - TIF N 7th Corridor 71 9,21 3 - 8,800 728,01 3
1 44 - TIF NE Urban Renewal District 1 43,000 - 1,800 1 44,800
1 45 - TIF Mandeville Farm Industrial 36,097 36,097
1 46 - 1 70;1 81 ;1 82; 200 -241 - Lighting
Districts 368,357 5,004 373,361
1 74 - Victim/Witness Advocate 76,800 2,763 79,563
1 75 - Senior Transportation 88,295 10 6 88,401
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1 76 - BID Downtown Improv Dist - 200 14,500 132,000 1 46,700
1 77 - Neighborhood Association 7 7
1 79 - Disaster Relief 8,81 6 8,81 6
1 83 - Fire Department Special Revenue 506 3,000 3,506
1 86 - Development Impacts 1,2 3 4 1,2 3 4
1 87 - Fire Dept Equipment 353,1 81 2,51 6 -355,697
1 88 - City/County Joint Forfeiture 1,0 4 7 1,0 4 7
1 89 - Story Mansion Special Revenue 38,000 38,000
1 91 - Bozeman Tourism BID 1 ,1 00,000 1,2 18 1,10 1,2 18
1 93 - Street Maintenance - Babcock SID - 5,700 5,700
1 94 - Street Maintenance - Durston SID 40 5,250 5,290
300 - SID Revolving Fund - 1 9,000 - 1 9,000
303 - G.O. Refunding Series 201 2 276,000 276,000
304 - Parks & Open Space Bond 1 ,082,738 1 ,082,738
305 - 2007 Downtown TIF Bonds 425,488 425,488
31 0-447- SID Funds 626,389 - -626,389
500-566 - Construction Funds 834,756 - 834,756
600 - Water Fund 1,5 0 0 7,898,330 70,000 135,000 1,518,096 9,622,926
602 - Sourdough Tank Construction Fund - -
61 0 - Water Impact Fee 1 ,470,000 5,000 1 ,475,000
620 - Waste Water Fund 1,5 0 0 8,149,451 15,000 284,200 8,450,1 51
630 - Waste Water Impact Fee 3,1 49,1 33 3,1 49,1 33
640 - Solid Waste Fund 3,332,444 6,365 20,500 3,359,309
641 - Landfill Closure Costs - 807,000 - 807,000
650 - Parking Fund 326,699 - 284,500 2,800 167,000 780,999
670 - Storm Water Fund 1 ,305,680 2,100 140,000 1 ,447,780
71 0 - Vehicle Maintenance - 1,200,000 2,700 3,000 1 ,205,700
720 - Health-Medical Insurance 4,820,91 2 -4,820,91 2
800 - Cemetery Perpetual Care 1 00,000 6,000 1 06,000
22,399,828$ 3,1 90,297$ 2,320,821$ 7,985,551$ 42,034,1 84$ 1 ,61 8,731$ 363,444$ 2,634,001$ 5,1 25,991$ 87,672,848$
% of Total 26% 4% 3% 9% 48% 2% 0% 3% 6% 100%
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REVENUE TRENDS & ANALYSIS
___________________________________________________________________
Revenues are estimated for every fund of the City each year. This summary of revenue estimates is
supported by detailed revenue estimates for each fund, as described later in the tables titled “Revenue
& Expenditure Details”.
This section of the budget highlights major governmental and enterprise funds of the City: the General
Fund, Street Maintenance Fund, along with Water, Wastewater, Stormwater and Solid Waste
enterprises and associated impact fees. Trends of these funds and individual revenues are shown
together with estimates for the coming year. Together, these eight funds comprise over $61 Million
(70%) of the total estimated revenues of the City.
GENERAL FUND
The General Fund is used to account for all financial resources of the City, except for those required to
be accounted for in another fund. Major functions supported by general fund revenues include: City
Administration, Police and Fire services, Court, Parks, Recreation, and Library. Revenue is estimated to
be $28.5 Million for the budget year.
General Fund Revenue
The changes in General Fund revenue, depicted in the graph above, reflect the following trends:
x The approved mill levy for police and firefighter staff and equipment. That levy allows
permanent increases in property tax levies, beginning in FY09.
x Beginning in the late 1990’s, the rapid growth in new construction and annexations
increased property taxes collected. However, the significant decline in the rate of local
construction that began in 2008 reduced tax dollars from new construction.
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STREET MAINTENANCE FUND
The Street Maintenance District Special Revenue Fund’s revenue history is shown below. Revenues, in
the form of special assessments on real property, pay for the City’s street maintenance and
reconstruction program. We are estimating a total of $4.6 Million in total revenues this fiscal year.
Street Maintenance Fund Revenue
x Beginning with FY12, we expanded the program to include major street reconstruction
projects; the first being the reconstruction of South 8th Avenue. This project required the
borrowing of approximately $1.2 Million from the State of Montana, which results in a
substantial increase in budgeted revenues from Other Sources in FY12.
x For FY13 & FY14, there were no revenues from Other Sources, but an increase in
assessments to continue to build resources for reconstruction and curb replacements.
x FY15 adopted a 6.4% rate increase for general street maintenance projects.
x FY16 budget approved increasing street assessments 10% - which includes a significant
increase for pavement maintenance. This is intended to add $1 Million over 3 years for
additional construction projects.
x FY17 calls for a 15% Increase to fund operating increases and added pavement
maintenance.
WATER FUND
Shown on the graph on the following page are total water fund revenues, estimated at $9.6 Million for
the budget year. As depicted by the graph, water fund revenues have steadily increased as the result of
both an increase in the customer base and as the result of regular rate changes.
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Water Fund Revenues
x FY13 revenues include loan proceeds of $19.5 Million to fund the reconstruction of our
Water Treatment Plant, which got underway towards the end of FY11.
x FY14 revenues are coming from Utility rates, without the high levels of proceeds of long-
term debt previously budgeted. The Commission voted to hold water rates steady for FY14.
x Discounts for ACH payments were discontinued in FY14.
x Beginning in FY15, the Public Works Department budget is charged to the Water Fund. This
department’s administrative overhead is charged out to the departments that use their
services, which is a significant increase in the Water Fund revenues.
x The FY16 & FY17 budgets incorporate an adopted rate increase of 2.5% to continue to cover
costs of the utility.
WATER IMPACT FEE FUND
The Water Impact Fee Fund’s source of revenue is water system development impact fees. The fees are
charged to development projects as they place demand for new capacity on the water treatment and
distribution systems. Based on the newly adopted Impact Fees in April 2013, and increased
construction, rates and revenues increased significantly in FY13. Our budgets continue to be based on a
5 year average collections.
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Water Impact Fee Fund Revenues
WASTEWATER FUND
Revenues in the Wastewater Fund have, in general, been increasing over the past 10 years, and are
estimated at $8.4 Million for the budget year.
x In FY10-12 we borrowed significantly to construct our new Water Reclamation Facility. This
debt is being repaid by system users over the next 20 years.
x The Commission adopted a two-year rate resolution of 6% increase in FY12 and 6% increase
in FY13.
x For FY14, FY15, FY16 and FY17 there is an adopted 3% increase in rates.
Wastewater Fund Revenues
WASTEWATER IMPACT FEE FUND
The Wastewater Impact Fee Fund’s source of revenue is wastewater system development impact fees.
The fees are charged to development projects as they place demand for new capacity on the
wastewater treatment and collection systems. Based on the newly adopted Impact Fees in April 2013
and increased construction, revenues increased significantly in FY13. Based on the wastewater rate
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
Last 2 Years Projected
Water Impact Fee Fund Revenues
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study, fees are estimated to increase slightly in FY16. Our budgets continue to be based on a 5 year
average collections. For FY17 we are also anticipating loan money to assist in project construction.
Wastewater Impact Fee Fund Revenues
SOLID WASTE FUND
Revenues in the Solid Waste Fund were significantly affected by the closing of the City Landfill in 2007.
During fiscal year 2006, the Commission discussed how the City would continue solid waste disposal
services as our landfill was nearing its capacity. In a measure to reserve the remaining cell space for
residential use only, the Commission closed the landfill to tipping by commercial customers and non-city
residents and to any construction and demolition waste. The Landfill officially closed in June 2008.
Solid Waste Fund Revenues 1
x During the recession, the slowdown in local construction activity decreased demand for
“roll-off” containers and the associated hauling and tipping services.
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x Solid waste fund revenues, including curbside recycling fees for the year, are estimated at
$2.8 Million. An estimated 8% growth will increase revenue by $120,000 over FY14.
x Increase in the rate for 35 gallon totes to full cost-recovery in FY15.
x Increased customer base is estimated for FY17, with a recommended 2% tote rate increases.
STORMWATER FUND
The Stormwater Fund was created in FY13 to rejuvenate and protect local waterways from water that
flows over hard surfaces (stormwater). The City Stormwater Utility Enhancement program was proposed
to the City Commission and a utility was created. In FY15 we planned to significantly increase operations
with additional staff, maintenance, and capital enhancements. The new rates and services were fully
implemented in December 2015. We estimate revenues to be $1.4 million in FY17.
Stormwater Fund Revenues
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City of Bozeman Expenditures: All
Funds
Personnel &
Benefits
Operations Capital Debt Service Transfers Other Financing
Uses
TOTAL
010 - General Fund 19,344,018$8,784,119$800,760$ 400$ 484,308$ 29,413,605$
100 - Community Development/Planning 888,931 362,941 - - 1,251,872
103 - Health-Medical Insurance 2,369,713 2,369,713
108 - Community Transportation -- -
110 - Gas Tax 229,500 465,000 694,500
111 - Street Maintenance 1,410,250 1,600,002 1,376,501 184,822 598,000 5,169,575
112 - Tree Maintenance 390,966 191,253 135,000 717,219
113 - Fire Impact Fees 25,000 25,000
114 - Street Impact Fee 225,000 4,945,475 5,170,475
115 - Building Inspection Fund 1,441,924 504,020 32,500 1,978,444
116 - TIFD Downtown Improvement 2,292,500 590,488 2,882,988
119 - Economic Development Loan 31,000 31,000
120 - Community Housing Fund 287,400 287,400
123 - Big Sky Ec Dev Fund 16,500 16,500
125 - Drug Forfeiture Fund 205,816 7,300 213,116
133 - Recreation Special Revenue --
137 - Library Special Revenue --
138 - Law & Justice Center 19,125 19,125
140 - Police Domestic Violence 19,325 181,000 200,325
141 - Street Arterial Construction 1,030,000 1,030,000
143 - TIF N 7th Corridor 991,000 36,000 1,027,000
144 - TIF NE Urban Renewal District 1,867,944 10,000 1,877,944
146 - 170;181;182; 200 -241 - Lighting
Districts 409,233 31,900 441,133
174 - Victim/Witness Advocate 140,000 140,000
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City of Bozeman Expenditures: All
Funds
Personnel &
Benefits
Operations Capital Debt Service Transfers Other Financing
Uses
TOTAL
175 - Senior Transportation 88,295 88,295
176 - BID Downtown Improv Dist 140,800 140,800
187 - Fire Dept Equipment - -
189 - Story Mansion Special Revenue 44,173 44,173
191 - Bozeman Tourism BID 1,100,000 1,100,000
300 - SID Revolving Fund 236,756 236,756
303 - G.O. Refunding Series 2012 276,000 276,000
304 - Bond S & I Parks & Open Space Bond 1,082,738 1,082,738
305 - 2007 Downtown TIF Bonds 425,488 425,488
310-447- SID Funds 379,800 10,700 390,500
500-566 - Construction Funds 1,688,375 1,688,375
600 - Water Fund 2,890,482 4,163,532 2,100,401 1,313,010 10,467,425
602 - Sourdough Tank Construction Fund -
610 - Water Impact Fee 320,000 1,195,750 600,000 2,115,750
620 - Waste Water Fund 1,992,572 3,409,874 1,841,001 1,704,247 - 8,947,694
630 - Waste Water Impact Fee 50,000 3,300,249 653,212 4,003,461
640 - Solid Waste Fund 1,140,881 1,879,169 110,000 3,130,050
641 - Landfill Closure Costs 1,103,000 - 1,103,000
650 - Parking Fund 316,951 359,097 175,000 851,048
670- Storm Water Fund 376,433 240,715 550,000 225,346 1,392,494
710 - Vehicle Maintenance 411,683 773,650 63,000 1,248,333
720 - Health-Medical Insurance 4,820,912 4,820,912
30,830,232$ 36,658,054$ 19,809,012$ 5,591,851$ 5,030,589$ 590,488$ 98,510,226$
% of Total 31% 37% 20% 6% 5% 1% 100%
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EXPENDITURE TRENDS & ANALYSIS
___________________________________________________________________
This section provides a historical trend analysis of the expenditures of the largest funds of the City.
Increases and decreases in fund expenditure levels is a natural occurrence. The most important point is
to understand what factors are causing fund expenditure levels to change. General Fund expenditures
tend to be more stable, due to the fact that most costs are personnel that are both predictable and
steady. In enterprise funds and construction funds, large fluctuations will occur due to the fact that
these funds are infrastructure intense and large expenditures are sporadic, depending on the projects
involved. The eight funds described below encompass $65 Million (68%) of the total expenditures for
FY17.
GENERAL FUND
The General Fund is used to account for all financial resources of the City, except for those required to
be accounted for in another fund. Major functions supported by General Fund revenues include: City
Administration, Police and Fire services, Court, Parks, Recreation, and Library. Expenditures total $29.4
Million for this fiscal year.
General Fund Expenditures
The increase in expenditure levels of the General Fund can be tied to the growth trend of our
community. With this increase in property and population, there is a need for additional General Fund
services. Staffing increases to handle citizen demands bring salary and health insurance expenditure
increases. Expanding our buildings to accommodate more citizens and employees results in an increase
to building maintenance costs.
x For FY08 we decreased expenditures on 911 Dispatch services by over $700,000, due to the
assumption of this program by the county.
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x Over the past six years, we have increased expenditures in Police and Fire Services.
x In FY15, the General Fund supported our last payment of $675,000 to MMIA.
x The FY17 budget recommends a 4 mill increase for costs of Landfill Monitoring.
STREET MAINTENANCE FUND
The Street Maintenance District Fund’s expenditure history is shown below. Expenditures pay for the
City’s street maintenance program personnel, operating costs, and equipment.
Street Maintenance Fund Expenditures
x Beginning in FY12, we expanded the program to include major street reconstruction
projects; the first being the reconstruction of South 8th Avenue.
x Expenditures in FY14 are budgeted at $3.8 Million and include $900,000 of expenditures
from our recently established Street Reconstruction and Curb Replacement monies.
x Expenditures in FY15 are budgeted at $4.3 Million and include monies for a reconstruction
project, chip sealing streets according to the Pavement Condition Survey, and Capital
Improvement vehicles/equipment to aid in the Pavement Preservation Program.
x The Mckinstry Energy project of replacing 200 City owned street lights with LED light bulbs
was added to the Street Maintenance budget for FY15. The project is funded by an Intercap
loan, to be paid back with the energy savings resulting from the project.
x The FY17 budget includes increased amounts of pavement maintenance capital projects,
and the addition of a Streets Worker, which make up a large portion of the increased
expenditures.
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WATER FUND
The following chart depicts the trend in the Water Fund and shows the result of sporadic large
improvement projects undertaken in FY11-FY13.
Water Fund Expenditures
x FY12 expenditures total roughly $14.5 Million, and included spending on the first year of
construction of our new Water Treatment Facility, according to our long-rang Water Facility
Plan.
x FY12 also saw a concerted improvement in our water distribution pipe replacement
program, replacing rehabilitation projects “every-two-years” with an annual program
(doubling our efforts).
x FY13 includes the majority of construction costs for the Treatment Facility.
x Expenditures for FY14 fell to normal operating levels of $6 Million.
x FY15 expenditures were budgeted at $8.4 million. The Water Fund includes the Department
of Public Works beginning in FY15, so expenditures (in correlation with revenues) will
increase significantly (previously in the General Fund)
x The FY16 recommended budget includes increased debt payments for the Water Treatment
Plant loans. There is also an additional 1.0 FTE included for a Water Conservation
Technician.
x The FY16 budget includes the construction of a 5.3MG water tank at Sourdough for $6.6
Million. The loan proceeds and capital expenditures are included in a separate fund.
x The FY17 budget includes expenditures of $10.5 million.
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WATER IMPACT FEE FUND
The Water Impact Fee Fund accounts for the spending of water system development impact fees. The
fees are required to be spent on capital projects that expand the capacity of the City’s water treatment
and water distribution systems. As such, spending is sporadic and related to planned capital projects.
In FY12, 13, and 14, the Fund has assisted with the construction the new Water Treatment Facility.
The budget for FY17 includes a transfer of all available impact fees to pay the debt service costs for the
Sourdough Water Tank capital improvement project.
Water Impact Fee Fund Expenditures
WASTEWATER FUND
The Wastewater Fund has also spent substantial dollars on capital improvements over the past ten
years. As a result of our most recent Wastewater Facility Study, the City immediately embarked on the
design and construction of a new Water Reclamation Facility.
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
Water Impact Fee Fund Expenditures
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Wastewater Fund Expenditures
x In November 2008, the City approved bids for a project totaling $54 Million. We broke
ground in May 2009 and substantially completed the project in 2012.
x FY12 also saw a concerted improvement in our wastewater collection pipe replacement
program, replacing rehabilitation projects “every-two-years” with an annual program
(doubling our efforts).
x FY15 expenditures were $7 Million.
x FY16 & FY17 expenditures are estimated at $9 Million.
WASTEWATER IMPACT FEE FUND
The Wastewater Impact Fee Fund accounts for the spending of wastewater system development impact
fees. The fees are required to be spent on capital projects that expand the capacity of the City’s
wastewater treatment and wastewater collection systems. As such, spending is sporadic and related to
planned capital projects.
-
4,000,000
8,000,000
12,000,000
16,000,000
20,000,000
24,000,000
28,000,000
Wastewater Fund Expenditures
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Wastewater Impact Fee Fund Expenditures
x In 2010, the fund assisted with the construction of the Water Reclamation Facility.
x Expenditures in FY17 are budgeted at $4 Million.
SOLID WASTE FUND
Solid Waste Fund Expenditures
-
5,000,000
10,000,000
15,000,000
Wastewater Impact Fee Fund Expenditures
-
2,000,000
4,000,000
6,000,000
Solid Waste Fund Expenditures
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x Expenditures in the Solid Waste Fund increased significantly during 2005-2007 due to the
City’s investment in the Mandeville Farm property, Transfer Station design, and the Old
Library Property.
x The FY09 budget included the cap and closure costs on the City’s existing landfill cell, curb-
side recycling start-up, and funding our regular garbage collection routes.
x Expenditures for FY17 are recommended at $3.1 Million. The decrease is due mainly to
scheduled equipment that was replaced in FY16.
STORMWATER FUND
The Stormwater Fund was created in 2013 to collect revenues from Stormwater utility assessments, and
use the funds to rejuvenate and protect underground pipes and infrastructure relating to stormwater
transportation.
Stormwater Fund Expenditures
x In FY13, expenditures were minor and mainly for staff to begin mapping the current
stormwater infrastructure and prep for the further development of the assessed fees and
future needs of the utility.
x FY14 saw an increase in Staff to continue to develop the Stormwater utility.
x In April 2015, the City adopted a new rate model, as well as a 15 year plan for improving,
replacing and installing stormwater infrastructure.
x The new Stormwater rate model was fully implemented in December 2015.
x FY17 represents the first year of fully budgeting operations and capital in the Storm Water
Fund.
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Last 2 Years Projected
Stormwater Fund Expenditures
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FUND BALANCES/WORKING CAPITAL TRENDS & ANALYSIS
___________________________________________________________________
There are two fund types that are used to account for the City’s operating funds. One is governmental
fund types and the other is proprietary fund types. The best measure of a governmental fund types’
financial condition is fund balance (assets minus liabilities). The best measure of a propriety fund types’
financial condition is working capital (current assets minus current liabilities).
This section provides a historical trend analysis of the fund balance and working capital balances of the
major funds of the City. Increases and decreases in a funds’ financial position is a natural occurrence.
The most important point is to understand what factors are causing a funds’ financial position to
change. General Fund balances will generally be more stable, due to the fact that most costs are
personnel that are both predictable and steady. In enterprise funds, large fluctuations will occur due to
the fact that these funds are infrastructure intense and large expenditures are sporadic.
GENERAL FUND
The General Fund is used to account for all financial resources of the City, except for those required to
be accounted for in another fund. Major functions supported by General Fund revenues include: City
Administration, Police and Fire services, Court, Parks, Recreation, and Library.
The graph below shows that the city has maintained its General Fund balance between $3 and $7.3
Million over the past ten years.
General Fund - Fund Balance - FY17
x Increases in fund balance in FY08 occurred as the result of unexpected revenues and
vacancy savings (most significant in FY08).
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x FY09 saw an increase due, in part, to unfinished capital projects (Swim Center AV System
and Fire Department equipment purchases) that were carried over into the FY10 year and
spent.
x The FY12 budget year ended with a fund balance level of over $7 Million, due to vacancy
savings in the Police Department, and other departmental budget savings.
x The FY13 ended with over $7 Million in fund balance, of which $700,000 was earmarked for
payment of the City’s second payment to the MMIA for the settlement of the declaratory
action & over $1 Million earmarked for a tax decrease in FY14
x The FY17 Budget is estimated to end the fiscal year at the required minimum ($4.7 Million)
fund balance.
The next graph shows the General Fund’s fund balance in relation to the annual operating revenue of
the fund. In May 2011, the City adopted GFOA’s Best Practice for Unreserved Fund Balance in the
General Fund into its Budget Administration Ordinance, which requires a 16.7% balance. If that is not
achieved, the Commission must hold a separate hearing to specifically address why the balance has not
been met and what will be done going forward.
x The reserve minimum will be met with an estimated 16.7% reserve.
Unreserved General Fund Balance as a %
There is considerable overlap between the City’s “backward looking” CAFR (Comprehensive Annual
Financial Report) and “forward looking” annual budget. During the budget process, before a fiscal year
is completed, we are forced to estimate how much both the current (FY16) and future (FY17) reserve
amounts will be.
20.6%
24.3%
14.5%
22.7%
31.1%
24.3%23.9%
20.2%20.2%
16.7%
0%
5%
10%
15%
20%
25%
30%
35%
Last 2 Years Projected
Unreserved General Fund Balance
as a % of Revenues
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WATER FUND
The graph below depicts the working capital balance of the City’s Water Fund. This graph typifies the
significant fluctuations that result from large infrastructure expenditures.
Water Fund - Working Capital
We accumulated, and are now utilizing, dollars for plant design and construction. FY16 budget projected
an ending balance of $8.1 Million, and FY17 projects an ending balance of $10.2 Million.
WASTEWATER FUND
The FY09 spending on plant construction brings the working capital balance to its lowest level in ten
years. This is to be expected, considering that the treatment plant project represents the most
substantial investment in the City’s Wastewater Facility in years. FY13 saw the end of construction and
the opening of the new facility. The FY17 ending working capital balance is projected to be $4.4 Million.
Wastewater Fund - Working Capital
-$500,000
$1,500,000
$3,500,000
$5,500,000
$7,500,000
$9,500,000
$11,500,000
$13,500,000
$15,500,000
$17,500,000
Last 2 Years Projected
Water Fund - Working Capital
$0
$5,000,000
$10,000,000
$15,000,000
Last 2 Years Projected
Wastewater Fund - Working Capital
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SOLID WASTE FUND
The graph of the Solid Waste Fund working capital begins with a healthy balance accumulated to plan
for the eventual closure of the landfill and to provide for an alternative for solid waste disposal.
Solid Waste Fund - Working Capital
x The FY09 budget anticipated closing and capping the Landfill and beginning a curbside
recycling program in addition to the current garbage collection services. The new recycling
program required investments in a new recycling truck and bins for customers which were
funded in FY08.
x FY10 shows the results of utilizing approximately $370,000 for the addition of office and
vehicle storage space to meet the long term needs of the division.
x The increased revenue from 35 gallon totes and expanding customer base, combined with a
reduction in expenditures will see a slight increase in the FY15 ending working capital -
$789,000.
x A negative ending working capital in FY16 was expected, due to the timing of capital
purchases. However, owing to better than expected revenues in FY15, we are projecting a
positive balance in both FY16 & FY17
STORMWATER FUND
The Stormwater utility was created in FY13. Being a newer utility, the working capital balance has not
had time to accumulate and grow. With the implementation of the “Bronze Level of Service” model in
May 2015, part of the accumulated working capital will be used to assist in implementing the
infrastructure improvements.
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Last 2 Years Projected
Solid Waste Fund - Working Capital
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Stormwater Fund - Working Capital
x The Bronze plan was initially projected to be implemented in January 2015. However,
due to timing issues, the plan was delayed. Without the revenue from new rates, capital
projects and the hiring of additional staff members was delayed as well.
x The working capital remaining at the end of FY15 will be used to implement the capital
projects in FY16.
x FY16 will be the first full year of the new rate model for Stormwater.
x FY17 Estimates an ending working capital balance of $260,000.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
Last 2 Years Projected
Stormwater Fund - Working Capital
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FUND
FY15
Actual
FY16
Budget
FY17
Final
010 - General Fund
Revenues
Property Taxes 13,301,089 13,746,511 14,202,000
Gallatin County Option 1,211,594 1,162,461 1,215,000
Penalty & Interest 45 -
Business/Animal Licenses and Permits 316,748 309,859 316,170
Grants 41,500 - 20,000
County Shared - Library 547,764 540,500 550,000
State Shared 6,218,491 6,305,179 6,467,266
General Government Charges 1,928,347 1,994,995 2,122,555
Library Fines 53,930 53,500 53,500
Police Court Fines 1,095,421 1,125,000 1,125,000
Weed Mowing Fines -
Parking Fines 7,920 25,000 25,000
Animal Control Fines -
Snow Removal Fines - - -
Miscellaneous Fines -
Interest Income 13,965 45,000 45,000
Admin Reimbursement -
Cash Over/Short -
Donations 100 50,000
Miscellaneous Revenue 14,244 12,000 12,000
Refunds & Reimbursements 70,263 50,000 50,000
Rents and Royalties 811 1,600 -
Sales/Unclaimed Property 4,267 4,500 4,500
Street & Alley Vacation -
Transfers 2,103,262 2,272,004 2,276,755
Proceeds-Asset Disposition 28,272 - -
Compensation for Loss 7,227 - -
Total Revenues 26,965,260 27,648,109 28,534,746
Expenditures
Personnel & Benefits 18,918,296 17,927,116 19,344,018
Operations 6,157,924 9,244,675 8,784,119
Capital 1,738,492 672,000 800,760
Debt Service 627 - 400
Transfers 702,254 294,250 484,308
Total Expenditures 27,517,593 28,138,041 29,413,605
Special Revenue Funds
100 - Community Development/Planning
Revenues
Property Taxes 184,184 178,125 176,591
Grants 5,225 5,225 -
County Shared -
State Shared 105,370 104,000 108,160
Charges for Services 395,094 461,150 719,899
Interest Income 3,961 3,000 3,000
Refunds & Miscellaneous Revenue 18,635 13,000 47,694
Transfers 123,849 164,228 209,162
Total Revenues 836,318 928,728 1,264,506
Expenditures
Personnel & Benefits 626,091 780,262 888,931
Operations 160,062 428,047 362,941
Capital 7,500 -
Transfers - - -
Total Expenditures 786,153 1,215,809 1,251,872&LW\RI%R]HPDQ07 77 )<$SSURYHG%XGJHW
FUND
FY15
Actual
FY16
Budget
FY17
Final
103 - Health-Medical Insurance
Revenues
Property Taxes 2,115,859 2,346,544 2,369,713
Interest Income - - -
Total Revenues 2,115,859 2,346,544 2,369,713
Expenditures
Transfers 2,161,490 2,346,544 2,369,713
Total Expenditures 2,161,490 2,346,544 2,369,713
108 - Community Transportation
Revenues
Property Taxes -
Interest Income 1,662 1,660
Donations - -
Grants 431,167 239,548 -
Transfers 454,470 -
Refunds & Misc Rev 5,584 - 50,934
Total Revenues 892,883 239,548 52,594
Expenditures
Operations 9,729 -
Capital 574,318 239,548 -
Total Expenditures 584,047 239,548 -
109 - Highway Safety Improvement Projects
Revenues
Interest Income 179 - 180
Total Revenues 179 - 180
110 - Gas Tax
Revenues
State Shared 658,583 658,500 676,439
Interest Income 4,460 3,900 3,900
Total Revenues 663,043 662,400 680,339
Expenditures
Operations 363,460 229,500 229,500
Capital 261,271 892,000 465,000
Total Expenditures 624,731 1,121,500 694,500
111 - Street Maintenance
Revenues
Penalty & Interest 10,351 11,000 11,000
Permits 18,684 17,600 7,619
State Shared 979 -
Public Service 3,462,079 4,082,124 4,526,593
Interest Income 16,622 17,000 17,000
Other Financing Sources 197,000
Refunds & Reimbursements 11,672 -
Proceeds-Asset Disposition 30,389 -
Donations 2,000 -
Loan Proceeds 234,300 -
Transfers 48,584 31,900 -
Total Revenues 3,835,660 4,356,624 4,562,212
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FUND
FY15
Actual
FY16
Budget
FY17
Final
Expenditures
Personnel & Benefits 1,279,181 1,324,551 1,410,250
Operations 1,581,607 1,385,862 1,600,002
Capital 708,221 1,426,498 1,376,501
Debt Service 184,820 184,822 184,822
Transfers 400,000 626,500 598,000
Total Expenditures 4,153,829 4,948,233 5,169,575
112 - Tree Maintenance
Revenues
Penalty & Interest 1,209 1,350 1,350
Grants 19,200 -
State Revenue 1,025 250 250
Public Service 432,207 451,496 592,508
Interest Income 1,636 1,600 1,600
Refunds & Reimbursements -
Refunds & Reimbursements -
Sale of Raw Materials 7,670 6,000 6,000
Total Revenues 462,947 460,696 601,708
Expenditures
Personnel & Benefits 330,995 325,238 390,966
Operations 105,630 147,813 191,253
Capital 41,650 - 135,000
Total Expenditures 478,275 473,051 717,219
113 - Fire Impact Fee
Revenues
Public Safety 424,190 265,000 311,973
Interest Income 6,026 - 6,564
Proceeds of Long Term Debt
Total Revenues 430,216 265,000 318,537
Expenditures
Operations 2,008 - 25,000
Capital - - -
Transfers - --
Total Expenditures 2,008 - 25,000
114 - Street Impact Fee
Revenues
Public Service 3,849,705 2,236,375 2,293,441
Interest Income 87,276 94,500 94,500
Admin Reimbursement 260 - 960
Transfers 79,746
Total Revenues 4,016,987 2,330,875 2,388,901
Expenditures
Operations 54,397 224,000 225,000
Capital 871,245 8,825,640 4,945,475
Transfers -
Total Expenditures 925,642 9,049,640 5,170,475
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FUND
FY15
Actual
FY16
Budget
FY17
Final
115 - Building Inspection Fund
Revenues
Permits 1,492,411 1,599,402 1,670,333
State Shared 32,305
General Government 6,495 6,050 1,915
Public Safety
Refunds & Reimbursements - -
Interest Income 8,400 13,000 13,000
Cash Over/Short
Miscellaneous Revenue 12
Total Revenues 1,539,623 1,618,452 1,685,248
Expenditures
Personnel & Benefits 1,067,449 1,440,370 1,441,924
Operations 355,824 499,126 504,020
Capital 37,563 - 32,500
Total Expenditures 1,460,836 1,939,496 1,978,444
116 - TIFD Downtown Improvement
Revenues
Property Taxes 1,039,098 762,113 1,727,000
State Shared 56,050 45,436 45,436
Interest Income 17,134 11,000 10,000
Other Revenues 1,466 - 3,000
Total Revenues 1,113,748 818,549 1,785,436
Expenditures
Operations 363,258 1,732,500 2,292,500
Transfers 596,584 437,000 590,488
Total Expenditures 959,842 2,169,500 2,882,988
118 - HUD Projects
Revenues
Grants - - -
Total Revenues - - -
Expenditures
Personnel
Capital 1,573 - -
Total Expenditures 1,573 - -
119 - Economic Development Loan
Revenues
Interest Income 451
Loan Principal - 35,500 35,500
Loan Interest 27,592 13,000 13,000
Total Revenues 28,043 48,500 48,500
Expenditures
Operations 32,000 31,000 31,000
Total Expenditures 32,000 31,000 31,000
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FUND
FY15
Actual
FY16
Budget
FY17
Final
120 - Community Housing Fund
Revenues
Property Tax Revenue 88,470 241,158 264,886
Interest Income 2,958 2,850 2,850
Refunds & Reimbursements
Loan Principal & Interest 682 9,500 9,500
Transfers 56,248 - -
Total Revenues 148,358 253,508 277,236
Expenditures
Personnel -
Operations 180,423 54,400 287,400
Total Expenditures 180,423 54,400 287,400
121 - Housing Revolving Loan
Revenues
Interest Income 18 50 50
Other Revenues
Loan Principal - 4,900 4,900
Loan Interest 343 375 375
Total Revenues 361 5,325 5,325
Expenditures
Operations 14,400
Total Expenditures 14,400 - -
123 - Big Sky Econ. Development Grant
Revenues
Grants 40,000
Total Revenues 40,000 - -
Expenditures
Operations 40,000 16,500
Total Expenditures 40,000 - 16,500
124 - Bozeman Area Bike Board
Revenues
Donations 1,302 - -
Total Revenues 1,302 - -
Expenditures
Operations 3,323
Total Expenditures 3,323 - -
125 - Drug Forfeiture Fund
Revenues
Grants 110,013 54,000 -
State Shared
Police Court Fines 71,154 73,000 53,931
Interest Income
Miscellaneous Revenue
Other Financing Sources 29,317 110,562 111,104
Total Revenues 210,484 237,562 165,035
Expenditures
Personnel & Benefits 227,279 191,239 205,816
Operations 10,483 9,300 7,300
Total Expenditures 237,762 200,539 213,116
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FUND
FY15
Actual
FY16
Budget
FY17
Final
128 - Fish Wildlife & Park Mgmt
Revenues
Grants - - -
Other Revenue - - -
Interest Income 163
Total Revenues - - -
Expenditures
Operations 794 - -
Capital - - -
Total Expenditures - - -
130 - Americans with Disability
Revenues
Interest Income 277 - 240
Transfers - - -
Total Revenues 277 - 240
131 - Beautification of Bozeman
Revenues
Interest Income 8
Total Revenues 8 - -
Expenditures
Operating - - -
Total Expenditures - - -
132 - Bogert Park Special Revenue
Revenues
Interest Income 100 85 85
Donations - - -
Refunds & Reimbursements - - -
Transfers & Other Revenue 1,912 - 2,115
Total Revenues 2,012 85 2,200
133 - Recreation Special Revenue
Revenues
Interest Income 61 40 40
Donations 2,100 3,000 995
Total Revenues 2,161 3,040 1,035
Expenditures
Operations -
Capital
Total Expenditures - - -
135 - Cemetery Special Revenue
Revenues
Interest Income 19 15 15
Total Revenues 19 15 15
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FUND
FY15
Actual
FY16
Budget
FY17
Final
136 - Park Special Revenue
Revenues
Interest Income 52 30 30
Donations - 150 150
Miscellaneous Revenue 4,938 6,000 3,008
Total Revenues 4,990 6,180 3,188
Expenditures
Operations - -
Capital - - -
Transfers
Total Expenditures - - -
137 - Library Special Revenue
Revenues
Grants 23,709 - -
Interest Income 418 300 300
Donations 39,502 35,000 78,354
Refunds & Reimbursements -
Refunds & Reimbursements - -
Total Revenues 63,629 35,300 78,654
Expenditures
Operations 56,599 - -
Transfers - - -
Total Expenditures 56,599 - -
138 - Law & Justice Center
Expenditures
Operations 19,125 19,125 19,125
Total Expenditures 19,125 19,125 19,125
139 - Police Special Revenue
Revenues
Grants 25,925 - -
State Shared - -
Public Safety
Interest Income 2,113 - 1,806
Donations 3,336 12,000 12,000
Miscellaneous Revenue 16,460
Miscellaneous Revenue - -
Refunds & Reimbursements - -
Transfers -
Sales - -
Total Revenues 31,374 12,000 30,266
Expenditures
Personnel & Benefits - -
Operating 43,314 - -
Transfers 776
Capital - -
Total Expenditures 44,090 - -
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FUND
FY15
Actual
FY16
Budget
FY17
Final
140 - Police Domestic Violence
Revenues
Grants 162,184 218,633 115,000
State Shared -
Refunds & Reimbursements - - -
Transfers - - -
Total Revenues 162,184 218,633 115,000
Expenditures
Personnel & Benefits 28,676 25,633 19,325
Operating 133,506 193,000 181,000
Total Expenditures 162,182 218,633 200,325
141 - Street Arterial Construction
Revenues
Penalty & Interest 892
Street Maintenance Assessments 575,996 1,095,551
Interest Income -
Total Revenues - 575,996 1,096,443
Expenditures
Operating
Capital 1,000,996 1,030,000
Total Expenditures - 1,000,996 1,030,000
143 - TIF N 7th Corridor
Revenues
Property Taxes 772,688 719,213 719,213
State Shared 37,926
Interest Income 17,133 8,800 8,800
Transfers - - -
Refunds & Reimbursements
Total Revenues 827,747 728,013 728,013
Expenditures
Operating 35,346 869,980 991,000
Capital 103,522 -
Transfers 51,000 36,000 36,000
Total Expenditures 189,868 905,980 1,027,000
144 - TIF NE Urban Renewal District
Revenues
Property Taxes 121,342 85,000 143,000
Grants
State Share 1,353
Interest Income 2,891 1,800 1,800
Proceeds of Bond Sale - - 1,560,000
Total Revenues 125,586 86,800 1,704,800
Expenditures
Operating 2,814 411,002 1,867,944
Transfers 5,000 10,000 10,000
Total Expenditures 7,814 421,002 1,877,944
145 - TIF Mandeville Farm Industrial
Revenues
Property Taxes 94,089 36,097 36,097
Total Revenues 94,089 36,097 36,097
Expenditures
Operating 1,197 - -
Total Expenditures 1,197 - -
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FUND
FY15
Actual
FY16
Budget
FY17
Final
146 - 170;181;182; 200 -241 - Lighting Districts
Revenues
Penalty & Interest
Special Assessments 373,633 368,160 368,357
Interest Income 6,630 - 5,004
Total Revenues 380,263 368,160 373,361
Expenditures
Operating 407,658 398,005 409,233
Transfers 31,900 31,900 31,900
Total Expenditures 407,658 429,905 441,133
174 - Victim/Witness Advocate
Revenues
Police Court Fines 76,742 76,800 76,800
Interest Income 3,263 3,000 2,763
Total Revenues 80,005 79,800 79,563
Expenditures
Operating 79,384 140,000 140,000
Total Expenditures 79,384 140,000 140,000
175 - Senior Transportation
Revenues
Property Taxes 92,081 80,331 88,295
Interest Income 282 200 106
Total Revenues 92,363 80,531 88,401
Expenditures
Operating 92,193 80,331 88,295
Total Expenditures 92,193 80,331 88,295
176 - BID Downtown Improv Dist
Revenues
Principal 120,004 132,000 132,000
Assessments
Penalty & Interest 789 200 200
Donations - 14,500 14,500
Refunds & Reimbursements -
Total Revenues 120,793 146,700 146,700
Expenditures
Operating 120,028 140,800 140,800
Total Expenditures 120,028 140,800 140,800
177 - Neighborhood Association
Revenues
Refunds & Reimbursements - -
Interest Income 8 10 7
Total Revenues 8 10 7
179 - Disaster Relief (Hail Damage Events)
Revenues
Refunds & Reimbursements - -
Interest Income 9,943 - 8,636
Total Revenues 9,943 - 8,636
&LW\RI%R]HPDQ07 5 )<$SSURYHG%XGJHW
FUND
FY15
Actual
FY16
Budget
FY17
Final
183 - Fire Department Special Revenue
Revenues
Interest Income 853 550 506
Donations 3,050 3,000 3,000
Grants 44,167 - -
Transfers
Total Revenues 48,070 3,550 3,506
Expenditures
Operating 735 - -
Transfers
Total Expenditures 735 - -
184 - Parks Master Plan/Improvement Grants
Revenues
Transfers - -
Total Revenues - - -
Expenditures
Operating
Capital 33,451 - -
Transfers 20,000
Total Expenditures 53,451 - -
186 - Development Impacts
Revenues
Transfers In - - -
Interest Income 1,310 1,234
Other Revenue 64,944
Total Revenues 66,254 - 1,234
Expenditures
Operating 525 - -
Transfers Out 56,248 - -
Total Expenditures 56,773 - -
187 - Fire Dept Equipment
Revenues
Property Taxes 364,399 321,324 353,181
Other 14,874 600 -
Interest Income 1,309 - 2,516
Total Revenues 380,582 321,924 355,697
Expenditures
Operating
Capital 26,218 40,000 -
Total Expenditures 26,218 40,000 -
188 - City/County Joint Drug Forfeiture
Revenues
Fines
Interest Income 1,217 1,047
Donations - - -
Total Revenues 1,217 - 1,047
Expenditures
Operating 1,882 - -
Transfers to Other Funds - - -
Total Expenditures 1,882 - -
&LW\RI%R]HPDQ07 6 )<$SSURYHG%XGJHW
FUND
FY15
Actual
FY16
Budget
FY17
Final
189 - Story Mansion Special Revenue
Revenues
Charges for Sevices 25,960 27,500 38,000
Refunds & Reimbursements - - -
Transfers From other Funds - - -
Total Revenues 25,960 27,500 38,000
Expenditures
Operating 19,158 26,355 44,173
Capital - - -
Total Expenditures 19,158 26,355 44,173
190 - Energy Grants
Revenues
Refunds & Reimbursements 3,900 - -
Total Revenues 3,900 - -
191 - Bozeman Tourism BID
Revenues
Special Assessments 472,879 930,250 1,100,000
Penalty & Interest 2,157 2,000 1,218
Total Revenues 475,036 932,250 1,101,218
Expenditures
Operations 458,382 900,000 1,100,000
Total Expenditures 458,382 900,000 1,100,000
192 - TIFD South Bozeman Technology
Revenues
Special Assessments 1
Interest Income (57)
Total Revenues (56) - -
Expenditures
Operations 536
Total Expenditures 536 - -
193 - Street Maint - Babcock SID
Revenues
Principal 4,630 4,500 4,500
Special Assessments
Interest 984 1,200 1,200
Interest Income 143 100 -
Total Revenues 5,757 5,800 5,700
Expenditures
Transfers to Other Funds 21,657
Total Expenditures 21,657 - -
194 - Street Maint - Durston SID
Revenues
Principal 3,422 3,500 3,500
Special Assessments
Interest 1,516 1,750 1,750
Interest Income 434 350 40
Refunds & Reimbursements
Total Revenues 5,372 5,600 5,290
Expenditures
Transfers to Other Funds 58,089
Total Expenditures 58,089 - - &LW\RI%R]HPDQ07 87 )<$SSURYHG%XGJHW
FUND
FY15
Actual
FY16
Budget
FY17
Final
850 - Cash in Lieu of Parkland
Revenues
Cash in Lieu of Parkland - - -
Other Revenue 101,248 -
Interest Income 2,747 - -
Total Revenues 103,995 - -
Expenditures
Operating 29,800
Total Expenditures 29,800 - -
Debt Service Funds
300 - SID Revolving Fund
Revenues
Special Assessments 2,956
Interest Income 20,545 19,000 19,000
Loan Principal
Loan Interest 1,314
Transfers 720,498 18,235 -
Total Revenues 745,313 37,235 19,000
Expenditures
Operating - -
Transfers - 626,500 236,756
Total Expenditures - 626,500 236,756
303 - G.O. Refunding Series 2012
Revenues
Property Taxes 306,665 274,675 276,000
Transfers
Total Revenues 306,665 274,675 276,000
Expenditures
Debt Service 273,775 274,675 276,000
Total Expenditures 273,775 274,675 276,000
304 - Bond S & I Parks & Open Space Bond
Revenues
Property Taxes 712,674 1,079,216 1,082,738
Interest 156
Total Revenues 712,830 1,079,216 1,082,738
Expenditures
Debt Service 715,330 1,079,216 1,082,738
Total Expenditures 715,330 1,079,216 1,082,738
&LW\RI%R]HPDQ07 88 )<$SSURYHG%XGJHW
FUND
FY15
Actual
FY16
Budget
FY17
Final
305 - 2007 Downtown TIF Bonds
Revenues
Interest Income - - -
Transfers In 426,237 422,088 425,488
Total Revenues 426,237 422,088 425,488
Expenditures
Debt Service 426,328 422,088 425,488
Total Expenditures 426,328 422,088 425,488
310-447- SID Funds
Revenues
Special Assessments 586,115 615,179 626,389
Penalty & Interest 9,393 1,270 -
Interest Income 9,940 -
Refunds & Reimbursements
Other Financing Sources 775,541
Total Revenues 1,371,049 626,389 626,389
Expenditures
Debt Service 345,069 379,800 379,800
Transfers 1,806,227 10,700 10,700
Total Expenditures 2,151,296 390,500 390,500
Construction Funds
500-566 - Construction Funds
Revenues
Interest Income 117,935 - -
Transfers 1,253,000 -
Asset Sale Proceeds
Sale of Bonds 5,369,154 4,500,000 -
Other Funding 774,459 834,756
Loan Proceeds 400,000 -
Total Revenues 6,261,548 6,153,000 834,756
Expenditures
Operating 92,982
Capital 7,553,779 6,321,000 1,688,375
Transfers 16,684
Total Expenditures 7,663,445 6,321,000 1,688,375
Enterprise Funds
600 - Water Fund
Revenues
Penatly & Interest 11
State Shared 46,622 1,500 1,500
Utility Charges 7,748,914 7,507,898 7,898,330
Interest Income 94,744 70,000 70,000
Donations 32,169
Miscellaneous Revenue 4,173,740 50,000 50,000
Refunds & Reimbursements 14,504 5,000 5,000
Rents & Royalties - 51,400 80,000
Administrative Reimbursement 521,717 1,260,128 1,518,096
Other Financing Sources 71,805
Total Revenues 12,704,226 8,945,926 9,622,926
&LW\RI%R]HPDQ07 89 )<$SSURYHG%XGJHW
FUND
FY15
Actual
FY16
Budget
FY17
Final
Expenditures
Personnel & Benefits 2,440,504 2,763,683 2,890,482
Operating 4,332,170 3,303,492 4,163,532
Capital 740,611 2,521,697 2,100,401
Debt Service - 1,313,010 1,313,010
Transfers
Total Expenditures 7,513,285 9,901,882 10,467,425
601 - Water Plant Construction Subfund
Revenues
Interest Income 23,201 - -
Transfers In 401,400
Total Revenues 424,601 - -
Expenditures
Operating 825,968
Capital 580,693
Debt Service 1,313,425
Total Expenditures 2,720,086 - -
610 - Water Impact Fee
Revenues
Utilities & Enterprise 1,655,405 1,344,000 1,470,000
Interest Income 8,175 5,000 5,000
Total Revenues 1,663,580 1,349,000 1,475,000
Expenditures
Operating 62,731 320,000
Capital 22,105 132,000 1,195,750
Transfers 401,400 1,732,750 600,000
Total Expenditures 486,236 1,864,750 2,115,750
602 - Sourdough Water Tank Construction
Revenues
Other Financing Sources 6,600,000 -
Transfers In 1,732,750 -
Total Revenues - 8,332,750 -
Expenditures
Capital 6,600,000 -
Total Expenditures - 6,600,000 -
620 - Waste Water Fund
Revenues
Penalties & Interest 5
State Shared 41,726 1,500 1,500
Utility & Enterprise 7,631,118 7,640,050 8,149,451
Interest Income 55,089 15,000 15,000
Refunds & Reimbursements 133,699 284,200 284,200
Contributed Capital 2,080,091
Other Financing 136,378
Total Revenues 10,078,106 7,940,750 8,450,151
Expenditures
Personnel & Benefits 2,169,808 2,048,154 1,992,572
Operating 2,790,080 3,218,778 3,409,874
Capital 665,795 1,995,619 1,841,001
Debt Service - 1,704,247 1,704,247
Transfers
Total Expenditures 5,625,683 8,966,798 8,947,694
&LW\RI%R]HPDQ07 0 )<$SSURYHG%XGJHW
FUND
FY15
Actual
FY16
Budget
FY17
Final
630 - Waste Water Impact Fee
Revenues
Utility & Enterprise 1,051,745 1,065,500 3,149,133
Interest Income 835 - -
Total Revenues 1,052,580 1,065,500 3,149,133
Expenditures
Operating 34,207 50,000
Capital 170,277 1,186,200 3,300,249
Debt Service - 653,212 653,212
Transfers 670,152
Total Expenditures 874,636 1,839,412 4,003,461
640 - Solid Waste Fund
Revenues
Penalty & Interest 51
State Shared 25,274
Recycling Revenue 246,361 240,750 323,544
Utilities & Enterprise 2,677,901 2,688,300 3,008,900
Interest Income 5,895 9,500 6,365
Miscellaneous Revenue 1,971
Refunds & Reimbursements
Rents and Royalties 13,924 12,500 12,500
Roll-Off Container Rental 9,584 8,000 8,000
Sales
Total Revenues 2,980,961 2,959,050 3,359,309
Expenditures
Personnel & Benefits 1,095,687 1,030,805 1,140,881
Operating 1,741,020 1,664,922 1,879,169
Capital 585,005 1,088,043 110,000
Total Expenditures 3,421,712 3,783,770 3,130,050
641 - Landfill Post Closure and Monitoring Costs
Revenues
Other Financing Sources 221,339 807,000
Interest Income (2,273) 7,500 -
Sale of assets 1,130,000 -
Total Revenues 219,066 1,137,500 807,000
Expenditures
Operations 482,106 180,000 1,103,000
Capital - 100,000 -
Total Expenditures 482,106 280,000 1,103,000
650 - Parking Fund
Revenues
Licenses and Permits 297,831 252,303 326,699
State Shared 5,028
General Government
Fines and Forfeitures 278,527 359,939 284,500
Interest Income 2,296 1,400 1,400
Loan Interest 1,198 1,400 1,400
Refunds & Reimbursments 2,368
Rents & Receivables 2,182 2,000 2,000
Transfers from other Funds 170,347 260,000 165,000
Total Revenues 759,777 877,042 780,999&LW\RI%R]HPDQ07 1 )<$SSURYHG%XGJHW
FUND
FY15
Actual
FY16
Budget
FY17
Final
Expenditures
Personnel & Benefits 265,791 282,946 316,951
Operating 525,462 354,081 359,097
Capital 190,442 218,000 175,000
Total Expenditures 981,695 855,027 851,048
670 - Storm Water Fund
Revenues
Grants 6,505
State Shared
Utilities & Enterprise 304,906 825,000 1,305,680
Interest Income 2,072 2,100 2,100
Admin Reimbursement - - -
Transfers from other Funds 140,000 140,000 140,000
Total Revenues 453,483 967,100 1,447,780
Expenditures
Personnel & Benefits 115,467 364,708 376,433
Opeartions 194,850 174,597 240,715
Capital - 231,650 550,000
Debt Service 85,345 225,351 225,346
Transfers 221,339
Total Expenditures 617,001 996,306 1,392,494
Internal Service Funds
710 - Vehicle Maintenance
Revenues
State Shared 7,773
General Government 985,863 875,771 1,200,000
Interest Income 2,916 2,700 2,700
Refunds & Reimbursements 3,864 3,000 3,000
Sales
Total Revenues 1,000,416 881,471 1,205,700
Expenditures
Personnel & Benefits 373,061 380,994 411,683
Operating 807,931 765,965 773,650
Capital 12,559 30,500 63,000
Total Expenditures 1,193,551 1,177,459 1,248,333
720 - Health-Medical Insurance
Revenues
Public Welfare 4,272,722 4,476,785 4,820,912
Refunds & Reimbursements - -
Transfers In
Total Revenues 4,272,722 4,476,785 4,820,912
Expenditures
Operating 4,333,749 4,476,785 4,820,912
Total Expenditures 4,333,749 4,476,785 4,820,912
Permanent Funds
800 - Cemetery Perpetual Care
Revenues
Public Welfare 102,761 100,000 100,000
Interest Income 7,497 6,000 6,000
Total Revenues 110,258 106,000 106,000&LW\RI%R]HPDQ07 2 )<$SSURYHG%XGJHW
FUND
FY15
Actual
FY16
Budget
FY17
Final
865-883 - Public Welfare Grants
Revenues
Cash Over/Short
Interest Income
Grants
Refunds & Reimbursements 524,351
Total Revenues 524,351 - -
Expenses
Operating -
Expenditures 524,486 - -
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
LONG RANGE FINANCIAL PLANS
City Long Range Financial Plan
Capital Plans: For more than a decade the City has prepared a 5-Year Capital Improvement Plan
(CIP). The plan is prepared in the fall for the ensuing five (5) fiscal years. This fall, we will be preparing
the FY18-FY22 Capital Improvement Plan.
The FY7-21 CIP contained scheduled projects totaling $151 Million, and unscheduled projects of $95
Million. The full plan can be found at http://www.bozeman.net/Business/Budgets-and-Financials.
Over the years, the plan has grown to encompass capital improvement and replacement plans for all of
the City’s funds that require capital spending:
General Fund
Building Inspection Fund
Library Capital
Replacement Fund
Fire Capital & Equipment
Fund
Street Maintenance Fund
Street & Curb
Reconstructions
Arterial & Collector Fund
Tree Maintenance Fund
Water Fund
Wastewater Fund
Stormwater Fund
Solid Waste Fund
Vehicle Maintenance
Fund
Water Impact Fee Fund
Wastewater Impact Fee
Fund
Fire Impact Fee Fund
Street Impact Fee Fund
5-year Financial Plans: Each year, the City also prepares and maintains financial plans for the
current year and the ensuing 5 years for the following funds:
x Street Maintenance Fund
x Arterial & Collector Fund
x Tree Maintenance Fund
x Water Fund
x Wastewater Fund
x Stormwater Fund
x Solid Waste Fund
These plans are developed as a part of the annual budget process and are based on current and future
estimates of staffing levels, estimated increases in operating costs such as supplies, fuel, and chemicals,
and approved the capital plans. The plans project revenue requirements, expenditure levels, and
estimated reserve levels for each of the five years.
These 5-year plans are included in the budget work sessions and show the Commissions, staff and the
public the projected increases in fee and assessment levels required to fund the programs.
&LW\RI%R]HPDQ07 5 )<$SSURYHG%XGJHW
Department:CITY COMMISSION
Activity:General Government
Program Description:
The City Commission is the legislative body of city government. It is comprised of a mayor and four commissioners. Members of the
City Commission are elected at large for four year overlapping terms. Responsibilities of the Commission include: establishment of
policies governing the operation of the City, enactment of ordinances and resolutions, adoption of the annual operating budget,
levying of taxes, and appointment of members to citizen advisory boards and commissions. The Commission employs a City
Manager and is responsible for the oversight and evaluation of the Manager’s performance as the chief administrative officer of
the City.
Major Objectives:
• Work closely with the administration and other government officials to lobby for state legislation beneficial to cities. • Develop
broadbased city-wide support for economic development and to foster coordination of public and private resources as a means of
enhancing economic prosperity and environmental quality. • Improve public facilities and the quality of services delivered to the
public in order to meet the needs of the citizenry. • Cooperate with other governmental entities in order to provide services
efficiently and effectively and in a manner resulting in the most equitable distribution of the tax burden.• Ensure that all decisions
are protective of the health, safety and general welfare of the citizens of this community.
Budget Highlights:
• Lobbyist Consultant added to budget $25,000 * Ballot funds $10,000
Accomplishments:
Anticipated for FY17: • L & J Ballot item • Work with the City Employees to carry out the Adopted Work Plan Items
PROGRAM INFORMATION
Adopted Work Plan Items:
Joint Law & Justice Center, • Landfill, • UDC Rewrite, • Vision & Strategic Plan, • 2017 Legislative Agenda, • Parks Maintenance
District, • Broadband Expansion, • Impact Fee Update
&LW\RI%R]HPDQ07 6 )<$SSURYHG%XGJHW
Department:CITY COMMISSION
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
-2.07%$96,611 $120,416Salaries & Benefits ($2,490)$117,926
-31.49%$50,404 $119,800Operating ($37,725)$82,075
-41.18%$5,302 $8,500Capital ($3,500)$5,000
n/a$209 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $152,526 $248,716 $205,001
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
1110 City Commission ($43,715)-17.58%$152,526 $248,716 $205,001
1130 Special Bodies/Study Commission/Ethics
Board
$0 n/a$0 $0 $0
Totals $152,526 $248,716 $205,001
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund ($43,715)-17.58%$152,526 $248,716 $205,001
Totals $152,526 $248,716 $205,001
&LW\RI%R]HPDQ07 7 )<$SSURYHG%XGJHW
Department:CITY COMMISSION
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 2.10 2.10 2.10FY14 Actual:2.10
WL1 ORDINANCES PASSED 17 30 30FY14 Actual:22
WL2 RESOLUTIONS PASSED 75 70 70FY14 Actual:66
WL3 COMMISSION MEETINGS HELD 50 50 50FY14 Actual:48
WL4 PUBLIC HEARINGS HELD 50 50 50FY14 Actual:48
WL5 HOURS OF MEETINGS 250 270 270FY14 Actual:240
WL6 PAGES OF MINUTES 500 700FY14 Actual:700
WL7 EXECUTIVE SESSIONS 3 5 5FY14 Actual:3
WL8 HOURS OF EXECUTIVE SESSIONS 15 15 15FY14 Actual:10
WL9 PAGES OF MINUTES FROM EXECUTIVE SESSIONS 30 30 30FY14 Actual:30
&LW\RI%R]HPDQ07 98 )<$SSURYHG%XGJHW
Department:CITY MANAGER
Activity:General Government
Program Description:
The purpose of the City Manager’s office is to provide overall leadership, direction, coordination, and support for the City’s
activities and workforce. The City Manager’s office works to ensure that services provided are within: the law, the policies of the
Bozeman City Commission, and the resources of the City. The City Manager provides information to the City Commission in an
effort to support their ability to make informed policy decisions. The duties of the City Clerk include: attending all Commission
meetings, preparing minutes, keeping official records of the City, publishing notices as needed and as required by law, acting as a
staff person for the Commission, and preparing the Commission agenda in conjunction with the City Manager.
Major Objectives:
In support of the Mission, Values, and Goals of the City, the staff of the City Manager’s office will: • Communicate Bozeman City
Government activities to the public. • 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
supervisory level staff to help ensure seamless governmental operations. • Anticipate future service demands and resource
deficiencies and be proactive in addressing them. • Create a well-led, coordinated, and trained workforce.
Budget Highlights:
• $5,000 - Director’s Retreat, • $3,000 – Annual Ethics Training Development, • $500 – Professional Photos for Media Library /
Updated Directors’ Team, • $500 – Annual Mayors’ Luncheon, • $1,000 – Insurance Consultant, • $500 – Rebranding Finalization
Accomplishments:
Anticipated for FY17: • Continue to work toward completing Commission Adopted Goals, completing as many as possible. •
Complete the Vision & Strategic Plan. • Successfully educate voters about the passage of the joint Law & Justice Center ballot
measure at election. • Negotiate the Teamster contract.
PROGRAM INFORMATION
Adopted Work Plan Items:
The City Manager is working to fulfill the following Adopted Goals: • Joint Law & Justice Center project design and adopt ballot
language, • Organizational Vision & Strategic Plan, • Landfill remediation system and defend lawsuits, • Employee Handbook, •
Enterprise-wide software implementation – CityWorks and SunGard, • Legislative agenda/priorities for 2017 session, • UDC rewrite,
• Transportation Plan update, • Contract policy, • Design Guidelines rewrite.
&LW\RI%R]HPDQ07 99 )<$SSURYHG%XGJHW
Department:CITY MANAGER
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
6.46%$589,060 $635,194Salaries & Benefits $41,036$676,230
-50.64%$111,311 $256,097Operating ($129,684)$126,413
-100.00%$10,604 $5,000Capital ($5,000)$0
100.00%$418 $0Debt Service $400$400
n/a$0 $0Transfers $0$0
Totals $711,393 $896,291 $803,043
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
1210 City Administration ($79,886)-12.88%$512,018 $620,280 $540,394
1220 City Clerk ($13,834)-7.11%$198,277 $194,581 $180,747
1260 Neighborhood/Economic Development
Programs
$472 0.58%$1,098 $81,430 $81,902
Totals $711,393 $896,291 $803,043
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund ($93,248)-10.40%$711,393 $896,291 $803,043
Totals $711,393 $896,291 $803,043
&LW\RI%R]HPDQ07 0 )<$SSURYHG%XGJHW
Department:CITY MANAGER
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM1 Support the City Commission in their decision process by
providing unbiased, accurate research and data from the staff a
minimum of five days prior to the introduction of an item as an
agenda item.
90%98%98%98%FY14 Actual:98%
PM2 Assure citizens of transparent local government through
established, maintained, and staffed open office hours, live
televised and internet streamed public meetings, advertised
Commission agendas, accessible public records, and
information available through the City’s web page at
www.Bozeman.net.
100%100%100%100%FY14 Actual:100%
PM3 An open local government supported by a visible City Manager
who meets regularly with regional city and county
administrators, leadership of MSU, the Chamber of Commerce,
economic development organizations, the Bozeman School
District, and civic groups.
100%100%100%100%FY14 Actual:100%
PM4 Public resources allocated effectively and lawfully. Qualified
independent auditors will perform annual audits, a public
budget process, and emphasis within the budget consistent
with the City’s adopted goals and work plan.
100%100%100%100%FY14 Actual:95%
PM5 Employee matters handled in an equitable and lawful manner
that minimizes the risk of loss to the City and its employees.
100%100%100%100%FY14 Actual:100%
PM6 Opportunities to participate in world class leadership skills
training seminars by supervisory staff will result in a well-led
and coordinated workforce whose culture and work
environment is built on the City’s core values of Integrity,
Leadership, Service and Teamwork.
100%100%100%100%FY14 Actual:100%
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 5.00 6.00 6.00FY14 Actual:5.00
WL01 Contracts Negotiated with Bargaining Units 3 1 0FY14 Actual:0
WL02 Commission Meetings Attended 41 46 45FY14 Actual:44
&LW\RI%R]HPDQ07 1 )<$SSURYHG%XGJHW
Department:MUNICIPAL COURT
Activity:General Government
Program Description:
Municipal Court accounts for costs associated with the judicial branch of City government, which includes one full-time judge and
one half-time judge, chief clerk, line clerks, and related operating costs. Section 3-6-101, et, seq., MCA, establishes general
provisions for a municipal court. Section 3-6-103 sets forth the jurisdiction of the municipal court which is jurisdiction coordinate
and coextensive with the justice courts; original jurisdiction of all civil and criminal actions and proceedings provided for in 3-11-
103; concurrent jurisdiction with the district courts in actions arising under Title 70, chapters 24 through 27; applications for search
warrants and complaints charging commission of a felony; tax collection under $5,000; money due the City or actions under $5,000
for the breach of official bonds and breach of contracts; recovery of City property under $5,000; collection of license fees; specified
civil cases under $7,000. The Municipal Court hears cases involving city ordinances, misdemeanor cases defined by state criminal
codes, and may conduct preliminary hearings in felony cases. Municipal Court operates out of the Gallatin County Law & Justice
Center in the basement. The Municipal Judge is elected every 4 years in a nonpartisan election held in conjunction with the City's
regularly scheduled general election.
Major Objectives:
• Additional training for staff. • Write new local Rules of Court. • Continue scanning court documents. • Maintain an
efficient collection system concentrating on Municipal Services Bureau and collection of fines and restitution. • Continue effective
communications with the City Attorney, Prosecutor, Law Enforcement, and Public Defender’s Office. • Maintain updates of
computer programs and West Law for court use. • Periodically update bond book with new offenses and fine increases. •
Increase security measures for courtroom and staff. • Work with Commissioners toward establishing adequate space for
increased court operations and location with Bozeman Police Department.
Budget Highlights:
Accomplishments:
Anticipated for FY17: • Continue effective communications with the City Attorney, City Prosecutor, Public Defenders Office, and
Law Enforcement Agences; • Additional training to all staff; • Maintain updates of computer program, jury program, scanning
recor; • Maintain improved access to archive records; • Efficiently handle increased volume of motions, hearings, and trials.
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 2 )<$SSURYHG%XGJHW
Department:MUNICIPAL COURT
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
12.74%$521,595 $538,137Salaries & Benefits $68,538$606,675
4.59%$167,782 $156,638Operating $7,182$163,820
n/a$0 $0Capital $0$0
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $689,377 $694,775 $770,495
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
1310 Municipal Court $75,720 10.90%$689,377 $694,775 $770,495
Totals $689,377 $694,775 $770,495
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $75,720 10.90%$689,377 $694,775 $770,495
Totals $689,377 $694,775 $770,495
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
Department:MUNICIPAL COURT
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 In an effort to maintain current and efficient criminal and civil
dockets, the average age of cases will be as follows: Initial
Appearance, Judge, Jury
< 1 Mo., 10-15 wks,
<6 Mos.
100%100%FY14 Actual:100%
PM02 Cases Resolved on First Appearance 60%50%50%FY14 Actual:50%
PM03 Bozeman Municipal Court’s Effectiveness equals or exceeds the
standards in all cases and remains in compliance with Montana
law relating to referrals of disposition of cases to the
Department of Motor Vehicles within 15 days.
15 DAYS 100%100%FY14 Actual:100%
PM04 Time Spent to Initialize Time Pay Agreement 10 min/case 10 min/case 10 min/caseFY14 Actual:10 min/case
PM05 Daily Time Devoted to Time Pay Per Clerk (phone, counter,
summons, warrant)
50% clerk 50% clerk 50% clerkFY14 Actual:50% clerk
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM06 Number of: Judge Trials, Jury Trials, Open Court, Misc. Hearings 3 days wkly, 2 days
wkly, 3 days wkly,
3 days wkly
100%100%FY14 Actual:100%
PM07 Ticket Entry per Hour 20 15 15FY14 Actual:15
PM08 Processing of Open Court Paperwork & Judge Trials 1/2 DAY ½ day ½ - ¾ dayFY14 Actual:½ day
PM09 Municipal Court Trials: Clerk Time in Court Room w/Judge
During Trial
10%30 %30 %FY14 Actual:30 %
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 8.50 8.50FY14 Actual:8.50
WL01 Court Citations 7,400 7,500FY14 Actual:7,189
WL02 Judge Trial Requests Calendar Year
(FY14 = 2014)
325 325FY14 Actual:296
WL03 Jury Trial Requests Calendar Year
(FY14 = 2014)
360 345FY14 Actual:332
&LW\RI%R]HPDQ07 4 )<$SSURYHG%XGJHW
Department:MUNICIPAL COURT
Activity:General Government
WL04 Pre-Trial Hearings (suppression, etc.) New procedure for FY11,
instead of auto set Jury trial. Beginning in FY14, no longer
tracking omnibus hearings.
Calendar Year
(FY14 = 2014)
750 750FY14 Actual:564
WL05 Open Court Proceedings: Hours per Week 7 8 8FY14 Actual:8
WL06 Judge Trials Held Calendar Year
(FY14 = 2014)
35 37FY14 Actual:33
WL07 Jury Trials Held Calendar Year
(FY14 = 2014)
15 17FY14 Actual:17
WL08 Temporary orders of protection Calendar Year
(FY14 = 2014)
80 75FY14 Actual:67
WL09 Summons Issued Calendar Year
(FY14 = 2014)
2,075 2,080FY14 Actual:2,068
WL10 Warrants Issued Calendar Year
(FY14 = 2014)
1,275 1,270FY14 Actual:1,260
WL11 Appeals Calendar Year
(FY14 = 2014)
7 9FY14 Actual:9
WL11 Open Court appearances (daily average)Calendar Year
(FY14 = 2014)
25 24FY14 Actual:23.09
&LW\RI%R]HPDQ07 5 )<$SSURYHG%XGJHW
Department:CITY ATTORNEY
Activity:General Government
Program Description:
The City Attorney is the legal advisor and primary attorney for the city and as such is responsible for protecting the legal interests of
the city and directing its legal operations. The City Attorney, Assistant City Attorneys and Prosecutors: represent the city before all
courts, administrative agencies, and all legal proceedings involving the City; prosecute misdemeanors including DUI, domestic
violence related cases, and other offenses civil and criminal offenses committed within City; provide legal advice to the City
Commission, City Manager, and all departmental staff and agencies and boards; and prepare or review contracts, deeds,
resolutions, ordinances, and other municipal documents. The City Attorney’s Office also oversees litigation involving the city
conducted by appointed counsel.
Major Objectives:
• To be a critical part of the City’s leadership team through integration with department directors, HPO members, the City
Commission, and other city agencies such as the Library Board, Parking Commission, etc. • To work with the Bozeman Police
Department and MSU Police Department to enforce state laws and city ordinances pertaining to misdemeanor offenses within the
city. • To work with other city personnel and officials in enforcing city ordinances including zoning, building code, fire code, etc. •
To review legitimate complaints from citizens for the filing of criminal offenses and, if accepted, prosecute the violations in court. •
To prosecute criminal cases in a timely= and efficient manner in the best interests of justice, the best interests of the citizens of
Bozeman, and the interests of victims of crime. • To direct the legal operations of the city and serve as the city's legal counsel and
legal representative before all courts, administrative agencies, and in all legal proceedings involving the city, and to provide
oversight of cases where the city retains special legal counsel. • To provide legal advice to the City Manager, Mayor, City
Commission, departmental staff, and city boards concerning legal matters that arise with respect to city governmental services and
operations. • To perform legal research and issue legal opinions including ethics opinions. • To review or prepare contracts, deeds,
resolutions, ordinances, and other municipal documents relating to governmental agreements, services, and operations of the city.
• To attend City Commission meetings and provide legal advice. • To practice preventative law by being integral members of the
city’s departmental teams and by providing legal risk management services and proactive legal advice.
Budget Highlights:
• Provide funding for 10% Domestic Violence prosecutor salary per 2014 Department of Justice Office of Violence Against Women
grant • Provide adequate funding for staff/attorney professional development • Provide budget support for ongoing programs and
costs • Fully Fund Victim/Witness Program - $140,000
Accomplishments:
• Continue to build a stable and productive team through periodic department retreats, weekly criminal staff meetings (increase
communication, cooperation, refine procedures and overall effectiveness of criminal services), and monthly meetings with
Bozeman Police Department command staff and MSU Police. • Continued to integrate legal services into all facets of City operations
through active involvement in director team activities (playbook, work plan, etc.) and a strong leadership role in HPO. •
Demonstrated improvement in effectiveness of informing police officers and other witnesses of cancelled or amended dates for
hearings and trials. • Integrated second Assistant City Attorney into the department and organization and successfully recruited
new prosecutors. • Completed all requests for prosecution within 30 days of receipt (or document why the deadline has passed). •
Continue to implement policy to complete all requests for confidential or public criminal justice information within time period
required by district court. • Continued oversight of and active participation in civil litigation handled by outside counsel.•
Implemented new performance measures for prosecution services. • Continued support code enforcement/quality of life actions
and integrated function into code enforcement program. • Partnered with Bozeman Police Department to, among others:
Implement municipal infractions process; and to Develop and implement training and discussion sessions with police officers on
matters of criminal procedure. • Successfully used interns to assist in civil and criminal functions.
PROGRAM INFORMATION
Adopted Work Plan Items:
• Actively participate with the City’s leadership team in prioritizing and managing all aspects of the City’s services and operations. •
&LW\RI%R]HPDQ07 6 )<$SSURYHG%XGJHW
Department:CITY ATTORNEY
Activity:General Government
Complete projects/initiatives established as goals by the City Commission. • Assist in implementing the City Manager’s 2016/2017
Work Plan with a particular focus on public works projects, economic development (broadband), TOP projects, community
development reforms, etc. • Continue to focus on improving efficiencies and effectiveness in all areas of prosecution services
through professional development, better use of JustWare, and other program efficiencies. • Improve focus on professional
development of all staff and use of online training resources. • Continue to participate in integrated water resources planning
efforts. • Provide management of City’s legal activities related to the Story Mill Landfill, TOPs program, and other critical program
objectives. • Develop a contract and procurement policy and procedures manual for city departments and divisions. • Train city
staff on insurance requirements, contract management, and risk transfer; contract with an insurance consultant to review current
city practices and MMIA insurance services. • Clarify liability coverage for all boards and assist in development of comprehensive
risk management program. • Continue to increase communication with police department through monthly meetings and trainings
and shift briefings. • Purchase and implement litigation/claim hold software and develop procedures for securing electronically
stored information. • Continue to use interns to assist in criminal and civil functions. • Continue to implement reform to the
municipal infraction procedures.
&LW\RI%R]HPDQ07 7 )<$SSURYHG%XGJHW
Department:CITY ATTORNEY
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
7.54%$812,221 $895,505Salaries & Benefits $67,485$962,990
16.64%$366,249 $328,800Operating $54,700$383,500
n/a$0 $0Capital $0$0
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $1,178,470 $1,224,305 $1,346,490
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
1410 City Attorney $72,185 7.33%$873,171 $984,305 $1,056,490
1430-1446 Civil Litigation $45,000 45.00%$225,915 $100,000 $145,000
1460 Criminal Prosecution - General $0 n/a$0 $0 $0
1462 Criminal Prosecution - Victim/Witness $5,000 3.57%$79,384 $140,000 $145,000
Totals $1,178,470 $1,224,305 $1,346,490
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $122,185 11.27%$1,099,086 $1,084,305 $1,206,490
174 Victim Witness Advocate $0 n/a$79,384 $140,000 $140,000
Totals $1,178,470 $1,224,305 $1,346,490
&LW\RI%R]HPDQ07 08 )<$SSURYHG%XGJHW
Department:CITY ATTORNEY
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 10.20 10.20 10.2FY14 Actual:7.00
WL01 New Cases: City Police 1154 1100 1200FY14 Actual:1061
WL01 New Cases: MSU Police 148 150 150FY14 Actual:110
WL03 Open Cases: Active 1910 1600 1800FY14 Actual:1200
WL04 Open Cases: Warrant 475 450 450FY14 Actual:450
WL05 Bench Trials: Guilty 39 40 40FY14 Actual:52
WL06 Bench Trials: Not Guilty 6 5 5FY14 Actual:16
WL07 Jury Trials:Scheduled 345 300 300FY14 Actual:281
WL08 Jury Trials: Guilty 16 10 10FY14 Actual:9
WL09 Jury Trials: Not Guilty 5 1 0FY14 Actual:1
WL10 Jury Trials: Appealed 0 1 0FY14 Actual:2
WL11 Hearings: Amount of Restitution Ordered $111,775 $135,000 $135,000FY14 Actual:$132,113
WL12 Hearings: Revocation Motions Filed 331 400 250FY14 Actual:431
WL13 Number of Requests for Prosecution 36 50 65FY14 Actual:65
WL14 Number of Requests for Hearings 1287 1000 1400FY14 Actual:616
WL14 New Cases: Title 45 555 500 500FY14 Actual:476
WL15 New Cases: Traffic 335 300 320FY14 Actual:312
WL15 DUI Cases: Opened 307 300 300FY14 Actual:314
&LW\RI%R]HPDQ07 09 )<$SSURYHG%XGJHW
Department:CITY ATTORNEY
Activity:General Government
WL16 New Cases: Civil Infractions 26 30 10FY14 Actual:21
WL16 DUI Cases: Amended To A Lesser Charge 240 150 250FY14 Actual:152
WL18 DUI Cases: Dismissed 1 0 0FY14 Actual:2
WL19 New Cases 1154 1250 1200FY14 Actual:1,171
WL20 New Cases: Domestic 90 70 90FY14 Actual:56
WL24 Requests for Confidential Criminal Justice Information (CCJI)36 30 40FY14 Actual:38
&LW\RI%R]HPDQ07 0 )<$SSURYHG%XGJHW
Department:ADMINISTRATIVE SERVICES
Activity:General Government
Program Description:
The Administrative Services Department budget unit accounts for the general fund costs associated with the overall Finance,
Human Resources and Information Technology administration of the City. The Department also functions with Grants staff, whose
budget is included in the Community Services section. The Department is comprised of five divisions: Administration, Accounting,
Treasury, Information Technology, and Human Resources. Administrative Services provides support to other departments
including: financial planning, budgeting, insurance administration, accounting and financial statement preparation, data processing,
collection and investment of City funds, debt administration, utility billing, special improvement district accounting, business
license administration, development of internal controls, information technology services, human resources, and data processing
services.
1. The ADMINISTRATION division's purpose is to provide financial planning and budgeting services and oversight. Insurance
administration, capital improvements planning, and long-range financial planning is done through this division, along with general
leadership for the Department as a whole, including Grants efforts.
2.The ACCOUNTING division's purpose is to properly record and account for the finances of the City. The division is responsible for
processing accounts payable, the recording of fixed assets, and the preparation of all financial statements.
3. The TREASURY division's purpose is to properly bill and collect amounts owed to the City. The Treasury division collects and
invests all City funds, bills utility charges to customers, and special improvement district assessments to property owners. The
division also issues business and pet licenses, collects parking tickets, and records cemetery lot sales.
4. The INFORMATION TECHNOLOGY division's prupose is to manage and operate the City's enterprise applications and networking
services. The division provides technology services to the City departments and customers; support, training and research for City
staff; and manages and maintains daily operations of the data centers.
5. The HUMAN RESOURCES division's purpose is to support City functions by ensuring the capability and stability of the workforce.
The manager supports administrators and directors with current lawful information that provides sound recruitment practices and
protects the employment rights of the City and the workforce member.
Major Objectives:
• To manage and account for the City's finances in accordance with Generally Accepted Accounting Principles (GAAP), as set forth
by the Governmental Accounting Standards Board (GASB). • To prepare a Comprehensive Annual Financial Report (CAFR) in
conformity with GAAP • To prepare a comprehensive budget on an annual basis that encompasses all funds of the City. • To seek to
maintain a diversified and stable revenue base. • To seek to collect all funds due the City. • To monitor all department grants for
compliance with federal and state regulations and reporting requirements. • To develop a system of sound internal controls in all
City departments. • To provide all City departments budgetary and expenditure information on a timely basis to enable the
departments to operate within appropriation levels established by the City Commission. • To assure efficient and effective
management of the public's resources by providing quality financial services. • To safeguard and account for City assets and to
provide accurate and timely budgetary and financial data to management, City Commission, and the citizens of Bozeman. • To
provide knowledgeable and courteous customer service to all individuals who contact Administrative Services with questions or
concerns. • To safeguard the City's financial assets through prudent investing, budgeting and expenditure control. • To manage and
operate the City’s Enterprise Applications and Networking services. • To provide secure, dependable information technology
services to City departments and customers. • To provide support, training, and research for City Staff with their desktop
applications, both data and voice. • To manage and maintain the daily operations of the data centers. • To ensure 99% uptime for
all Information Technology Service. • To manage and maintain a functional web site for both citizens and staff.
Budget Highlights:
• Addition of 1 FTE Sungard Application Manager (January 2017); Addition of 1 FTE Human Resources Generalist; Software
maintenance contracts - $245,167 • CIP GF062: Replacement of Personal Computers - $65,000 • CIP GF080: City Wide Router &
PROGRAM INFORMATION
&LW\RI%R]HPDQ07 1 )<$SSURYHG%XGJHW
Department:ADMINISTRATIVE SERVICES
Activity:General Government
Switch Repacement - $40,000 • CIP GF079: Replacement of Professional Building Switches - $25,000 • CIP GF197: Office 2013
Upgrade - $70,000
Accomplishments:
Anticipated for FY16: • Close monthly accounting functions by the 20th day of the following month. • Receive a clean audit
opinion with no continuing or new audit comments. • Properly account for Federal and State Grants and Loans. • Installation and
training internally and across departments for utilization of new Qrep reporting software module. • Improve information sharing
with Planning Department and Engineering and GIS Divisions to provide for more timely and accurate land parcel and owner
information. • Hire and train appropriate staff to meet the City's staffing needs; • Update of Strategic Information Technology
Plan; • Development of a comprehensive employee training program; • Upgrade to Office 2013; • Migration of remaining SQL
databases over to the new SQL Server 2012 Cluster; • Continue upgrades to City Website to enhance the public’s access to City
information; •Continue upgrade and maintenance to the City VoIP phones and gateways; •Continue the migration of physical
servers to virtual servers and continue upgrades to aging routers and switches at selected locations; • Litigation hold solution.
Adopted Work Plan Items:
Provide Financing, Accounting, Technology & HR support and planning services to all of the Adopted Work Plan items.
&LW\RI%R]HPDQ07 2 )<$SSURYHG%XGJHW
Department:ADMINISTRATIVE SERVICES
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
16.99%$1,467,219 $1,528,097Salaries & Benefits $259,551$1,787,648
-10.03%$551,042 $719,908Operating ($72,222)$647,686
13.16%$116,725 $135,000Capital $17,760$152,760
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $2,134,986 $2,383,005 $2,588,094
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
1510 Finance Administration $72,405 44.03%$170,597 $164,457 $236,862
1520 Accounting $30,756 6.96%$443,238 $441,646 $472,402
1530 Treasury $26,431 7.28%$341,869 $363,097 $389,528
1545 Information Technology ($52,347)-4.70%$872,092 $1,112,796 $1,060,449
1560 Human Resources $127,844 42.47%$307,190 $301,009 $428,853
Totals $2,134,986 $2,383,005 $2,588,094
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $205,089 8.61%$2,134,986 $2,383,005 $2,588,094
500 Construction Funds $0 n/a$0 $0 $0
Totals $2,134,986 $2,383,005 $2,588,094
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
Department:ADMINISTRATIVE SERVICES
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Finance: Distinguished Budget Presentation Award for the
Government Finance Officer's Association
RECEIVED WILL APPLY Will ApplyFY14 Actual:RECEIVED
PM02 Finance: Certificate of Achievement for Excellence in Financial
Reporting from the Government Finance Officer's Association
RECEIVED WILL APPLY Will ApplyFY14 Actual:APPLIED
PM03 Finance: City's Bond Rating: General Obligation Aa3 Aa3 Aa3FY14 Actual:Aa3
PM04 Finance: City's Bond Rating: Downtown Tax Increment District
Rating
BBB+BBB+BBB+FY14 Actual:BBB+
PM05 Finance: Monthly Checklist Items Done Correctly the First Time 95%99%99%99%FY14 Actual:99%
PM06 IT: Help Desk Calls Resolved 99%99%99%99%FY14 Actual:99%
PM07 IT: Phone System Uptime 99%99%99%99%FY14 Actual:99%
PM08 IT: Data Network Uptime 99%99%99%99%FY14 Actual:99%
PM09 IT: Point to Point Links Uptime (Fiber and Copper)99%99%99%99%FY14 Actual:99%
PM10 IT: Enterprise Application Uptime 99%99%99%99%FY14 Actual:99%
PM11 IT: Server Uptime 99%99%99%99%FY14 Actual:99%
PM12 Treasury: Accounts Receivable Statements Mailed by the 15th
of the Month
98%100%100%100%FY14 Actual:100%
PM13 Treasury: Average # of Water Customers on Shut-off List per
Month
<10 <12 <12 <15FY14 Actual:<12
PM14 HR: The Recruitment process will protect the work force and
City rights, and results in matching appropriate hires with
appropriate jobs
100%100%100%FY14 Actual:100%
PM15 HR: Low turnover, resulting in a stable workforce 100%100%100%FY14 Actual:100%
&LW\RI%R]HPDQ07 4 )<$SSURYHG%XGJHW
Department:ADMINISTRATIVE SERVICES
Activity:General Government
PM16 HR: Continual skill improvement training results in a
competent, effective and efficient workforce
100%100%100%FY14 Actual:100%
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 22 22 24FY14 Actual:19.00
WL01 Finance: Accounts Payable Checks Processed 11,098 11,000 11,800FY14 Actual:10,453
WL02 Finance: Federal Awards Expended (Grants)$689,534 600,000 600,00FY14 Actual:$604,356
WL03 Finance: IRS Informational Returns 90 120 155FY14 Actual:106
WL04 IT: Help Desk Calls Created and Completed 1386 1900 1800FY14 Actual:1,600
WL05 IT: Hours Phone System is in Service: Possible Available = 8,760 8,750 8755 8755FY14 Actual:8,745
WL06 IT: Hours Data Network is in Service: Possible Available = 8,760 8,750 8755 8755FY14 Actual:8,755
WL07 IT: Point to Point Links: On Network/In Service (Fiber & Copper)20 20 20FY14 Actual:19
WL08 IT: Hours of Enterprise Applications Availability: Possible
Available = 8,760
8,755 8755 8755FY14 Actual:8,750
WL09 IT: Hours of Server Farm Availability: Possible Available = 8,760 8,759 8759 8759FY14 Actual:8,755
WL10 Treasury: SID Statements Issued & Processed 16,506 16,893 17,200FY14 Actual:16,424
WL11 Treasury: Utility Bills Issued & Processed 162,000 166,000 169,000FY14 Actual:155,000
WL12 Treasury: Business Licenses (Calendar Year)4,164 4,200 4,200FY14 Actual:3,779
WL13 Open Positions (Calendar Year)125 115 125FY14 Actual:113
WL14 Positions Filled (Calendar Year)125 115 125FY14 Actual:112
&LW\RI%R]HPDQ07 5 )<$SSURYHG%XGJHW
Department:COMMUNITY DEVELOPMENT
Activity:General Government
Program Description:
The Community Development Department plans for the growth and development of the City of Bozeman. We work with property
owners, the design community, residents and business owners to plan, build and grow our community by considering the needs of
the current and future residents and property owners within the city boundaries. Major elements of our work consist of: • Long
Range Planning • Development Review • Historic Preservation• Impact Fees • Affordable Housing • • Boards Commissions Served
Major Objectives:
LONG RANGE PLANNING: • Engage the community in preparing and periodically updating our “Growth Policy” (Comprehensive
Plan) • Develop and evaluate the Unified Development Code (Zoning and Development Standards Code) to ensure effective and
efficient implementation of the Comprehensive Plan. • Assist other departments and agencies with Capital Improvement planning.
• Prepare and implement special studies, reports, and sub-area plans. • Coordinate with public and private organizations and
agencies in implementing the community based vision. DEVELOPMENT REVIEW: • Provide exemplary customer service by making
the planning process accessible, understandable, and efficient. • Evaluate and make recommendations to the Planning Board, City
Commission, and /or Director of Public Works on all applications for annexations and subdivisions of land. • Evaluate and make
recommendations to the Development Review Committee, Design Review Board, Zoning Commission and City Commission on all
proposals for site development. • Provide property owners with assistance to resolve non-conformities • Review business licenses
and building permit applications for compliance with the Zoning Ordinance. • Aid the City Commission and the Community
Affordable Housing Advisory Board in implementing the inclusionary housing ordinance. • Develop a visually appealing and
historically rich community by encouraging the preservation of Bozeman’s historic landmarks, districts, and neighborhoods. •
Facilitate and coordinate the City’s Development Review and Design Review processes to ensure compliance. • Continue to
promote local historic preservation education through various public forums. • Administer the City’s impact fee program.
COMMUNITY DEVELOPMENT: • Assist and coordinate with other departments, public agencies, and non-profits as needed with
various grants. • Participate in the City’s affordable housing programs• Support the City’s economic development programs.
Budget Highlights:
• Planning contracted services - $35,000; • Additional Planner III 1.0 FTE; Community Plan Update (January 2017) - $150,000;
Historic Structure Inventory – $12,000; Legal Services - $10,000; Entryway Corridor Design Guideline Update – $50,000; Training and
Education $15,000; Outreach/Education Tools– $12,000; Addition of .34 FTE Historic Preservation Officer
Accomplishments:
Continued implementation of community development customer service delivery improvements. • Continued excellent project
management of current workload. • Review and revise City’s Unified Development Ordinance (UDC) to advance community goals
and Commission direction. • Continue implementation of Bozeman Community Plan. • Implementation and support of City of
Bozeman Economic Development Plan. • Continue implementation of Downtown Bozeman Improvement Plan • Affordable Housing
Code Evaluation and drafted amendments • Continue drafting of UDC amendments as part of update effort. • Continued
coordination and cooperation on planning issues with Gallatin County, City of Belgrade, School District 7, Montana State University,
Montana Department of Transportation, Gallatin Valley Land Trust, and other public and private organizations. • Special projects as
directed.
PROGRAM INFORMATION
Adopted Work Plan Items:
Spearhead: UDC Update/Revision, Affordable Housing Goals, Priority Setting and Code Revisions, Provide planning assistance with:
Police & Municipal Court building; Design Guideline update; Neighborhood Conservation Overlay follow up per city commission
direction, undertake start of Community Plan update, continue to train staff to increase organizational capacity.
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Department:COMMUNITY DEVELOPMENT
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
13.93%$626,091 $780,262Salaries & Benefits $108,669$888,931
-15.21%$160,062 $428,047Operating ($65,106)$362,941
-100.00%$0 $7,500Capital ($7,500)$0
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $786,153 $1,215,809 $1,251,872
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
1610 Planning Operations ($316,864)-52.39%$304,860 $604,782 $287,918
1620 Development Review $166,242 42.03%$248,665 $395,562 $561,804
1630 Long-Range Planning $198,609 97.58%$215,994 $203,541 $402,150
1640 Annexation $0 n/a$1,017 $0 $0
1650 Code Enforcement $0 n/a$0 $0 $0
1660 Historic Preservation ($11,924)-100.00%$10,275 $11,924 $0
1670 Zoning Operations $0 n/a$2,414 $0 $0
1680 Neighborhoods $0 n/a$2,928 $0 $0
Totals $786,153 $1,215,809 $1,251,872
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
100 Community Development Fund $36,063 2.97%$786,153 $1,215,809 $1,251,872
Totals $786,153 $1,215,809 $1,251,872
&LW\RI%R]HPDQ07 7 )<$SSURYHG%XGJHW
Department:COMMUNITY DEVELOPMENT
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM02 Resident satisfaction with how well the City is planning for
growth
National Citizen
Survey
Improved High Continued ImprovemenFY14 Actual:NA
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Average number of work days to act on development
applications
54 days 120FY14 Actual:NA
PM03 Percentage of building permit application reviewed within 3
work days
9.1 days 85%FY14 Actual:NA
PM04 Percentage of New Business Licenses Reviewed within 2 work
days
56%95%.95%FY14 Actual:NA
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 11.60 11.60 13.00FY14 Actual:8.00
WL01 Number of development applications submitted 639 450 550FY14 Actual:609
WL02 Number of Development Applications Denied or Withdrawn Reduce 6/17 405 10/20FY14 Actual:5/6
WL03 Long-range planning hours 2,887 2,200 2,200FY14 Actual:NA
WL04 Certificates of Appropriateness 252 100 100FY14 Actual:229
WL05 Sign Reviews: Permanent and Temp 178 150 120FY14 Actual:162
&LW\RI%R]HPDQ07 18 )<$SSURYHG%XGJHW
Department:FACILITIES MANAGEMENT
Activity:General Government
Program Description:
The Facilities Management budget unit accounts for costs associated with maintaining City owned buildings and grounds including:
City Hall; Fire Stations #1, #2 and #3; City Shop Complex; Lower Yard Shop Complex; Vehicle Maintenance Building; Alfred M. Stiff
Professional Building; Bozeman Public Library; and the Bozeman Senior Center. Facilities Management is also responsible for
coordinating remodeling, renovations, and new construction projects. Contracted services include activities such as: janitorial
services; snow removal; lawn care; and building systems including elevator and fire suppression systems, heating, ventilation, air
conditioning systems, mechanical controls, and building generators. The department also assists other divisions with building and
grounds related projects and construction related services.
Major Objectives:
Review and update the Division’s workload indicators and performance measures to provide accurate and meaningful data to use in
future decision making • Provide a safe, comfortable, and professional working environment in all city facilities. • Maintain all
buildings and related equipment in good working condition in a proactive manner that will help extend useful life. • Maintain a
proactive approach for long-term facility planning and project scheduling in order to avoid costly problems of deferred
maintenance. • Upgrade and renovate buildings and building related equipment as needed to meet future needs of various city
departments. • Assure city buildings meet or exceed all applicable building codes, OSHA, and ADA requirements. • Implement
building design, maintenance, and operational practices resulting in energy saving measures. • Act as the City’s representative on
building construction projects, to secure consultant services for these projects, process claims and monitor progress on projects,
and to gather bid quotes for projects to meet procurement requirements
Budget Highlights:
• CIP Item GF103- Continue ADA Improvements citywide - $20,000; •CIP Item GF130 – City Hall Site Improvements Phase II -
$40,000; • CIP Item GF243 – Replacement of Keyless Locks at City Hall and Professional Building - $10,000; • CIP Item GF244 –
Parking Lot Drainage at Library - $15,000; • CIP Item GF242 – Replacement for Professional Building Rooftop AC Condenser -
$50,000; • Security Upgrades for Finance, City Attorney and Human Resources - $25,000; • Fiber Installation at 6 City Facilities -
$12,500
Accomplishments:
Completed, or will complete, all the CIP projects funded in FY16 • Anticipated for FY17: Onboard new Facilities Superintendent •
Fully implement Cityworks asset management, tracking and help desk functions • Review and update Facility Condition Reports; •
Annual Generator Maintenance for Multiple Buildings; •Improve drainage and pedestrian access at the Library; • Stripe, Crack Seal
and Seal Coat Multiple Building Parking Lots; • Complete the CIP Items for FY 17; • Irrigation Repairs and Upgrades on Building
Grounds; • Annual Maintenance of all HVAC Units; • General Building Maintenance for all City Buildings; • Review and rebid or
Renew Contracted Services Agreements for lawn care, janitorial services and snow removal.
PROGRAM INFORMATION
Adopted Work Plan Items:
&LW\RI%R]HPDQ07 19 )<$SSURYHG%XGJHW
Department:FACILITIES MANAGEMENT
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
-7.88%$263,089 $268,792Salaries & Benefits ($21,179)$247,613
12.78%$811,748 $921,857Operating $117,842$1,039,699
-75.61%$18,931 $184,500Capital ($139,500)$45,000
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $1,093,768 $1,375,149 $1,332,312
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
1810 City Hall $54,063 13.44%$363,335 $402,114 $456,177
1820 Fire Station #1 $75 0.16%$39,567 $47,400 $47,475
1830 Shops Complex ($73,450)-45.47%$85,864 $161,550 $88,100
1840 Professional Building $46,400 18.70%$169,861 $248,100 $294,500
1850 Senior Center ($49,750)-39.02%$102,398 $127,500 $77,750
1860 Library $18,650 7.29%$255,070 $255,750 $274,400
1870 Fire Station #2 ($24,000)-54.08%$16,072 $44,375 $20,375
1880 Fire Station #3 $500 1.19%$33,668 $42,045 $42,545
1890 Vehicle Maintenance Facility ($15,325)-33.09%$27,933 $46,315 $30,990
Totals $1,093,768 $1,375,149 $1,332,312
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund ($42,837)-3.12%$1,093,768 $1,375,149 $1,332,312
Totals $1,093,768 $1,375,149 $1,332,312
&LW\RI%R]HPDQ07 0 )<$SSURYHG%XGJHW
Department:FACILITIES MANAGEMENT
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Outside of Deparrtment Budget Request (Requests for
assistance from other Departments on facility related request.
5% 5%5%FY14 Actual:
PM02 Preventative maintenance completion (Air filters, drive belts
and seasonal inspections)
90%95%95%FY14 Actual:
PM03 Unscheduled Work (reactive). Projects not planned or
budgeted, or new requests from Departments/Divisions
40%40%40%FY14 Actual:
PM04 Safety Inspections (Emergency and life-safety equipment
inspections)
90%90%90%FY14 Actual:
PM05 Employee Certifications 100%100%100%FY14 Actual:
PM06 Staff Survey (Survey of building occupants to obtain their
assessments of the Facilities Division's performance)
80%80%80%FY14 Actual:
PM07 Repsonse time to non-emergency service requests 1 Day 1 Day 1 DayFY14 Actual:
PM08 Response time to emergency service requests 1 Hour 1 Hour 1 HourFY14 Actual:
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM09 Invoices and Claims Processing (Reviewed, processed and
submitted to Finance for payment)
5 Days 5 Dayx 5 DaysFY14 Actual:
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
WL07 STAFF TO SUPPORT WORKLOAD.FTE 3.50 3.50 3.50FY14 Actual:3.50
&LW\RI%R]HPDQ07 1 )<$SSURYHG%XGJHW
Department:POLICE
Activity:Public Safety
Program Description:
The Bozeman Police Department budget unit accounts for costs associated with providing all law enforcement services to the
citizens of the City of Bozeman. The general fund budget primarily supports the efficient and effective operation of the patrol,
investigative and support services divisions. Officers from these divisions are tasked with detecting, preventing, and investigating all
crimes occurring within the City. PATROL DIVISION: The Patrol Division is primarily responsible for the enforcement of State of
Montana statutes and City of Bozeman Ordinances. The officers within this division operate around the clock, every day, and
handle emergency calls for service along with proactive foot and bicycle patrols, property checks, public assists and citizen
education. Additionally, the traffic unit proactively patrols for traffic violations and helps ensure the safety of our roadways
through traffic education and enforcement. A civilian crash investigator responds to motor vehicle crashes and performs necessary
investigations and reporting. Additional specialty assignments include K9, Special Response Team, Field Training Officers, Crisis
Intervention Team and Drug Recognition Experts. SUPPORT SERVICES DIVISION: The Support Services Division oversees animal
control officers, code compliance officers, community resource officer, vehicle procurement and maintenance, uniform and
equipment procurement, departmental training and standards, and police officer recruitment and hiring. The division also
conducts background investigations on prospective employees, coordinates citizen volunteers, and handles the bicycle registration
program and abandoned bicycle auction. Support Services conducts various community outreach events such as the Citizen's
Police Academy, Coffee with a Cop, National Night Out, and Shop with a Cop and participates in ongoing community programs such
as the Bozeman Police Landlord Partnership, various homeowners associations, and the Inter-Neighborhood Council. DETECTIVE
DIVISION: The Detective Division is responsible for investigating felony criminal activity including crimes against persons, sexual
offenses, crimes against children, internet crimes, property crimes, and other complex investigations. Detectives are also
responsible for conducting public education presentations, assisting with background investigations, carrying out internal affairs
investigations and assisting the patrol division and other agencies with investigations. The Detective Division maintains a Computer
Crime Unit that is a part of the Montana Internet Crimes Against Children Task Force (ICAC), and maintains team memberships in
the Gallatin County Sexual Assault Response Team and the Child Sexual Assault Multi-Disciplinary Team. There are four School
Resource Officers (SRO’s) in the Detective Division assigned to the Bozeman School District whose primary duties are to enforce
laws on the school campuses and provide safety and security input to school staff. The Detective Division is also responsible for
administering the department’s Sexual and Violent Offender Registry Program (SVORP). DRUG FORFEITURE: The drug forfeiture
budget accounts for the City of Bozeman's costs related to the drug enforcement efforts within the Missouri River Drug Task Force
(MRDTF) as outlined in the MRDTF Local Drug Task Force Inter-local Agreement. The MRDTF encompasses six counties to include
Gallatin, Lewis and Clark, Broadwater, Meagher, Madison and Park. This task force is focused on the investigation of local and
regional drug and firearm offenses.
Major Objectives:
• Continue to address public safety concerns within the community. • Provide the highest level of service to all citizens and visitors
of our community. • Detect, investigate, and proactively prevent criminal activity. • Apprehend and hold criminal offenders
accountable for their illegal behavior. • Participate in court proceedings. • Provide assistance to those who cannot care for
themselves or those in danger of physical harm. • Conduct regular and proactive traffic safety education and enforcement. •
Maintain a highly trained Special Response Team of officers qualified to handle barricaded subjects, hostage incidents, and high risk
incidents. • Resolve day-to-day conflicts among the general public. • Maintain fully trained K9 teams qualified to assist with building
searches, evidence tracking, and drug interdiction efforts. • Maintain assignment of School Resource Officers to Bozeman School
District to provide immediate enforcement, education, and liaison to students, school officials and parents. • Provide crime
prevention education to schools, civic groups, businesses, and the public. • Develop positive programs, in partnership with the
members of our community, which incorporate the concept of shared responsibility for public safety. • Develop and maintain
certified trainers with the goal of sustaining our department’s high training standards and requirements. • Continue to sponsor and
attend quality regional law enforcement training. • Continue to partner with law enforcement agencies to include local, state and
federal agencies. • Maintain a working environment where every employee's integrity, competency, and commitment to service are
self-evident. • Maintain the assignment of two detectives to the Missouri River Drug Task Force. • Maintain confidential and concise
intelligence files. • Assist prosecutors from city, state, and federal agencies in the prosecutions of drug cases. • Share investigative
information with officers and detectives from both the city and county. • Share investigative information with other local, state and
federal law enforcement agencies. • Conduct drug education and awareness presentations. • Investigate complaints of illegal or
suspicious drug activity. • Make arrests for violations of illegal drug activity.
PROGRAM INFORMATION
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
Department:POLICE
Activity:Public Safety
Budget Highlights:
• CIP Item GF053 - Replacement of 2 patrol vehicles and equipment - $110,500; • CIP Item GF240 – Purchase of Crash Investigation
Unit response vehicle - $35,000; • CIP Item GF235 - Purchase of Evidence Bar Coding System - $20,000 • OVW Gallatin Project
Grant - $181,000; Addition of 1 FTE Digital Forensic Examiner (50/50 split with Gallatin County, MRDTF will pay 1/2 salary)
Accomplishments:
Anticipated for FY17: • Continue to work jointly with City/County/911 leadership to implement and fund necessary communication
infrastructure improvements; • Continue to work jointly with City/County leadership toward bond education and beginning
construction of joint justice facility; • Maintain the Sexual and Violent Offender Registration Program (SVORP) in which compliance
is maximized through the physical check of 100% of registered offenders; • Minimize overall risk and liability by continuing to
maintain the highest training standards for all Bozeman Police Department employees; • Improve recruitment efforts for
employees that include focused outreach to female and minority applicants; • Continue to refine and improve our quality of life
program; • Enhance our ability to handle physical and digital evidence; • fully implement operations of civilian crash investigation
unit; • hiring of shared Computer Forensics Examiner with Gallatin County; • Improve and increase positive programs and
partnerships with the community, such as “Coffee with a Cop” and placing a work station and presence in the library; • Continue
seeking and obtaining federal, state and local grants in an effort to offset general fund expenditures.
Adopted Work Plan Items:
The Police Department is working jointly with City/County leadership on design, bond education and hopeful construction of a
shared justice facility; • we continue to also work with City/County/911 leadership to implement and fund necessary
communication infrastructure improvements; • we help encourage economic development, safety on parks and trails and
assurance that residents are safe on the streets and in their homes through meetings, enforcement and education, • we continue
to share and promote city core values of Integrity, Leadership, Service and Teamwork; • we are considering options for new
vehicles that minimize negative climate impact, to include continued introduction of foot and bike patrols when they can augment
or replace vehicle patrols.
&LW\RI%R]HPDQ07 4 )<$SSURYHG%XGJHW
Department:POLICE
Activity:Public Safety
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
2.99%$6,968,589 $6,282,687Salaries & Benefits $187,964$6,470,651
-6.67%$1,046,322 $1,148,438Operating ($76,607)$1,071,831
-23.85%$1,476,652 $195,000Capital ($46,500)$148,500
n/a$0 $0Debt Service $0$0
n/a$8,513 $0Transfers $0$0
Totals $9,500,076 $7,626,125 $7,690,982
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
3010 Police Operations ($131,502)-2.21%$7,953,243 $5,960,486 $5,828,984
3020 Crime Control & Investigations $174,797 13.85%$1,126,714 $1,261,868 $1,436,665
3030 DARE $0 n/a$0 $0 $0
3040 Drug Forfeiture $12,577 6.27%$239,644 $200,539 $213,116
3070 Animal Control $8,985 4.42%$180,475 $203,232 $212,217
Totals $9,500,076 $7,626,125 $7,690,982
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $70,588 0.98%$9,035,035 $7,187,828 $7,258,416
125 Drug Forfeiture $12,577 6.27%$239,644 $200,539 $213,116
138 Law & Justice Center Prepaid Rent $0 n/a$19,125 $19,125 $19,125
139 Police Special Revenue $0 n/a$44,090 $0 $0
140 Police Domestic Violence ($18,308)-8.37%$162,182 $218,633 $200,325
501 Police-Court Shared Facility $0 n/a$0 $0 $0
&LW\RI%R]HPDQ07 5 )<$SSURYHG%XGJHW
Department:POLICE
Activity:Public Safety
Totals $9,500,076 $7,626,125 $7,690,982
&LW\RI%R]HPDQ07 6 )<$SSURYHG%XGJHW
Department:POLICE
Activity:Public Safety
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Provide adequately staffed, trained and equipped patrol
division
88%76%90%FY14 Actual:88%
PM02 Provide adequately staffed, trained and equipped detective
division
95%75%85%FY14 Actual:91%
PM03 Provide adequately staffed, trained and equipped focused
Quality of Life Program
80%80%85%FY14 Actual:80%
PM05 Provide adequately staffed, trained and equipped K9 Program 95%95%95%FY14 Actual:85%
PM06 Provide adequately staffed, trained and equipped joint Special
Response Team
90%80%85%FY14 Actual:90%
PM07 Provide training and focus on Crisis Intervention and dealing
with mentally ill citizens
90%70%70%FY14 Actual:90%
PM08 Provide adequately staffed, trained and equipped officers to
Missouri River Drug Task Force
90%85%85%FY14 Actual:90%
PM09 Provide adequately staffed, trained and equipped assignment
to Digital Forensic Analysis
90%50%70%FY14 Actual:85%
PM10 Provide adequately staffed, trained and equipped Crash
Investigation Team
100%75%90%FY14 Actual:95%
PM11 Provide adequately staffed, trained and equipped Arson/Fire
Investigation Team
90%70%75%FY14 Actual:85%
PM12 Provide adequately staffed, trained and equipped and
dedicated Traffic Enforcement Unit
100%50%90%FY14 Actual:100%
PM13 Provide current updated Sexual and Violent Offender
Registration Program
97%97%97%FY14 Actual:95%
PM14 Provide adequately staffed, trained and equipped animal
control enforcement and education
90%90%95%FY14 Actual:80%
PM15 Provide adequately staffed, trained and equipped Evidence
Technician and Evidence Storage Location
80%50%80%FY14 Actual:80%
&LW\RI%R]HPDQ07 7 )<$SSURYHG%XGJHW
Department:POLICE
Activity:Public Safety
PM16 Provide initial and on-going training program for employees
that fulfills core training needs
90%75%70%FY14 Actual:90%
PM17 Participate in community organizations that promote
partnerships
90%85%85%FY14 Actual:90%
PM19 Participate in Sexual Assault Response Team 100%90%90%FY14 Actual:100%
PM20 Participate in Domestic Violence Response Team 100%85%90%FY14 Actual:95%
PM21 Participate in child Multi-Disciplinary Team 90%90%90%FY14 Actual:90%
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM18 Promote enhanced use of volunteers and internship programs 75%70%70%FY14 Actual:60%
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD 71.55 72.15 73.40FY14 Actual:72.75
WL01 Total Calls for Service 24 hrs/
365days/year
46,290 47,400 48,200FY14 Actual:48,542
WL02 Agency Assist 1,199 1,562 1,600FY14 Actual:1,586
WL03 Aggravated Assault / Assault with Weapon 14 20 20FY14 Actual:8
WL04 Assault (all other)141 180 185FY14 Actual:222
WL05 Alarm Response 1,017 922 980FY14 Actual:953
WL06 Animal Complaints 2,039 2,688 2,700FY14 Actual:2232
WL07 Arson 6 4 5FY14 Actual:2
WL08 Burglary 94 72 80FY14 Actual:82
WL09 Civil Assistance 785 878 880FY14 Actual:773
WL10 Code Compliance and Community Resource Officer Complaints 1,321 1,597 1,750FY14 Actual:965
WL11 Criminal Trespass 382 468 470FY14 Actual:358
&LW\RI%R]HPDQ07 8 )<$SSURYHG%XGJHW
Department:POLICE
Activity:Public Safety
WL12 Criminal Mischief / Vandalism 427 380 400FY14 Actual:393
WL13 Disorderly Conduct / Fighting / Threats / Harassment / Stalking 931 890 900FY14 Actual:801
WL14 Disturbance / Loud Party 852 934 950FY14 Actual:946
WL15 DUI Alcohol and/or drugs 480 414 450FY14 Actual:454
WL16 Drugs (Possession and Paraphernalia)232 270 300FY14 Actual:131
WL17 Identity Theft / Deceptive Practice / Forgery 65 56 60FY14 Actual:40
WL17 Homicide (includes Deliberate, Attempted and Negligent)4 2 3FY14 Actual:2
WL19 Motor Vehicle Theft (includes unauthorized use of
motorvehicle)
88 100 90FY14 Actual:33
WL20 Parking Complaints (not including Abandoned Vehicles)1,630 1,476 1,550FY14 Actual:2,062
WL21 Protective Custody / Welfare Check / Suicide / Attempted
Suicide
1,089 1,120 1,200FY14 Actual:993
WL22 Partner/Family Member Assault 273 296 300FY14 Actual:236
WL23 Public Assistance 2,199 2,782 2,800FY14 Actual:2,317
WL24 Public Education Presentations 211 220 230FY14 Actual:187
WL25 Robbery 3 10 6FY14 Actual:6
WL26 Sexual Crime (Sex Assault/Sexual Intercourse without
Consent/Incest/Indecent Exposure)
91 52 70FY14 Actual:78
WL27 Subject Stops 1,151 1,564 1,500FY14 Actual:1,167
WL28 Suspicious Circumstances 844 800 850FY14 Actual:873
WL29 Theft (non-vehicular)1,198 1,208 1,220FY14 Actual:1,183
WL30 Total Arrests 2,195 2,078 2,200FY14 Actual:2,165
&LW\RI%R]HPDQ07 29 )<$SSURYHG%XGJHW
Department:POLICE
Activity:Public Safety
WL31 Traffic Crashes 1,601 1,792 1,850FY14 Actual:1,469
WL32 Traffic Stops 7,757 7,482 7,900FY14 Actual:8,210
WL33 Misdemeanor citations issued (includes traffic citations)6,169 6,390 6,500FY14 Actual:6,045
WL34 Citations for Using Cell phone while driving 88 90 100FY14 Actual:132
WL35 Provide assistance and liaison to other City Departments 100%85%85%FY14 Actual:100%
WL36 Provide Education and outreach to the Community 90%80%85%FY14 Actual:90%
WL37 Provide adequately staffed, trained and equipped School
Resource Officers
100%90%95%FY14 Actual:90%
WL38 Provide Bicycle and walking patrols 100%90%90%FY14 Actual:100%
&LW\RI%R]HPDQ07 0 )<$SSURYHG%XGJHW
Department:FIRE
Activity:Public Safety
Program Description:
The Fire Department budget is developed and administered to provide fire, rescue, hazardous materials, and emergency medical
services throughout Bozeman while ensuring that firefighters are equipped and trained to meet nationally recognized minimum
consensus standards. Additionally the budget provides resources necessary for the department to maintain a fire prevention
program that is comprised of fire and life safety inspection, community outreach, school programs, rental safety initiatives,
emergency preparedness, and public education.
Major Objectives:
Anticipated for FY 17: The goal of the department for the next fiscal year is to continue to build a shared vision for the future of the
fire department that allows us to provide the highest level of service to the citizens of our community. A big piece of this vision will
be crafted by the Fire Protection Master Plan which we hope to update from it’s original 2006 edition to give us a better look at
where the department is today and where our gaps and needs are moving forward. Completion of this plan revision should take
approximately six months and will look to incorporate national consensus standards from bodies such as the National Fire
Protection Association (NFPA), Center for Public Safety Excellence (CPSE), and Insurance Service Office (ISO). Focusing on
employee development we are working on all of our firefighters obtaining nationally recognized Firefighter II credentials and all of
the Captains / Chief Officers obtaining nationally recognized Fire Officer I credentials as our current certifications are in-house
certifications and carry no credibility or validity. This is a project that we have already began in FY-16 but hope to show tremendous
growth in FY-17. We plan to continue to improve our public education programs and community outreach. We have re-engaged
in social media, our department web page, and other forms of communication and look to roll out several updates and new
programs during the next 12 months. Several of these updates will have to do with the current rental safety initiative and increase
involvement in neighborhood associations and community events. The hiring of a new Fire Marshal will give us someone who can
devote the time to these programs that has been missing over the past 16 months. Another project we are looking to address
in FY-17 is to formalize and standardize our technical rescue programs, particularly our confined space program, to ensure that we
are adequately equipped and trained to provide the required OSHA rescue services needed by our Public Works Department,
Montana State University, and other contractors working in Bozeman. While there are a number of technical rescue disciplines that
the fire department is responsible for, we feel this is our biggest risk based on the amount of confined space work currently being
conducted on a routine basis in the city. Lastly we are working to update and modify our existing facilities to provide us with
opportunities to better diversify our workforce in the future. Currently we are not prepared to employ both male and female
employees in the same stations and we want to make sure we aren’t missing opportunities to hire the best employees based on
lacking facilities. This coupled with a different approach and emphasis in our recruitment efforts will better prepare us to enhance
our opportunities to diversify our workforce in the future. These plans will require facility modifications in our living quarters and
restrooms.
Budget Highlights:
• Updating of Fire Protection Master Plan, emphasis on continued training/certifications of Fire Officers
Accomplishments:
FY 16 saw an increase in the fire department workload and some major changes for the fire department. In calendar year 2015 we
answered a record number of calls, 3919, which was just over a 10% increase from calendar year 2014. In August, Josh Waldo, was
hired as the 14th Fire Chief in the history of the Bozeman Fire Department and that was followed up with the hiring of Trisha
Wolford as our new Deputy Chief – Fire Marshal in February. Both of these positions where hired in from the outside and have
required some acclimating and adjusting but with the help of Deputy Chief Megaard and our three Battalion Chiefs the
administrative staff is quickly coming up to speed and developing plans for the future that includes several new ideas and
perspectives. In September the department re-engaged in social media for the first time in almost 18 months. We continue to
work on updating our department web page to increase our contact and interaction with the community. In October we continued
our fire prevention programs by visiting and delivering fire prevention programs to all eight of the Bozeman School District
elementary schools. The department is continuing to work on our employee development and certification programs as we
progress towards nationally recognized consensus standards in areas such as Firefighter I & II and Fire Officer I. To this point we
PROGRAM INFORMATION
&LW\RI%R]HPDQ07 1 )<$SSURYHG%XGJHW
Department:FIRE
Activity:Public Safety
have made significant progress in this area but this is a project that will continue throughout FY-17 and FY-18. The department is
currently updating our standard operating guidelines and internal policies and while several have been updated and reviewed this is
another project that will continue into FY-17.
Adopted Work Plan Items:
Assess and Re-familiarize the Community on Voluntary Rental Safety Inspection Program
&LW\RI%R]HPDQ07 2 )<$SSURYHG%XGJHW
Department:FIRE
Activity:Public Safety
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
5.79%$5,080,405 $4,251,869Salaries & Benefits $246,097$4,497,966
24.44%$568,103 $461,535Operating $112,795$574,330
-100.00%$44,533 $40,000Capital ($40,000)$0
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $5,693,041 $4,753,404 $5,072,296
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
3110 Fire Administration $71,141 15.73%$544,941 $452,307 $523,448
3120 Fire Operations $235,037 5.53%$5,070,680 $4,250,361 $4,485,398
3130 Operational Readiness $7,700 36.15%$24,075 $21,300 $29,000
3140 Fire Prevention $5,014 24.60%$7,331 $20,386 $25,400
3160 Hazardous Materials $0 n/a$46,014 $9,050 $9,050
3170 Disaster & Emergency Services $0 n/a$0 $0 $0
Totals $5,693,041 $4,753,404 $5,072,296
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $333,892 7.08%$5,664,080 $4,713,404 $5,047,296
113 Fire Impact Fees $25,000 100.00%$2,008 $0 $25,000
183 Fire Department Special Revenue $0 n/a$735 $0 $0
187 Fire Capital & Equipment Replacement ($40,000)-100.00%$26,218 $40,000 $0
Totals $5,693,041 $4,753,404 $5,072,296
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
Department:FIRE
Activity:Public Safety
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Emergency Operations: 6 Minute Response Time (Commission
Adopted)
100% of City 78.2%80.0%80.0%FY14 Actual:80%
PM03 Fire Prevention: Bars - Occupancy Checks for special events and
high traffic weekends
100%100%100%100%FY14 Actual:100%
PM04 Fire Prevention: Sororities & Fraternities 100%0%100%100%FY14 Actual:0%
PM05 Fire Prevention: Schools 100%100%100%100%FY14 Actual:100%
PM06 Fire Prevention: Montana State University 100%100%100%100%FY14 Actual:100%
PM07 Fire Prevention: Business License Inspections 100%100%100%100%FY14 Actual:100%
PM08 Training: Number of average training hours per Fire Fighter,
National Fire Protection Association and Insurance Service
Office standard is 240 hours per calendar year
240 hours 75 hours per mem N/A 240 hoursFY14 Actual:0
PM09 Training: National Fire Protection Association 1001, Firefighter
1, nationally certified
100%74%90%100%FY14 Actual:Data not available
PM10 Training: National Fire Protection Association 1001, Firefighter
2, nationally certified
100%36%70%100%FY14 Actual:Data not available
PM11 Training: Haz Mat Technician, 20 Hazardous Materials
Technician Team Members / 16 Hazardous Materials
Operations Level Trained Members
100%hnicians / 16 ope 100%echnicians / 16 OperatFY14 Actual:hnicians / 16 oper
PM12 Training: EMT/Paramedic Refresher 100%100%100%100%FY14 Actual:100%
PM13 Training: Car Seat Safety Technicians Recertified 100%100%100%100%FY14 Actual:100%
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM02 Fire Prevention: Annual Inspections as a percentage of
properties in need of inspection (not including new
construction) Total properties requiring inspection: 2,519 (we
are scheduled to complete ½ of that number each year)
100%38%100%100%FY14 Actual:51%
&LW\RI%R]HPDQ07 4 )<$SSURYHG%XGJHW
Department:FIRE
Activity:Public Safety
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 46.00 46.00 46FY14 Actual:45.75
WL01 Fires 78 80 85FY14 Actual:70
WL02 Rupture/Explosion 7 7 7FY14 Actual:4
WL03 EMS/Rescue 2032 2328 2500FY14 Actual:2051
WL04 Hazardous Condition 211 254 275FY14 Actual:266
WL05 Service Calls 202 244 250FY14 Actual:212
WL06 Good Intent Calls 628 651 650FY14 Actual:561
WL07 False Calls 401 338 400FY14 Actual:385
WL08 Severe Weather/Other 1 2 2FY14 Actual:4
WL09 Total Calls 3556 3919 4000FY14 Actual:3554
&LW\RI%R]HPDQ07 5 )<$SSURYHG%XGJHW
Department:BUILDING INSPECTION
Activity:Public Safety
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
guidance and to enforce minimum building code standards to safeguard life, limb, health, property and public welfare by regulating
and controlling the design, construction, quality of materials, use and occupancy, location and maintenance of all buildings and
structures within this jurisdiction. The support team utilized to attend this process currently includes one Chief Building Official,
three Plans Examiners, six Building Inspectors, two Project Permit Coordinators one Permit Technician and two Fire Inspectors. We
currently have one vacant Building Inspector II and one vacant Code Compliance Officer position.Staff team members receive,
process and review residential and commercial building plans and applications for compliance with adopted codes and
ordinances.Staff assesses and collects fees for building, plumbing, electrical, mechanical, and demolition permits in addition to
collecting City Impact Fees and fees for other miscellaneous city services. Team members issue permits and perform inspections to
verify compliance with approved plans and applicable codes and ordinances. In addition, staff provides verbal and written permit
related information to the customers. Upon completion of a project, staff processes and issues certificates of occupancy.Code
violations, building related citizen complaints, and expired building permits are turned over to the Building Division Code
Compliance Officer for processing and remedial action. All staff participates in providing general code information to our customers
on a daily basis and frequently provide onsite consultation for contractors and property owners during the planning and
construction phases of a project. All building division staff is on call and ready to respond as needed to structural emergencies
resulting from fire, earthquakes, explosions, weather damage, vehicle accidents, and similar occurrences.
Major Objectives:
1. Communication and coordination:• Continue working with the Planning and Engineering departments to improve
communications between our departments and our customers.• Continue working with all city departments to simplify the
overall permitting process.• Continue working with all city departments to help with in-house city building renovation and
remodel projects.• Continue working to improve communications with City Administrators and the City Commissioners.2.
Customer Service:• Work in conjunction with the Planning and Engineering departments to develop and implement an improved
and more efficient building permit issuance procedure.• Provide technical advice and consultation for all city departments to help
facilitate in-house city projects and minimize costs to the taxpayer. • Continue implementing and working with new technology
in order to provide faster, higher quality, more accessible and streamlined services for our customers in the coming years.3.
Technology: • Fine tune and promote Click2Gov software that allows Building Division customers online access to permit and
project files.• Fine tune and continue to de-bug software integrated into our field inspection procedures to allow for more
efficient and consistent field inspections and inspection documentation.• Fine tune and promote software that will allow for
online plan submittal and work towards providing a complete electronic plan review process for our customers.
Budget Highlights:
• Staff vehicle - $32,500 • Continued operations for Building Inspection Division.
Accomplishments:
Anticipated for FY17: Work to accomplish Department's major objectives throughout the year.
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 6 )<$SSURYHG%XGJHW
Department:BUILDING INSPECTION
Activity:Public Safety
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
0.11%$1,067,449 $1,440,370Salaries & Benefits $1,554$1,441,924
0.98%$355,824 $499,126Operating $4,894$504,020
100.00%$37,563 $0Capital $32,500$32,500
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $1,460,836 $1,939,496 $1,978,444
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
3210 Building Inspection Operations $38,948 2.01%$1,460,836 $1,939,496 $1,978,444
Totals $1,460,836 $1,939,496 $1,978,444
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
115 Building Inspection Fund $38,948 2.01%$1,460,836 $1,939,496 $1,978,444
Totals $1,460,836 $1,939,496 $1,978,444
&LW\RI%R]HPDQ07 7 )<$SSURYHG%XGJHW
Department:BUILDING INSPECTION
Activity:Public Safety
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Residential Plan Reviews: Within Standard - 2 weeks 75%80%85%85%FY14 Actual:75%
PM02 Commerical Plan Reviews: Within Standard - 4 weeks 75%95%95%95%FY14 Actual:85%
PM04 Frame Inspections: Within Standard (1 audit/month/employee)90%85%85%85%FY14 Actual:85%
PM05 Commercial Plan Checks: Within Standard (1
audit/month/employee)
90%95%95%95%FY14 Actual:95%
PM06 Residential Plan Checks: Within Standard (1
audit/month/employee)
90%98%98%98%FY14 Actual:98%
PM07 Final Inspections: Within Standard (1 audit/month/employee)90%90%90%90%FY14 Actual:90%
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM11 Average Daily Inspections per Inspector 15 32.56%Depends on staffing Depends on staffingFY14 Actual:30.52
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 14.50 18.50 17FY14 Actual:12.55
WL01 Commercial Permits: Number 1560 1200 1200FY14 Actual:1165
WL02 Commercial Permits Valuation $98.02 M $65 M $65 MFY14 Actual:$44.50 M
WL03 Residential Permits: Number 2836 3500 3500FY14 Actual:2911
WL04 Residential Permits Valuation $191.97 M $130 M $130 MFY14 Actual:$130.68 M
WL05 New Permits: Single Family Dwellings 313 250 250FY14 Actual:375
WL06 New Permits: Multi-Unit Dwellings 441 425 425FY14 Actual:486
&LW\RI%R]HPDQ07 8 )<$SSURYHG%XGJHW
Department:PARKING
Activity:Public Safety
Program Description:
Effective July 1, 2013 the Parking Enterprise Fund, under the authority of the Bozeman Parking Commission (BPC), now consists of
the entire city of Bozeman and not just the Downtown Parking, the MSU Residential Parking District, and the High School
Residential Parking District. Additional jurisdiction of the BPC includes Bridger Park Downtown, and the City’s 435-space parking
garage. The Assistant City Manager directly supervises the administrative responsibilities of the City’s parking manager, who, in
turn, oversees the Parking Enforcement staff (4.0 FTE). The Parking Clerk is not supervised or evaluated by the Parking Manager,
but rather by the City Treasurer. There are four sources of revenue: citations, permits for the MSU and high school residential
districts, monthly leases in surface lots and Bridger Park Downtown’s daily and monthly incomes. Parking expenses include wages
for the parking manager, parking clerk, and enforcement staff; maintenance and utilities of surface lots and Bridger Park
Downtown; citation notifications; vehicle expenses and seasonal snow removal. While primary responsibility of each enforcement
person is to a specific area, they exercise flexibility daily to meet the ever changing needs of the department to respond whenever
and wherever needed.
Major Objectives:
MISSION: 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 public parking assets to
best serve the needs of the public. • Seek to acquire additional public parking as needed. • Make the parking operations fiscally
sound and self-sufficient. • Provide consistent parking enforcement and educate public whenever possible to minimize parking
conflicts. • Make parking options and areas functional and attractive. • Plan for and respond to changing parking needs in the
districts. • Provide parking alternatives for bicycles, motorcycles, and other transportation methods. • Work cooperatively with
local government partners. • Provide for the safe movement of pedestrian and vehicle traffic.
Budget Highlights:
CIP Item P001 - Willson Lot Redesign & Improvements - $165,000; CIP Item P020 – lease of 3 hybrid parking enforcement vehicles-
$10,000; CIP Item P014 - Parking Garage Crack Maintenance & Repair - $5,000; Pedestrian safety guard rails at garage -$15,000;
Connection to and use of Bozeman Fiber -$9,000; Parking garage fire extinguisher refit - $7,000; Parking garage power washing and
restriping - $10,000.
Accomplishments:
Anticipated for FY17: FY16 has been a rebuilding year. The parking manager and three of four parking officers are new. Our revenue
in parking services has been reduced and previous expectations may not be met as hoped. The public perception of the parking
department is improving and we expect to see the results of our contracted parking study to give us clear defined measure to work
towards in the future. FY16 has continued to see increased awareness and usage of the public parking facilities, especially the
Downtown garage. Permit sales in surface lots and parking garage use has continued to increase as local businesses, downtown
employees, and general visitors become more aware of the garage. Overall, parking has seen a noticeable improvement in both
services provided and the public perception while achieving a positive financial outcome. FY17 will temporarily lose parking spaces
during construction of two projects currently underway. As we move forward with the implementation of our parking plan I expect
to see a increase in the financial outlook of the parking services department.
PROGRAM INFORMATION
Adopted Work Plan Items:
While the Bozeman Parking Commission governs and sets the Overall Work Plan for the Parking Department, our goal is to
maximize the use of the parking we have and continue to look for areas of growth that will benefit the public. In FY17 our work will
be based on the results of our parking plan developed as part of the parking study conducted in FY16.
&LW\RI%R]HPDQ07 39 )<$SSURYHG%XGJHW
Department:PARKING
Activity:Public Safety
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
12.02%$265,791 $282,946Salaries & Benefits $34,005$316,951
1.42%$525,462 $354,081Operating $5,016$359,097
-19.72%$190,442 $218,000Capital ($43,000)$175,000
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $981,695 $855,027 $851,048
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
3310 Parking Administration ($86,723)-18.57%$192,582 $467,060 $380,337
3320 Parking Operations/Enforcement $45,042 20.88%$213,064 $215,752 $260,794
3330 Parking Garage Operations $37,702 21.89%$576,049 $172,215 $209,917
Totals $981,695 $855,027 $851,048
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
650 Parking Enterprise Fund ($3,979)-0.47%$981,695 $855,027 $851,048
Totals $981,695 $855,027 $851,048
&LW\RI%R]HPDQ07 0 )<$SSURYHG%XGJHW
Department:PARKING
Activity:Public Safety
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 6.00 6.00 6.00FY14 Actual:5.50
WL01 Courtesy Citations Written (no charge)2,500 2,000 2,500FY14 Actual:2,500
WL02 Parking Lots: Spaces Managed & Maintained 160 117 117FY14 Actual:188
WL03 Parking Lots: Managed & Maintained 4 4 4FY14 Actual:4
WL04 Parking Garages: Number Managed & Maintained 1 Downtown
Garage
1 1 1FY14 Actual:1
WL06 Total Citations Written 12,000 11,000 11,000FY14 Actual:11,915
&LW\RI%R]HPDQ07 1 )<$SSURYHG%XGJHW
Department:PUBLIC WORKS ADMINISTRATION
Activity:Public Service
Program Description:
The Public Works Administration budget unit includes the Director of Public Works, Engineering, and GIS. The Director of Public
works has oversight responsibilities for water, wastewater and stormwater utilities, streets maintenance, signs and signals, vehicle
maintenance, solid waste, engineering, and GIS. The Director also manages the City's asset management and deferred maintenance
programs. Code enforcement on sidewalk snow removal and weed control was completed by the engineering division but these
enforcement activities were transferred to the Police Department in FY 2014. Engineering will support the Police Department in
securing contracts for snow and weed removal services. As delegated by the City Manager, the Public Works Director reviews and
issues parade, public assembly, and downtown sidewalk permits. The Engineering Division provides technical engineering in the
preparation, review, and oversight in the planning, design, construction inspection and construction management of the City’s
Public Works facilities including water treatment and distribution, wastewater collection and treatment, storm water collection and
treatment, streets (with appurtenant curb, gutter, sidewalk and drainage facilities), traffic control facilities, solid waste, and other
facility and infrastructure projects. The division establishes and maintains current City infrastructure standards and assures
compliance with city, county, state, and federal rules, regulations, codes, and engineering standards. The engineering division
assists other City departments with engineering services. The engineering division also maintains the City’s infrastructure files and
records, maps, plats, property ownership and other records; participates in the review and approval of subdivision, annexation, and
zone code / development proposals for conformance with established standards; coordinates infrastructure work with county,
state, and federal agencies; administers the EPA-mandated wastewater pretreatment program and the DEQ-mandated storm water
program; and administers the city’s flood plain ordinance, sidewalk repair and installation programs. The engineering division also
designs infrastructure improvements such as water and wastewater main replacements, and street reconstruction. The City
Engineer also oversees the Bozeman Solvent Site superfund site and landfill monitoring and remediation activities. The GIS Division
develops, supports, delivers and promotes enterprise geographic data and spatial technologies to all levels of government and the
public. The GIS Division performs a wide variety of data maintenance and analysis for most City departments and coordinates data
sharing among various public and private agencies. The GIS Division also implements and maintains the City’s work order
management and maintenance system (Cityworks) as well as several public web mapping applications and data portals.
Major Objectives:
• To coordinate the activities of the Public Works department divisions. • To establish and maintain policies, procedures and
protocol for conducting the department's functions. • To assist the City Manager and Administrative Services Director in reviewing
enterprise fund revenue and expense forecasts for rate 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, stormwater, and
transportation facilities are implemented in a cost-effective manner, and that all City infrastructure improvements are constructed
in a quality manner to provide reliable service for the public’s immediate and long-term needs. • To assist all City departments in
the engineering design and/or the procurement of specialized engineering services. • To effectively manage the City's public works
assets. • To deliver accurate and complete spatial data and analysis for the City of Bozeman and its citizens.
Budget Highlights:
•Training for New GIS Employees • Addition of 1.25 FTE Short Term Workers for data collection (MSU Internship for GIS) • CIP Item
GIS01 - Internal Service Request System (311) - $15,000
Accomplishments:
Anticipated for FY16: ESRI/Cityworks Upgrades. Interactive Website Replacement. Cityworks for Parks, Facilities, Solid Waste, and
more. GIS integration with Sungard. Zoning Profile Report. State of the Assets Report. Internal Service Request System 311.
PROGRAM INFORMATION
Adopted Work Plan Items:
#1 – Story Mill Landfill. #2 – Development of a Transportation System, #3 - Water & Sewer Systems #4 – Stormwater Utility.
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:PUBLIC WORKS ADMINISTRATION
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
19.48%$333,093 $805,210Salaries & Benefits $156,824$962,034
74.57%$190,576 $314,095Operating $234,220$548,315
442.67%$36,519 $15,000Capital $66,400$81,400
n/a$16,684 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $576,872 $1,134,305 $1,591,749
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
4010 Public Services Administration $41,721 20.25%$80,748 $206,071 $247,792
4020 Engineering $250,854 65.61%$215,744 $382,363 $633,217
4025 GIS $164,869 30.20%$236,780 $545,871 $710,740
4030 Snow Removal Enforcement $0 n/a$22,491 $0 $0
4040 Weed Cutting Enforcement $0 n/a$4,425 $0 $0
4070 Other Financing $16,684 $0
Totals $576,872 $1,134,305 $1,591,749
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $0 n/a$0 $0 $0
562 #713 $0 n/a$16,684 $0 $0
600 Water $457,444 40.33%$560,188 $1,134,305 $1,591,749
Totals $576,872 $1,134,305 $1,591,749
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:PUBLIC WORKS ADMINISTRATION
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 GIS: Overall Customer Satisfaction Rating (based on annual
customer survey)
90%95%95%95%FY14 Actual:89%
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM02 GIS: GIS map/data requests processed within one week that
have no custom development requirements
95%100%100%100%FY14 Actual:93%
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 10.25 10.25 11.50FY14 Actual:12.00
WL01 GIS: Number of Work Orders Completed 11,572 19,500 25,000FY14 Actual:7,309
WL02 GIS: Number of Asset Types 57 120 130FY14 Actual:54
WL03 GIS: Number of Inspection Templates 53 55 75FY14 Actual:47
WL04 GIS: Website Visits 19,877 20,871 21,915FY14 Actual:18,930
WL05 GIS: Number of Work Order Templates 375 715 750FY14 Actual:385
WL06 GIS: Number of Inspections Completed 2,269 3,900 5,500FY14 Actual:372
WL07 GIS: Number of Cityworks Users 53 72 85FY14 Actual:45
WL08 GIS: Number of Cityworks Domains 4 7 9FY14 Actual:3
WL09 Private Water Projects - Lineal Feet (Calendar Year)58,579 57,750 61,507FY14 Actual:41,265
WL10 Private Sewer Projects - Lineal Feet (Calendar Year)41,914 20,690 30,000FY14 Actual:23,753
WL11 Public Water Projects - Lineal Feet (Calendar Year)10,553 7,257 7,620FY14 Actual:2,791
WL12 Pubilc Sewer Projects - Lineal Feet (Calendar Year)1,807 21,228 1,900FY14 Actual:265
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:PUBLIC WORKS ADMINISTRATION
Activity:Public Service
WL13 Private Street Projects - Lineal Feet (Calendar Year)12,750 19,420 UnknownFY14 Actual:26,000
WL15 Public Street Projects - Lineal Feet (Calendar Year)0 6895 7540FY14 Actual:3,484
WL16 Public Stormwater Projects - Lineal Feet (Calendar Year)10,380 2,953 10,900FY14 Actual:2,558
WL17 Misc. Curbcut/Sidewalk Permits Issued 31 32 33FY14 Actual:28
WL18 Sign Change Requests Processed 28 23 26FY14 Actual:24
WL19 Encroachment Permits Processed 50 69 55FY14 Actual:60
WL20 Street Cut Permits Processed 56 61 59FY14 Actual:82
WL21 Flood Plain Permits Processed 5 6 6FY14 Actual:7
WL22 Engineering Service Contracts 4 4 4FY14 Actual:4
WL23 Street/Transportation/Misc Service Contracts 4 5 4FY14 Actual:8
WL24 Landfill Service Contracts 2 2 2FY14 Actual:2
WL25 Planning Reviews - Zoning and Subdivision 120 105 126FY14 Actual:135
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:STREETS
Activity:Public Service
Program Description:
GOAL: The goal of the street maintenance division is to help provide for a network of safe roadways for the traveling public and
access to desired destinations such as emergency services, schools, employment, shopping, community services, or other facilities
in a quick, convenient, safe and comfortable manner while minimizing harmful effects on the environment. STREET MAINTENANCE
FUND: The street maintenance district division accounts for the expenditure of special assessments on property in the City for the
repair and upkeep of the City's streets. Section 7-12-4401 MCA authorizes the City to create street maintenance districts for the
purpose of maintaining its streets, alleys, and other public places. The maintenance districts were first created during fiscal year
1990-91. Assessments are levied on each piece of property within the City limits and are recorded on the property owners SID
notices annually. Collection takes place in November and May and provide the revenues for the street maintenance district
program. Any unexpended balances are available for reappropriation next fiscal year. The costs incurred in maintaining streets,
alleys, and other public places within the maintenance district are assessed against each property within the district based on the
assessable area of the property as a percentage of the entire assessable area of the 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 (MDT). Section 15-70-101 MCA provides that MDT shall
allocate gas tax revenues to cities, towns, and counties. One-half of the City's allocation is based on population and one-half is
based on street and alley mileage. The funds may be used only for construction, reconstruction, maintenance, and repair of streets
and alleys. The funds may not be used for equipment purchases.
Major Objectives:
• Implement an efficient pavement management plan, in turn creating yearly maintenance programs for failing street
infrastructure. • Utilize pavement condition assessment for planning and scheduling our repairs from potholes to complete
reconstruction • Maintain streets and alley right-of-ways to allow traffic to move in a safe and prudent manner. • Improve the
quality of summer and winter street maintenance work and communicate to the citizens so that they may be better informed and
plan for it. • Continued use of alternative fuels when available and affordable such as biodiesel and ethanol in our fleet. • Institute a
City-wide curb replacement program with assistance from the Engineering Dept. • Expand our cooperative efforts with the County
Road Department and MDT.
Budget Highlights:
• Addition of 1 FTE City Service Worker; SIF055: Baxter (19th to Davis) – Construction ($1,500,000); SIF069: Ferguson & Durston
(Intersection) – Design & Construction ($150,000); SIF072: Baxter (Ferguson to Cottonwood) – Construction ($1,264,475); SCR01:
Annual Curb Replacement & Concrete Repair Program ($60,000); SCR03: W Olive (8th to Grand) Design & Construction $1,578,375);
SIF001: Right of Way Acquisition ($132,000); SIF027: Cottonwood & Durston (Intersection) – Construction ($160,000); SIF071:
Ferguson (Baxter to Oak) Design ($50,000); SIF077: Graf Street Extension (Ritter to 19th) Construction ($1,035,000); SIF082: WTI
Transportation Model ($100,000); SIF084: Baxter (Davis to Cottonwood) Design ($225,000); SIF085: Baxter (7th to 19th)
Construction ($500,000); SIF087: Catamount St (27th to Valley Center) Construction ($300,000); SIF088: Street Impact Fee Study
($100,000); SIF093: Oak Street (15th to 19th) Construction ($350,000); SIF094: Catamount St (27th to Valley Center) Design
($45,000); SIF103: S 11th Ave (Kagy Blvd to Graf St Extension) Design ($396,000); • STR20: Bike Path Improvements - $25,000 •
STR22: Grader Lease - $17,650 • STR30: Annual Median & Boulevard Maintenance - $55,000 • STR34: Sweepers Lease - $33,496 •
STR33: Replace Asphalt Patch Truck - $150,000 • STR01: Replace 1 vehicle (1 ton 4x4) - $45,000 • STR73: Small Light Duty 4x4 Truck
to Maintain Luminaires - $30,000 • STR 57: Replace Cold Planer Attachment - $30,000 • STR48: Chip Seal (Gas Tax) - $365,000 •
STR49&50: Sanders & Plows - $26,000 • STR71: Mill & Overlay - $723,000 • STR60: Articulating Tractor. Shared With Parks (CIP
GF030) • STR61: Replace Asphalt Paving Machine - $110,000 • STR65: Replace Self Loading Crack Sealer - $85,000 • STR68:
Rectangular Rapid Flashing Beacon-RRFB - $10,000 • Replace Paint Sprayer and Driver $17,000 • STR72: Digital Message Board -
$14,000 • STR59: Power to Sand Storage to Run Conveyor - $20,000 • GF262: Paving at Shops Streets Share - $94,834 • GF258: City
Shops Office Window Replacement *Split W/Water and Sewer Ops - $6,667 •
Accomplishments:
Anticipated for FY17: • Complete all CIP improvements. • Continue Transportation plan update. • Facilitate street reconstruction
PROGRAM INFORMATION
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:STREETS
Activity:Public Service
projects identified in the adopted work plan.
Adopted Work Plan Items:
Transportation System - Facilitate street & intersection reconstruction projects, assist in updating the Transportation plan.
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:STREETS
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
6.47%$1,288,851 $1,324,551Salaries & Benefits $85,699$1,410,250
8.76%$2,498,398 $2,377,698Operating $208,368$2,586,066
-48.99%$3,064,741 $18,537,682Capital ($9,082,331)$9,455,351
n/a$184,820 $184,822Debt Service $0$184,822
-4.33%$511,646 $658,400Transfers ($28,500)$629,900
Totals $7,548,456 $23,083,153 $14,266,389
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
4110 Street Operations ($3,406,082)-27.07%$3,249,761 $12,582,422 $9,176,340
4120 Street Maintenance ($427,000)-38.07%$628,054 $1,121,500 $694,500
4130 Street Construction ($5,013,669)-59.59%$2,764,556 $8,413,720 $3,400,051
4150 Street Lighting $11,228 2.30%$552,814 $487,905 $499,133
4171 Traffic Signs & Markers $18,759 3.93%$353,271 $477,606 $496,365
Totals $7,548,456 $23,083,153 $14,266,389
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund ($18,000)-12.83%$87,894 $140,331 $122,331
108 Community Transportation Fund ($239,548)-100.00%$584,047 $239,548 $0
110 Gas Tax Fund ($427,000)-38.07%$624,731 $1,121,500 $694,500
111 Street Maintenance Fund $221,342 4.47%$4,153,829 $4,948,233 $5,169,575
114 Street Impact Fees ($3,879,165)-42.87%$925,642 $9,049,640 $5,170,475
124 Bozeman Area Bike Board $0 n/a$3,323 $0 $0
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:STREETS
Activity:Public Service
141 Street Arterial Construction $29,004 2.90%$0 $1,000,996 $1,030,000
146 Lighting Districts $11,228 2.61%$519,304 $429,905 $441,133
500 Construction Funds ($4,514,625)-73.37%$0 $6,153,000 $1,638,375
502 Story Street Reconstruction $0 n/a$649,686 $0 $0
Totals $7,548,456 $23,083,153 $14,266,389
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:STREETS
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Potholes: Number Inventoried Varies 957 900 850FY14 Actual:1200
PM02 Potholes Repaired 2000 2431 2000 2000FY14 Actual:NA
PM09 Residential Street Plowing within 5 days 100%60%70%90%FY14 Actual:50%
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
Crack Sealing: City blocks per day 3 3 3 3.5FY14 Actual:0
PM21 Curb Miles of Streets Swept per Day 35-40 miles 40 40 45FY14 Actual:26
PM22 Streets Plowed & Sanded: Miles plowed/hr, Arterials and
Collectors
14 lane-miles/hr 15 14 14FY14 Actual:14
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 18.85 18.85 19.85FY14 Actual:18.62
WL01 Street & Alley Mileage 253 254 274FY14 Actual:252
WL02 Curb Replaced: Lineal Feet 0 3789 4170FY14 Actual:0
WL03 Pedestrian Ramps Installed 35 0 39FY14 Actual:35
WL04 Miles Chip Sealed 0 5 6.7FY14 Actual:0
WL05 Miles Paved (Includes Asphalt Mill and Overlay)1.05 0.9 1.8FY14 Actual:1.8
WL06 Miles of Gravel Streets 1 1 1FY14 Actual:2
WL08 Crack Sealer Used: Pounds 5000 5,000 5,000 6000FY14 Actual:0
WL10 Signs replaced by Retro Reflectivity testing 600 600 600FY14 Actual:798
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:STREETS
Activity:Public Service
WL11 Lane Miles Painted 49.2 50 50FY14 Actual:34.6
WL13 Crosswalks Painted 115 125 150FY14 Actual:110
WL14 Crosswalks Hot Tape Applied 18 30 34FY14 Actual:12
WL15 Miles of Yellow Curb Painted 30 35 40FY14 Actual:25
WL18 Miles of Streets Swept 12,500 3,800 4,000FY14 Actual:14,000
WL19 Signal Lights Maintained, City, County, State 79 80 81FY14 Actual:75
WL20 Flashing Lights Maintained 17 17FY14 Actual:12
WL21 Dead Animals Picked Up 30 23 30FY14 Actual:30
WL22 Leaves Collected: Tons per block 3.5 4.52 4 4FY14 Actual:3.64
WL23 Frequency of Residential Streets Swept per Year 4 3 4 5FY14 Actual:4
WL24 Street Closures for Special Events 30 28 30 30FY14 Actual:30
WL27 Signal Repairs Varies 250 200 200FY14 Actual:250
WL28 Number of Luminaires maintained by the City As Accepted by the
City
383 450 470FY14 Actual:200
WL29 Number of Luminaire Reparis Varies 426 500 600FY14 Actual:200
WL30 Overall Pavement Index (PCI)80+80 80 85FY14 Actual:Unknown
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:STORM WATER
Activity:Public Service
Program Description:
The Stormwater Division was formed with the creation of a utility in 2012 to better manage the City's Municipal Separated Sewer
Stormwater System (MS4) Permit, maintain city-owned infrastructure, and improve local water quality. Stormwater related
activities and issues have been traditionally addressed by the Streets, Engineering, Water and Sewer, Planning, and GIS
Departments. Over the past year, staff integrated stormwater related duties into a central Stormwater Division, while continuing to
coordinate with others for specific expertise, resources, and equipment. In addition, a new utility funding mechanism was
implemented significantly increasing the Stormwater Division’s capacity to meet community needs and provide a high level of
service.
Major Objectives:
This year the City’s Stormwater Division plans to complete various stormwater infrastructure projects, work toward improved MS4
Permit compliance, maintain the existing infrastructure network, update the rate model as growth occurs, and develop a
construction site management program.
Budget Highlights:
Addition of 0.25 FTE Short Term Worker for data collection. STRM10: Annual System Enhancement Projects’ Design - $25,000;
STRM15: Annual System Enhancement Program Solids Handling Facility - $112,500; Law & Justice Center - $112,500; STRM13:
Annual Unplanned Pipe Rehabilitation and Drainage Projects - $165,000; STRM04: Annual Pipe Rehabilitation and Drainage
Projects’ Design - $25,000; STRM18: Annual System Enhancement Program N Wallace and E Tamarack - $75,000
Accomplishments:
Anticipated for FY17: The City plans to develop a construction site permitting/inspection program, develop solutions for historic
programmatic issues, finish negotiations with the State of Montana regarding the City’s future MS4 Permit, coordinate with other
cities in Montana to develop a Montana Stormwater Control Manual, install multiple stormwater treatment projects, and amend
multiple City engineering standards, development codes, and ordinances.
PROGRAM INFORMATION
Adopted Work Plan Items:
Stormwater Utility – Finalize the implementation of the City’s new stormwater rate model and maintain moving forward.
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:STORM WATER
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
3.21%$115,467 $364,708Salaries & Benefits $11,725$376,433
37.87%$194,850 $174,597Operating $66,118$240,715
137.43%$0 $231,650Capital $318,350$550,000
0.00%$85,345 $225,351Debt Service ($5)$225,346
n/a$221,339 $0Transfers $0$0
Totals $617,001 $996,306 $1,392,494
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
4510 Admin, Enforc. + Mapping ($104,442)-14.78%$604,077 $706,792 $602,350
4520 Operations and Mtc ($7,720)-4.00%$12,924 $192,864 $185,144
4530 Construction $508,350 525.97%$0 $96,650 $605,000
Totals $617,001 $996,306 $1,392,494
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
670 Storm Water Fund $396,188 39.77%$617,001 $996,306 $1,392,494
Totals $617,001 $996,306 $1,392,494
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:STORM WATER
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Tons of sediment prevented from entering local waterways
through system maintenance
1,000 0 0 4,000FY14 Actual:0
PM02 Percentage of planned system enhancement capital
improvement projects completed per year
100%0 0 100FY14 Actual:0
PM03 Number of construction site violations issued 0 0 30FY14 Actual:0
PM04 Number of structural failures per 10 miles of underground
stormwater main
0 0 0FY14 Actual:0
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 1.00 6.25 6.5FY14 Actual:1.00
WL01 Number of stormwater inlets cleaned 25%2789 3083 650FY14 Actual:3083
WL02 Miles of underground stormwater main flushed 25%0.5 0 18.6FY14 Actual:0
WL03 Miles of streets swept 2,000 0 0 3500FY14 Actual:0
WL04 Acres of city improved through completion of system
enhancement projects
100 1.8 0 191FY14 Actual:0
WL05 Number of construction site compliance inspections conducted 50%0 0 30FY14 Actual:0
WL06 Number of pollution events responded to and resolved 2 0 10FY14 Actual:0
WL07 Number of feet of stormwater underground main added to
system
13,397 7,745 13,397FY14 Actual:11,541
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER TREATMENT PLANT (WTP)
Activity:Public Service
Program Description:
The Water Treatment Plant (WTP) budget unit accounts for the costs associated with maintaining a quality drinking water supply
for the City of Bozeman. The City has two treatment plants: The 22 million gallon per day (MGD) Sourdough Plant and the 3.7 MGD
Lyman Creek Plant. All plants are operated 24 hours per day, 365 days per year. There are 6 Operators, 1 Forepersons, 1 Lab and
Compliance Coordinator, 1 Controls Integrator and a Superintendent as of FY15. The Operators are responsible for monitoring all
drinking water in the distribution system in accordance the Safe Drinking Water Act. This job requires one operator a minimum of 7
hours per day, 7 days per week. More than 13,000 water quality tests are run annually. The WTP Operators are also responsible for
the operation and maintenance of the Hyalite Intake, the Sourdough Intake, and for three finished water storage tanks. Continuous
monitoring includes: 1) WTP Influent & Effluent Flow rate; 2) Membrane Racks 1-6 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 +5 MG
Water Tank Levels; 9) Clear Well Level; 10) Coagulant, Sodium Hydroxide, Sodium Hypochlorite, Hydrofluorosilicic Acid (Chemical
Dosages); 11) Effluent pH Level; 12) Lyman Influent & Effluent Flow Rate; 13) Lyman Reservoir Inlet Chlorine Residual: 14) Lyman
Reservoir Outlet Chlorine Residual; 15) Lyman Influent Turbidity; 16) Lyman Reservoir Level. Major operating expenses of the Water
Treatment Plant include staffing, maintenance, chemicals, and utilities. A piloting project for a replacement Sourdough Water
Treatment plant was completed in FY10. Design for the new plant was completed in FY11, construction started in FY12. The new
water treatment plant went online in FY14. The project is expected to be totally completed early in FY15. As constructed it is a 22
million gallon per day membrane plant with extensive pretreatment, residuals treatment, workshop and office areas. The new plant
can be easily expanded to a capacity of 36 million gallons per day. A holistic water resource planning project was completed in FY
14; this is the Intergrated Water Resource Plan. The Lyman Reservoir leakage dechlorination project was completed in FY12.
Construction of guardrails on the Hyalite Canyon Road for protection of Hyalite source water was completed during FY10. This was
a cooperative project between the City and the Gallatin national Forest. The Lyman Creek Water Treatment Plant expansion project
was completed in FY 10, plant capacity was increased to 3.7 million gallons per day. The Sourdough Tank repair project was
completed in FY 09. This project included structural repairs to and reinforcement of the tank and the replacement of several major
valves. The Hilltop Tank was completely repainted, inside and out, in FY 08. The new Hyalite raw water intake, pipeline, and
connection building was completed in FY 07.
Major Objectives:
MISSION: • Protect the public health through optimization of the Sourdough Creek and Lyman Creek Water Treatment Plants. •
Maintain high-quality drinking water of low turbidity, void of contaminants. • Meet the water supply demands of the City of
Bozeman. • Monitor and maintain water treatment plant facilities to ensure current needs are met and to anticipate future water
quality and quantity needs.
Budget Highlights:
• Complete construction of the FY16 Project - 5.3 MG Water Tank, $6.6 M. Addition of Maintenance Catwalk, $10,000 (CIP W55).
Repair of Sourdough Intake, $50,000 (CIP W60)
Accomplishments:
Anticipated accomplishments for FY17: Build and Complete new 5.3 MG finished water storage tank. Work on the Sourdough
intake dam. Add a Catwalk in the Pretreatment area for maintenance on blower motors Continued optimization of Both Plants.
Continued Water Facility Plan and Water Conservation Program implementations. Continuing to Provide adequate quantity and
quality water to our ratepayers with zero state or federal violations.
PROGRAM INFORMATION
Adopted Work Plan Items:
#3 - Water & Sewer Systems
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER TREATMENT PLANT (WTP)
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
5.47%$866,211 $861,944Salaries & Benefits $47,106$909,050
26.39%$2,151,046 $1,699,316Operating $448,460$2,147,776
-96.49%$660,939 $6,700,000Capital ($6,465,000)$235,000
n/a$1,313,425 $1,313,010Debt Service $0$1,313,010
-100.00%$401,400 $1,732,750Transfers ($1,732,750)$0
Totals $5,393,021 $12,307,020 $4,604,836
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
4610 Water Plant Operations $557,374 15.41%$1,957,490 $3,617,994 $4,175,368
4620 Water Plant Construction ($8,332,750)-100.00%$3,267,570 $8,332,750 $0
4640 Water Conservation $73,192 20.54%$167,961 $356,276 $429,468
Totals $5,393,021 $12,307,020 $4,604,836
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
600 Water Fund $630,566 15.87%$2,239,953 $3,974,270 $4,604,836
601 Water Plant Construction $0 n/a$2,720,086 $0 $0
602 Sourdough Tank Construction ($6,600,000)-100.00%$0 $6,600,000 $0
610 Water Impact Fees $432,982 $1,732,750
Totals $5,393,021 $12,307,020 $4,604,836
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER TREATMENT PLANT (WTP)
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Water Use GPCD (gallons per person per day)Trend over time
year to year
7.2% decline 0 DeclineFY14 Actual:NA
PM01 Adequate Tank Reserves (40%): Drinking & Fire Fighting Water 100%100%100%100%FY14 Actual:100%
PM02 Fluoride Levels: Up to the EPA limit of 0.70 PPM Daily Average 100%100%100%100%FY14 Actual:70%
PM03 Maintain Chlorine Residual According to EPA Requirements for
Inactivate Giardia Cysts
100%100%100%100%FY14 Actual:100%
PM04 Optimize Water Quality by Maintaining Lowest Possible WTP
Effluent NTU: State Requirement < 0.15 NTU
100%100%100%100%FY14 Actual:100%
PM05 Optimize Water Quality by Maintaining Lowest Possible WTP
Effluent NTU: WTP daily average, Goal = < 0.05
98%100%100%100 %FY14 Actual:100%
PM06 Optimize Water Quality by MaintainingLowest Possible WTP
Effluent NTU: WTP High Daily Individual Membrane Rack , Goal
= < 0.05
98%100%100%100%FY14 Actual:100%
PM07 Repair & Maintenance: Unscheduled Completed within 2 weeks 100%100%100%100%FY14 Actual:100%
PM08 Repair & Maintenance: Scheduled Completed within 7 days 95%100%100%100 %FY14 Actual:100%
PM09 Operator Certification: 10 Hours of Annual Training 100%100%100%100%FY14 Actual:100%
PM10 Sample & Test Distribution System Water Quality per State and
Federal Requirements:>13,000 readings/tests per year
100%100%100%100%FY14 Actual:100%
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM11 Price per Million Gallons of Water Treated Annually (driven by
weather)
$1,054 $1,054 1,054FY14 Actual:$1,020
PM12 Plant Capacity Per Day 15M gallons 25.7 M 25.7 M 25.7 MFY14 Actual:18.7 M
PM13 Maximum Water Demand Per Day Gallons 13 M 14 M 14 MFY14 Actual:12 M
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER TREATMENT PLANT (WTP)
Activity:Public Service
PM14 Average Water Demand per Day Gallons 5.7 M 5.8 M 5.8 MFY14 Actual:5.5 M
PM15 Annual Water Demand Billion gallons 2,000 M 2,200 M 2,200 MFY14 Actual:2,000 M
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 10.50 10.50 10.5FY14 Actual:11.27
WL01 Plant Operation Avg Hrs/Day 24 24 24FY14 Actual:24
WL02 Laboratory Analysis & Collection Avg Hrs/Day 9 9 8FY14 Actual:8
WL03 Monitor Water Quality: Sourdough & Lyman Creek WTP’s.Avg Hrs/Day 24 24 24FY14 Actual:24
WL04 Diversion & Reservoir Monitoring Avg Hrs/Day 3 5 4FY14 Actual:3
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER OPERATIONS
Activity:Public Service
Program Description:
The Water Operations budget unit accounts for the costs associated with operating and maintaining the City's water transmission
and distribution system. The Division is also responsible for: locating, maintaining, and repairing existing water lines and
appurtenances; overseeing installation of new lines; installing water meters and reading all meters monthly. Water Operations is
also responsible for maintaining the City’s two water pump stations. The Division maintains the entire water distribution system,
ever mindful of its integrity and serviceability, while maintaining potable water through this system.
Major Objectives:
• Maintain and locate the City's water distribution system including mains, fire hydrants, valves, meters, raw water transmission
mains, and pressure reducing valves and vaults. • Repair and replace water infrastructure as needed: hydrants, mains, valves, etc. •
Inspect all new infrastructure following installation prior to acceptance. • Maintain a valve replacement program for leaky or
inoperative valves. • Maintain a Valve Exercise Program: operating approximately 50% of all valves annually. • Maintain an effective
water main directional flushing program in conjunction with a fire hydrant operation program. • Flush 25% of all fire hydrants
annually. • Inspect all new water service installations in a timely manner. • Leak detect and repair the distribution system in a
timely manner. • Replace service lines as needed. • Continue a curb stop verification and serviceability program for customer
service lines. • Accurately read all meters monthly. • Resolve meter reading problems on a timely basis. • Maintain Backflow
prevention and testing program. • Respond to water distribution problems 24 hours a day 7 days a week. • Develop and maintain a
comprehensive and cost effective security system for our water distribution system. • Respond to all locate requests in a timely
manner and accurately locate all water infrastructures.
Budget Highlights:
• CIP item W41 – ½ ton pickup - $27,000; • CIP item W04-W17 - Water pipe replacement program - $1,200,000; • CIP item W03 -
Engineering design for rehab - $22,500; • CIP item W40 Replacement of Meter Van
Accomplishments:
Anticipated for FY17: •Increased replacement of water distribution system pipes, significantly enhances maintenance of the water
distribution system. • Continued Use of seven fixed base water meter receivers at Kenyon Dr. Water Tank, City Shops, 911 center,
Laurel Glen Annex , Solid Waste office, Nelson Story Tower MSU and Loyal Gardens Lift Station.
PROGRAM INFORMATION
Adopted Work Plan Items:
#3 - Water & Sewer Systems
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER OPERATIONS
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
-7.03%$1,241,200 $1,096,529Salaries & Benefits ($77,131)$1,019,398
38.55%$2,879,247 $1,290,081Operating $497,360$1,787,441
17.37%$645,951 $2,538,697Capital $441,054$2,979,751
100.00%$0 $0Debt Service $600,000$600,000
Totals $4,766,398 $4,925,307 $6,386,590
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
5010 Water Operations $80,135 3.44%$2,142,360 $2,330,333 $2,410,468
5020 Utility Locates $0 n/a$5,243 $7,450 $7,450
5030 Water Services $0 n/a$36,279 $35,000 $35,000
5040 Water Construction $1,282,953 63.98%$1,935,687 $2,005,297 $3,288,250
5050 Reservoirs $0 n/a$46,932 $0 $0
5060 Meter Reading $83,195 18.71%$531,117 $444,727 $527,922
5070 Hydrants $15,000 23.08%$48,695 $65,000 $80,000
5080 Water Valves $0 n/a$8,460 $17,500 $17,500
5090 Main Repairs $0 n/a$11,625 $20,000 $20,000
Totals $4,766,398 $4,925,307 $6,386,590
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
600 Water Fund ($522,467)-10.90%$4,713,144 $4,793,307 $4,270,840
610 Water Impact Fees $1,983,750 1502.84%$53,254 $132,000 $2,115,750
Totals $4,766,398 $4,925,307 $6,386,590
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER OPERATIONS
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Water Main Breaks/Leaks 100 Miles of Pipe 31.0 1.5 5 5FY14 Actual:3.8
PM02 Operate 50% of 4,485 Water Valves/Year 50%50%50%50%FY14 Actual:50%
PM03 Flush 30% of 2,491 Fire Hydrants/Year 30%21%30%30%FY14 Actual:21.8%
PM04 Disruption of Water Service/1,000 Accounts hrs = 1.43 7 .75 7FY14 Actual:.69
PM04 Disruption of Water Service/1,000 Accounts <4 hrs = 3.56 3.5 5.5 5.0;.7;.04FY14 Actual:5.0
PM04 Disruption of Water Service/1,000 Accounts >12 hrs = .08 0.2 0.06 0.04FY14 Actual:0.08
PM05 Backflow Assembly Testing Voluntary Compliance 51%75%75%FY14 Actual:69%
PM06 New Water Service Inspections with 4 hr Response 90%100%100%100%FY14 Actual:100%
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 13.45 14.45 14.45FY14 Actual:15.62
WL01 New Service Main Taps 70 60 50%FY14 Actual:57
WL02 Renew Water Service Lines 6 7 15FY14 Actual:2
WL03 Meter Replacement/Repair 1006 1500 1500FY14 Actual:479
WL04 Valve Operation 829 2,300 2,300FY14 Actual:1,900
WL05 One-Call Location Requests 5,472 5,300 5,100FY14 Actual:5,114
WL06 Fire Hydrant Flush 21.7 30%30%FY14 Actual:21.8%
WL07 Hydrant Replacement 2 2 2FY14 Actual:2
WL08 New Water Service Line Inspections 420 475 400FY14 Actual:392
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER OPERATIONS
Activity:Public Service
WL09 Water Main Repairs 5 6 6FY14 Actual:7
WL10 Fire Hydrant Repairs 23 65 50FY14 Actual:61
WL11 Water Main Valves Replaced 10 10 15FY14 Actual:2
WL12 Water Main Valve Box Repairs 20 30 25FY14 Actual:19
WL13 Water Service Line Repairs 13 35 30FY14 Actual:27
WL14 Curb Box Repairs 28 30 30FY14 Actual:40
WL15 Water Main Breaks 5 6 6FY14 Actual:7
WL16 Commercial Cross Connection Survey 0 20 30FY14 Actual:4
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WASTEWATER OPERATIONS
Activity:Public Service
Program Description:
The Wastewater Operations budget unit accounts for the costs associated with providing and maintaining a wastewater collection
system for the City. The Division maintains a program of inspecting, cleaning, root cutting, repairing sanitary sewer mains,
manholes, and tapping for new wastewater stubs. Wastewater operations is also responsible for maintaining the City’s seven
sanitary sewer lift stations. The Television Inspection Division maintains a program of inspecting all new and existing sanitary sewer
main infrastructure. This division inspects existing infrastructure to determine deficiencies and to both recommend repairs and
prioritize capital improvements. This process enables us to minimize emergency callouts and customer service problems.
Major Objectives:
• Adequately maintain and locate the City's wastewater system including manholes, wastewater collection and transmission
systems, and lift stations. • Flush our entire collection system annually, minimizing stoppages. • Televise the existing sewer
infrastructure to determine problems and the overall condition of sewer mains, enabling repairs in a timely manner and prioritize
renovation projects funded through CIP. • Control sewer main root intrusion with an aggressive root cutting program. • Repair
breakdowns in mains. • Rebuild/replace manholes as needed. • Televise and inspect all new infrastructure following installation
prior to acceptance. • Replace service lines as required due to deficiencies caused by age, roots, etc. • Tap new service lines for
contractor installation. • Respond to sanitary sewer problems 24 hours a day 7 days a week. • Respond to all locate requests in a
timely manner and accurately locate all sanitary and storm sewer infrastructure പ
Budget Highlights:
•Addition of 0.75 Short Term Worker for Data Collection, CIP item WW07 - Engineering project design - $22,500; • CIP item WW08-
17 - Wastewater pipe replacement - $1,000,000; • CIP item WW63 Chemical Root Control Applicator -$45,000; • CIP item WW64
Sewer Flow Meter - $15,000
Accomplishments:
Anticipated for FY17: •Increased replacement of wastewater collection system pipes, significantly enhancing maintenance of the
wastewater collection system.
PROGRAM INFORMATION
Adopted Work Plan Items:
#3 - Water & Sewer Systems
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WASTEWATER OPERATIONS
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
-6.93%$988,252 $867,181Salaries & Benefits ($60,105)$807,076
-10.05%$1,228,357 $1,248,060Operating ($125,437)$1,122,623
69.06%$638,291 $2,916,819Capital $2,014,431$4,931,250
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $2,854,900 $5,032,060 $6,860,949
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
5210 Wastewater Operations $123,559 5.23%$1,550,703 $2,364,641 $2,488,200
5220 Utility Locates $0 n/a$4,829 $4,900 $4,900
5230 Wastewater Services $0 n/a$5,266 $5,000 $5,000
5240 Wastewater Construction $1,705,330 65.15%$1,274,982 $2,617,419 $4,322,749
5250 Manholes $0 n/a$3,192 $25,000 $25,000
5260 Televising $0 n/a$10,902 $10,100 $10,100
5280 Main Repairs $0 n/a$5,026 $5,000 $5,000
Totals $2,854,900 $5,032,060 $6,860,949
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
620 Wastewater Fund ($335,160)-8.71%$2,550,363 $3,845,860 $3,510,700
621 Wastewater EPA Grant $0 n/a$100,053 $0 $0
630 Wastewater Impact Fees $2,164,049 182.44%$204,484 $1,186,200 $3,350,249
Totals $2,854,900 $5,032,060 $6,860,949
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WASTEWATER OPERATIONS
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Flush City Mains (trunk lines not included)Annually 45 miles 60 miles 60 MilesFY14 Actual:30 miles
PM02 Root Cut Affected City Mains (do not root cut PVC only root cut
in areas with large trees)
Annually 50 miles 50 miles 50FY14 Actual:65.33 miles
PM04 Televise Sanitary Sewer Mains 30 Miles 40 miles 40 miles 40FY14 Actual:41.5 miles
PM05 Sanitary Sewer Overlow Events per 100 Miles of Main 1.7 0 0 0FY14 Actual:0
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 13.30 13.30 13.95FY14 Actual:11.25
WL01 Main Line Flushing 90 miles 60 miles 65FY14 Actual:30 miles
WL03 Main Line Root Cutting 57.36 miles 50 miles 50 milesFY14 Actual:65.33 miles
WL04 Main Line Inspection TV 29.16 miles 40 miles 40 milesFY14 Actual:41.5 miles
WL06 New Infrastructure TV 8 miles 11 miles 5 milesFY14 Actual:2 miles
WL07 Sewer Manhole Repairs 5 5 5FY14 Actual:5
WL08 Main Line Repairs 4 5 5FY14 Actual:2
WL09 New Service Taps 44 45 40FY14 Actual:37
WL10 One Call Location Requests 5,472 5,300 5,100FY14 Actual:5,114
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER RECLAMATION FACILITY
Activity:Public Service
Program Description:
The Water Reclamation Facility (WRF) budget accounts for the costs associated with the treatment of the City’s domestic,
commercial, and industrial wastewater. The WRF is an award-winning plant that serves to protect and enhance the water quality of
the East Gallatin River. PURPOSE: Ensure strict environmental compliance by discharging thoroughly treated water meeting or
surpassing all state and federal environmental standards. Through its beneficial reuse program, the WRF also maintains compliance
with EPA Part 503 Bio-solids regulations. All plant bio-solids are thoroughly digested and then dewatered with a screw press. The
screw press cake is trucked to the county landfill where it is composted for top soil. The WRF is now at 100% completion of a
significant plant expansion and technology upgrade that will meet the growing demand for waste water services in our community.
This plant enhancement has also enabled the facility to begin removing nitrogen and phosphorus compounds as well as
conventional pollutants. To the extent possible, these plant improvements have been funded, in part, by economic stimulus (ARRA)
grants from the U.S. Environmental Protection Agency and through wastewater impact fees.
Major Objectives:
• Protect and enhance the water quality of the East Gallatin River. • Consistently achieve compliance with all aspects of the city’s
Montana Pollutant Discharge Elimination System (MPDES) permit administered by the Department of Environmental Quality. •
Maintain the mechanical reliability of the water reclamation facility to ensure uninterrupted operations. • Optimize the operational
performance of each treatment process and maximize removal efficiency. • Comply with all EPA 503 Bio-solids land application
requirements and regulations. • Minimize unpleasant odors.
Budget Highlights:
• CIP item WW39 - Sandblast & paint old clarifier drives - $85,000; • CIP item WW45 - Final clarifier launder covers - $40,000; • CIP
item WW27 - Watershed Study & Stream Modeling - $200,000; • Magnesium Hydroxide for Phosphorus removal - $110,000; •
Polymer for Rotary Screen Thickener - $80,000; • Polymer for Screw Press - $100,000.
Accomplishments:
Anticipated for FY17: Our staff will continue to work to optimize overall plant performance and retrofit some of the small
construction details that were left unfinished or do not perform as expected. The City’s new BNR facility is now producing some of
the best effluent in the State. Digester #3 has been on line since March 2015 and we have been sending thickened anaerobically
digested sludge to the county landfill for composting. Sending thickened sludge to the county landfill will allowed us to stop liquid
sludge injection except under emergency conditions.
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER RECLAMATION FACILITY
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
0.38%$1,181,556 $1,180,973Salaries & Benefits $4,523$1,185,496
18.60%$2,927,804 $1,970,718Operating $366,533$2,337,251
-20.75%$197,781 $265,000Capital ($55,000)$210,000
n/a$1,685,135 $2,357,459Debt Service $0$2,357,459
n/a$670,152 $0Transfers $0$0
Totals $6,662,428 $5,774,150 $6,090,206
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
5610 WRF Operations $164,043 6.56%$2,205,365 $2,501,729 $2,665,772
5620 Laboratory $23,103 5.06%$323,737 $457,023 $480,126
5630 Sludge Injection $70,710 15.66%$353,975 $451,439 $522,149
5640 Pretreatment $58,200 895.38%$1,874 $6,500 $64,700
5650 WRF Construction $0 n/a$3,777,477 $2,357,459 $2,357,459
Totals $6,662,428 $5,774,150 $6,090,206
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
620 Wastewater Fund $316,056 6.17%$3,075,320 $5,120,938 $5,436,994
621 EPA Grant $0 n/a$262,019 $0 $0
622 Watewater Reclamation Facility $0 n/a$2,654,937 $0 $0
630 Wastewater Impact Fees $0 n/a$670,152 $653,212 $653,212
Totals $6,662,428 $5,774,150 $6,090,206
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER RECLAMATION FACILITY
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Meet Final Effluent Discharge Permit Parameters for pH 100%100%100%100%FY14 Actual:100%
PM02 Meet Final Effluent Discharge Permit Parameters for Ammonia
Nitrogen
100%92%100%100%FY14 Actual:100%
PM03 Meet Final Effluent Discharge Permit Parameters for E. Coli 100%100%100%100%FY14 Actual:100%
PM04 Meet Final Effluent Discharge Permit Parameters for CBOD 5 100%100%100%100%FY14 Actual:100%
PM05 Meet Final Effluent Discharge Permit Parameters for TSS 100%100%100%100%FY14 Actual:100%
PM06 % CBOD Removal (% of carbonaceous biochemical oxygen
demand removed is a measure of the effectiveness of the plant)
85%99.4%99%99%FY14 Actual:99.3%
PM07 % of Total Suspended Solids Removed 85%98.8%98%98%FY14 Actual: 98.7%
PM08 % of Chronic Whole Effluent Toxicity Tests Passed on Final
Effluent
100%100%100%100%FY14 Actual:100%
PM09 Number of Plant Bypasses 0 0 0 0FY14 Actual:0
PM10 Meet EPA’s Part 503 Biosolids Regulations 100%100%100%100%FY14 Actual:100%
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM11 Million Gallons of Wastewater Flow Treated Daily (MGD)5.78 5.92 6.5 6.5FY14 Actual: 6.12
PM12 Gallons of Wastewater Flow Treated Annually (MG)2,110 2,148 2373 2,300FY14 Actual: 2,234
PM13 CBOD Plant Loading (lbs/day)8,580 10,566 12,000 12,000FY14 Actual:10364
PM14 TSS Plant Loading (lbs/day)7,220 8,393 10,000 10,000FY14 Actual:8004
PM17 Total O&M Dollars per Million Gallons of Wastewater Flow
Treated Annually
NA $599 $900 $900FY14 Actual:$718
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:WATER RECLAMATION FACILITY
Activity:Public Service
PM19 Annual $$ per Million Gallons of Wastewater Flow Treated NA $1,554 $1,300 $1,600FY14 Actual:$1238
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 15 14.75 15FY14 Actual: 13.75
WL01 Maintenance: Preventative Tasks 944 $1,100 1,100FY14 Actual:1090
WL02 Maintenance: Corrective Tasks 92 90 100FY14 Actual:75
WL03 Maintenance: Buildings & Grounds (Seasonal)Tasks 960 hrs 960 hrs 960FY14 Actual:960 hrs
WL04 BNR / Nutrient Removal Process Control Tests Tasks 7,200 7,200 7,200FY14 Actual:7,200
WL05 Required MPDES Regulatory Tests Tasks 6,550 6,550 6,550FY14 Actual:6,550
WL06 Calibration of Lab Equipment Tasks 850 850 850FY14 Actual:850
WL07 Population Served 45,000 50,000 65,000FY14 Actual:45,000
WL08 Influent Flow (MGD) 4.86 5.7 5.65FY14 Actual:5.17
WL11 Biosolids Injected (Metric tons)221 600 100FY14 Actual: 501
WL12 Acres Injected 149 acres 400 acres 100 acresFY14 Actual:335 acres
WL13 Screw press cake hauled 435 metric tons 0 800 metric tonsFY14 Actual:0
WL14 Discharge TN loading 318 (lbs/day)0 325 (lbs/day)FY14 Actual: 215 (lbs./day)
WL15 Discharge TP loading 11 (lbs/day)0 12 (lbs/day)FY14 Actual:11 (lbs./day)
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:SOLID WASTE COLLECTION & RECYCLING
Activity:Public Service
Program Description:
The Solid Waste Division provides services to the Citizens of Bozeman and protects public health by ensuring residential and
commercial wastes are collected, transported, and disposed of in a safe and environmentally responsible manner. The Division
encourages recycling by offering a "Pay as you Throw" collection system, which establishes a direct relationship between the
amount a customer pays and the size container they have. The Solid Waste Division’s recycling program encompasses a wide
variety of services to the public for recycling opportunities thereby reducing the volume of solid waste being land filled. These
services include: • Single-stream recycling of paper, cardboard, plastic, tin & aluminum cans • Bulk curbside recycling opportunities
within multi-family housing. • Compost collection during summer months.• Brush & pallet recycling. • Commercial cardboard
collection• Bulky item/appliance removal and recycling.• Roll-off discounts for large volume recycling projects. • Recycling bins at
community events.
Major Objectives:
• Continue the highest quality service to the Citizens of Bozeman • Promote waste reduction thru recycling efforts. • Optimize
operational efficiencies. • To promote recycling opportunities available to the community.• Minimize the amount of solid waste
going to the landfill for disposal. • To expand the City’s single-stream recycling program.
Budget Highlights:
Addition of 1 FTE City Service Workerfor Solid Waste Collections, $50,000 reduction in fuel costs, Purchase of $76,000 in
totes/dumpsters for new accounts, CIP - $60,000 for dumpster delivery truck, CIP - $50,000 for compost mixer, CIP – SWD Rate
Study, Recycling equipment reduction of $10,000, Purchase of $30,000 in totes for new customers, Recycling processing cost
increase of $41,000 due to low commodity rebates and increased recycling volumes.
Accomplishments:
• Growth of 5.5% in refuse customer accounts; • Growth of 24.5% in recycling customer accounts, 30% of accounts now have
recycling service, increase of 30% in weight of recyclables collected and single stream recyling now collects over 61 tons each
month; • Continued partnership with MSU to expanded recycling opportunities at games and campus housing.
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:SOLID WASTE COLLECTION & RECYCLING
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
10.68%$1,095,687 $1,030,805Salaries & Benefits $110,076$1,140,881
12.87%$1,741,020 $1,664,922Operating $214,247$1,879,169
-89.89%$585,005 $1,088,043Capital ($978,043)$110,000
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $3,421,712 $3,783,770 $3,130,050
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
5810 Solid Waste Collection ($397,018)-12.02%$3,274,960 $3,302,769 $2,905,751
5820 Recycling ($256,702)-53.37%$146,752 $481,001 $224,299
Totals $3,421,712 $3,783,770 $3,130,050
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
640 Solid Waste Fund ($653,720)-17.28%$3,421,712 $3,783,770 $3,130,050
Totals $3,421,712 $3,783,770 $3,130,050
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:SOLID WASTE COLLECTION & RECYCLING
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 15.15 15.15 16.15FY14 Actual:15.74
WL01 Collection: Residential Accounts 8,369 8,878 9378FY14 Actual:7,869
WL02 Collection: Commercial Accounts 265 270 275FY14 Actual:258
WL03 Collection: Commercial Cardboard Collected: Tons 633 696 680FY14 Actual:571
WL04 Collection: Containers Emptied Weekly 8,940 9,600 10,100FY14 Actual:8,433
WL05 Collection: Annual Tonnage 11,457 11,691 12,490FY14 Actual:10,960
WL06 Collection: Vehicles 7.5 7.5 7.5FY14 Actual:7.25
WL07 Collection: Roll-off Program: Roll-offs Serviced 995 1,050 1,050FY14 Actual:971
WL08 Collection: Roll-off Trucks 4 4 4FY14 Actual:4
WL09 Collection: Rolloff Program: Annual Tonnage 3,094 3,248 3,100FY14 Actual:2,963
WL10 Recycling: Total Customers 2,200 2,663 3,300FY14 Actual:1,601
WL15 Recycling: Curbside Recycling: Annual Tonnage 561 670 950FY14 Actual:320
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:SOLID WASTE DISPOSAL
Activity:Public Service
Program Description:
Solid Waste Disposal houses Landfill Closure Costs as well as Post-Closure Monitoring & Mitigation.
Major Objectives:
To budget for post landfill closure costs appropriately.
Budget Highlights:
• Litigation Costs - $180,000
Accomplishments:
Anticipated for FY17: Fund the Story Mill Landfill Project remediation.
PROGRAM INFORMATION
Adopted Work Plan Items:
• Story Mill Landfill Project
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:SOLID WASTE DISPOSAL
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
n/a$0 $0Salaries & Benefits $0$0
512.78%$482,106 $180,000Operating $923,000$1,103,000
-100.00%$0 $100,000Capital ($100,000)$0
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $482,106 $280,000 $1,103,000
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
5910 Operations $823,000 293.93%$482,106 $280,000 $1,103,000
Totals $482,106 $280,000 $1,103,000
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
641 Landfill Closure Costs $823,000 293.93%$482,106 $280,000 $1,103,000
Totals $482,106 $280,000 $1,103,000
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:SOLID WASTE DISPOSAL
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:VEHICLE MAINTENANCE
Activity:Public Service
Program Description:
The Vehicle Maintenance budget unit accounts for the costs of repairing and maintaining vehicles of City departments. Vehicle
Maintenance staff consists of four full-time mechanics responsible for keeping City vehicles in proper working condition, and one
full-time waste oil disposal specialist. The budget unit operates under an internal service fund. Charges are assessed against
departments which have vehicles repaired, receipts are deposited in the Vehicle Maintenance fund and used to support salary and
operating costs. GOAL: To maintain vehicles and equipment in good running condition thereby enabling various City personnel to
perform their daily assignments safely and without delay due to mechanical failure or breakdown. The Division emphasizes the
importance of having a well-structured preventative maintenance program online for all equipment and vehicles.
Major Objectives:
• Maintain a sound preventive maintenance program for City vehicles. • Ensure those departmental requests to maintain City
vehicles in good operating condition are satisfied. • Maintain and utilize a sound vehicle management program including inventory,
vehicle status and operating statistics, and replacement schedules. • Maintain accurate City vehicle maintenance records (service
orders) in an efficient and easily accessible manner. • Manage and assist customers with the used waste oil and antifreeze station.
Budget Highlights:
• VM01: Modify Existing Vehicle Exhaust System - $35,000 • VM02: Electric Scissor Lift with Trailer - $11,000 • VM03: Replace Parts
Washer - $17,000
Accomplishments:
Anticipated for FY17: Continue to decrease the number repairs contracted out, saving the City money. • Repair and maintain City’s
fleet of over 400 vehicles and equipment. • Dispose of over 7,000 gallons of used motor oil from residents. • Dispose of over 400
gallons of used antifreeze from residents. • Utilize preventative maintenance program for servicing vehicles. • Use our waste oil for
fuel to heat the shop and HRDC bus barn. Continue a comprehensive scheduling system to inspect all equipment at least once a
year.
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:VEHICLE MAINTENANCE
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
8.05%$373,061 $380,994Salaries & Benefits $30,689$411,683
1.00%$807,931 $765,965Operating $7,685$773,650
106.56%$12,559 $30,500Capital $32,500$63,000
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $1,193,551 $1,177,459 $1,248,333
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
6010 Vehicle Maintenance Shop $70,874 6.02%$1,145,859 $1,177,459 $1,248,333
6020 Construction $0 n/a$47,692 $0 $0
Totals $1,193,551 $1,177,459 $1,248,333
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
710 Vehicle Maintenance Fund $70,874 6.02%$1,193,551 $1,177,459 $1,248,333
Totals $1,193,551 $1,177,459 $1,248,333
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:VEHICLE MAINTENANCE
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM03 Returns for Rework <0.5%0.2%0.2%0.2%FY14 Actual:0.2%
PM04 Mechanics Certified 100%100%100%100%FY14 Actual:100%
PM09 Fleet Operational Time: Streets Dept 99%95%95%97%FY14 Actual:95%
PM10 Fleet Operational Time: Water/Sewer Dept 99%98%99%99%FY14 Actual:99%
PM11 Fleet Operational Time: Police Dept 95%90%95%95%FY14 Actual:90%
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 6.50 6.50 6.5FY14 Actual:5.00
&LW\RI%R]HPDQ07 )<$SSURYHG%XGJHW
Department:CEMETERY
Activity:Public Welfare
Program Description:
The Cemetery budget unit accounts for the costs of operating and maintaining the City's Cemetery approximately140 acres, of
which 65 acres are developed. The Cemetery division includes a foreman, two maintenance workers, and seasonal or short term
employees. Employees are responsible for burials, cemetery development, and maintenance. MISSION: Sunset Hills Cemetery is
dedicated to excellence in the provision of professional and dignified interment services. In a serene and beautiful surrounding that
helps survivors through the bereavement process. The cemetery staff is dedicated to providing ongoing services and perpetual care
essential to maintaining the cemetery grounds as a serene and beautiful surrounding helping survivors through the bereavement
process.
Major Objectives:
ADMINISTRATIVE • Develop, submit, and administer cemetery budgets in a timely manner. • Maintain computer technology to
improve/enhance intra-departmental communication(s). • Create new cemetery blocks and open lots up for sale as demand
dictates. • Inform the community through publications, press releases, and advertisements of current policies, procedures, and
practices of the Sunset Hills Cemetery. • Continue safety training programs, professional development, and pro-active customer
service. • Carry out the Mission and Vision statements of the City of Bozeman. FACILITIES AND GROUNDS MAINTAINENCE •
Surviving family, user, taxpayer and City Commission satisfaction with the use, care, and overall appearance of the cemetery
grounds and buildings. • Provide an easily accessible, safe, and serene setting for cemetery/gravesite visitation. • Maintain and
expand the underground irrigation system as needed to fully utilize all water resources in a conscious manner. • Keep all paved
roads clear and open during winter months. • Keep the Highland Boulevard path clear during the winter work week. • Assist other
Divisions in the City of Bozeman when needed or called on. • Develop new sections of the Cemetery in a manner and method
consistent with the long-term planning guidelines with recommendations provided by the Cemetery Advisory Board. BURIAL
SERVICES • Modernize and maintain an improved and accurate mapping and computerized grave registration system. • Continue to
provide experienced and professional staff to perform essential burial functions. • Continually strive to achieve high public/user
/group satisfaction levels of all services and activities the cemetery provides. • Make known, adhere to, and fully comply with, all
laws and regulations regarding the interment of human remains.
Budget Highlights:
• Efforts on development of the Master Plan for the Veteran's Cemetery to be continued.
Accomplishments:
Anticipated in FY16: • Continued design and development of the Southwestern Montana Veteran’s Cemetery. • Continued
implementation of growth regulator program in effort to reduce carbon footprint. • Further implementation of the CityWorks asset
management program. • Continued collaboration with local farmer and user groups to target invasive weeds within the open
undeveloped areas outside of the “formal” cemetery. • On-going collaboration with our water conservation team, in attempting to
transition the cemetery off of treated water • Continue to provide the community with a compassionate, caring, and professional
service during their time of need.
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 1 )<$SSURYHG%XGJHW
Department:CEMETERY
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
7.40%$315,468 $310,759Salaries & Benefits $22,989$333,748
12.50%$102,816 $112,413Operating $14,056$126,469
-100.00%$10,990 $50,000Capital ($50,000)$0
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $429,274 $473,172 $460,217
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
7210 Cemetery Operations ($12,955)-2.74%$429,274 $473,172 $460,217
Totals $429,274 $473,172 $460,217
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund ($12,955)-2.74%$429,274 $473,172 $460,217
135 Cemetery Special Revenue $0 n/a$0 $0 $0
800 Cemetery Perpetual Care $0 n/a$0 $0 $0
Totals $429,274 $473,172 $460,217
&LW\RI%R]HPDQ07 182 )<$SSURYHG%XGJHW
Department:CEMETERY
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Burials & Disinterments (Full, Ash and Columbarium)As Scheduled 100%100%100%FY14 Actual:100%
PM02 Grave Reclamation & Repair (Compaction, level, and re-sod)Est. 25-30x/yr 60%60%50%FY14 Actual:55%
PM03 Mowing: Formal Cemetery 1/week 80%80%80%FY14 Actual:80%
PM04 Mowing: Cemetery Trails & Perimeter 2/year 90%90%90%FY14 Actual:75%
PM05 Fertilize Formal Cemetery 2/year 50%50%50%FY14 Actual:50%
PM06 Irrigation: Entire Formal Cemetery (above ground pipes and
automated)
Est 3x/week 75%75%75%FY14 Actual:75%
PM07 Herbicide Application: Formal Cemetery 2/year 75%75%100%FY14 Actual:75%
PM08 Herbicide Application: Undeveloped Area Perimeter 2/year 85%100%100%FY14 Actual:85%
PM09 Leaf Mulch & Pinecone Removal (weather related)1x/yr. (in the fall)75%75%75%FY14 Actual:75%
PM10 Weed Eating:2/year 80%50%75%FY14 Actual:75%
PM11 Police Grounds (flower & trash removal)1x/yr (in the fall)90%90%75%FY14 Actual:90%
PM12 Tree & Hedge Maintenance 5 Days/wk 100%100%100%FY14 Actual:80%
PM13 Response to Complaints & Questions < 2 Days 100%100%100%FY14 Actual:100%
PM14 Response to Memorial & Resolution Compliance < 2 Days 100%100%100%FY14 Actual:100%
PM15 Plowing: Highland & Park Sidewalks (weather & workload
related)
By 10AM 95%95%95%FY14 Actual:75%
PM16 Plowing: All Roads within the Cemetery (weather & workload
related)
By 10AM 90%90%90%FY14 Actual:75%
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
Department:CEMETERY
Activity:Public Welfare
PM17 Plowing: Assist Parks with Parking Lots (weather and workload
related)
Same day 50%50%50%FY14 Actual:50%
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 5.04 5.04 5.04FY14 Actual:3.33
WL01 Burials: Full & Ash 130 130 130FY14 Actual:120
WL02 New Lot Development 0 0 0FY14 Actual:0
WL03 Grave Repairs & Reclamation 25 25 25FY14 Actual:25
WL04 Formal Turf Acres: Acres Mowed & Irrigated Weekly 60 60 60FY14 Actual:55
WL05 Undeveloped Acres 54 54 54FY14 Actual:54
WL06 Miles of Trails 2 2 2FY14 Actual:2
WL07 Miles of Trails/Sidewalks to Plow 5 5 5FY14 Actual:5
WL08 User Agreements 2 2 2FY14 Actual:2
WL09 Volunteer Projects 4 4 4FY14 Actual:4
WL10 Parking Lots to Plow- this is addressed below 11 5 11FY14 Actual:11
WL11 Herbicide Application: Formal Acres 55 55 55FY14 Actual:54
WL12 Herbicide Application: Acres Undeveloped 8 8 8FY14 Actual:8
WL13 Restrooms 1 1 1FY14 Actual:1
WL14 Parking Lots 2 2 2FY14 Actual:2
&LW\RI%R]HPDQ07 4 )<$SSURYHG%XGJHW
Department:PARKS
Activity:Public Welfare
Program Description:
The Parks budget unit accounts for the costs of operating, developing, and maintaining City parks and other City property. Section 7-
16-4103 MCA authorizes the City to establish parks and playgrounds and provides for methods of financing. The Division develops,
maintains, and cares for: park buildings and restrooms; playground equipment; picnic facilities; sports fields; trail systems; natural
areas; skating rinks; tennis courts; swimming/boating ponds; and other related equipment and facilities. The Parks Division, along
with the Cemetery Division, is responsible for snow removal on all public sidewalks, adjoining parks, and street rights-of-way
designated as the City’s responsibility. The Street Division is no longer assisting in sidewalk snow removal.
Major Objectives:
• Maintain city parks at a level corresponding to the City's Vision, Mission, and Goals.• Participate in the implementation of the
Parks, Recreation, Open Space, and Trails Master Plan as approved in 1997. • Acquire and develop new parks and facilities at a pace
consistent with the growth of Bozeman.• Continue adding, upgrading, and maintaining safe and quality sports fields, trail corridors,
community gathering areas, and playground equipment. • Provide expanded maintenance to restrooms, litter control, pet waste
disposal, turf care, and playground equipment. • Improve, maintain, and expand the trail system. • Oversee and coordinate
volunteer, grant funded, and neighborhood park improvement projects. • Implement the $15 Million Trails, Open Space, and Parks
(TOP) Bond. • Continue to implement a uniform system of park signage and identification. •
Budget Highlights:
*Additional increases within the operational budget are attributable to: Actively accepting the maintenance responsibilities
associated with the 8 acre Oak Springs Park and the 9 acre Bozeman Pond Expansion. Over the past two years, the Parks Division
has accepted the additional maintenance responsibilities of 27 acres. *Continued implementation and use of CityWorks into the
Parks Division.* Added over a mile to the snow plowing routes, which included North side of the new College street. • CIP item
GF194 - Park signage continuation - $10,000; GF 115 Park vehicle replacement (hybrid) $24,000; GF 251 Park Maintenance District
feasibility study $32,000; GF 262 Paving of the Shop Complex (Parks portion) $37,500; GF 092 Playground Equipment Replacement
(Beall) $60,000; GF 030 Articulating Tractor (split with the Streets Division) - $65,000; GF 108 Sidewalk Replacements (Story
Mansion) $11,000; GF 031 Park Improvement Grants $100,000.
Accomplishments:
• Continue to button up and complete Park Improvement Grant Projects, The last three remaining are: Oak Springs Park irrigations
and related site improvements, trail renovation at Rose Park and park bike rack replacement project. • Continue to develop and
Enhance Public/Private and Public/Non-Profit Partnerships, Rotary and Optimist clubs and sports groups are recent examples. •
Continued implementation of the TOP Bond. • Continued collaboration with volunteers, such as the trail work done through GVLT,
Sacajawea Middle School and the Boy Scouts. *Continued improvements made to our sports fields, which has translated to more
tournaments coming to Bozeman. Examples include: Batting in the Bridger’s youth baseball tournament at Christie Fields and Rhino
Lacrosse camp and tournament at Bronken Park. *Eradication of numerous vagrant camps located in public parks and along the trail
system.
PROGRAM INFORMATION
Adopted Work Plan Items:
The Parks and Recreation Department is working to fulfill the following Adopted Work Plan Item: #4 - Continue to implement the
2012 parks & trails bond to expand the capacity of our parks, trails, and open spaces. 14.1 million dollars has been allocated to five
bond projects: The trail to the “M”, Bozeman Pond expansion, Story Mill Community Park, Bozeman Sports Park and the Bozeman
Creek Enhancement project at Bogert Park. Emphasis will be placed on continuing to build out these projects in the coming years,
with the Bozeman Pond expansion slated to be operational in the late summer of 2016.
&LW\RI%R]HPDQ07 5 )<$SSURYHG%XGJHW
Department:PARKS
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
7.43%$768,385 $844,569Salaries & Benefits $62,742$907,311
13.23%$640,186 $611,277Operating $80,894$692,171
392.03%$4,918,873 $69,000Capital $270,500$339,500
n/a$0 $0Debt Service $0$0
n/a$20,000 $0Transfers $0$0
Totals $6,347,444 $1,524,846 $1,938,982
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
7610 Parks Operations $414,136 27.16%$6,347,444 $1,524,846 $1,938,982
Totals $6,347,444 $1,524,846 $1,938,982
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $414,136 27.16%$1,387,679 $1,524,846 $1,938,982
128 FWP Management Areas $0 n/a$794 $0 $0
184 Park Improvement Grants $0 n/a$53,451 $0 $0
563 Parks & Open Space Bond $0 n/a$4,905,520 $0 $0
Totals $6,347,444 $1,524,846 $1,938,982
&LW\RI%R]HPDQ07 6 )<$SSURYHG%XGJHW
Department:PARKS
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Mowing: Core Parks 1/week 80%75%75%FY14 Actual:80%
PM02 Mowing: Sports Fields 2/week 75%75%75%FY14 Actual:70%
PM03 Mowing: Natural Parks 2/year 95%95%95%FY14 Actual:90%
PM04 Fertilize: Core Parks 2/year 75%75%75%FY14 Actual:75%
PM05 Fertilize: Sports Fields 3/year 75%75%75%FY14 Actual:75%
PM06 Fertilize: Neighborhood Parks 1/year 50%50%50%FY14 Actual:50%
PM07 Irrigation: Activate all park systems By May 100%100%100%FY14 Actual:100%
PM08 Irrigation: Winterize All Park's Systems By Oct. 31 100%100%100%FY14 Actual:100%
PM09 Leaf Mulch & Pickup All Parks 80%75%75%FY14 Actual:80%
PM10 Playground: Inspection 1/week 100%100%100%FY14 Actual:100%
PM11 Playground: Repairs Same Day 90%90%90%FY14 Actual:80%
PM12 Trails: Inspections 2/month 80%80%80%FY14 Actual:80%
PM13 Trails: Maintenance 2/year 50%50%50%FY14 Actual:50%
PM14 Weed Control: Roundup 3/year 40%50%50%FY14 Actual:40%
PM15 Weed Control: Broadleaf 2/year 50%50%50%FY14 Actual:50%
PM16 Weed Control: Noxious 2/year 50%50%50%FY14 Actual:50%
PM17 Weed Eating 2/month 50%50%50%FY14 Actual:50%
PM18 Garbage Collection 7 days/week 100%100%100%FY14 Actual:100%
&LW\RI%R]HPDQ07 7 )<$SSURYHG%XGJHW
Department:PARKS
Activity:Public Welfare
PM19 Police All Grounds 5 days/week 25%25%25%FY14 Actual:25%
PM20 Building Maint & Repairs Same Day 45%50%50%FY14 Actual:75%
PM21 Restrooms: Clean & Maintain 7 days/week 100%100%100%FY14 Actual:100%
PM22 Response to Complaints Within 2 days 100%100%100%FY14 Actual:100%
PM23 Plowing: Sidewalks By 10AM 90%75%75%FY14 Actual:90%
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 13.51 14.51 14.51FY14 Actual:11.77
WL01 Park Reservations: Annual 400 400 400FY14 Actual:400
WL02 Formal Turf Acres 126 140 140FY14 Actual:125
WL03 Natural Parkland Acres 220 220 220FY14 Actual:220
WL04 Miles of Trails 63 63 63FY14 Actual:61
WL05 Park Fund Grant Projects 8 02 2FY14 Actual:6
WL06 User Agreements 17 18FY14 Actual:16
WL07 Volunteer Projects 4 4 4FY14 Actual:4
WL08 Miles of Sidewalks plowed- 1 additional route – and new park
sidewalks
11 16 17FY14 Actual:11
WL09 Baseball/Softball Fields 16 16 16FY14 Actual:16
WL10 Playgrounds: City Maintained 20 20 20FY14 Actual:20
WL11 Playgrounds: HOA Maintained 18 15 18FY14 Actual:18
WL12 Ice Rinks 4 4 4FY14 Actual:4
WL13 Weed Spraying: Undeveloped Acres 165 165 165FY14 Actual:165
&LW\RI%R]HPDQ07 8 )<$SSURYHG%XGJHW
Department:PARKS
Activity:Public Welfare
WL14 Weed Spraying: Developed Acres 138 140 140FY14 Actual:125
WL15 Garbage Collection: Number of Cans 150 160 164FY14 Actual:150
WL16 Dog Sanitation Stations 40 44 45FY14 Actual:40
WL17 Picnic Tables 127 127 127FY14 Actual:125
WL18 Pavilions/Shelters 12 12 12FY14 Actual:12
WL19 Restrooms 12 12 12FY14 Actual:12
WL20 Parking Lots 14 14 14FY14 Actual:14
&LW\RI%R]HPDQ07 9 )<$SSURYHG%XGJHW
Department:FORESTRY
Activity:Public Welfare
Program Description:
The Forestry budget unit accounts for the costs of maintaining Bozeman’s urban forest and is financed by a special assessment tax
on all properties within the City of Bozeman. The use of the funds generated by the assessment tax is limited to caring for and
preserving city-owned trees in order to obtain the maximum benefit for our community. Forestry is accounted for in a special
revenue fund. Any revenues collected and not expended will remain in the Forestry fund and will be available for appropriation in a
subsequent year.
Major Objectives:
• Provide systematic maintenance for Bozeman’s 20,000 trees on street boulevards, in developed parks, on trails and open space,
cemetery property and around public buildings. • Remove or reduce the potential risk factors associated with publicly owned trees.
• Identify and correct encroachment problems including street and sidewalk clearance, and the obstruction of sight vision triangles
and signs. • Detect, identify, and eradicate harmful tree insects and disease. • Follow the guidelines of the current arboricultural
specifications, and related ordinances. • Maintain and update a city-wide tree inventory. • Pursue state and federal grants for
urban forestry related activities. • Implement the city’s cost share tree program, voucher replacement program, and other planting
projects to ensure a diversity in species and age distribution. • Coordinate with planning and design efforts to promote trees as a
green resource. Provide education to the public on the care and maintenance of trees and the benefits of a healthy urban forest. •
Maintain positive work relationships with other departments within the City of Bozeman. • Continue to promote Arbor Day
activities. • Maintain International Society of Arboriculture certifications, Tree City USA status, and staff education.
Budget Highlights:
Addition of 1 FTE Forestry Superintendent (mid-year hire). Adoption of 2016 Urban Forest Management Plan and Emerald Ash
Borer Course of Action Plan. Creating Bozeman’s first Arboretum at Rose Park. Assist in development of new parks and trails.
Accomplishments:
Anticipated for FY17: • Continued systematic maintenance of public trees on streets, in parks, cemetery, and around public
buildings. • Continued trimming for sidewalk and street clearance, traffic signs, sight triangles. • Continue cost share and voucher
program of 300 trees planted. • Continue ISA Certified Arborist education and Tree City USA status (22 yrs). • Provide information
to the public on appropriate planting practices, species selection, code requirements related to public and private tree plantings,
and the benefits of the urban forest. • Continue to review landscape plans and oversee tree installations in coordination with
Planning and Building Departments. • Integrate City Works technology into forestry operations. • Continue Arbor Day activities. •
Work injury free. • Continue to provide prompt service to citizen requests. • Promote use of trees in Storm Water management. •
Respond in a safe and effective manner to emergency storm events. Follow Emerald Ash Borer Course of Action Plan by removing
and replacing ash trees in very poor condition with an alternative and diverse species selection, and utilize the EAB sampling
technique to assist in early detection.
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 90 )<$SSURYHG%XGJHW
Department:FORESTRY
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
20.21%$330,995 $325,238Salaries & Benefits $65,728$390,966
29.39%$105,630 $147,813Operating $43,440$191,253
100.00%$41,650 $0Capital $135,000$135,000
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $478,275 $473,051 $717,219
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
7710 Tree Maintenance $244,168 51.62%$478,275 $473,051 $717,219
Totals $478,275 $473,051 $717,219
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
112 Tree Maintenance Fund $244,168 51.62%$478,275 $473,051 $717,219
Totals $478,275 $473,051 $717,219
&LW\RI%R]HPDQ07 1 )<$SSURYHG%XGJHW
Department:FORESTRY
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Response to Citizen Requests: Within 2 Days - Assessed &
Prioritized
100%100%100%100%FY14 Actual:100%
PM02 Response Time: Emergency Calls (1 Hour Target)100%100%100%100%FY14 Actual:100%
PM03 Response to Damage: Within 1 day Assessed & Prioritized 100%95%100%100%FY14 Actual:100%
PM04 Survey for Hazardous Tree Situations Weekly 95%100%100%FY14 Actual:100%
PM05 Maintain & Update Tree Inventory Bi-monthly 75%75%75%FY14 Actual:75%
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 5.65 5.65 6.50FY14 Actual:4.60
STAFF TO SUPPORT WORKLOAD FTE 3.50 3.50 3FY14 Actual:3.50
WL01 Trees Trimmed 350 450 500FY14 Actual:400
WL02 Trees Removed Scheduled
according to
priority.
150 250 250FY14 Actual:200
WL03 Trees Planted Annual 195 205 235FY14 Actual:135
WL04 Emergency Storm Damage: Tons 10 10 10FY14 Actual:10
WL05 Christmas Trees: Chipped and Composted (Tons)38 40 40FY14 Actual:35
WL06 Cost Share Trees 175 175 175FY14 Actual:125
WL07 Tree Vouchers 135 250 225FY14 Actual:225
WL08 Miscellaneous/Arbor Day/Tree Spade, etc 20 30 55FY14 Actual:15
WL09 Encroachments Addressed: Sidewalk, Sight Triangle, Street Sign
obstruction, Parking Lots.
325 445 325FY14 Actual:400
&LW\RI%R]HPDQ07 2 )<$SSURYHG%XGJHW
Department:FORESTRY
Activity:Public Welfare
WL10 Site inspections for tree planting 120 100 100FY14 Actual:120
WL11 DRC Reviews 120 140 100FY14 Actual:100
WL12 Vandalism 15 18 15FY14 Actual:10
WL13 Service Requests 850 875 875FY14 Actual:800
WL14 Trees Inventoried 1,500 2500 1,500FY14 Actual:2,500
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
Department:LIBRARY
Activity:Public Welfare
Program Description:
The Library budget unit accounts for the costs associated with operating and maintaining the City's Public Library. Approximately
one-third of the Library’s operating budget is off-set by county funds. MISSION: The Bozeman Public Library provides the
community with: free, open, and equal access to general information on a broad array of topics; resources to promote personal
growth and lifelong learning; popular materials to meet cultural and recreational needs; and the training needed to find, evaluate
and use information effectively.
Major Objectives:
• Provide excellent customer service to Library patrons in a welcoming environment; • Provide efficient, effective and visionary
operation of the Bozeman Public Library; • Provide a dynamic, relevant collection of materials in all formats to residents of the
Library’s service area; • Provide Library services, programming, and opportunities for lifelong learning for people of all ages; •
Ensure that daily library operations are efficient, timely and provided in a courteous manner; • Provide excellent Library service by
ensuring that the knowledge and skills of Library staff are kept up-to-date through training, workshops, conference attendance and
other continuing education opportunities.
Budget Highlights:
The Library Foundation is gifting the City’s first Bookmobile – with anticipated delivery in December 2016 (CIP-LIB21 Bookmobile),
and will be fund-raising in order to cover the vehicle operations costs. Addition of 1 FTE Bookmobile & Outreach Librarian position;
Addition of 1 FTE Library Assistant for Bookmobile (January 2017). CIP item, Library Depreciation fund: • LIB12 Pedestrian Access
Library Parking Lot.
Accomplishments:
Anticipated for FY17 • Continue implementation of the Library’s 2013-2017 Strategic Plan’s five main goals: • Serve as an
Information Epicenter for community business, educational and cultural organizations; • Create a coordinated Marketing & Public
Awareness Plan with a designated Communications Coordinator professional on the Library’s staff; • Expand Outreach & Access by
improving current building space use and extending outreach programs; Begin operation of Library Bookmobile for Bozeman area
community by December, 2016• Continue to provide the highest-quality Early Literacy programs and services to pre-K children and
their families; • Enhance and expand Partnerships & Collaborations with existing and new partners; • Complete a Children’s Garden
and play area on the Library’s northeast side; • Review and update policies with Library Board of Trustees; •Complete pedestrian
walkway project and phase one of Library parking lot improvements • Continue existing space reconfiguration project in Library
building; • Create and implement a landscape master plan for Library grounds
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 4 )<$SSURYHG%XGJHW
Department:LIBRARY
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
20.80%$1,189,060 $1,261,526Salaries & Benefits $262,382$1,523,908
2.41%$464,946 $426,235Operating $10,270$436,505
-70.24%$45,474 $168,000Capital ($118,000)$50,000
n/a$44,271 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $1,743,751 $1,855,761 $2,010,413
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
7810 Library Operations $10,779 1.29%$798,917 $833,659 $844,438
7820 Technical Services ($11,652)-4.09%$237,645 $284,704 $273,052
7830 Information Services $111,332 41.75%$281,242 $266,670 $378,002
7840 Children's Services $31,159 16.68%$181,005 $186,827 $217,986
7850 Circulation Services $13,034 4.59%$244,942 $283,901 $296,935
Totals $1,743,751 $1,855,761 $2,010,413
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $272,652 16.15%$1,612,540 $1,687,761 $1,960,413
137 Library Special Revenue Fund $0 n/a$56,599 $0 $0
561 Library Depreciation Fund ($118,000)-70.24%$74,612 $168,000 $50,000
Totals $1,743,751 $1,855,761 $2,010,413
&LW\RI%R]HPDQ07 5 )<$SSURYHG%XGJHW
Department:LIBRARY
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Visitors 14,000/FT (est)16,563 16,900 16,800FY14 Actual:16,985
PM02 Circulation of Materials: per Full- Time Equivalent Employee
(FTE)
20,000/FTE 32,893 32,290 28,300FY14 Actual:33,047
PM03 Registered Borrowers 1,000/FTE 1,170 1,160 1,500FY14 Actual:1,075
PM04 Questions answered 2,000/FTE 3,889 4,000 4,000FY14 Actual:3,834
PM05 Program Attendance (adult, teen, children, outreach, and
computer)
650/FTE 1,145 1,390 1,000FY14 Actual:1,008
PM06 Total Volumes 4,000/FTE 8,177 8,100 7,534FY14 Actual:8,030
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 23.41 26.02 28.27FY14 Actual:23.11
WL01 Visitors 387,735 440,000 475,000FY14 Actual:392,526
WL02 Library Materials Circulated 770,029 780,000 800.000FY14 Actual:763,712
WL03 Children's Programs Provided 788 750 800FY14 Actual:722
WL04 Children's Programs Attendance 19,299 17,300 20,000FY14 Actual:18,084
WL05 Adult Programs Provided 252 326 350FY14 Actual:151
WL06 Adult Programs Attendance 7,497 8,000 8,250FY14 Actual:5,208
WL07 Total Volumes 191,434 210,762 213,000FY14 Actual:185,584
WL08 Volunteer Hours 5,676 5,997 6,319FY14 Actual:5,354
WL09 Public computer use 68,592 64,600 62,000FY14 Actual:75,147
&LW\RI%R]HPDQ07 6 )<$SSURYHG%XGJHW
Department:LIBRARY
Activity:Public Welfare
WL10 Meeting room use by the Public 1,135 1,000 1,100FY14 Actual:1,153
&LW\RI%R]HPDQ07 7 )<$SSURYHG%XGJHW
Department:RECREATION
Activity:Public Welfare
Program Description:
ADMINISTRATION: The Parks and Recreation Department provides opportunities for the entire community, encouraging both
individuals and families to actively recreate. The Department works with the Recreation and Parks Advisory Board and other
recreation groups in anticipating recreation demands. PROGRAMS: The Recreation Division offers programs and events for people
of all ages in a variety of interest areas such as art, music, sports, science, and outdoor. SWIM CENTER: The Swim Center is the
City’s 50 meter indoor aquatic facility. Safety, fitness, and recreational programs are offered year round at affordable rates. The
Swim Lesson Program ensures the health and well-being of individuals by providing swim technique training and instruction in basic
water safety. The Fitness Program provides encouragement and opportunity to individuals of all ages in programs such as water
fitness, water jogging, and lap swimming. The Professional Water Safety program trains local and area lifeguards, swim instructors,
and professional rescuers, promoting and sharing the basics of water safety with the entire community. BOGERT POOL: Bogert Pool
was built in 1939. This facility is staffed with professional lifeguards who provide a wide variety of aquatic activities. Bogert Pool
offers learn-to-swim programs for all ages along with lap swimming, swim team workouts, water fitness, and recreation swimming.
Bogert Pool serves as a rental facility for the Bozeman Barracudas age-group swim team and the Bozeman Masters Swim Club.
Major Objectives:
RECREATION AND ADMINISTRATION: • Improve conditions in our community by offering recreation opportunities enhancing the
quality of life. • Provide economic benefits to the City by generating revenue for the general fund. • Provide recreation activities
essential to the development of our community including programs for youth to build self-esteem, self-reliance, positive self-
images, resiliency factors, and leadership skills; reduce negative social activity; encourage cooperation; and provide exposure to the
arts, sports, science and nature. • Train a productive, efficient and effective workforce.
Budget Highlights:
Recreation: Addition of 0.92 Lifeguard FTE in Aquatics, 1.00 FTE Asst. Aquatics Mgr., 0.25 FTE Short Term Rec Leader. FY17 CIP
GF236: Beall Wood Floor Replacement-$35,000. Moving the Parks and Recreation Department Admin and Recreation Division
offices to the Story Mill Community Building. Increasing the capacity of the Beall Park Recreation Center and making it available to
the public to rent seven days a week, creating more opportunities for community events. Adding the Parks and Recreation
Department to the City marketing contract.
Accomplishments:
Recreation FY17 Anticipated Accomplishments: Completing Story Mill Community Building and Beall Park Recreation Center
Projects, increasing program opportunities and enhancing existing ones. Aquatics FY17 Anticipated Accomplishments: Continue to
expand our Junior Lifeguard program. Addition of a Removable Bulkhead for increased programming. Evening swim lessons added
at Bogert. Working with Gallatin County Health Department to set up a water testing program for East Gallatin Recreation Area.
Begin developing a water safety program that we can take into the community. Continue to expand the certifications and
qualifications of our lifeguards
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 8 )<$SSURYHG%XGJHW
Department:RECREATION
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
21.61%$816,316 $910,395Salaries & Benefits $196,691$1,107,086
37.55%$470,319 $525,971Operating $197,503$723,474
340.00%$8,203 $25,000Capital $85,000$110,000
n/a$0 $0Debt Service $0$0
n/a$0 $0Transfers $0$0
Totals $1,294,838 $1,461,366 $1,940,560
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
8010 Recreation Operations $203,882 20.69%$889,631 $985,501 $1,189,383
8020 Swim Center $99,531 39.22%$246,382 $253,770 $353,301
8030 Bogert Pool ($8,085)-11.04%$58,628 $73,260 $65,175
8040 Facilities: Lindley, Beall, & Story $155,876 201.88%$52,845 $77,211 $233,087
8050 Recreation Programs $27,990 39.08%$47,352 $71,624 $99,614
Totals $1,294,838 $1,461,366 $1,940,560
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $461,376 32.15%$1,275,680 $1,435,011 $1,896,387
133 Recreation Special Revenue Fund $0 n/a$0 $0 $0
189 Story Mansion Operating Fund $17,818 67.61%$19,158 $26,355 $44,173
Totals $1,294,838 $1,461,366 $1,940,560
&LW\RI%R]HPDQ07 9 )<$SSURYHG%XGJHW
Department:RECREATION
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 Aquatics Scheduled Maintenance (air filter exchanges, pumps
greased, etc.)
Performed on
scheduled day
98%100%100%FY14 Actual:95%
PM02 Plowing: Swim Center Sidewalk by 5:30 am 100%99%100%FY14 Actual:99%
PM03 Plowing: Beall Sidewalk & Entrance by 8:30 am 100%100%100%FY14 Actual:95%
PM04 Plowing: Swim Center Parking Lot by 5:00 am 99%100%99%FY14 Actual:98%
PM05 Risk Management Reports: Recreation Facilities 1 per week 80%90%95%FY14 Actual:85%
PM06 Risk Management Reports: Aquatics Facilities 1 per week 99%100%100%FY14 Actual:99%
PM08 Recreation Programs: Classes Cancelled Less than 8%17%8%6%FY14 Actual:17%
PM09 Recreation Programs: Staff to Participants - Preschool; Youth;
Adult
1:8, 1:10, 1:15 Meets Meets MeetsFY14 Actual:Meets
PM10 Staff Certification: CPR & First Aid 100%100%100%100%FY14 Actual:100%
PM12 Staff Certification: Certified Parks & Recreation Professional
(CPRP)
1 1 1 1FY14 Actual:1
PM13 Aquatics: Classes Cancelled Less than 5%17%5%8%FY14 Actual:8%
PM14 Aquatics: Staff to Participants 6:1 -preferred,
10:1 -Red Cross
6:1, 10:1 6:1, 10:1 6:1, 10:1FY14 Actual:6:1, 10:1
PM15 Lifeguard per Square feet of Pool (Montana Health Code)1:2,000 sq ft 1:3250 1:2,000 sq ft 1:2000 sq ftFY14 Actual:1:2,000 sq ft
PM16 Aquatics Staff Certification: WSI 50%80%90%60%FY14 Actual:80%
PM17 Aquatics Staff Certification: Pool Operators 5 3 5 4FY14 Actual:2
PM18 Aquatics Professional Certification 1 0 0 0FY14 Actual:0
PM19 Swim Center: Annual Maintanence Closure 2 weeks 2 weeks 2 weeks 2 weeksFY14 Actual:1 week
&LW\RI%R]HPDQ07 200 )<$SSURYHG%XGJHW
Department:RECREATION
Activity:Public Welfare
PM20 Bogert Pool: Opened After Last Day of School 3 Days After 3 days 3 days 3 daysFY14 Actual:3 days
PM25 Participants satisfied with recreation programs 90%100%99%99%FY14 Actual:90%
Efficiency Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM21 Board agendas and minutes prepared and sent No less than 48
hours prior/post
meetings
100%100%100%FY14 Actual:100%
PM22 Calls answered verses going to voicemail during office hours:
Spring & Summer; Fall & Winter
80%; 80%83%; 98%83%; 98%83%; 98%FY14 Actual:85%; 98%
PM23 Invoices entered in the system accurately and by weekly
deadlines
100%98%98%98%FY14 Actual:98%
PM24 Facilities cleaned before and after public rentals (Beall, Lindley
Center, Story Mansion)
100%98%100%100%FY14 Actual:95%
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
STAFF TO SUPPORT WORKLOAD FTE 23.55 23.55FY14 Actual:16.83
WL01 Facilities to Maintain, Clean, and Contract 3 3 4FY14 Actual:3
WL02 Beall Center: Rentals Per Year 143 153 200FY14 Actual:168
WL03 Lindley Center: Rentals Per Year 210 215 220FY14 Actual:187
WL04 Story Mansion: Rentals Per Year 92 98 105FY14 Actual:92
WL05 Swim Center: Agreements 5 6 6FY14 Actual:5
WL06 Bogert Pool: Rentals per year 1 1 1FY14 Actual:4
WL07 Beall Center: Cleaning Hours per Week 10 5 5FY14 Actual:10
WL08 Lindley Center: Cleaning Hours Per Week 8 4 4FY14 Actual:8
WL09 Swim Center: Cleaning Hours Per Week 88 88 88FY14 Actual:88
WL10 Swim Center: Filter Cleaning Hours Per Week 5 5 5FY14 Actual:5
&LW\RI%R]HPDQ07 1 )<$SSURYHG%XGJHW
Department:RECREATION
Activity:Public Welfare
WL11 Bogert Pool: Cleaning Hours Per Week 70 60 70FY14 Actual:60
WL12 Bogert Pool: Filter Cleaning Hours Per Week 6 3 3FY14 Actual:5
WL13 Beall & Lindley Center: CIP Projects Funded 1 1 0FY14 Actual:1
WL14 Aquatics: CIP Projects Funded 1 0 1FY14 Actual:1 Boilers/Drains
WL15 Beall Center: Front Desk Hours 2080 2080 2080FY14 Actual:2080
WL16 Recreation class meetings 1046 1050 1055FY14 Actual:1046
WL17 Rec: One Day Special Events 11 15 18FY14 Actual:10
WL18 Rec: Program Agreements 10 10 13FY14 Actual:6
WL19 Aquatics: Annual Class Meetings 550 512 525FY14 Actual:550
WL20 Annual High School Student Visits 23,620 29,000 25,000FY14 Actual:22,100
WL21 Swim Center: Annual Visits 63,665 68,270 65,000FY14 Actual:58,390
WL22 Bogert Pool: Annual Visits 17,809 16,300 18,000FY14 Actual:16,169
WL23 Swim Center: Guard Hours 18,600 18,616 18,750FY14 Actual:18,080
WL24 Swim Center: Front Desk Hours 4700 4278 4700FY14 Actual:4,167.5
WL25 Bogert Pool: Guard Hours 4200 4795 4280FY14 Actual:4200
WL26 Bogert Pool: Front Desk Hours 605 685 685FY14 Actual:600
WL27 Program Guides Produced Annually 2 2FY14 Actual:2
WL28 Bogert Pool: Cash Balancing Hours/week 5 5 5FY14 Actual:10
WL29 Number of staff training hours per year-Recreation Division 600 625 625FY14 Actual:595
WL30 Story Mansion Cleaning Hours Per Week 6 3 3FY14 Actual:6
&LW\RI%R]HPDQ07 2 )<$SSURYHG%XGJHW
Department:RECREATION
Activity:Public Welfare
WL31 Number of Park User Group Agreements 30 40 45FY14 Actual:25
WL32 Recreation Office cash balancing hours per week 2.5 2.5 2.5FY14 Actual:3
WL33 Administrative Assistant hours per week to the Director 15 Hours 3 5 8FY14 Actual:2
WL34 Administrative Assistant hours per week to Recreation 38hrs/week 30 35 35FY14 Actual:15
WL35 Park Reservations Per Year 371 400 425FY14 Actual:410
WL36 Administrative Assistant hours per week to Cemetery 1hr/week 1 1 1FY14 Actual:1
WL37 Administrative Assistant hours per week to Aquatics 15hrs/week 2 15 15FY14 Actual:2
WL38 Web and Social Media Updates 1 time/day 20%40%80%FY14 Actual:20%
WL39 Administrative Assistant hours per week to Forestry 1 needed 1 1 1FY14 Actual:1
WL40 Administrative Assistant hours per week to Parks 10hrs/week 10 10 15FY14 Actual:5
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
Department:COMMUNITY SERVICES
Activity:Public Welfare
Program Description:
Community Services is made up of several departments focused on the improvement of the City of Bozeman as a community and
include the Downtown Improvement District, Urban Development and Housing, Economic Development, and Sustainability.
ECONOMIC DEVELOPMENT: Leads the City’s Economic Development Team to “assist in diversifying our local economy by creating
sustainable, high paying jobs without sacrificing Bozeman’s quality of life.” The department is staffed by a Director of Economic
Development and, new in FY14, an Economic Development Specialist. SUSTAINABILITY: Works throughout the City departments
and the community to reduce our carbon footprint, promote conservation work, and implement a climate action plan for the City.
The department is led by a full-time Climate Protection Coordinator. In FY14 an additional 0.5 FTE, or the equivalent in contracted
services, was added to the department to further sustainability efforts within the community. TAX INCREMENT FINANCING
DISTRICT: The Downtown Improvement District, the Northeast Improvement District, and the North 7th Improvement district
account for the costs of the Improvement District Boards and their activities. More recently, a Technology Taxable Improvement
District was approved. BUSINESS IMPROVEMENT DISTRICTS: The Downtown Business Improvement District is an organization of
downtown property owners who voluntarily commit resources, identify, plan, and act on initiatives with the goal of ensuring long-
term preservation of the City. The Bozeman Tourism Business Improvement District seeks to enhance the economic vitality of
Bozeman by promoting tourism through sales and marketing strategies. Program income is derived from each occupied room night
from hotels, motels, or other lodging facilities within the district.
Major Objectives:
ECONOMIC DEVELOPMENT: • Implement the Bozeman Fiber Master Plan by planning the expansion of a City-owned conduit
system. • Proactively manage the City’s tax increment finance districts. • Partner on a unified marketing strategy for business
expansion and recruitment with other economic development partners • Update the 2009 Economic Development Plan. • Expand
and increase economic development outreach, activities, and programs to local, state, and national business communities. • Attend
and collaborate with local businesses on industry specific trade shows in order to promote Bozeman as a place to do business. •
Participate in local industry conferences. SUSTAINABILITY: • Continue to implement Bozeman's Community Climate Action Plan
throughout City departments and the community through policy, educational programs, and contracted services. TAX INCREMENT
FINANCING: •To strengthen the economic vitality of Urban Renewal Districts. To recognize that community partnership is
fundamental to district success. • To improve the safety, security and health of the districts. • To improve accessibility. To facilitate
diversity.• To weigh the cost of projects against their benefits. • To make the districts more user friendly. • To continuously improve
the image of the districts. • To nurture and expand cultural activities within the districts. BUSINESS IMPROVEMENT DISTRICTS: •The
Tourism Business Improvement District supports the promotion of Bozeman as a destination for meetings, film production, and
sport tournaments and events. The Downtown Business Improvement district works to create both short and long-term goals to
ensure the preservation and vitality of the City's underlying economic, cultural, social , and environmental assets. This includes
graffiti removal, a downtown maintenance program, the summer flower basket program, and the Holiday Decorating Program.
Budget Highlights:
• City Conduit Network Expansion Engineering Policies and Specifications - $20,000 • •Capital for Conduit Expansion - $30,000 •
Update the 2009 Economic Development Plan - $15,000 •Economic Development Marketing Collaborative - $20,000 • Collaborate
with Prospera Business Network and the Montana Photonics Industry Alliance to promote Bozeman’s photonics industry cluster -
$12,500 • Collaborate with Prospera Business Network and the Chamber of Commerce on the Economic Profile $10,000
Accomplishments:
Anticipated for FY16: • Completed and passed the Broadband Master Plan and Feasibility Study • Promote the photonics industry
through the Montana Photonics Industry Alliance and participation in the Photonics West Conference • North Park is under
contract for sale to a development group • Green fleet assessment • Promote energy conservation programs • Continue support
for TIF district.
PROGRAM INFORMATION
Adopted Work Plan Items:
&LW\RI%R]HPDQ07 4 )<$SSURYHG%XGJHW
Department:COMMUNITY SERVICES
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
11.27%$286,233 $296,042Salaries & Benefits $33,365$329,407
60.46%$1,961,502 $4,348,697Operating $2,629,352$6,978,049
n/a$105,095 $0Capital $0$0
n/a$0 $0Debt Service $0$0
31.78%$708,832 $483,000Transfers $153,488$636,488
Totals $3,061,662 $5,127,739 $7,943,944
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
8210 Downtown Improvement District $2,491,450 54.91%$1,737,667 $4,537,282 $7,028,732
8230 Urban Development & Housing $233,000 428.31%$251,071 $54,400 $287,400
8240 Economic Development $90,190 24.33%$917,638 $370,739 $460,929
8250 Sustainability $1,565 0.95%$155,286 $165,318 $166,883
Totals $3,061,662 $5,127,739 $7,943,944
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $75,255 14.90%$474,340 $505,057 $580,312
116 Downtown TIF District $713,488 32.89%$959,842 $2,169,500 $2,882,988
118 Community Housing $0 n/a$1,573 $0 $0
119 Economic Development $0 n/a$32,000 $31,000 $31,000
120 Community Housing Fund $233,000 428.31%$180,423 $54,400 $287,400
121 Housing Revolving Loans $0 n/a$14,400 $0 $0
123 Big Sky Economic Development Grant $16,500 100.00%$40,000 $0 $16,500
143 North 7th Corridor TIF District $121,020 13.36%$189,868 $905,980 $1,027,000
&LW\RI%R]HPDQ07 5 )<$SSURYHG%XGJHW
Department:COMMUNITY SERVICES
Activity:Public Welfare
144 North East Urban Renewl TIF District $1,456,942 346.07%$7,814 $421,002 $1,877,944
145 Mandeville Farm TIF $0 n/a$1,197 $0 $0
176 Downtown BID $0 n/a$120,028 $140,800 $140,800
186 Development Impacts (Big Box)$0 n/a$56,773 $0 $0
191 Tourism BID $200,000 22.22%$458,382 $900,000 $1,100,000
192 TIFD South Bozeman Technology $0 n/a$536 $0 $0
883 CMC Bozeman Site Remediation $0 n/a$524,486 $0 $0
Totals $3,061,662 $5,127,739 $7,943,944
&LW\RI%R]HPDQ07 6 )<$SSURYHG%XGJHW
Department:COMMUNITY SERVICES
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
WL01 Tax Increment Districts 5 5 5FY14 Actual:5
&LW\RI%R]HPDQ07 7 )<$SSURYHG%XGJHW
Department:NON-DEPARTMENTAL
Activity:Other
Program Description:
The Non-Departmental unit accounts for expenditures that are not associated with a specific city department. Examples include
insurance premiums paid by the City, costs of leave pay-outs for terminating employees, contingency funds, etc.
Major Objectives:
To accurately budget and account for non-departmental costs.
Budget Highlights:
• General fund allocation of liability & property insurance - $350,508; • General fund contribution to the band - $6,000;
•Contingency appropriation - $115,000; • Transfer to Police & Fire state share retirement (non-cash) - $2,059,000; • Payment to
HRDC for Galavan - $89,277; • Transfer to Landfill Monitoring Fund - $353,000; • Transfer to Stormwater Fund for Landfill Loan
payments - $140,000.
Accomplishments:
To properly account for non-departmental costs.
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 9 )<$SSURYHG%XGJHW
Department:NON-DEPARTMENTAL
Activity:Other
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
n/a$0 $0Salaries & Benefits $0$0
8.05%$5,447,090 $7,097,256Operating $571,459$7,668,715
n/a$0 $0Capital $0$0
n/a$0 $0Debt Service $0$0
8.07%$2,810,321 $2,640,794Transfers $213,227$2,854,021
Totals $8,257,411 $9,738,050 $10,522,736
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
8910 Insurance $316,595 6.52%$4,675,518 $4,854,825 $5,171,420
8920 City Band $0 n/a$6,000 $6,000 $6,000
8940 Other/Contingencies $246,900 11.45%$673,335 $2,156,100 $2,403,000
8960 Transfers $213,227 8.07%$2,810,321 $2,640,794 $2,854,021
8970 Senior Transportation $7,964 9.91%$92,193 $80,331 $88,295
Totals $8,257,367 $9,738,050 $10,522,736
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
010 General Fund $409,426 14.44%$1,669,935 $2,834,390 $3,243,816
103 Permissive Medical Levy Fund $23,169 0.99%$2,161,490 $2,346,544 $2,369,713
131 Beautification of Bozeman $0 n/a$0 $0 $0
175 Senior Transportation Fund $7,964 9.91%$92,193 $80,331 $88,295
720 Employee Health Insurance $344,127 7.69%$4,333,749 $4,476,785 $4,820,912
Totals $8,257,367 $9,738,050 $10,522,736
&LW\RI%R]HPDQ07 10 )<$SSURYHG%XGJHW
Department:NON-DEPARTMENTAL
Activity:Other
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
WL01 Health Insurance: Plan Options Offered Health Insurance
Committee and
MMIA
5 5 5FY14 Actual:5
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
WL02 Pension Plans Participated In MPERA 3 3 3FY14 Actual:3,
&LW\RI%R]HPDQ07 11 )<$SSURYHG%XGJHW
Department:GENERAL OBLIGATION (G.O.) BONDS DEBT SERVICE
Activity:Other
Program Description:
The General Obligation Bond division accounts for debt service payments associated with the transportation general obligation
bonds. 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. Both series
were jointly refunded in 2012. In November 2012, voters approved the issuance of $15 Million in General Obligation Bonds to fund
Trails, Open Space, and Parks (TOP) Acquisition and Improvements. • The first series of TOP GO bonds was issued in December
2013, totaling $9.9 M. The second series of TOP GO bonds was issued in December 2014, totaling $5.1 M.
Major Objectives:
• To accurately account for principal and interest payments on general obligation bonds. • To maintain adequate fund balance
levels in the two debt service funds.
Budget Highlights:
Debt Service Payments
Accomplishments:
Anticipated for FY16: •Continue to make debt service payments in a timely manner.
PROGRAM INFORMATION
Adopted Work Plan Items:
&LW\RI%R]HPDQ07 12 )<$SSURYHG%XGJHW
Department:GENERAL OBLIGATION (G.O.) BONDS DEBT SERVICE
Activity:Other
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
n/a$0 $0Salaries & Benefits $0$0
n/a$0 $0Operating $0$0
n/a$0 $0Capital $0$0
0.36%$989,105 $1,353,891Debt Service $4,847$1,358,738
n/a$0 $0Transfers $0$0
Totals $989,105 $1,353,891 $1,358,738
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
9310 G.O. Bonds $4,847 0.36%$989,105 $1,353,891 $1,358,738
Totals $989,105 $1,353,891 $1,358,738
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
301 Library Bonds $0 n/a$0 $0 $0
302 Transportation Bonds $0 n/a$0 $0 $0
303 GO Refunding Series 2012 $1,325 0.48%$273,775 $274,675 $276,000
304 Parks & Open Space Bond $3,522 0.33%$715,330 $1,079,216 $1,082,738
Totals $989,105 $1,353,891 $1,358,738
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
Department:GENERAL OBLIGATION (G.O.) BONDS DEBT SERVICE
Activity:Other
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
WL01 GO Bond Issues Outstanding 3 3 2FY14 Actual:4
&LW\RI%R]HPDQ07 4 )<$SSURYHG%XGJHW
Department:SPECIAL IMPROVEMENT DISTRICT REVOLVING FUND
Activity:Other
Program Description:
The SID Revolving Fund was established pursuant to Section 7-12-4221 MCA. This law states in part: “The Council or commission of
any city or town which has heretofore created or may hereafter create any special improvement district or districts for any purpose
may in its discretion create, establish, and maintain by ordinance a fund to be known and designated as the special improvement
district revolving fund in order to secure prompt payment of any special improvement district bonds or sidewalk, curb, and alley
approach warrants issued in payment of improvement made therein and the interest thereon as it becomes due.”
Major Objectives:
• Secure prompt payment of any special improvement district bonds or sidewalk, curb, and alley approach warrants issued in
payment of improvements made therein and the interest thereon as it becomes due.
• Meet the requirements of state law.
Budget Highlights:
We used the Revolving Fund to provide a low-cost loan to finance the Wallace Street Reconstruction SID.
Accomplishments:
Anticipated for FY17: Provide a low-cost loan to finance the next identified reconstruction SID.
PROGRAM INFORMATION
Adopted Work Plan Items:
Transportation - Loans and SID financing to reconsturction projects.
&LW\RI%R]HPDQ07 5 )<$SSURYHG%XGJHW
Department:SPECIAL IMPROVEMENT DISTRICT REVOLVING FUND
Activity:Other
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
n/a$0 $0Salaries & Benefits $0$0
n/a$0 $0Operating $0$0
n/a$0 $0Capital $0$0
-62.21%$0 $626,500Transfers ($389,744)$236,756
Totals $0 $626,500 $236,756
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
9510 SID Bonds Revolving ($389,744)-62.21%$0 $626,500 $236,756
Totals $0 $626,500 $236,756
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
300 SID Revolving Fund ($389,744)-62.21%$0 $626,500 $236,756
Totals $0 $626,500 $236,756
&LW\RI%R]HPDQ07 6 )<$SSURYHG%XGJHW
Department:SPECIAL IMPROVEMENT DISTRICT REVOLVING FUND
Activity:Other
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
PM01 State Minimum Fund Balance Requirement Met 5%Yes Yes YesFY14 Actual:Yes
&LW\RI%R]HPDQ07 7 )<$SSURYHG%XGJHW
Department:SPECIAL DISTRICT DEBT
Activity:Other
Program Description:
The Special Improvement District (SID) & Tax Increment Finance (TIF) bond budget unit is used to account for the payments of
principal and interest on the various special improvement district bonds. Section 7-12-4102 MCA authorizes the city to create
special improvement districts and 7-12-4206 authorizes the payment to be made from the fund. The City issues special
improvement district bonds, assesses property taxpayers for the costs, collects the assessments, and in turn retires the bonds and
pays the related interest expense.
Major Objectives:
To accurately account for principal and interest payments on SID & TIF Bonds.
Budget Highlights:
The budget includes appropriation authority necessary
Accomplishments:
Timely payment of debt requirements.
PROGRAM INFORMATION
Adopted Work Plan Items:
No specific items identified this year.
&LW\RI%R]HPDQ07 8 )<$SSURYHG%XGJHW
Department:SPECIAL DISTRICT DEBT
Activity:Other
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY15 Actual FY16 Approved $ Change % ChangeFY17 Approved
n/a$0 $0Salaries & Benefits $0$0
n/a$0 $0Operating $0$0
n/a$0 $0Capital $0$0
-2.74%$2,151,296 $390,500Debt Service ($10,700)$379,800
100.00%$0 $0Transfers $10,700$10,700
Totals $2,151,296 $390,500 $390,500
$ Change % ChangeFY15 Actual FY16 ApprovedDivision FY17 Approved
9710 SID Bonds $0 n/a$2,151,296 $390,500 $390,500
Totals $2,151,296 $390,500 $390,500
% Change$ ChangeFundFY15 Actual FY16 Approved FY17 Approved
310-445 SID Bond Funds $0 n/a$2,151,296 $390,500 $390,500
Totals $2,151,296 $390,500 $390,500
&LW\RI%R]HPDQ07 219 )<$SSURYHG%XGJHW
Department:SPECIAL DISTRICT DEBT
Activity:Other
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY16 ApprovedFY15 Actual FY17 ApprovedFY14 Actual
WL01 Tax Increment District: Number of Bond Issues 1 1 2FY14 Actual:1
WL02 TID - Reimbursement Agreements 0 0 1FY14 Actual:0
WL03 TID - Interlocal Agreements 1 1 1FY14 Actual:1
&LW\RI%R]HPDQ07 20 )<$SSURYHG%XGJHW
APPENDIX
___________________________________________________________________
The Appendix includes:
x Capital Expenditures Summary
x Water, Wastewater, and Stormwater Rate Increase Table
x Consumer Price Index Table
x Debt Service Schedules
x Staffing Summary
x Glossary of Terms
&LW\RI%R]HPDQ07 221 )<$SSURYHG%XGJHW
DIVISION PROJECT DESCRIPTION
APPROVED
AMOUNT
GENERAL FUND
City Commission Hardware replacement project 5,000
Administrative Services Naviline software upgrade, shared GF 226 12,760
Information Services Router & switch GF 80 40,000
ISCSI storage GF 229 40,000
Add to backup capacity GF 246 15,000
Firewalls not in CIP 15,000
Shared portion of GF062 GF 62 30,000
City Hall Facilities ADA improvements GF 103 20,000
Security analysis upgrades 25,000
Police Operations Patrol vehicles less trade ins GF 53 110,500
Crash investigation response vehicle GF 240 35,000
Vehicle budget increase 3,000
Parks Operations Hybrid vehicle for superintendent GF 115 24,000
Articulating tractor, shared GF 30 65,000
Feasibility study GF 251 32,000
Park signage GF 194 10,000
Central irrigation control system GF 31 100,000
Playground equipment Beall GF 92 60,000
Paving at city shops, shared GF 262 37,500
Sidewalk replacement projects GF 108 11,000
Removable bulkhead, shared GF 257 75,000
Wood floor replacement Beall GF 236 35,000
GENERAL FUND CAPITAL EXPENDITURES 800,760$
SPECIAL REVENUE FUNDS
Gas Tax Ongoing chip seal projects 465,000
Total Gas Tax 465,000
Street Maintenance 1 ton 2WD Ford truck, replace #1456 STR 1 45,000
Sanders per replacement schedule STR 49 16,000
Plows per replacement schedule STR 50 10,000
Cold planer attachment STR 57 30,000
Articulating tractor, shared STR 60 85,000
Asphalt paving machine STR 61 110,000
Self loading crack sealer STR 65 85,000
Power to sand storage to run conveyor STR 59 20,000
Window replacement, city shops, shared GF 258 6,667
Medians & boulevard maintenance STR 30 55,000
Street improvements mill & overlay STR 71 723,000
Paving at city shops, shared GF 262 94,834
Truck light duty 4x4 STR 73 30,000
Rapid flashing beacon STR 68 10,000
Paint sprayer & driver STR 69 17,000
Digital message board STR 72 14,000
Bike path improvements STR 20 25,000
Total Street Maintenance 1,376,501
Tree Maintenance Truck, 1 ton flatbed 2WD replacement FOR 7 45,000
Backhoe replacement FOR 8 90,000
Total Tree Maintenance 135,000
Street Impact Fee Cottonwood & Durston intersection SIF 27 160,000
Baxter (19th to Davis) construction, shared SIF 55 1,000,000
Ferguson & Durston intersection design, shared SIF 69 120,000
Ferguson (Baxter to Oak) design SIF 71 50,000
Baxter (Ferguson to Cottonwood), shared SIF 72 764,475
Graf Street (Ritter to 19th) extension SIF 77 1,035,000
Baxter (Davis to Cottonwood) design SIF 84 225,000
Baxter (7th to 19th) construction SIF 85 500,000
Catamount (27th to Valley Center) construction SIF 87 300,000
&LW\RI%R]HPDQ07 2 )<$SSURYHG%XGJHW
DIVISION PROJECT DESCRIPTION
APPROVED
AMOUNT
Oak (15th to 19th) construction SIF 93 350,000
Catamount St (27th to Valley Center) design SIF 94 45,000
Graf Street (S 11th to Kagy) extension SIF 103 396,000
Total Street Impact Fee 4,945,475
Building Inspection Staff vehicle B 103 32,500
Total Building Inspecetion 32,500
Street Arterial Construction Infrastructure & improvements SIF 55 500,000
Infrastructure & improvements SIF 69 30,000
Infrastructure & improvements SIF 72 500,000
Total Street Arterial Construction 1,030,000
SPECIAL REVENUE FUNDS CAPITAL EXPENDITURES 7,984,476$
CONSTRUCTION FUNDS
Street Construction West Olive project SCR 3 1,578,375
Annual curb replacement & concrete repaint SCR 1 60,000
Total Street Construction 1,638,375
Library Depreciation Pedestrian access from parking lot LIB 12 50,000
Total Library Operations 50,000
CONSTRUCTION FUNDS CAPITAL EXPENDITURES 1,688,375$
ENERPRISE FUNDS
Water Naviline software upgrade, shared GF 226 10,000
Electronic planning application CD 4 45,000
Public works computer replacements GIS 11 26,400
Fall protection equipment for dam W 61 15,000
Meters, transducers, communications for Scada tech W 66 15,000
Sourdough Tank antenna tower & additional radio link W 54 25,000
Catwalk for motor maintenance W 55 50,000
Sourdough intake W 60 50,000
Module replacement W 58 50,000
Meter software upgrade WC 2 30,000
Ford van, replace #3156 W 40 33,000
Ford pickup/plow 1/2 ton, replace #1288 W 41 27,000
Asset management software GIS 3 50,000
Window replacement, city shops, shared GF 258 6,667
Paving at city shops, shared GF 262 94,834
Shops facility expansion PW 2 350,000
Water pipe replacement program engineer/design W 3 22,500
Water pipe replacement program W 4 1,200,000
Total Water 2,100,401
Water Impact Fee Graf Street extension WIF 7 701,929
Baxter Lane (Lasso to Harper Puckett) water main WIF 22 493,821
Total Water Impact Fee 1,195,750
Waste Water Dodge 1 ton flatbed valve truck, replace #2915 WW 74 70,000
Chevy S-10 pickup, replace #1677 WW 75 27,000
Chemical root control applicator WW 63 45,000
Sewer flow meter WW 64 15,000
Paving at city shops, shared WW 262 94,834
Shops facilities expansion construction WW 2 350,000
Window replacement, city shops, shared WW 258 6,667
Engineering project design WW 7 22,500
Waste water pipe replacement WW 8 1,000,000
Positive displacement lobe pump WW 53 20,000
Online ammonia probes WW 61 35,000
Secondary launder covers WW 68 30,000
Sandblast & paint beaches, baffles, weirs WW 39 85,000
Final clarifier launder cover WW 45 40,000
Total Waste Water Fee 1,841,001
Waste Water Impact Fee Cattail Creek Basin extension WWIF 25 1,263,674
South University District/Cattail Cr Basin WWIF 26 1,413,746
&LW\RI%R]HPDQ07 3 )<$SSURYHG%XGJHW
DIVISION PROJECT DESCRIPTION
APPROVED
AMOUNT
Bridger Canyon Road improvement WWIF 28 322,829
Wastewater right of way across MSU farm WWIF 30 300,000
Total Waste Water Impact Fee 3,300,249
Solid Waste Frontload container transport truck SW 43 60,000
Compost mixer SW 44 50,000
Total Solid Waste 110,000
Parking Willson lot redesign & improvements P 1 165,000
Lease 3 hybrid enforcement vehicles P 20 10,000
Total Parking 175,000
Storm Water Storm water service truck STRM 2 45,000
Annual unplanned pipe rehab & drainage projects STRM 13 165,000
Annual system enhancement, fairgrounds STRM 15 225,000
Annual system enhancement Wallace/Tamarack STRM 18 75,000
Annual pipe rehab program Tamarack STRM 28 40,000
Total Storm Water 550,000
ENTERPRISE FUNDS CAPITAL EXPENDITURES 9,272,401$
INTERNAL SERVICE FUNDS
Vehicle Maintenance Vehicle exhaust system modification VM 1 35,000
Electric scissor lift w trailer VM 2 11,000
Parts washer VM 3 17,000
Total Vehicle Maintenance 63,000
INTERNAL SERVICE FUNDS CAPITAL EXPENDITURES 63,000$
GRAND TOTAL FY17 CAPITAL EXPENDITURES 19,809,012$
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WATER, WASTEWATER & STORMWATER RATE INCREASES
___________________________________________________________________
Fiscal Year Water Rates Wastewater Rates Storm Water Rates
1989 7.0% 12.0%
1990 6.5% 10.5%
1991 4.5% 9.0%
1993 - 9.5%
1994 5.0% 9.5%
1995 - 12.0%
1996 4.0% 4.0%
1996 Surcharge - 25.0%
1998 Surcharge - 20.0%
1998 3.0% 3.0%
1999 7.0% 28.0%
2000 3.0% -
2001 7.0% 3.0%
2003 6.0% -
2005 10.0% 15.0%
2006 10.0% 10.0%
2007 - 5.0%
2008 - 9.0%
2009 3.2% 10.2%
2010 3.2% 10.2%
2011 4.5% 6%
2012 4.5% 6% Utility Created
2013 3.0% 3.0% 4.0%
2014 0% 3.0% 4.0%
2015 0% 3.0% Restructuring – 2015
2016 2.5% 3.0% Restructuring – 2016
2017 2.5% 3.0% -
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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
2002 180.9 2.4%
2003 184.3 1.9%
2004 190.3 3.3%
2005 196.8 3.4%
2006 201.8 2.5%
2007 210.0 4.1%
2008 210.2 0.1%
2009 216.0 2.7%
2010 219.2 1.5%
2011 225.7 3.0%
2012 229.6 1.7%
2013 233.0 1.5%
2014 234.8 0.8%
2015 236.5 0.7%
The City’s Living Wage Ordinance bases increase on the CPI-U for Western States.
Consumer Price Index, WESTERN STATES— All Items, Unadjusted, Urban Consumers
(CPI-U). Source: Bureau of Labor Statistics, US Dept of Labor
ANNUAL CPI-U Western % Change
2001 181.2 3.7%
2002 184.7 1.9%
2003 188.6 2.1%
2004 193.0 2.3%
2005 198.9 3.1%
2006 205.7 3.4%
2007 212.2 3.2%
2008 219.6 3.5%
2009 218.8 (0.4%)
2010 221.2 1.1%
2011 227.5 2.9%
2012 232.4 2.2%
2013 236.1 1.6%
2014 239.1 1.3%
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TRAILS, OPEN SPACE AND PARKS BOND SCHEDULES
___________________________________________________________________
CITY OF BOZEMAN
General Obligation Refunding Bonds, Trails, Open Space & Parks, Series
2014
DEBT SERVICE SCHEDULE
Payment Principal Interest Interest Semi-Annual Principal
Due Payment Rate Payment Payment Balance
5,100,000.00
1/1/2016 174,884.38 174,884.38
7/1/2016 110,000.00 1.000% 82,406.25 192,406.25 4,990,000.00
1/1/2017 81,856.25 81,856.25
7/1/2017 205,000.00 2.000% 81,856.25 286,856.25 4,785,000.00
1/1/2018 79,806.25 79,806.25
7/1/2018 210,000.00 2.000% 79,806.25 289,806.25 4,575,000.00
1/1/2019 77,706.25 77,706.25
7/1/2019 215,000.00 2.000% 77,706.25 292,706.25 4,360,000.00
1/1/2020 75,556.25 75,556.25
7/1/2020 215,000.00 2.000% 75,556.25 290,556.25 4,145,000.00
1/1/2021 73,406.25 73,406.25
7/1/2021 220,000.00 2.250% 73,406.25 293,406.25 3,925,000.00
1/1/2022 71,206.25 71,206.25
7/1/2022 225,000.00 2.250% 71,206.25 296,206.25 3,700,000.00
1/1/2023 68,675.00 68,675.00
7/1/2023 230,000.00 2.500%68,675.00 298,675.00 3,470,000.00
1/1/2024 65,800.00 65,800.00
7/1/2024 235,000.00 2.500% 65,800.00 300,800.00 3,235,000.00
1/1/2025 62,862.50 62,862.50
7/1/2025 245,000.00 2.500% 62,862.50 307,862.50 2,990,000.00
1/1/2026 59,800.00 59,800.00
7/1/2026 250,000.00 4.000% 59,800.00 309,800.00 2,740,000.00
1/1/2027 54,800.00 54,800.00
7/1/2027 260,000.00 4.000% 54,800.00 314,800.00 2,480,000.00
1/1/2028 49,600.00 49,600.00
7/1/2028 270,000.00 4.000% 49,600.00 319,600.00 2,210,000.00
1/1/2029 44,200.00 44,200.00
7/1/2029 280,000.00 4.000% 44,200.00 324,200.00 1,930,000.00
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Payment Principal Interest Interest Semi-Annual Principal
Due Payment Rate Payment Payment Balance
1/1/2030 38,600.00 38,600.00
7/1/2030 290,000.00 4.000% 38,600.00 328,600.00 1,640,000.00
1/1/2031 32,800.00 32,800.00
7/1/2031 305,000.00 4.000% 32,800.00 337,800.00 1,335,000.00
1/1/2032 26,700.00 26,700.00
7/1/2032 315,000.00 4.000% 26,700.00 341,700.00 1,020,000.00
1/1/2033 20,400.00 20,400.00
7/1/2033 325,000.00 4.000% 20,400.00 345,400.00 695,000.00
1/1/2034 13,900.00 13,900.00
7/1/2034 340,000.00 4.000% 13,900.00 353,900.00 355,000.00
1/1/2035 7,100.00 7,100.00
7/1/2035 355,000.00 4.000% 7,100.00 362,100.00
TOTALS 5,100,000.00 2,266,840.63 7,366,840.63
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CITY OF BOZEMAN
General Obligation Refunding Bonds, Trails, Open Space & Parks, Series 2013
DEBT SERVICE SCHEDULE
Payment Principal Interest Interest Semi-Annual Principal
Due Payment Rate Payment Payment Balance
9,900,000.00
1/1/2015 328,567.78 328,567.78
7/1/2015 225,000.00 2.000% 160,712.50 385,712.50 9,675,000.00
1/1/2016 158,462.50 158,462.50
7/1/2016 395,000.00 2.000% 158,462.50 553,462.50 9,280,000.00
1/1/2017 154,512.50 154,512.50
7/1/2017 405,000.00 2.000% 154,512.50 559,512.50 8,875,000.00
1/1/2018 150,462.50 150,462.50
7/1/2018 410,000.00 2.000% 150,462.50 560,462.50 8,465,000.00
1/1/2019 146,362.50 146,362.50
7/1/2019 420,000.00 2.000%146,362.50 566,362.50 8,045,000.00
1/1/2020 142,162.50 142,162.50
7/1/2020 430,000.00 2.250%142,162.50 572,162.50 7,615,000.00
1/1/2021 137,325.00 137,325.00
7/1/2021 435,000.00 2.500% 137,325.00 572,325.00 7,180,000.00
1/1/2022 131,887.50 131,887.50
7/1/2022 450,000.00 2.750% 131,887.50 581,887.50 6,730,000.00
1/1/2023 125,700.00 125,700.00
7/1/2023 460,000.00 3.000% 125,700.00 585,700.00 6,270,000.00
1/1/2024 118,800.00 118,800.00
7/1/2024 475,000.00 2.800% 118,800.00 593,800.00 5,795,000.00
1/1/2025 112,150.00 112,150.00
7/1/2025 490,000.00 3.250% 112,150.00 602,150.00 5,305,000.00
1/1/2026 104,187.50 104,187.50
7/1/2026 505,000.00 3.500% 104,187.50 609,187.50 4,800,000.00
1/1/2027 95,350.00 95,350.00
7/1/2027 520,000.00 3.750% 95,350.00 615,350.00 4,280,000.00
1/1/2028 85,600.00 85,600.00
7/1/2028 540,000.00 4.000% 85,600.00 625,600.00 3,740,000.00
1/1/2029 74,800.00 74,800.00
7/1/2029 565,000.00 4.000% 74,800.00 639,800.00 3,175,000.00
1/1/2030 63,500.00 63,500.00
7/1/2030 585,000.00 4.000% 63,500.00 648,500.00 2,590,000.00
1/1/2031 51,800.00 51,800.00
7/1/2031 610,000.00 4.000% 51,800.00 661,800.00 1,980,000.00
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1/1/2032 39,600.00 39,600.00
7/1/2032 635,000.00 4.000% 39,600.00 674,600.00 1,345,000.00
1/1/2033 26,900.00 26,900.00
7/1/2033 660,000.00 4.000% 26,900.00 686,900.00 685,000.00
1/1/2034 13,700.00 13,700.00
7/1/2034 685,000.00 4.000% 13,700.00 698,700.00
TOTALS 9,900,000.00 4,355,805.28 14,255,805.28
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LIBRARY G.O. BOND SCHEDULE
CITY OF BOZEMAN
General Obligation Refunding Bonds, Series 2012
DEBT SERVICE SCHEDULE
Payment Principal Interest Interest Semi-Annual Principal
Due Payment Rate Payment Payment Balance
6/14/2012 3,080,000.00
1/1/2013 32,381.88 32,381.88
7/1/2013 635,000.00 2.000% 29,587.50 664,587.50 2,445,000.00
1/1/2014 23,237.50 23,237.50
7/1/2014 660,000.00 2.000% 23,237.50 683,237.50 1,785,000.00
1/1/2015 16,637.50 16,637.50
7/1/2015 240,000.00 1.500% 16,637.50 256,637.50 1,545,000.00
1/1/2016 14,837.50 14,837.50
7/1/2016 245,000.00 1.500% 14,837.50 259,837.50 1,300,000.00
1/1/2017 13,000.00 13,000.00
7/1/2017 250,000.00 2.000% 13,000.00 263,000.00 1,050,000.00
1/1/2018 10,500.00 10,500.00
7/1/2018 255,000.00 2.000% 10,500.00 265,500.00 795,000.00
1/1/2019 7,950.00 7,950.00
7/1/2019 260,000.00 2.000% 7,950.00 267,950.00 535,000.00
1/1/2020 5,350.00 5,350.00
7/1/2020 265,000.00 2.000% 5,350.00 270,350.00 270,000.00
1/1/2021 2,700.00 2,700.00
7/1/2021 270,000.00 2.000% 2,700.00 272,700.00 -
TOTALS 3,080,000.00 250,394.38 3,330,394.38
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TAX INCREMENT URBAN RE NEWAL REVENUE BONDS, SERIES
CITY OF BOZEMAN
TAX INCREMENT URBAN RENEWAL REVENUE BONDS, SERIES 2007
(DOWNTOWN BOZEMAN IMPROVEMENT DISTRICT)
DEBT SERVICE SCHEDULE
Payment Principal Interest Interest Semi-Annual Principal
Date Payment Rate Payment Payment Balance
January 1, 2015 $- - 117,943.75 117,943.75
July 1, 2015 $ 190,000.00 4.00 117,943.75 307,943.75 4,825,000.00
January 1, 2016 $- - 114,143.75 114,143.75
July 1, 2016 $ 195,000.00 4.00 114,143.75 309,143.75 4,630,000.00
January 1, 2017 $- - 110,243.75 110,243.75
July 1, 2017 $ 205,000.00 4.00 110,243.75 315,243.75 4,425,000.00
January 1, 2018 $- - 106,143.75 106,143.75
July 1, 2018 $ 210,000.00 4.15 106,143.75 316,143.75 4,215,000.00
January 1, 2019 $- - 101,786.25 101,786.25
July 1, 2019 $ 220,000.00 4.25 101,786.25 321,786.25 3,995,000.00
January 1, 2020 $- - 97,111.25 97,111.25
July 1, 2020 $ 230,000.00 4.40 97,111.25 327,111.25 3,765,000.00
January 1, 2021 $- - 92,051.25 92,051.25
July 1, 2021 $ 240,000.00 4.50 92,051.25 332,051.25 3,525,000.00
January 1, 2022 $- - 86,651.25 86,651.25
July 1, 2022 $ 250,000.00 4.60 86,651.25 336,651.25 3,275,000.00
January 1, 2023 $- - 80,901.25 80,901.25
July 1, 2023 $ 260,000.00 4.70 80,901.25 340,901.25 3,015,000.00
January 1, 2024 $- - 74,791.25 74,791.25
July 1, 2024 $ 275,000.00 4.80 74,791.25 349,791.25 2,740,000.00
January 1, 2025 $- - 68,191.25 68,191.25
July 1, 2025 $ 290,000.00 4.95 68,191.25 358,191.25 2,450,000.00
January 1, 2026 $- - 61,013.75 61,013.75
July 1, 2026 $ 300,000.00 4.95 61,013.75 361,013.75 2,150,000.00
January 1, 2027 $- - 53,588.75 53,588.75
July 1, 2027 $ 315,000.00 4.95 53,588.75 368,588.75 1,835,000.00
January 1, 2028 $- - 45,792.50 45,792.50
July 1, 2028 $ 330,000.00 4.95 45,792.50 375,792.50 1,505,000.00
January 1, 2029 $- - 37,625.00 37,625.00
July 1, 2029 $ 350,000.00 5.00 37,625.00 387,625.00 1,155,000.00
January 1, 2030 $- - 28,875.00 28,875.00
July 1, 2030 $ 365,000.00 5.00 28,875.00 393,875.00 790,000.00
January 1, 2031 $- - 19,750.00 19,750.00
July 1, 2031 $ 385,000.00 5.00 19,750.00 404,750.00 405,000.00
January 1, 2032 $- - 10,125.00 10,125.00
July 1, 2032 $ 405,000.00 5.00 10,125.00 415,125.00 0.00
TOTALS $ 6,270,000.00 4,317,205.00 10,587,205.00
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*Full Time Mid-
Year Hires are
added as 1.0
Revised Final
FY16 FY17
GENERAL GOVERNMENT
City Commission 2.10 2.10
City Manager 6.00 6.00
Municipal Court 8.50 8.50
City Attorney 10.20 10.20
Administrative Services 21.50 23.50
Community Development 11.60 13.00
Building Maintenance 3.50 3.50
TOTAL GENERAL GOVERNMENT 63.40 66.80
PUBLIC SAFETY
Police Department 71.70 72.70
Fire Department 46.00 46.00
Building Inspection 18.50 18.50
Parking 6.00 6.00
TOTAL PUBLIC SAFETY 142.20 143.20
PUBLIC SERVICES
Public Works Administration/Engineering 10.25 11.50
Streets 18.85 19.85
Storm Water 6.25 6.50
Water Plant 10.50 10.50
Water Operations 14.45 14.45
Wastewater Operations 13.30 14.05
Wastewater Plant 14.75 14.75
Solid Waste Collection/Recycling 15.15 16.15
Vehicle Maintenance 6.50 6.50
TOTAL PUBLIC SERVICES 110.00 114.25
PUBLIC WELFARE
Cemetery (numerous short terms)5.04 5.04
Parks (numerous short terms)14.51 14.51
Forestry 5.65 6.65
Library 26.02 28.02
Recreation (numerous short terms)23.55 24.26
Community Services 3.50 3.50
TOTAL PUBLIC WELFARE 78.27 81.98
TOTAL EMPLOYEES 393.87 406.23
Net FTE Increase from Previous Year 9.40 12.36
% Increase from Previous Year 2.5%3.1%
Staffing Cost Summary
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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
s p e n t .
AMERICAN RECOVERY Federal legislation signed in early 2009. Commonly referred to as
& REINVESTMENT ACT the “Stimulus Bill” or “stimulus.”
(ARRA)
APPROPRIATION Legal authorization granted by City Commission to make expenditures and incur
obligations.
ARRA See “American Recovery & Reinvestment Act”
ASSESSED VALUATION A value that is established for real and personal property for use as a basis for
levying property taxes. (For the City of Bozeman, Property values are
established by the Montana Department of Revenue.)
ASSET Resources owned or held by a government having monetary value.
AVAILABLE Refers to the funds remaining from the prior years which are available for
(UNDESIGNATED) appropriation and expenditure in the current year
FUND BALANCE .
BALANCED BUDGET Refers to a government budget with revenues equal to expenditures.
BOND A written promise to pay a sum of money on a specific date at a specified
interest rate. The most common types of bonds are general obligation,
revenue, and special assessment district bonds. These are most frequently used
for construction of large capital projects such as buildings, streets, and water
and waste water lines.
BOND RATING An evaluation of a bond issuer’s credit quality and perceived ability
to pay the principal and interest on time and in full.
BOND REFINANCING The payoff and re-issuance of bonds, to obtain better interest rates
and/or bond conditions.
BUDGET Plan of financial operation, embodying an estimate of proposed expenditures
for a given period (City of Bozeman’s budget is for a fiscal year July 1—June 30)
and the proposed means of financing them. Upon approval by Commission, the
appropriation ordinance is the legal basis for incurring expenditures.
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BUDGET AMENDMENT A procedure to revise the appropriation ordinance through action by the City
Commission.
BUDGET CALENDAR The schedule of key dates or milestones which the City follows in the
preparation, adoption, and administration of the budget.
BUDGET MESSAGE The opening section of the budget which provides the City Commission and the
public with a general summary of the most important aspects of the budget,
changes from the current and previous fiscal years, and recommendations
regarding the financial policy for the upcoming period.
BUDGETARY BASIS This refers to the form of accounting utilized throughout the budget process.
These generally take one of three forms: GAAP, Cash, and Modified Accrual.
BUDGETARY CONTROL The control or management of a government or enterprise in accordance with
an approved budget for the purpose of keeping expenditures within the
limitations of available appropriations and available revenues.
CAPITAL BUDGET The Capital Budget comprises the capital improvements that are funded in the
current budget year.
CAPITAL The item has a unit cost over $5,000, benefits future periods, has a normal
EXPENDITURE useful life of 1 year or more, has an identity that does not change with use (i.e.,
retains its identity throughout its useful life), and s identifiable and can be
separately accounted for. Improvements to existing assets must add life and
value to be included as a capital item.
CAPITAL Expenditures related to the acquisition, expansion, or rehabilitation of an
IMPROVEMENTS element of the government’s physical plant; sometimes referred to as `
infrastructure.
CAPITAL IMPROVEMENTS
PROGRAM (CIP) A plan for capital expenditures needed to maintain, replace, and expand the
City’s heavy equipment and public infrastructure (for example streets, parks,
buildings, etc.) The CIP projects these capital equipment and infrastructure
needs for a set number of years (5 years for City of Bozeman’s Program) and is
updated annually to reflect the latest priorities, cost estimates and changing
financial estimates or strategies. The first year of the adopted CIP becomes the
basis of the City’s capital budget.
CAPITAL OUTLAY Items that cost more than $5,000 and have a useful life of one year or more.
CAPITAL PROJECT New facility, technology system, land or equipment acquisition, or
improvements to existing facilities beyond routine maintenance. Capital
projects are included in the CIP and become fixed assets.
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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 expenditures not
otherwise budgeted.
CONTRACTED SERVICES Expenditures for services performed by firms, individuals, not other city
departments.
DEBT LIMIT The maximum amount of gross or net debt which is legally permitted.
DEBT RATIO Ratios which provide a method of assessing debt load and the ability to repay
debt which plays a part in the determination of credit ratings. They are also
used to evaluate the City’s debt position over time and against its own
standards and policies.
DEBT SERVICE Payment of principal and interest related to long term loans or bonds.
DEBT SERVICE FUND A fund established to account for the accumulation of resources for, and the
payment of, general long-term debt principal and interest.
DEBT SERVICE FUND
REQUIREMENT The amounts of revenue which must be provided for a Debt Service Fund so that
all principal and interest payments can be made in full on schedule.
DEFICIT The excess of an entity’s liabilities over its assets or the excess of expenditures
over revenues during a single accounting period.
DEPARTMENT A major administrative division of the City which indicates overall management
responsibility for an operation or a group of related operations within a
functional area.
DEPRECIATION Expiration in the service life of fixed assets, attributable to wear and tear,
deterioration, action of physical elements, inadequacy, and obsolescence.
DESTINGUISHED BUDGET
PRESENTATION AWARDS
PROGRAM A voluntary awards program administered by the Government Finance Officers
Association to encourage governments to prepare effective budget documents.
DIVISION A group of homogenous cost centers within a department.
ENTERPRISE FUND A fund established to account for operations that are financed and operated in a
manner similar to private business enterprises - where the intent of the
&LW\RI%R]HPDQ07 237 )<$SSURYHG%XGJHW
governing body is that the costs (expenses, including depreciation) of providing
goods or services to the general public on a continuing basis be financed or
recovered primarily through user charges.
ESTIMATE The most recent prediction of current year revenue and expenditures.
Estimates are based upon many months of actual expenditure and revenue
information and are prepared to consider the impact of unanticipated costs or
other economic changes.
ESTIMATED REVENUE The amount of projected revenue to be collected during the fiscal year.
EXPENDITURES Decreases in net financial resources.
FISCAL YEAR The time period signifying the beginning and ending period for recording
financial transactions. The City's fiscal year begins on July 1 and ends on June 30
o f e a c h y e a r .
FIXED ASSETS Assets of long-term character which are intended to continue to be
held or used, such as land, buildings, machinery, furniture and
other equipment.
FTE See Full Time Equivalent.
FULL FAITH AND CREDIT A pledge of a government’s taxing power to repay debt obligations.
FULL TIME EQUIVALENT Also referred to as FTE. The yearly personnel hours worked by a position
divided by the total available work hours for a full year (2080).
FUND An accounting entity with a self-balancing set of accounts which are segregated
for the purpose of carrying on specific activities or attaining certain objectives in
accordance with special regulations, restrictions or limitations.
FUND BALANCE The excess of assets over liabilities. The beginning fund balance is the residual
funds brought forward from the previous fiscal year.
Nonspendable fund balance -- Amounts that are not in a spendable form (such
as inventory) or are required to be maintained intact (such as the corpus of an
endowment fund).
Restricted fund balance -- Amounts constrained to specific purposes by their
providers (such as grantors, bondholders, and higher levels of government)
through constitutional provisions or by enabling legislation.
Committed fund balance -- Amounts constrained to specific purposes by a
government itself using its highest level of decision-making authority; to be
&LW\RI%R]HPDQ07 8 )<$SSURYHG%XGJHW
reported as committed, amounts cannot be used for any other purpose unless
the government takes the same highest-level action to remove or change the
constraint.
Assigned fund balance -- Amounts a government intends to use for a specific
purpose; intent can be expressed by the governing body or by an official or body
to which the governing body delegates the authority.
Unassigned fund balance -- Amounts that are available for any purpose; these
amounts are reported only in the General Fund.
GAAP See Generally Accepted Accounting Principles.
GENERAL FUND The fund used to account for all of the City’s financial resources except those
required to be accounted for in another fund.
GENERAL OBLIGATION
BONDS (G.O. Bonds) Bonds for the payment of which the full faith and credit of the issuing
government are pledged. These bonds usually require voter approval and
finance a variety of public projects such as roads, buildings, parks and
improvements.
GOAL A statement of broad direction, purpose or intent based on the needs of the
community.
G.O. BONDS See General Obligation Bonds.
GOVERNMENTAL
FUNDS Funds generally used to account for tax-supported activities. Governmental
funds include: general, special revenue, debt service, capital projects, and
permanent funds.
GRANT A contribution by one government unit or funding source to another. The
contribution is usually made to aid in the support of a specified function (e.g.
public safety or drug enforcement,) but is sometimes for general purposes.
IMPROVEMENT Special assessment districts formed by property owners who desire and are
DISTRICT willing to pay for mutually enjoyed improvements such as lighting or street
maintenance.
INFRASTRUCTURE Facilities that support the daily life and growth of the city, for example, streets,
public buildings, wastewater treatment, parks.
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INTERGOVERNMENT
REVENUE Funds received from federal, state, and other local government sources in the
form of grants, shared revenues, and payments in lieu of taxes.
INTERNAL SERVICE
FUND A fund used to account for the financing of goods or services provided by one
department or agency to other departments on a cost-reimbursement basis.
LEASE-PURCHASE
AGREEMENT Contractual agreements which are termed "leases", but which in substance
amount to purchase contracts for equipment and machinery.
LEVY (Verb) To impose taxes, special assessments, or service charges for the support
of governmental activities. (Noun) The total amount of taxes, special
assessments, or service charges imposed by a government.
LINE-ITEM BUDGET A budget that lists each expenditure category (salary, materials, telephone
service, travel, etc.) separately, along with the dollar amount budgeted for each
specific category.
LONG-TERM DEBT Debt with a maturity of more than one year after the date of issuance.
MANDATE Legislation passed by the state or federal government requiring action or
provision of services and/or programs by the City. Examples include the
Americans with Disabilities Act, which requires such actions as physical facility
improvements and provision of specialized equipment for public recreation and
transportation.
MILL LEVY Rate applied to Assessed Valuation to determine property taxes. A mill is
1/10th of a penny or $1.00 of tax for each $1,000 of assessed valuation.
OBJECT As used in expenditure classification, this term applies to the article purchased
or the service obtained (as distinguished from the results obtained from
expenditures). Examples are personnel services, contracted services, and
supplies and materials.
OBJECTIVE Desired outcome-oriented accomplishments 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 pertaining to daily operations that provides basic
governmental services. The operating budget contains appropriations for such
expenditures as personnel, supplies, utilities, materials, and services.
ORDINANCE A formal legislative enactment by the City Commission. If it is not in conflict
with any higher form of law, such as state statute or constitutional provision, it
has the full force and effect of law within the boundaries of the City.
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OUTSTANDING BONDS Bonds not yet retired through principal payment.
OVERLAPPING DEBT The City’s proportionate share of the debt of other local governmental units
which either overlap it or underlie it. The debt is generally apportioned based
on relative assessed value.
PAYMENT IN LIEU
OF TAXES Also referred to as PILT. Payments made in lieu of taxes from another
government or entity.
PERFORMANCE
BUDGET A budget that focuses on departmental goals and objectives rather than
line items, programs, or funds. Workload and unit cost data are collected in
order to assess effectiveness and efficiency of services.
PERSONNEL SERVICES Items of expenditures in the operating budget for salaries and wages paid for
services performed by City employees, as well as the fringe benefit costs.
PROPERTY TAX A levy upon each $100 of assessed valuation of real and personal property
within the City of Bozeman.
PROPRIETARY FUND Funds that focus on the determination of operating income, changes in net
position (or cost recovery) financial position, and cash flows. Proprietary funds
include enterprise and internal service funds.
RESOLUTION A special or temporary order of a legislative body (City Commission) requiring
less legal formality than an ordinance or statute.
RESOURCES Total amounts available for appropriation including estimated revenues, fund
transfers, and beginning fund balances.
REVENUE Funds that the government receives as income. It includes items such as tax
payments, fees for specific services, receipts from other governments, fines,
forfeitures, grants, shared revenues and interest income.
REVENUE BONDS Bonds sold for constructing a project that will produce revenue for the
government. That revenue is pledged to pay the principal and interest of the
bond.
RISK MANAGEMENT An organized attempt to protect a government’s assets against accidental loss in
the most economical method.
SPECIAL IMPROVEMENT
DISTRICT (SID) An area defined and designated for improvements, often financed with bond
proceeds that specifically benefit the property owners within the area of the
district. Debt is repaid through annual assessments to property owners.
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SPECIAL REVENUE
FUND A fund used to account for the proceeds of specific revenue sources (other than
special assessments, expendable trusts, or of major capital projects) that are
legally restricted to expenditure for specified purposes.
STATE SHARED
REVENUE Revenues levied and collected by the state but shared with local governments
as determined by state government. Entitlement funds received by the City
form the state of Montana is the largest State Shared Revenue.
TAXES Compulsory charges levied by a government for the purpose of financing
services performed for the common benefit. This term does not refer to specific
charges made against particular property for current or permanent benefits,
such as special assessments.
TIF Tax Increment Financing. A method of using incremental increases in property
tax values to fund the improvements or efforts of a designated area.
TRANSFERS IN/OUT Amounts transferred from one fund to another to assist in financing
the services from 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.
WORKING CAPITAL The different between current assets and current liabilities.
WORKLOAD
INDICATOR A unit of work to be done (e.g. number of permit applications received for the
number of burglaries to be investigated.)
WRF Water Reclamation Facility; commonly referred to in the past as a Wastewater
Treatment Plant
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