HomeMy WebLinkAboutFiscal Year 2013 Approved Budget, City of Bozeman Approved Budget For Fiscal Year 2013
8/28/2012
City of Bozeman, Montana
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CITY OF BOZEMAN, MONTANA
FISCAL YEAR 2012-2013
APPROVED
OPERATING AND
CAPITAL IMPROVEMENT BUDGET
CITY COMMISSION
Sean Becker— Mayor
Jeff Krauss— Deputy Mayor
Cynthia Andrus—Commissioner
Chris Mehl—Commissioner
Carson Taylor—Commissioner
CITY MANAGER
Chris Kukulski - City Manager
CITY STAFF
Anna Rosenberry, CPA—Finance Director
Stacy Ulmen—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.
This document is available on the City of Bozeman’s website at www.bozeman.net, and
It is also available for review in the office of the Clerk of Commission of the City of
Bozeman during regular business hours (8 a.m. to 5 p.m. Monday through Friday) at 121 N.
Rouse, Bozeman Montana, and
It is available for review at the Bozeman Public Library in hard-copy form or via a library
computer, and
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.
• Notices for these meetings are published in the legal advertisements of the Bozeman Daily
Chronicle newspaper, and
• Notices are also posted on the City’s website at www.bozeman.net.
Public Meetings of the City Commission are broadcast live on local-cable Channel 20.
Meetings are also re-broadcast throughout the week.
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DISTINGUISHED BUDGET PRESENTATION AWARD
______________________________________________________________________
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, 2011. The City has received this award for each budget it has prepared in the past 21
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.
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Table of Contents Page
Citizen Review & Participation 4
Distinguished Budget Presentation Award 5
City Manager’s Budget Message 9
Community, Demographic, and Statistical Information 23
Population 24
Core Values 27
Vision, Mission, and Goals 28
Adopted Work Plan for 2012‐2013 29
Planning Processes 32
Financial Policies 33
Budget Development & Administration 33
Revenue Collection 34
Expenditures & Payments 35
Debt Administration 37
Reserves & Fund Balances 38
Financial Reporting & Accounting 39
Financial Structure 41
The Budget Process 45
Organizational Chart 50
Financial Summary 51
Changes in Fund Balance/Working Capital 52
Mill Levies & Mill Values 54
Appropriations by Type 55
Appropriations by Fund 56
Revenues by Sources 57
Legal Debt Limit & Bond Ratings 58
Staffing Summary 59
Revenue Details 60
Revenue Trends and Analysis 62
Expenditure Details 67
Expenditure Trends and Analysis 69
Fund Balances/Working Capital Trends and Analysis 74
Revenue & Expenditure Trends for Each Fund 78
Long Range Financial Plans 92
City Commission 93
City Manager 96
Municipal Court 101
City Attorney 105
Finance 109
Planning 113
Facilities Management 120
Information Technology 124
Table of Contents Page
Police 127
Fire 134
Building Inspection 139
Parking 143
Public Services Administration 147
Streets 153
Storm Water 159
Water Plant 162
Water Operations 167
Wastewater Operations 171
Water Reclamation Facility (Wastewater Plant) 175
Solid Waste Collection 180
Solid Waste Recycling 183
Vehicle Maintenance 186
Cemetery 189
Parks 193
Forestry 189
Library 202
Recreation 205
Community Development 209
Non‐Departmental 215
General Obligation (G.O.) Bonds Debt Service 218
Special Improvement District (S.I.D.) Revolving Fund 221
Special District Debt 224
APPENDIX 227
Capital Expenditures Summary 228
Water, Wastewater & Storm Water Rate Increases 229
US Consumer Price Index 230
Transportation G.O. Bond Schedule 231
Library G.O. Bond Schedules 232
Glossary of Terms 234
CITY MANAGER’S BUDGET MESSAGE
___________________________________________________________
August 29, 2012
Bozeman City Commission:
I am pleased to present the Approved Budget for Fiscal Year 2012-2013 (FY13).
This year’s City Manager’s Recommended budget proposal was presented to you at its
earliest point in our tenure with the City: completed in late April, and presented in early
May. It evidenced our efforts to streamline our annual budget process, and adopt a final
Appropriation Resolution before June 30th. We began this effort in December 2011 by
considering the advantages and disadvantages of a revised Budget Calendar. With the
concerted help of staff members, community members, and the Commission, we have been
able to meet these newly established timeframes and have been successful in a final budget
adoption before June 30th
Adopting the City’s final budget before the fiscal year begins on July 1st has many
advantages.
Improves Understandability of our Financial Plans: Members of the public, our boards, and City
departments are often mystified that the City begins a Fiscal Year without a Final Budget
in place. However, the practice is common among Montana Cities and Counties because we
do not receive our taxable values from the State of Montana until August. Changing our
process to allow a Final Budget adoption before July 1st would fit with the more general
understanding of budget practices: Adopt Your Spending Plan Before Your Fiscal Year
Begins.
We believe it is reasonable, and can be very helpful, for us to adopt a “Final Budget” by the
end of June. If the taxable values received in August are substantially different from those
estimates contained in the adopted budget, we can schedule a hearing and amend the
budget in August at the same time we adopt tax levies. Because taxable values effect
operating budgets for a small number of funds (General Fund, Planning Fund, Health Insurance Fund, etc.), more than half of the organization’s budget (Water, Sewer, Solid
Waste, Parking, Building Inspection, Street & Tree Mtc, etc.) will be unaffected by the
certification.
Shortens the Budget Timeline by 33% = Improved Staff and Commission Efficiency: Shortening the
budget process itself from nine (9) months to six (6)months means that our departments
will spend less time analyzing “what do I do now that the Preliminary Budget has been
adopted but the Final Budget hasn’t?” and more time in a pure “operational” decision-
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making mode. In addition, we will eliminate the need to advertise, prepare, and hold the
Preliminary Budget Hearing and the preparation and adoption of the Preliminary Budget
Resolution. (Eliminate one hearing and one resolution.)
Risks and Trade-Offs: Significantly changing our Budget Process does not go without some
noted vulnerabilities. First, obviously, is the risk that Taxable Value estimates are
significantly different from those that are certified to us in August. We believe this is a
quantifiable and manageable risk. Second, when we have waited to adopt the final budget
until August/September, we have enjoyed knowing very closely where our revenue and
expenditure estimates “ended” the prior budget year. This process leaves those ending
amounts unknown at the time we adopt the Final Budget. However, we still track the
information and can make necessary budget corrections in the fall, and even affect the tax
levy during its regular process, when necessary.
Following this timeline, we held Final Budget Adoption (our Appropriation Resolution
hearing) on June 25, 2012. Our hearing on Tax Levies was held on August 27, 2012, with
this completed document issued shortly thereafter.
Commission Goals and the Recommended Budget
In February the Commission adopted an updated list of goals and initiatives for staff to focus on. The entire updated Work Plan can be found on page 31. While not every item
requires a change in budget allocations to accomplish, a number of them are directly
related to resource allocations this year. The Approved Budget includes:
• Implement the adopted economic development plan, integrating economic development principles throughout the organization. FY13 Budgetary Response: Increasing the part-time Planner I hours to full time (an addition of 0.25 FTE) will assist in staffing a
number of planning department initiatives in this area.
• Adopt comprehensive strategies and financial plans to address deferred maintenance.
• Street System
• Support rate adjustments that finance the street replacement fund. FY13
Budgetary Response: A 6% Increase in Street Maintenance
Assessments for Year 2 of a 3-year phase-in to fund the Street
Reconstruction Reserve. This amounts to $324,000 for street reconstruction projects this year.
• Support rate adjustments that finance the curb replacement program.
FY13 Budgetary Response: A 2% Increase in Street Maintenance
Assessments for Year 3 of a 5-year phase-in to fund the Curb
Replacement Reserve. This amounts to $150,000 for curb replacement projects this year.
• Sidewalks/trails. FY13 Budgetary Response: Matching funds of
$20,404 for the Community Transportation Enhancement Program
project to install pedestrian facilities along Oak Street.
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• Water distribution system. FY13 Budgetary Response: 4.5% increase in Water Rates to help support increased pipe replacement projects of $1 Million.
• Waste water collection system. FY13 Budgetary Response: 6% increase in
Wastewater Rates to help support increased pipe replacement projects of $1 Million.
• Facilities
• Complete design of the Police Station/Municipal Court FY13 Budgetary
Response: $250,000 to continue building design (total of $750,000
budgeted between FY12 and FY13.)
• Bogert Pool FY13 Budgetary Response: $177,000 for Repair/Design of Pool.
• Improve Parks and Recreation Amenities Parks, trails and outdoor recreation bond FY13 Budgetary Response: The City Commission budget includes $4,000 for the election costs associated with a parks and trails bond question in November 2012.
• Complete an Integrated Water Resource Plan. Develop a strategy to purchase additional
water rights. FY13 Budgetary Response: In the Water Fund, $40,000 for the Water Rights Consultant and $20,000 for Water Rights Attorney.
• Create a storm water utility. FY13 Budgetary Response: The establishment of a new Enterprise Fund and the creation of a new Utility for the mapping, maintenance, and
monitoring of our Storm Water system.
• Support Gallatin College Programs. Approve 2013 fiscal year budget that includes 1.5 mills for Gallatin College programs. FY13 Budgetary Response: Includes $125,600 in funding for the Gallatin College Programs in the Economic Development Department.
• Implementation of the community climate action plan
• Begin the 10% Energy Reduction Challenge FY13 Budgetary Response:
$10,000 in Grants/Sustainability program budget.
• Enhance Bozeman Creek Rouse Ave Reconstruction. FY13 Budgetary Response: Creation of the utility this year is critical to our ability to fund these water quality improvements.
Significant changes during the past 12 months
Dedicated Street Maintenance funds reserved for Reconstruction Projects: With
the increase in Street Maintenance Assessments last July, the Commission made two
important financial steps to address the deferred maintenance of our street network. First,
they dedicated approximately $160,000 in FY12 to a reserve for Street Reconstruction. The
plan is to add an additional 6% of street maintenance assessments to this reserve over an additional two years (6% in FY13 and another 6% in FY14). This will accumulate roughly
$500,000 each year to reconstruct streets in town. Last fall, a 5-Year Capital Improvement
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Plan was established for this money, with future projects identified. Second, they borrowed
approximately $1.5 Million (repaid over the next 10 years) to reconstruct South 8th Street,
with the debt repaid by another 7% increase in Street Maintenance Assessments. The
South 8th Street reconstruction will begin within a number of weeks – and should be a
significant improvement to property values and the functioning of our street system.
General Fund Budget Savings Reserved for Capital Improvement Plan items:
With a true budgetary focus on addressing our lack of maintenance of capital facilities, the
Commission also dedicated a large portion of FY12’s budget savings (revenues in excess of
expenditures) to a reserve assigned for capital improvement projects. This budget strategy
allowed us to being the design work for the Police & Municipal Court facility roughly a year
earlier than expected, and left a source for us to draw on to make important heater repairs
at the Swim Center. We believe this use of budget savings is a great model; it rewards staff
with the benefits of prudent spending by helping address the lack of funding for capital,
and has true dividends for the citizens who rely on our facilities.
Refinance of General Obligation Bonds: At the same time that this budget was being
developed, we refinanced all ($3.1 Million) of existing General Obligation debt related to the
Library and Transportation Bonds. With the final underwriting, taxpayers will see a net
savings of over 11% on the transaction; saving over $350,000 over the remaining life of the
debt, and approximately 1 mill ($80,000 in interest costs this year alone.)
Sale of the Story Mansion: Removing the need to fund future capital, providing
cash, and budgeting for the maintenance of the Story Park: In April 2012, the
Commission approved the sale of the historic Story Mansion to a non-profit group, Exergy-
Friends of the Story. The sale was expected to be completed by June 30th, but has been
delayed to late summer. This group promises to rehabilitate and operate the facility, with
the first floor remaining open to the public as a community center. The city will receive
approximately $390,000 in cash to the General Fund from the sale. While this amount is
much lower than the approximately $3.5 million that has been invested in buying and
preserving the property (city, state, and federal dollars), we will no longer be responsible for
funding the extensive rehabilitation of the 2nd and 3rd floors of the Mansion, or the Carriage
House. Our Facilities Maintenance department will no longer maintain the building, and
our Parks and Recreation Department will no longer need to maintain the grounds or clean
and rent the facility. We have budgeted $5,000 for our share of on-going park maintenance,
including snowplowing.
Changes to Vehicle Replacement Policy: During the development of our Capital Improvement Plan this past fall, the Commission expressed concern that the City’s mileage limits for replacement of light vehicles was out-of-line with current automobile life-spans and potentially resulting in the replacement of vehicles too soon. In February, the City Manager revised the Policy so that vehicles are now considered for replacement every 20 years or at/near 150,000 miles. Previously they were considered for replacement every 15 years or at 100,000 miles. Police patrol cars are now to be replaced after 5 years of service or at the discretion of the Chief. Specialized equipment in patrol cars will be evaluated for
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re-use. As a result of this change, two light vehicles that had been scheduled for replacement are not included in the FY13 Budget. We will modify the scheduling of the remainder of the CIP vehicle replacements when we update the plan this coming fall.
Streamline funding: This approved budget includes the equivalent of one mill (~$83,000)
be dedicated to the Streamline bus system this year. This is similar to the amount funded
in FY12, but was the first time the Recommended Budget came forward with a full mill of
funding. When the Commission met with the Streamline Board in December, the
importance of funding support, and the timing of Streamline’s budget process were
discussed. The City’s effort to adopt a Final Budget before June 30th should provide a bit
more certainty for the Streamline Board’s annual financial plan.
State Entitlement Share Frozen: During the 2011 State Legislative session, the State
eliminated the statutory growth factor for our Entitlement Share dollars for FY12. Under
the prior statute, the City would have seen approximately $150,000 in increased revenue in
the General Fund in FY12 and further increases in FY13. Instead, both FY12 and FY13
will see ZERO growth in Entitlement Share over FY11’s amounts in the general fund, and a
10% decrease (-$3,100) for the Downtown Tax Increment District.
Solvent Site Active Remediation: After a decades-long effort, the Montana Department
of Environmental Quality entered a Record of Decision regarding the clean-up of the
Bozeman Solvent Site. This budget contains approximately $660,000 in planned
expenditures in the Wastewater Fund for active remediation of the Site. This multi-year
remediation project is being undertaken with CVS Pharmacy.
MMIA Declaratory Action: In December 2009, the Montana Supreme Court ruled
against the City in our appeal of Delaney v. City of Bozeman. At issue was the City’s
purchase of the Mandeville Farm property in 2003. Delaney was awarded $3 Million. The
City and MMIA are working towards a judicial determination as to whether the City or the
MMIA is responsible for the payment. Currently the MMIA has paid the judgment, subject
to a non-waiver provision that could require the City to reimburse the MMIA, if the courts
find the City is obligated. We anticipate a judicial determination sometime during 2012.
As a part of FY13 Budget development, we presented options and planned for the worst
case scenario – the full judgment amount – coming from the General Fund over the next 3
years.
Water Plant Construction ($41 Million): Construction has been underway, and
expected to span 3 fiscal years, for this critical public works project. This budget includes $18.6M in construction spending on the project, and $19.5M in borrowing. While the new
Water Treatment Plant will require substantial borrowing through completion (estimated
$20M total), we didn’t need to borrow funds in FY12. We will completed loan documents in
FY12 and begin borrowing in FY13. This borrowing is secured by water-system rate-
payers, and is part of the need for rate increases over the coming years.
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Staffing Levels and Changes
General Fund Positions
The approved budget adds Planner I hours in the Planning Department (receiving General
Fund support), and part-time Custodian services at the Library, and brings on one
Battalion Chief position to start April 1, 2013.
Public Safety Positions (Police & Fire): Prior to the recession, in November 2007, local
voters approved increasing our tax levy to add staff to both the Police and Fire
Departments. We have budgeted for, and continue to strive to fill all of the authorized
positions in FY13.
The levy also approved funding three Battalion Chief positions within the Fire Department,
as a result of adding a third Fire Station to the City. After careful consideration and
operation of the three stations for nearly three years, we are now recommending that the
Battalion Chief positions be filled. The approved budget brings one of these positions on-
board in the last quarter of the fiscal year.
Recommended Staffing Changes for FY13 –
General Fund
Number of Full-
Time Equivalent
Positions
Battalion Chief, Start Date 4/1/2013 1.00 (with a partial
year in FY13)
Custodian – Library/Facilities Maintenance 0.50
Planner I – Planning 0.25
Net Change 1.75 FTE
Enterprise Fund Positions
We are recommending the following positions be added in our Water, Sewer and Storm
Water funds.
Recommended Staffing Changes for FY13 –
Enterprise Funds
Number of Full-
Time Equivalent
Positions
Water/Sewer – System Integrator (SCADA) 1.0
Storm Water – GIS Technician 1.0
Net Change 2.0 FTE
The System Integrator position would be responsible for the city-wide computerized system
that controls and monitors our water plants, water distribution/collection systems, and the
water reclamation facility. Because of the customization and integration of our system, and
the significantly increased technological components of the new plants, we believe this
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position should be filled in the coming year. Bringing someone on-staff to do this work will
save money that is currently spent on contracts, bring about improvements in system
integration, and mitigate the risk that our only local contractor for SCADA work was
needed but unable to provide service in an emergency.
The Storm Water GIS Technician is needed to begin the critical first step of mapping our
Storm Water system. The City’s most glaring deficiency in permit compliance was our lack
of complete system maps. This position is funded by and would be hired to coincide with
the creation of the Storm Water Utility.
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 totals $24.2 Million in expenditures, in the following
areas:
Department General Fund Amount
Commission $ 141,343
City Manager/Admin 845,112
Courts 650,312
Attorney 714,503
Finance 830,904
Facilities 1,578,772
Information Technology 966,116
Police (incl State Ret.) 7,338,672
Fire (incl State Ret.) 4,952,784
Public Services/Streets 169,028
Cemetery 437,443
Parks 1,475,094
Library 1,494,355
Recreation 1,356,415
Community Development 382,976
Other 855,616
Total Expenditures $24,189,445
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As shown in the above graph, Police and Fire services combined comprise 50% of the
General Fund’s spending. The next largest departments are grouped together, each
spending roughly $1.5 Million and comprising 6-7% of the budget: Parks, Recreation,
Library, and Facilities Maintenance.
General Fund Unreserved Fund Balance: The City’s Charter requires an
established minimum level of General Fund Unreserved 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 75, this budget meets the
required minimum and could provide an additional $442,583 to be dedicated to other
purposes, or left unassigned for future use.
General Fund Estimated Minimum Reserve (16.67%) Unassigned
FY13 Recommended $ 3,862,161 $ 442,583
Additional Debt: The city is authorized to borrow up to $19.5M for the construction of
the Water Plant. This borrowing is backed by the water utility rate-payers.
Commission
1%
City
Manager/Admin
3%
Courts
3% Attorney
3% Finance
3%
Facilities
7%
Information
Technology
4%
Police
30%
Fire
20%
Public
Services/Streets
1%
Cemetery
2%
Parks
6%
Library
6%
Recreation
6%
Other
4%
FY13 General Fund Budget
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We also anticipate refunding approximately $3 Million of General Obligation debt before
June 30th. However, a refunding merely replaces existing bonds with lower-interest rate
bonds, and does not increase the total amount of debt outstanding.
The Commission may ask the voters to approve a Parks and Trails bond issue in the coming
months. If approved, the timing of debt issuance would coincide with our need for cash to
fund the stated purposes that voters approved, this could potentially be in later FY13, or in
fiscal years beyond.
Mill Levy Comparisons
Given the City’s measures to return budget savings to the taxpayers, our levy remains at
7th for comparable communities in our state. The table below shows the city tax levy for a
number of communities in Montana.
City 2010 Census
Populations
FY2012 Mills Levy Rank As a % of Bozeman
Levy
Havre 9,310 241.26 1 145%
Missoula 66,788 233.34 2 140%
Livingston 7,044 209.06 3 125%
Great Falls 58,505 183.24 4 110%
Kalispell 19,927 175.93 5 106%
Billings 104,170 168.73 6 101%
Bozeman 37,280 166.75 7 100%
Belgrade 7,389 156.69 8 94%
Helena 28,190 155.82 9 93%
Whitefish* 6,357 120.40 10 72%
West Yellowstone* 1,271 88.21 11 53%
West Yellowstone and Whitefish both utilize Local Option Resort Taxes as an alternative or
supplement to property taxes, which the City of Bozeman is currently prohibited from by
state law.
Residential City Property Taxes for FY11, FY12 and FY13
At the time voters approved the increase in tax levies for Police & Fire positions, the city’s
tax levy was 154.18 mills. Adding the approved 30 mills, which were to gradually increased
to a total of 30 mills by FY11, would leave taxpayers with an estimated mill levy of 184 mills. The City’s total tax levy has never reached this level, and has been substantially
lower than the maximum allowed by law, due to the following items:
• The City did not immediately utilize the full amount of the 12 Mill Fire Department
Staffing Increase due to award of a $948,825 SAFER Grant; that levy will increase to its maximum level in FY13, upon full expiration of the 4-year grant.
• For FY11, we reduced the adopted levy for the FY11 Safer Grant and Battalion
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Chief positions, 911 related mills, and an additional $578,990 (7.16 mills.) This
resulted in a tax levy of 168.75 mills, over 29 mills ($2.3 Million) lower than our
statutory limit.
• For FY12, we reduced the adopted levy for the FY12 Safer Grant and Battalion
Chief positions, 911 related mills, and an additional $684,976 (8.34 mills.) This
resulting tax levy of 166.75 mills was 29.87 mills ($2.5 Million) lower than our
statutory limit.
• For FY13, we recommend reducing the adopted levy for the FY12 Police Vacancy
Savings & FY13 Fire Vacancy Savings (estimated to be $578,525) and
approximately $1,263,330 in General Fund revenue reduction.
•
For the FY13 tax year, the City will be levying a total of 166.75 mills.
Assessed Market Value FY11 Taxable
Value
FY11 City Tax Levy =
168.75 mills
FY12 Taxable
Value
FY12 City Tax Levy =
166.75 mill
FY13 Estimated
Taxable Value
FY13 Estimated
City Tax Levy =
166.75 mills
Median Home ~ $133,380 $3,761 $634 $3,761 $627 $3,761 $627
$150,000 $4,230 $714 $4,230 $705 $4,230 $705
$200,000 $5,640 $952 $5,640 $940 $5,640 $940
*Restated for FY11-FY13 for newly reported “Median Home” value.
The median home “assessed market value” represents the value on the tax roll for a home
within the Bozeman city limits. This is the value of the property after the “homestead
exemption” is applied. Median simply means that half of the homes in the city have a
higher value and half have a lower value. Last fall, the City received the full listing of
parcel data from the Montana Department of Revenue, allowing us to re-calculate the
median residence’s taxable value. We anticipate being able to derive this number each
year, going forward.
General Taxes - Cost per Mill
For FY12, the value of one mill increased 2.1% to $82,062. We estimated a similar 2.1%
increase for FY13; Actual taxable values, upon certification in August, showed a 1.4%
increase over the previous year. Taxable values for the city have had an average annual
increase of 5.4% for the past 5 years; although the most recent two years have seen
increases of 2.7% and 2.1% respectively.
City residents living in the median residential home will pay approx $3.71 for each mill the
city levies. In FY13, that is estimated to total $627 in annual property taxes on the median
home. This is no increase compared to last year, and is estimated to be $115.50 (31.13
mills) lower that our statutory maximum tax rate.
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City-wide Street and Tree Maintenance Assessments
City property owners pay annual street and tree assessments based on the square footage
of the lot they own. These assessments are the major funding for Street Maintenance and
Forestry Divisions. With the Commission’s focused goal of addressing deferred
maintenance, we have been undertaking a 3-year increase to the Street Maintenance
Assessment. At the same time, we are proposing to create a Storm Water Utility. The
Utility would pay for the costs of compliance and monitoring our Storm Water Permit, all of
which are currently paid for by the Street Maintenance Assessment. After all is said and
done, the recommended budget is based on a 8.7% increase in the Street assessment,
resulting in an annual assessment of $113.78 for the average sized lot. This increase is a
result of the following:
• Continued increase to Curb Replacement Fund (2% increase to 6%, ~$160,000
annually)
• Increase to a Street Reconstruction Reserve (6% increase to 12%, ~$320,000
annually)
• Increase in Other Operating needs. (0.7%, ~$19,000)
The budget recommends no increase to the Tree Maintenance Assessment maintaining an
annual assessment of $16.86 for the average sized city lot. Combined, the annual increase
in special assessments over the previous year is $9.11 for owners of an averaged sized lot in
the city.
Lot Size FY11 Approved 5% Streets & 4% Trees FY12 Approved 18% Streets & 0% Trees FY13 Recommended 8.7% Streets & 0% Trees
Small= 5,000 sq ft. Streets—$59.12 Streets—$69.76 Streets—$75.82
Trees—$11.24 Trees—$11.24 Trees—$11.24
Average = 7,500 sq ft. Streets—$88.70 Streets—$104.67 Streets—$113.78
Trees—$16.86 Trees—$16.86 Trees—$16.86
Large = 10,000 sq ft. Streets—$118.27 Streets—$139.56 Streets—$151.70
Trees—$22.50 Trees—$22.50 Trees—$22.50
NEW UTILITY! Storm Water Rates
As we have previously discussed, this budget includes the recommendation to create
a Storm Water Utility) to better fund and address the mapping, monitoring and
compliance, maintenance and replacement of our storm water infrastructure. At
policy meetings this spring, the Commission gave staff feedback on proposed
methods for charging residents for Storm Water services. Until more detailed
mapping can be done, we will be using a simplified method of charging residents for
service based on the size of existing water meters. These items were presented and
approved for formal adoption at public hearings held in June 2012. We began to bill
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customers for service on August 1st, showing on their utility bill due in mid-
September.
Water Meter
Size:
FY12 Charge/Month FY13 Approved Charge/Month
5/8" None. Some Storm Water Costs
contained in Street Maintenance
Assessment
$ 1.67
1" $ 2.21
1 1/2" $ 3.48
2" $ 5.06
3" $ 8.74
4" $ 14.02
6" $ 26.12
8" $ 41.30
Approved Rates: The vast majority, 93%, of City properties utilize a 5/8” water
meter. This will result in a monthly rate of $1.67, or $20.04 annually. With billing
beginning on August 1, residents will pay for 11 months of service this fiscal year,
at a cost of $18.37. In the future, we anticipate that mapping data will be available
to develop a Storm Water Utility charged based on impervious service size (roofs
and parking lots) or other factors that are a much better indicator of storm water
service requirements. Until then, we will be moving forward with this much-
simplified rate methodology, so that mapping and other system assessments can be
completed.
Water & Sewer Rates
City property owners are by-and-large required to utilize the city’s water and sewer treatment systems. The adopted facility plans outline large capital projects will need to be
funded in the coming years.
In the summer of 2011, with the near-completion of the Water Reclamation Facility
construction, and the beginning of the Water Treatment Plant construction, we updated our
5-year study of both Water and Sewer Rates. We will be presented this detailed analysis to
the Commission during the summer, for decision making on rate changes effective
September 1, 2011. As with the Street system, we have developed a recommendation that
aggressively addresses the issue of deferred pipe maintenance.
Approved Rate Increase Amount Dedicated to Deferred Maintenance Water Rates Sewer Rates
To Fund Current Operations,
Capital & Address Deferred Maintenance over 20 years.
~$900,000/year 4.5% each year, for
the next 5 years
6% each year, for
the next 5 years
20
For FY13, a residential customer utilizing 10 hundred cubic feet of water each month, will
see an estimated combined monthly increase for these services of $4.21/month, or $50.52
per year, and will aggressively addressing the system’s deferred pipe maintenance.
Because of our inclined-block rate schedules for water services, the increase that residents
experience will relate to their individual patterns of water usage (peaks, etc.)
Average
Residential Customer
FY11 Monthly Bill 3.2% Increase Water 10.2% Increase Sewer
Adopted
FY12 Monthly Bill 4.5% Increase Water 6% Increase Sewer
Adopted
FY13 Monthly Bill 4.5% Increase Water 6% Increase Sewer
Water $36.78 per month $38.43 per month $40.15 per month
Sewer $39.20 per month $41.55 per month $44.04 per month
Total $75.98 per month $79.98 per month $84.19 per month
Capital Improvements and their Impact on our Operating Budget
The City annually prepares a 5 Year Capital Improvement Plan (CIP), most recently
adopted for FY13-FY17 this past December. The items that are scheduled in that plan each
spring become the starting point for budget requests at budget development time. This
year, capital expenditures total over $29 Million. These purchases will have varying effects on our operations this year and into the future. See the Appendix for a listing of capital
improvement items.
Capital Item Budget Amount Anticipated Impact on Operating Budget
W07 – Water Treatment Plant $18,664,488 This plant is not estimated require an addition to existing plant staff. Annual O&M costs = est. $1,735,901 (including existing staff plus new plant expenses). Included and funded in City’s water rate model. SIF06 – College Street Expansion $4,490,500 Annual Operating & Maintenance Costs: Incremental increases in sweeping, plowing and general maintenance costs. Current cost estimate of $8,725 per street mile maintained annually. W04 – Water Pipe Replacement $1,205,720 Annual Operating & Maintenance Costs: Pipe replacements generally decrease the maintenance effort required. Current cost estimate of $12,500 per water-main mile maintained annually. WW08 – Wastewater Pipe Replacement $886,000 Annual Operating & Maintenance Costs: Pipe replacements generally decrease the maintenance effort required. Current cost estimate of $12,500 per wastewater-main mile maintained annually.
GF050 – Design of Police & Court Facility
$500,000 Annual Operating and Maintenance Costs: Not estimated at this time. Currently, the City pays facility costs to the County for our square footage at the L& J. We anticipate asking voters to approve an operating levy, if necessary, when approving the construction levy.
W24 – Fixed Base $90,000 Allows daily reading of water meters and will allow
21
Meter Reading staff to quickly respond to potential water leaks, meter tampering and backflow events. Will eliminate driving in the areas that are being read by the fixed base units. This will allow us to contact customers at the start of a leak event and save both money and water.
Sale of Story Mansion property n/a With the sale of the historic Story Mansion property, the city will no longer be funding the operations and maintenance of the home. This will positively impact Parks, Recreation, and Facility Maintenance staff time, as well as remove future needs for multi-million rehabilitations to the 2nd, 3rd floors, and Carriage House.
In Conclusion
The past 12 months have seen the City making considerable strides in funding important
community needs, some of which have been neglected for decades. It is truly a pleasure to
work with public servants, both Commission and Staff, who believe so strongly in making
Bozeman a better place for both the near-future and for future generations.
We are also extremely appreciative of the work and support that has been given in our
effort to bring forward, and conclude, our Annual Budget process before Fiscal Year 2013
actually began.
Respectfully,
Chris Kukulski, City Manager
Anna Rosenberry, Finance Director
22
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 fifth largest city in the state. It is the principal city of the
Bozeman micro-politan 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-America
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 Gallatin Field Airport.
Below are a number of US Census Bureau facts for Bozeman and the State of
Montana.
People QuickFacts Source: US Census Bureau Bozeman Montana Bozeman as %
of Montana Data
Population, 2010 census 37,280 989,415 3.8%
Population, 2006 estimate 35,061 944,632 3.7%
Population, 2000 estimate 27,509 902,195 3.0%
Population, 1990 estimate 22,620 799,065 2.8%
Population, percent change, April 1, 2000 to July 1, 2006 26.5% 4.7% 563.8%
Population, 2000 27,509 902,195 3.0%
Persons under 5 years old, percent, 2000 5.0% 6.1% 82.0%
Persons under 18 years old, percent, 2000 16.0% 25.5% 62.7%
Persons 65 years old and over, percent, 2000 8.0% 13.4% 59.7%
Female persons, percent, 2000 47.4% 50.2% 94.4%
White persons, percent, 2000 (a) 94.7% 90.6% 104.5%
Black persons, percent, 2000 (a) 0.3% 0.3% 100.0%
American Indian and Alaska Native persons, %, 2000 1.2% 6.2% 19.4%
Asian persons, percent, 2000 (a) 1.6% 0.5% 320.0%
Native Hawaiian and Other Pacific Islander, %, 2000 0.1% 0.1% 100.0%
Persons reporting two or more races, percent, 2000 1.5% 1.7% 88.2%
Persons of Hispanic or Latino origin, percent, 2000 (b) 1.6% 2.0% 80.0%
Living in same house in 1995 and 2000, % 5 yrs old & 29.3% 53.6% 54.7%
23
over
Foreign born persons, percent, 2000 3.7% 1.8% 205.6%
Language other than English spoken at home, % age
5+
7.1% 5.2% 136.5%
High school graduates, % of persons age 25+, 2000 94.3% 87.2% 108.1%
Bachelor's degree or higher, % of persons age 25+,
2000 49.5% 24.4% 202.9%
Mean travel time to work (min), workers age 16+, 2000 13.9 17.7 78.5%
Population: Bozeman’s population has been growing steadily since 2000. The rate of population
increase is estimated to have peaked in 2005 at 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 37,280 for 2010 indicates a total 32.8% 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% 34.0%
2008 39,004 3.6% 38.9%
2009 39,282 0.7% 39.9%
2010* 37,280 -5.1% 32.8%
28,083 28,917 30,018 31,545 33,269 34,698 36,668 37,643 39,004 39,282 37,280
-
10,000
20,000
30,000
40,000
50,000
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Bozeman Population, Est.
US Census Bureau
24
The US Census Bureau accumulates and reports various business data for Bozeman. Below are a
number of their 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 2002.
Business QuickFacts Source: US Census Bureau
Bozeman
Montana
Bozeman as
% of Montana Data
Wholesale trade sales, 2002 ($1000) 280,694 7,223,420 3.9%
Retail sales, 2002 ($1000) 679,846 10,122,625 6.7%
Retail sales per capita, 2002 $23,035 $11,119 207.2%
Accommodation and foodservices sales, 2002 ($1000) 92,926 1,537,986 6.0%
Total number of firms, 2002 4,833 100,402 4.8%
Black-owned firms, percent, 2002 <100 0.2% n/a
American Indian and Alaska Native owned firms, percent, 2002 <100 2.0% n/a
Asian-owned firms, percent, 2002 <100 0.5% n/a
Hispanic-owned firms, percent, 2002 <100 1.0% n/a
Native Hawaiian and Other Pacific Islander owned firms, %, 2002 <100 <0.05% n/a
Women-owned firms, percent, 2002 21.7% 24.4%
Private Employers: The Montana Department of Labor and Industry reports the following largest
private employers within the City’s boundaries.
Employer Employee Size Employer Employee Size Bozeman Deaconess Hospital 500-999 Employees Right Now
Technologies
250-499 Employees Wal-Mart 250-499 Employees Albertson’s 100-249 Employees Bozeman Daily Chronicle 100-249 Employees Community Food Co-
Op
100-249 Employees Costco 100-249 Employees First Security Bank 100-249 Employees Murdoch’s Ranch & Home Supply 100-249 Employees Kenyon Noble Lumber
& Hardware
250-499 Employees Lowes 100-249 Employees Martel Construction 100-249 Employees McDonalds 100-249 Employees Ressler Chevrolet 100-249 Employees Ridge Athletic Club 100-249 Employees Town Pump 100-249 Employees Rosauers Supermarket 100-249 Employees Simkins-Hallin Lumber 100-249 Employees
25
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 #7 500-999 Employees City of Bozeman 250-499 Employees Gallatin County 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 2011, 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 3,102,385 3.78%
Qwest Corporation 2 1,117,377 1.36%
Bresnan Communications 3 1,053,442 1.28%
Cello Partnership 4 582,609 0.71%
Harry Daum 5 515,630 0.63%
Wal Mart Stores 6 374,454 0.46%
Stone Ridge Partners 7 362,604 0.44%
Bridger Peaks Holdings 8 328,509 0.40%
Highgate Bozeman 9 325,730 0.40%
BVVI/HJSI Bozeman 10 319,807 0.39%
Total $ 8,082,547.00 9.85%
26
CORE VALUES
___________________________________________________________
The City’s core values were adopted in 2005 by City Commission Resolution No. 3832. They were
developed through extensive discussion the City Manager had with staff groups from all departments,
including department directors. These core values are what create the culture of our organization.
Integrity
Be honest, hardworking, reliable and
accountable to the public.
Leadership
Take initiative, lead by example, and
be open to innovative ideas.
Service
Work unselfishly for our community and its citizens.
Teamwork
Respect others, welcome citizen involvement,
and work together to achieve the best result.
27
VISION, MISSION, AND GOALS
___________________________________________________________
Vision: Bozeman, Montana: The most livable place.
Mission: To enhance the quality of life through excellence in public service.
Goals:
1. Encourage and promote opportunities for citizenship.
2. Provide and communicate quality customer service.
3. Build a strong team of staff, elected officials and citizens.
4. Anticipate future service demands and resource deficiencies and
be proactive in addressing them.
5. Develop a visually appealing and culturally rich community.
6. Commit to a strong financial position.
7. Provide excellent and equitable public services which are
responsive to the community within available resources
28
ADOPTED WORK PLAN FOR 2012-2013
___________________________________________________________
City of Bozeman 2012 – 2013 Work-Plan
Adopted February 27, 2012
1. Implement the adopted economic development plan, integrating economic development principles throughout the organization (Fontenot/McHarg/Arkell)
a. Implement community development service delivery system changes
b. Commitment to a business-friendly process with a focus on retention and expansion of existing local businesses
c. Expand Planning Director administrative approvals
d. Implement administrative deviation and alternative compliance process
e. Exempt small projects based on specific criteria (i.e. COAs)
f. Implement over the counter approvals
g. Simplify reuse application process
h. Reduce conditional use permits
i. Consolidate regulatory structure of zone district standards and overlay zone
guidelines (entryway corridor design standards)
j. Evaluate approaches for conversion of condominium lots to townhome
k. Adoption of a Mandeville Farm plan in collaboration with the Department of Natural
Resources
l. Support MSU's innovation campus
2. Adopt comprehensive strategies and financial plans to address deferred maintenance (Winn/Arkell/Rosenberry/Hixson)
a. Street System – 15 year strategy to eliminate deferred maintenance
• Support rate adjustments that finance the street replacement fund
• Support rate adjustments that finance the curb replacement program
• Storm Water (see storm water utility)
• Sidewalks/trails
b. Water distribution system – 20 year strategy to eliminate deferred maintenance
• Support rate adjustments that finance the CIP pipe replacement program
c. Waste water collection system – 20 year strategy to eliminate deferred maintenance
• Support rate adjustments that finance the CIP pipe replacement program
d. Facilities (Winn)
• Complete design of the Police Station/Municipal Court
• Implement facility condition assessment recommendations
• Bogert Pool
3. Improve Parks and Recreation Amenities (Winn/Dingman/Kukulski/Commission)
a. Complete the recreation and aquatics facility feasibility study
b. Parks, trails and outdoor recreation bond
4. Complete an Integrated Water Resource Plan (Arkell/Hixson)
29
a. Develop a strategy to purchase additional water rights
5. Create a storm water utility (Arkell/Hixson)
6. Enhance Downtown Development Opportunities (Fontenot/Arkell/Hixson)
a. Collaborate with the Downtown Partnership, Montana Department of Transportation
and Transportation Coordinating Committee to finalize design and implement the
Downtown Urban Route Transformation Project.
b. Facilitate development of a downtown hotel as identified in the downtown development plan.
7. Support Gallatin College Programs (Commission/Kukulski)
a. Approve 2013 fiscal year budget that includes 1.5 mills for Gallatin College
programs.
b. Gain regional support and request a county wide levy for Gallatin College Programs
(1.5 mills)
8. Implementation of the community climate action plan (Rosenberry/Meyer/NCAT
Intern)
a. Complete Branding and Outreach Plan (Community Working Group)
b. Complete the Idle-Free Bozeman campaign (Community Working Group)
c. Begin the Commercial Building Benchmarking program (Community Working
Group)
d. Begin the 10% Energy Reduction Challenge (Community Working Group, 2013)
e. Work to bring LED Lighting to city streets, parks, and facilities
f. Promote Recycling & Composting programs (partnerships with City/Schools/MSU)
g. Scope Alternative Energy potential at City Facilities. (Energy Performance
Contractors, WRF Co-generation, Solar Hot Water.)
9. Develop a legislative agenda for 2013 (Commission/Kukulski)
Tier II
10. Research “Buy local” initiative
11. Enhance Bozeman Creek.
1. Bogert Park
2. Rouse Ave reconstruction
3. City Hall Parking
12. Adopt the International Building Maintenance Code
13. Address Senior Center parking
30
Organizational Initiatives The following matrix illustrates organizational initiatives City staff recognizes as in need of reform to fulfill the City
goals as listed in the annual budget. This matrix is designed to provide a reference during a more detailed discussion on retreat agenda item IV. To develop and
successfully implement each initiative significant staff time and/or other resources will be required. Several of these initiatives are currently being addressed by
established teams. Others are not currently being addressed but must be within the next two years.
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1. Records and Information Management
2. Community Development Service Delivery
3. SunGard - Community Development Module
4. Develop a Contract and Procurement Policy/Manual
5. Structure the Risk Management Program
6. Implement New Technologies
7. Codification Part II
8. Budget Process
9. Advisory Boards
10. Integrate Economic Development Principles Throughout Organization
31
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:
1. Bozeman Community Plan—Adopted 2010.
2. Bozeman Area Transportation Plan—Adopted 2009.
3. Police Services Facility & Staffing Plan—adopted 2007.
4. Fire Services Master Plan— adopted 2006.
5. Wastewater Facility Plan—adopted 2006.
6. Water Facility Plan—adopted 2006.
7. Storm water Facility Plan—presented February 2008.
8. Parks, Recreation, Open Space, and Trails Plan—Adopted 2007.
9. Municipal Climate Action Plan—Adopted 2008.
10. Community Climate Action Plan – Adopted 2011.
11. Economic Development Plan—Adopted 2010.
12. Downtown Improvement Plan—Adopted 2010.
13. Affordable Housing Needs Assessment – Underway.
Plans for Facility Maintenance:
1. Aquatics Facility Survey for Swim Center & Bogert Park Pool—July 2008.
2. City-Owned Facility Assessments—2008, with updates ongoing.
Financial Plans:
1. Annual Budget—Adopted each August.
2. Capital Improvements Plan - Updated & adopted each year; most recently for 2013-
2017.
3. Water Rate Study (5 Years) – Updated for FY12-FY16.
4. Wastewater Rate Study (5 Years) – Updated for FY12-FY16.
5. Impact Fee Studies (Water, Sewer, Streets, Fire) - 2007, updates to be completed in
2012.
6. Solid Waste Rate Study – Underway, to be completed in 2012.
32
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.
33
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
34
occurring during the year--resulting in either deficit spending or required spending reductions. Realistic
and conservative revenue estimates, on the other hand, will serve to minimize the adverse impact of
revenue shortfalls and will also reduce the need for mid-year spending reductions.
3. The city will pursue an aggressive policy of collecting revenues.
An aggressive policy of collecting revenues will help to insure the city's revenue estimates are
met, all taxpayers are treated fairly and consistently, and delinquencies are kept to a minimum.
4. The city will aggressively pursue opportunities for Federal or State grant funding.
An aggressive policy of pursuing opportunities for Federal or State grant funding provides citizens
assurance that the city is striving to obtain all state and federal funds to which it is entitled--thereby
reducing dependence upon local taxpayers for the support of local public services.
5. User fees and charges will be used, as opposed to general taxes, when distinct beneficiary populations
or interest groups can be identified.
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).
35
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:
• 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.
• 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.
• 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.
• Unassigned -- Amounts that are available for any purpose; these amounts are reported only in
the General Fund.
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
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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
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
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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:
• 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 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.
• 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.
• 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 shortfalls
or meet unexpected demands occurring during the year, without suddenly adjusting tax rates or reducing
expenditures.
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Financial Reporting & Accounting
1. The City will manage and account for its financial activity in accordance with Generally Accepted
Accounting Principles (GAAP), as set forth by the Governmental Accounting Standards Board (GASB).
GASB is recognized as the authority with respect to governmental accounting. Managing the city's
finances in accordance with GAAP and in accordance with the rules set forth by GASB, provides the
Bozeman citizens assurance that their public funds are being accounted for in a proper manner.
2. The city will maintain its accounting records for general governmental operations on a modified
accrual basis, with revenues recorded when available and measurable, and 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
Generally Accepted Accounting Principles as set forth by the Governmental Accounting Standards Board.
3. The City of Bozeman will prepare a Comprehensive Annual Financial Report (CAFR) in conformity with
Generally Accepted Accounting Principles (GAAP). The report will be made available to the general
public. The CAFR shall be prepared in accordance with the standards established by the GFOA for the
Certificate of Achievement for Excellence in Financial Reporting Program
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 Generally Accepted Accounting
Principles. Audits also provide management and the Commission with suggestions for improvement in its
financial operations from independent experts in the accounting field.
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.
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
39
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.
Activities
General Government
Public Safety
Public Service
Public Welfare
Other
Department: Department is the second level of summarization used in the City’s financial structure.
The function classification represents a grouping of related operations and 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
City Commission City Commission, Special Bodies (Ethics Board)
City Manager Administration, City Clerk, Personnel
Municipal Court Operations
City Attorney Administration, Civil Litigation, Criminal Litigation, Criminal Victim-
Witness
Finance Administration, Accounting, Treasury
Planning Operations, Subdivision Review, Long-Range Planning, Annexation,
Code Enforcement, Historical Preservation, Zoning Operations,
Neighborhood Coordinator.
Building Maintenance City Hall, City Hall Annex, Shop Complex, Professional Building, Senior
Center, Library, Fire Station #2, Fire Station #3, Vehicle Maintenance
Shop.
Information Technology Operations, G.I.S
Police Operations, Crime Control & Investigations, DARE, Drug Forfeiture,
Parking, Animal Control
Fire Administration, Operations, Operational Readiness, Fire Prevention,
Hazardous Materials, Disaster & Emergency Services
Building Inspection Operations, Life-Safety
Parking Administration, Operations, Parking Garage
Public Services
Administration
Administration, Engineering, Snow Removal Enforcement, Weed
Cutting Enforcement, Sidewalk Repair Program, Sidewalk & Curb
Construction, SID Construction
Streets Operations, Maintenance, Construction, Street Lighting, Traffic Signs &
Markers
Water Plant Operations, Construction, Reservoirs
Water Operations Operations, Utility Locates, Water Services, Construction, Meters,
Hydrants, Valves, Repairs
Community Development Grants, Economic Development
Non Departmental Insurance, Contingencies, Transfers Beautification of Bozeman, Band,
Senior Transportation
GO, SID & TIF Bonds, SID Revolving Principal & Interest
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.
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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 with Generally Accepted Accounting Principals
(GAAP). The funds are grouped under governmental, proprietary, and fiduciary fund types. The City’s fund
structure is comprised of the following funds, all of which are budgeted.
GOVERNMENTAL FUND TYPES
General Fund: The general fund is used to account for all financial resources of the city, except for those
required to be accounted for in another fund. The general fund supports such basic services as the
legislative branch, judicial branch, general administration, police, fire, finance, engineering, recreation,
library services.
Revenue Sources: The city's general fund is financed primarily by property taxes which provide
nearly half of the general fund revenue. Other revenue sources 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.
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--transportation and library facilities.
Revenue Sources: Debt service funds are supported entirely through property taxes and interest
income.
Capital Project Funds: Capital project funds are used to account for financial resources to be used for the
acquisition or construction of major capital facilities (other than those financed by proprietary funds).
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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, and solid waste services.
Revenue Sources: Enterprise funds are supported through 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.
• For the citizens of the City of Bozeman, it presents a picture of the city government operations
and intentions for the year.
• For the City Commission, it serves as a policy tool and as an expression of goals and objectives.
• For City Management, it is used as an operating guide and a control mechanism.
State statute provides the “Local Government Budget Act” in MCA 7-6-4001. This section of the law was
adopted by the 2001 Legislature to replace the “Municipal Budget Law” and other various sections of code
that related to city finances. The new law: limits the amount of expenditures to approved appropriations,
requires reporting to the State after final budgets and tax levies are adopted, and provides for a detailed
preliminary and final budget adoption within the confines of the state determined property ax assessment
time-table.
The City's budget encompasses both the operating budget and the capital improvement budget. Each
budget unit includes amounts appropriated for both operating expenses and capital items. The
accompanying narrative explanation for each budget unit provides an explanation of capital items included
in the budget.
BASIS OF BUDGETING
The city’s accounts are organized on the basis of funds, each of which is considered a separate entity. The
operations of each fund are accounted for with a separate set of self-balancing 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.
BUDGET DEVELOPMENT PROCESS
New! 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. This year, we have 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.
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After submitting the City Manager's Recommended Budget to the City Commission, public work sessions
may be held by the Commissioners at which time the City Manager, Finance Director, and department staff
explain the budget recommendations and underlying justification for the requests. The Commission also
reviews departmental requests which could not be funded, as an indication of un-met needs. During or
following the work sessions, the Commissioners may make adjustments to the proposed budget. Following
any adjustments to the City Manager's budget recommendation, a tentative appropriation ordinance is
prepared and a public hearing is held. The Commission may again make adjustments to the budget
following the public hearing, after which time, the Commission passes the appropriation ordinance in final
form.
Appropriations are established by budget unit. The accounting system, budgeting system, and the budget
document itself, however, break these classes into subclasses--thereby providing more detailed
information. As an example, operating supplies, gas and oil, and subscriptions are all classified as operating
expenses. The accounting and budgeting systems provide detail for these specific sub-classes. However,
appropriation control is exercised only at the budget unit level.
PERFORMANCE BUDGETING
Beginning with the fiscal year 1998-99 budget, the City of Bozeman started the development of a
performance budget. The move to a performance budget resulted in a shift in emphasis away from
describing what will be purchased (inputs) towards describing what will be accomplished (outputs and
outcomes). That process continues today with both an organization-wide and budget-unit specific focus on
outcomes.
PRESENTATION
The text of the budget document 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.
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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• The first section provides a description of the division.
• The second section describes its major objectives to be accomplished.
• The third section identifies the division’s performance measures for the coming budget year
and the past three years.
• The fourth section lists the workload indicators for the division.
• The fifth section provides detailed financial information.
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.
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 Finance Director for any corrective actions that are believed necessary.
BUDGET AMENDMENT PROCESS
State statute provides a number of different ways to amend the budget. The first involves a 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.
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The Finance Director is responsible for insuring compliance with spending limitations imposed by the
budget. Accordingly, the Finance Director submits a Budget Status Report to the City Commission after
three, six, nine, and twelve month periods. The budget reviews evaluate overall revenues and expenditures
in comparison to the budgeted amounts. In cases where it appears the original spending authority
authorized will not prove sufficient, transfers of spending authority or additional spending authority are
requested together with explanations for the requests. Public hearings for budget amendments are held as
necessary.
BUDGET CALENDAR/PROCEDURES
The following budget timeline outlines the process the City customarily follows for creation and adoption
of the annual budget. Changes for this fiscal year are noted in blue.
1. December/January: The Commission's goals provide the legislative policy direction for the
budget process and the development of departmental objectives and work plans.
2. January: The Finance Department sends budget request forms and instructions to all
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 Finance Director and compared to
available funds to support the requested services.
5. March/April: The City Manager and Finance Director attend budget meetings with the staff
responsible for each budget unit to discuss their requests and make necessary adjustments to insure
needed services are provided and the budget is balanced.
6. May: The City Manager's Recommended Budget is presented to the City Commission. This
comprehensive document includes both operating and capital expenditures for the ensuing fiscal year.
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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7. May/June: The City Commission holds work sessions on the budget at which time the City
Manager, Finance Director, and various department staff explain the budget
recommendations and underlying justification for the requests.
• During or following the work sessions, the Commissioners may make adjustments to the
proposed budget.
8. June: Changes!
• The public hearing on the budget is advertised in the local newspaper.
• A public hearing on the budget (appropriation resolution) is held and adjustments to the
budget, if any, are made.
• 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.
• The public hearing on the tax levy resolution is advertised in the local newspaper.
• A public hearing on the tax levy is held.
• Commission adopts tax levy resolution.
• 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.
13. Quarterly: Update of Budget-to-Actual spending and revenue collection report is prepared
and published to the City’s website for the Commission and the public.
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CITY ORGANIZATIONAL CHART
______________________________________________________________________________________________
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
______________________________________________________________________________________________
Financial Summary
Appropriation Resolution
Fiscal Year 2012-2013
General
Fund
Special
Revenue
Debt
Service
Capital
Projects Enterprise
Internal
Service
Permanent All Funds
Projected Beginning
Fund Balance/Working Capital 5,321,222 17,382,086 3,344,620 302,684 10,418,658 494,699 676,208 37,940,177
Estimated Revenues
23,172,967
12,721,672
2,664,566 -
37,974,268
4,359,191
33,000
80,925,664
Less Appropriations
24,189,445
17,838,533
2,633,326
31,000
36,038,513
4,372,221 -
85,103,038
Increase/(Decrease) in
Fund Balance/Working Capital
(1,016,478)
(5,116,861)
31,240
(31,000)
1,935,755
(13,030)
33,000
(4,177,374)
Projected Ending
Fund Balance/Working Capital 4,304,744 12,265,225 3,375,860 271,684 12,354,413 481,669 709,208 33,762,803
51
CHANGES IN FUND BALANCE/WORKING CAPITAL
___________________________________________________________________
Projected Beginning Estimated Appropriations Budgeted Ending
Fund Balance/Revenues Fund Balance/
Working Capital Working Capital
183 Fire Department Special Revenue 32,569 - - 32,569
184 Parks Master Plan Develop 332,071 75,000 75,000 332,071
185 Insurance Proceeds 256,727 - - 256,727
186 Development Impacts 652,770 4,500 - 657,270
187 Fire Department Equipment 668,598 339,576 77,864 930,310
188 City/County Drug Forfeiture 247,614 7,000 - 254,614
189 Story Mansion Special Revenue (4,622) - - (4,622)
191 Tourism BID - 398,000 398,000 -
850 Park Land - Cash in Lieu 190,564 - - 190,564
Total Special Revenue Funds 17,382,086 12,709,672 17,826,533 12,265,225
Debt Service Funds
300 Special Improvement District Revolv. Fund 1,248,196 31,240 - 1,279,436
301 Library Bonds - 275,850 275,850 -
302 Bond P & I 1995 Transportation ProKects - 429,088 429,088 -
305 TIF 2007 Downtown Bonds - 428,388 428,388 -
310 SID Funds 2,096,424 1,500,000 1,500,000 2,096,424
Total Debt Service Funds 3,344,620 2,664,566 2,633,326 3,375,860
Construction Funds
Capital Projects 302,684 - 31,000 271,684
Enterprise Funds
600 Water 1,522,210 26,239,692 22,134,352 5,627,550
610 Water Impact Fee - Net Assets 4,121,870 850,000 3,075,290 1,896,580
620 Waste Water 2,851,452 6,800,597 6,727,116 2,924,933
630 Waste Water Impact Fee - Net Assets 1,093,401 820,000 820,000 1,093,401
640 Solid Waste 823,872 2,550,979 2,593,746 781,105
650 Parking Enterprise 5,853 488,000 463,869 29,984
670 NEW! Storm Water - 435,416 393,527 41,889
Total Enterprise Funds 10,418,658 38,184,684 36,207,900 12,395,442
Internal Service Funds -
710 Vehicle Maintenance Shop 259,651 773,191 782,221 250,621
720 Health-Medical Self-Insurance Fund 235,048 3,586,000 3,590,000 231,048
-
Total Internal Service Funds 494,699 4,359,191 4,372,221 481,669
Permanent Funds
800 Cemetery Perpetual Care 676,208 33,000 - 709,208
Total Permanent Funds 676,208 33,000 - 709,208
Total All Funds 37,940,177 82,161,480 86,332,825 33,768,832
CHANGES IN FUND BALANCE/WORKING CAPITAL
Fiscal Year 2013
52
183 Fire Department Special Revenue 32,569 - - 32,569
184 Parks Master Plan Develop 332,071 75,000 75,000 332,071
185 Insurance Proceeds 256,727 - - 256,727
186 Development Impacts 652,770 4,500 - 657,270
187 Fire Department Equipment 668,598 339,576 77,864 930,310
188 City/County Drug Forfeiture 247,614 7,000 - 254,614
189 Story Mansion Special Revenue (4,622) - - (4,622)
191 Tourism BID - 410,000 410,000 -
850 Park Land - Cash in Lieu 190,564 - - 190,564
Total Special Revenue Funds 17,382,086 12,721,672 17,838,533 12,265,225
Debt Service Funds
300 Special Improvement District Revolv. Fund 1,248,196 31,240 - 1,279,436
301 Library Bonds - 275,850 275,850 -
302 Bond P & I 1995 Transportation ProKects - 429,088 429,088 -
305 TIF 2007 Downtown Bonds - 428,388 428,388 -
310 SID Funds 2,096,424 1,500,000 1,500,000 2,096,424
Total Debt Service Funds 3,344,620 2,664,566 2,633,326 3,375,860
Construction Funds
Capital Projects 302,684 - 31,000 271,684
Enterprise Funds
600 Water 1,522,210 26,239,692 22,134,352 5,627,550
610 Water Impact Fee - Net Assets 4,121,870 850,000 3,075,290 1,896,580
620 Waste Water 2,851,452 6,800,597 6,727,116 2,924,933
630 Waste Water Impact Fee - Net Assets 1,093,401 820,000 820,000 1,093,401
640 Solid Waste 823,872 2,550,979 2,593,746 781,105
650 Parking Enterprise 5,853 488,000 413,869 79,984
670 NEW! Storm Water - 225,000 274,140 (49,140)
Total Enterprise Funds 10,418,658 37,974,268 36,038,513 12,354,413
Internal Service Funds -
710 Vehicle Maintenance Shop 259,651 773,191 782,221 250,621
720 Health-Medical Self-Insurance Fund 235,048 3,586,000 3,590,000 231,048
-
Total Internal Service Funds 494,699 4,359,191 4,372,221 481,669
Permanent Funds
800 Cemetery Perpetual Care 676,208 33,000 - 709,208
Total Permanent Funds 676,208 33,000 - 709,208
Total All Funds 37,940,177 80,925,664 85,103,038 33,762,803
53
MILL LEVIES & MILL VALUES
FISCAL YEAR FY08 FY09 FY10 FY11 FY12FY13 FINAL
MILL VALUE (net of TIFD's)68,981$ 74,178$ 78,290$ 80,399$ 82,062$ 83,226$
*Corrected 9/2011Issued 9/2011
PERCENTAGE CHANGE 9.1%7.5%5.5%2.7%2.1%1.4%
GENERAL FUND:
All-Purpose 101.26111.91111.96 110.16 127.16 127.66
SPECIAL REVENUE:
City Planning 2.00 2.00 2.00 2.00 2.00 2.00
Police Retirement*4.27 4.14 4.34 4.45 0.00 0.00
Firefighters' Retirement*2.81 2.72 2.85 2.97 0.00 0.00
Public Employees' Retirement*4.61 4.52 4.75 4.86 0.00 0.00
Comprehensive Insurance*4.67 4.53 4.61 4.73 0.00 0.00
Health/Med Insurance 22.36 24.3123.67 24.29 22.53 23.22
Fire Capital & Equipment 4.00 4.00 4.00 4.00 4.00
Fire Truck/Equipment
Senior Transportation 1.00 1.00 1.00 1.00 1.00 1.00
Workforce Housing 1.46 1.00 0.50 0.50 0.50
TOTAL SPECIAL REVENUE 41.7248.68 48.22 48.80 30.03 30.72
DEBT SERVICE:*Refunded
Library G.O. Bonds 4.53 4.27 4.03 3.94 3.84 3.30
Transportation G.O. Bonds 6.67 6.30 5.98 5.85 5.72 5.07
TOTAL DEBT SERVICE 11.2010.57 10.01 9.79 9.56 8.37
TOTAL ALL LEVIES 154.18171.16170.19 168.75 166.75 166.75
Percentage Change in Mills -5.7%11.0%-0.6%-0.8%-1.2%0.0%
Property Taxes Levied $10,635,491$12,696,306$13,324,175$13,567,611$13,683,839$13,878,293
Percentage Change in Dollars 2.9%19.4%4.9%1.8%0.9%1.4%
* These funds are being combined into the All Purpose Levy. They are all subject to MCA 15-10-420.
Tax Authority Authorized but Not Levied
General Fund Reduction 462,720$ 684,976$ 1,263,330$
Street & Tree Maintenance Offset 116,270$ -$ -$
Police & Fire Reductions 583,000$ 849,000$ 914,000$ 578,525$
SAFER Grant 350,120$ 303,570$ 189,720$ 113,985$ -$
911 Mills (Resolution No. 3954)620,829 667,602$ 704,610$ 723,303$ 738,558$ 749,034$
FY11 Certification Error:59,753$
Total Authorized But Not Levied620,829$ 1,017,722$ 1,591,180$ 2,400,766$ 2,451,519$ 2,590,889$
Number of Mills - 9.00 13.72 20.32 29.87 31.13
MILL LEVIES & MILL VALUES
Final Certification of Values
54
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 FY13 budgeted expenditures for these six major categories for
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. Transportation projects are often included under contracted services, which is an operating
cost.
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
28%
Operations
27%
Capital
35%
Debt Service
6%
Transfers
4%
Other
Financing
Uses
0%
Appropriations by Type - All Funds - FY13
Personnel &
Benefits
63%
Operations
27%
Capital
8% Debt Service
0% Transfers
2%
Appropriations by Type - General Fund - FY2013
55
APPROPRIATIONS BY FUND
___________________________________________________________________
As shown, Enterprise Funds and the General Fund account for 71% of the total expenditures of the city.
• The General Fund is the city’s primary operating account for general government operations.
• Enterprise funds consist of water, wastewater, solid waste, parking funds, and our new Storm
Water Utility fund. These funds operate on a self-supporting basis.
Special revenue funds, totaling 21% 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.
Debt service, internal service, and permanent funds make up the remainder of the city’s appropriations.
General Fund
29%
Special Revenue
21%
Debt Service
3%
Capital Projects
0%
Enterprise
42%
Internal Service
5%
Permanent
0%
Appropriations by Fund - FY13
56
REVENUES BY SOURCE
___________________________________________________________________
As shown, Charges for Services and Other Financing Sources account for 63% of the total revenues of
the city. The majority of Charges for Services (35%) are derived from the City’s utilities (Enterprise
funds) consisting of water, wastewater, solid waste, storm water and parking services. Other Financing
Sources are unusually large this year, due to our borrowing for the construction of the Water Plant.
Property Taxes (21%) are primarily to the benefit of the General Fund.
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.
As you can see, the General Fund is much more reliant on Property Taxes and Intergovernmental
revenue than all funds, as a whole.
Property Taxes
21%
Special
Assessments
3%
Licenses &
Permits
2%
Inter-
governmental
8% Charges for
Services
35%
Fines and
Forfeitures
2%
Interest Income
1%
Other Revenues
0%
Other Financing
Sources
28%
Revenues by Source - All Funds - FY13
Property Taxes
53%
Licenses &
Permits
1%
Inter-
governmental
25%
Charges for
Services
9%
Fines and
Forfeitures
5%
Interest
Income
0%
Other
Revenues
0%
Other
Financing
Sources
7%
Revenues by Source - General Fund - FY13
57
LEGAL DEBT LIMIT & BOND RATINGS
___________________________________________________________________
General Obligation (G.O.) Debt Limit: The City’s legal debt limit for General Obligation 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 $2.995 Billion. We are estimating a modest increase of 2.1% for the coming year.
This will result in a total unused borrowing capacity of over $72 Million at the end of Fiscal Year 13.
Anticipated Borrowing this Fiscal Year: For FY13 we have not anticipated any additional borrowing.
However, if the Commission asks and the voters approve G.O. bonds for Parks and Trails, it is possible
that debt could be issued before the end of FY13.
General Obligation Bond Rating: The City’s most recent general obligation bond rating was done in
connection with the sale of the Library G.O. bonds, Series #2 in 2003. Moody’s rated that issue an “A2”,
in the “mid-range of the upper medium grade”. This is generally described as “strong, investment
grade” credit by Moody’s. In coordination with our G.O. bond refinancing this June, we expect to have a
more recent rating established.
Revenue-backed Debt: There remains no statutory cumulative limit on the amount of debt a city can
issue that is backed by the revenue streams of various operations, known as “Revenue Bonds”. The city
plans to issue $19.5 Million in revenue bonds for the construction of a new Water Treatment Plant this
fiscal year. Bond commitments were obtained in FY12, and actual borrowing will occur in FY13.
Special District Debt: There is no statutory limit of the amount of debt a city can issue that is backed by
assessments from special improvement districts (including lighting districts) known as “SID or SLID
Bonds”. Other Special District Debt is subject to specific limitations, set forth in statute. In December
2007, the City issued $6.27 Million in Tax Increment Urban Renewal Revenue Bonds for the Downtown
Intermodal Parking Facility. This bond issue was initially rated BBB by Standard & Poor’s. The rating was
upgraded by Standard & Poor’s to BBB+ in the spring of 2010. The most recent Special Improvement
District debt was for a portion of the costs to reconstruct South 8th Avenue, totaling $185,000 and
loaned from cash surpluses in the SID Revolving Fund.
Legal Debt Limit—G.O. June 30, 2012 Estimated June 30, 2013
Statutory G.O Debt Limit—2.5% of Valuation $74,875,000 $76,447,375
Less: Outstanding GO Bonds ($3,120,000) ($2,485,000)
Less: Loans Payable ($1,506,000) ($1,281,000)
Plus: Fund Balances
Reserved for Debt Payment
- -
Equals: Legal Debt Margin $70,249,000 $72,681,375
58
STAFFING SUMMARY
Staffing Summary
Approved Approved Recommend
FY11 FY12 FY13
GENERAL GOVERNMENT
City Commission 2.10 2.10 2.10
City Manager 8.00 8.00 8.00
Municipal Court 8.50 8.50 8.50
City Attorney 7.00 7.00 7.00
Finance 9.75 10.00 10.00
Office of Planning & Community Development 8.75 8.75 9.00
Building Maintenance 3.00 3.00 3.50
Information Technology 5.88 6.00 6.00
TOTAL GENERAL GOVERNMENT 52.98 53.35 54.10
PUBLIC SAFETY
Police Department 71.75 71.75 71.75
Fire Department 41.75 41.75 42.75
Building Inspection 10.55 10.55 10.55
Parking 4.75 4.50 4.50
TOTAL PUBLIC SAFETY 128.80 128.55 129.55
PUBLIC SERVICES
Public Services Administration/Engineering 10.00 10.00 10.00
Streets 17.62 17.62 17.62
Storm Water - - 1.00
Water Plant 9.27 9.27 9.77
Water Operations 15.62 15.62 15.62
Wastewater Operations 10.25 10.25 10.25
Wastewater Plant 15.87 15.87 16.37
Solid Waste Collection 14.74 14.74 14.74
Solid Waste Recycling 1.00 1.00 1.00
Vehicle Maintenance 5.00 5.00 5.00
TOTAL PUBLIC SERVICES 99.37 99.37 101.37
PUBLIC WELFARE
Cemetery (numerous seasonals) 5.75 3.33 3.33
Parks (numerous seasonals) 13.45 11.77 11.77
Forestry 4.60 4.60 4.60
Library 21.66 21.66 21.66
Recreation 15.00 15.83 15.83
Community Development 2.00 2.00 2.00
TOTAL PUBLIC WELFARE 62.46 59.19 59.19
TOTAL EMPLOYEES 343.61 340.46 344.21
Net FTE Increase from Previous Year -0.62 -3.00 3.75
% Increase from Previous Year -0.2% -0.9% 1.1%
59
REVENUE DETAILS – FY13
City of Bozeman Revenues - All Funds
Property
Taxes
Special
Assessments
Licenses
& Permits
Inter-
governmental
Charges for
Services
Fines and
Forfeitures
Interest
Income
Other
Revenues
Other Financing
Sources TOTAL
010 - General Fund 12,165,355$ 285,250$ 5,658,618$ 2,145,095$ 1,241,500$ 30,000$ 46,500$ 1,600,649$ 23,172,967$
100 - Planning Fund 167,538 76,500 112,000 33,000 334,036 723,074
103 - Health-Medical Insurance 1,932,530 1,932,530
108 - Community Transportation 30,150 30,150
110 - Gas Tax 650,400 4,000 654,400
111 - Street Maintenance 15,000 2,741,676 7,500 - 2,764,176
112 - Tree Maintenance 424,129 2,000 10,000 436,129
113 - Fire Impact Fee 190,000 190,000
114 - Street Impact Fee 921,000 85,000 1,006,000
115 - Building Inspection Fund 957,525 1,000 7,000 965,525
116 - TIFD Downtown Improvement 1,339,000 31,158 12,000 1,382,158
118 - HUD Projects - - -
120 - Community Housing Fund 5,000 5,000 41,885 51,885
121 - Housing Revolving Loan 1,500 4,200 5,700
125 - Drug Forfeiture Fund 56,000 40,000 5,000 90,000 191,000
129 - Recovery Act, ARRA - -
132 - Bogert Park Special Revenue -
133 - Recreation Special Revenue 200 500 700
136 - Park Special Revenue 200 1,000 1,200
137 - Library Special Revenue 200 500 700
139 - Police Special Revenue - 3,000 500 100,000 103,500
140 - Police Domestic Violence 255,000 - 255,000
143 - TIF N 7th Corridor 500,000 4,000 504,000
144 - TIF NE Urban Renewal District 79,000 1,500 80,500
145 - TIF Mandeville Farm Industrial 5,000 5,000
146 - Lighting Districts 315,000 315,000
174 - Victim/Witness Advocate 75,000 4,500 79,500
60
REVENUE DETAILS – FY13, cont’d
175 - Senior Transportation 83,769 83,769
176 - BID Downtown Improv Dist 114,000 114,000
179 - Disaster Relief (Hail Damage Events)10,000 10,000
184 - Parks Master Plan/Improvement Grants 75,000 75,000
186 - Development Impacts 4,500 4,500
187 - Fire Dept Equipment 335,076 4,500 339,576
188 - City/County Joint Drug Forfeiture 5,000 2,000 - 7,000
189 - Story Mansion Special Revenue - -
191 - Bozeman Tourism BID 410,000 - 410,000
300 - SID Revolving Fund 11,240 20,000 - 31,240
301 - Bond S & I Library 275,850 275,850
302 - Bond S & I 1995 Trans Proj 429,088 429,088
305 - 2007 Downtown TIF Bonds 428,388 428,388
310-444 - SID Funds 1,500,000 1,500,000
504-561 - Construction Funds - -
600 - Water Fund 6,588,212 105,000 46,480 19,500,000 26,239,692
610 - Water Impact Fee 775,000 75,000 850,000
620 - Waste Water Fund - 6,662,794 102,000 35,803 - 6,800,597
630 - Waste Water Impact Fee 820,000 820,000
640 - Solid Waste Fund 2,509,979 24,000 17,000 - 2,550,979
650 - Parking Fund 174,500 295,000 18,500 488,000
660 - Storm Water Fund 225,000 225,000
710 - Vehicle Maintenance 773,191 - 773,191
720 - Health-Medical Insurance 3,551,000 35,000 3,586,000
800 - Cemetery Perpetual Care 25,000 8,000 - 33,000
17,312,206$ 2,350,240$ 1,432,275$ 6,727,676$ 28,465,076$ 1,656,500$ 522,600$ 258,983$ 22,200,108$ 80,925,664$
% of Total 21%3%2%8%35%2%1%0%27%100%
61
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 in the tables beginning on page 77.
This section of the budget highlights major governmental and enterprise funds of the City: the General
Fund, Street Maintenance Fund, along with Water, Wastewater, and Solid Waste enterprises and their
associated impact fees. Trends of these funds and individual revenues are shown together with
estimates for the coming year. Together, these seven funds comprise over $64 Million (78%) 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
$23.2 million for the budget year.
The changes in general fund revenue, depicted in the graph above, reflect the following trends:
• The approved mill levy for police and firefighter staff and equipment. That levy allows
permanent increases in property tax levies, beginning in FY09.
• Beginning in the late 1990’s, the rapid growth in new construction and annexations
increased property taxes collected. However, the significant decline in local
construction that began in 2008 reduced tax dollars from new construction. Fiscal Year
2010 saw 5.5% increase in taxable value. For FY11 there was a 2.7% increase in taxable
values. In FY12 there is a 2.1% increase in taxable values. For FY13, there is an 1.4%
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
1st 8 Years Actual - Last 2 Years Projected
General Fund Revenue
62
increase; the smallest increase in the past 6 years.
• No State Entitlement Share growth for FY12 or FY13 – previously, this had been a steady
source of revenue growth.
• A decrease in our estimates for Local Option Vehicle tax revenues in FY12, with a no-
change estimate for FY13.
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 $2.8M in total revenues this fiscal year.
• 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.
• For FY13, we are estimating no revenues from Other Sources, but an increase in assessments to
continue to build resources for reconstruction and curb replacements.
WATER FUND
Shown on the graph below are total water fund revenues, estimated at $26.2 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.
In updating our rate study for slower customer growth in recent years, decreased Impact Fee collections
$0
$2,000,000
$4,000,000
$6,000,000
1st 8 Years Actual - Last 2 Years Projected
Street Maintenance Fund Revenue
63
and new estimates of Water Plant costs, we estimated needing a 4.5% water rate increase for each of
the next three years (FY11, FY12, FY13) in order to fund plant construction and other scheduled
operations and maintenance costs.
• The Commission adopted a two-year rate resolution of 4.5% increase in FY12 and 4.5% increase
in FY13.
• FY13 revenues include loan proceeds of $19.5M to fund the reconstruction of our Water
Treatment Plant, which got underway towards the end of FY11.
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. As the recession has impacted construction and development, you can see the
decrease in the collection of these fees. In FY13, we estimate that we will collect $850,000 in revenue.
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
1st 8 years Actual - Last 2 projected
Water Fund Revenues
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
1st 8 years Actual - Last 2 projected
Water Impact Fee Fund Revenues
64
WASTEWATER FUND
Revenues in the Wastewater Fund have, in general, been increasing over the past 10 years, and are
estimated at $6.8 Million for the budget year.
• In FY10-11 we borrowed significantly to construct our new Water Reclamation Facility. This
debt is being repaid by system users over the next 20 years.
• An update of our existing rate study has been done, suggesting a 6% increase in each of the next
5 years.
• The Commission adopted a two-year rate resolution of 6% increase in FY12 and 6% increase in
FY13.
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. As the recession has impacted construction and
development, you can see the decrease in the collection of these fees. In FY13, we estimate that we
will collect $820,000 in revenue.
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
1st 8 Years Actual - Last 2 Projected
Wastewater Fund Revenues
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
1st 8 Years Actual - Last 2 Projected
Wastewater Impact Fee Fund Revenues
65
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.
• The Solid Waste Collection Division continues to operate residential and commercial collection,
and in FY09 we began to provide curb-side recycling collection services.
• For FY11 garbage rates increased 5%, to cover fuel costs, employee salary and benefit increases,
and the assumption of costs that were once shared with the Disposal division.
• The slowdown in local construction activity has continued to decrease demand for “roll-off”
containers and the associated hauling and tipping services.
• Solid waste fund revenues, including curbside recycling fees for the year, are estimated at $2.6
Million.
$0 $500,000
$1,000,000 $1,500,000 $2,000,000 $2,500,000
$3,000,000 $3,500,000 $4,000,000 $4,500,000
1st 8 Years Actual - Last 2 Years Projected
Solid Waste Fund Revenues
66
EXPENDITURE DETAILS – FY13
City of Bozeman Expenditures - All
Funds
Personnel &
Benefits Operations Capital Debt Service Transfers
Other Financing
Uses TOTAL
010 - General Fund 15,164,694$ 6,582,245$ 1,853,320$ 150,000$ 439,186$ 24,189,445$
100 - Planning Fund 636,926 97,103 734,029
103 - Health-Medical Insurance 2,021,149 2,021,149
108 - Community Transportation 30,515 30,515
109 - Highway Safety Improvement Projects - -
110 - Gas Tax 229,500 430,000 659,500
111 - Street Maintenance 1,212,875 864,720 537,723 225,197 2,840,515
112 - Tree Maintenance 336,465 124,750 - 461,215
113 - Fire Impact Fee 17,500 150,000 167,500
114 - Street Impact Fee 4,790,500 4,790,500
115 - Building Inspection Fund 731,428 155,188 100,000 986,616
116 - TIFD Downtown Improvement 2,075,000 428,388 2,503,388
118 - HUD Projects - -
120 - Community Housing Fund 40,000 40,000
121 - Housing Revolving Loan 14,400 14,400
125 - Drug Forfeiture Fund 90,069 11,300 101,369
128 - Fish Wildlife & Park Mgmt - -
129 - Recovery Act, ARRA - -
132 - Bogert Park Special Revenue - -
133 - Recreation Special Revenue 1,000 1,000
135 - Cemetery Special Revenue - -
136 - Park Special Revenue 12,000 12,000
137 - Library Special Revenue 7,900 7,900
138 - Law & Justice Center 20,000 20,000
139 - Police Special Revenue 68,259 12,410 80,669
140 - Police Domestic Violence 49,756 158,404 208,160
142 - Sustainability Grant - -
143 - TIF N 7th Corridor 790,523 790,523
144 - TIF NE Urban Renewal District 169,952 169,952
145 - TIF Mandeville Farm Industrial -
146 - Lighting Districts 315,000 315,000
174 - Victim/Witness Advocate 122,000 122,000
67
EXPENDITURE DETAILS – FY13, cont’d
City of Bozeman Expenditures - All
Funds
Personnel &
Benefits Operations Capital Debt Service Transfers
Other Financing
Uses TOTAL
175 - Senior Transportation 83,769 83,769
176 - BID Downtown Improv Dist 114,000 114,000
179 - Disaster Relief (Hail Damage Events)-
184 - Parks Master Plan/Improvement Grants 75,000 75,000
186 - Development Impacts - -
187 - Fire Dept Equipment 77,864 77,864
188 - City/County Joint Drug Forfeiture - -
189 - Story Mansion Special Revenue - -
191 - Bozeman Tourism BID 410,000 410,000
300 - SID Revolving Fund -
301 - Bond S & I Library 275,850 275,850
302 - Bond S & I 1995 Trans Proj 429,088 429,088
305 - 2007 Downtown TIF Bonds 428,388 428,388
310-444 - SID Funds 1,500,000 1,500,000
504-561 - Construction Funds 31,000 31,000
600 - Water Fund 2,036,977 2,353,964 16,956,712 786,699 22,134,352
610 - Water Impact Fee 3,075,290 3,075,290
620 - Waste Water Fund 1,757,903 2,732,233 999,500 1,237,480 6,727,116
630 - Waste Water Impact Fee - 820,000 820,000
640 - Solid Waste Fund 1,061,018 1,462,728 70,000 2,593,746
650 - Parking Fund 210,637 203,232 - 413,869
670- Storm Water Fund 73,296 70,844 130,000 274,140
710 - Vehicle Maintenance 296,098 476,723 9,400 782,221
720 - Health-Medical Insurance 3,590,000 3,590,000
800 - Cemetery Perpetual Care - -
23,726,401$ 22,996,403$ 29,471,309$ 5,050,202$ 3,430,335$ 428,388$ 85,103,038$
% of Total 28%27%35%6%4%1%100%
68
EXPENDITURE TRENDS & ANALYSIS
___________________________________________________________________
This section provides a historical trend analysis of the expenditures of the largest funds of the city.
Increases and decreases in a fund’s expenditure levels is a natural occurrence. The most important
point is to understand what factors are causing a fund’s expenditure levels to change. General Fund
expenditures will usually be more stable, due to the fact that most costs are personnel that are
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 seven funds described below encompass $63.4 Million (74%) of the total
expenditures for FY13.
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 $24.1M
for this fiscal year.
The increase in expenditure levels of the General Fund can be tied to the growth trend of our
community; With this increase in property and population, there is a need for additional general fund
services. 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.
• Expenditures on Library Services increased significantly in 2007 due to the operations of the new
Library facility.
• For FY08 we decreased expenditures on 911 Dispatch services by over $700,000, due to the
assumption of this program by the county.
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
General Fund Expenditures
69
• Over the past four years, we have increased expenditures on police and fire services. Most
significant this year is the continuation of the funding of the voter-approved expenditures for
the addition of police officers and firefighters and associated equipment.
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.
• Beginning in FY12, we expanded the program to include major street reconstruction projects;
the first being the reconstruction of South 8th Avenue.
• Expenditures in FY13 are budgeted at $2.8 Million.
WATER FUND
The following chart depicts the trend in the Water Fund, and shows the result of sporadic large
improvement projects being undertaken in FY04-08, and again in FY11-FY13.
• In 2004, we began design and construction on the Hyalite Transmission Main, which greatly
improved service for the City’s water supply from Hyalite reservoir. That project was completed
in FY2006.
• 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.
• 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).
• FY13 includes the majority of construction costs for the Treatment Facility.
• Expenditures for the fund total $22.1 Million.
-
1,000,000
2,000,000
3,000,000
4,000,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Street Maintenance Fund
Expenditures
70
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 2005, the fund paid to settle class-action litigation related to the inaction and implementation of the
fee system. In 2005 & 2005, the fund paid for improvements to the Hyalite Water Transmission Main.
In FY12 & 13 the fund has assisted with the construction the new Water Treatment Facility.
Expenditures in FY13 are budgeted at $3.1 Million.
WASTEWATER FUND
The Wastewater Fund has also spent substantial dollars on capital improvements over the past 10 years.
The City received a multi-million dollar EPA Grant award that required matching dollars from our rate-
- 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 20,000,000 22,000,000 24,000,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Water Fund Expenditures
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
8 Years Actual - Last 2 Projected
Water Impact Fee Fund Expenditures
71
payers. This grant funded some major improvements to our Wastewater Treatment Plant and
Collection System, and was fully utilized by the end of the FY05.
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.
• In November 2008, the City approved bids for a project totaling $54 Million. We broke ground
in May 2009 and completed the project in 2012.
• 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).
• FY13 expenditures are estimated at $6.7 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
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Wastewater Fund Expenditures
- 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000
8 Years Actual - Last 2 Projected
Wastewater Impact Fee Fund
Expenditures
72
• In 2005, the fund paid to settle class-action litigation related to the inaction and implementation
of the fee system.
• In 2010, the fund assisted with the construction of the Water Reclamation Facility.
• Expenditures in FY13 are budgeted at $820,000, to pay debt related to the capacity expanding
elements of the Water Reclamation Facility.
SOLID WASTE FUND
• 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.
• Costs also increased in FY2006 when the City decided to direct-haul collection trash to the
County Landfill.
• The FY2009 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.
• Expenditures are estimated to total $2.6 Million for Collection and Recycling purposes this year.
-
2,000,000
4,000,000
6,000,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Solid Waste Fund Expenditures
73
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 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 $2.5 and $5.0
million over the past 10 years.
• The relatively sharp decline at the end of FY03 resulted from the use of $1.3 million in reserves
to purchase the Story Mansion.
• Increases in fund balance in FY02, 05, 08 occurred as the result of unexpected revenues and
vacancy savings (most significant in FY08).
• The decline in FY07 is attributed to the City’s share of the purchase of the Lamme Library
property for $1 Million.
• FY09 saw an increase due, in part, to un-finished capital projects (Swim Center AV System and
Fire Department Equipment Purchases) that were carried over into the FY10 year and spent.
• The FY12 budget year is estimated to end with a Fund Balance level of $5.3 Million, due to
vacancy savings in the Police Department and amounts Assigned to Capital Improvement
Projects (CIP).
• FY13 budget spends the vacancy savings and amounts Assigned to CIP; ending with an
estimated total Fund Balance of $4.3 Million.
74
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. This requires a 16 2/3% balance; if that is not achieved,
the Commission must hold a separate hearing to specifically address why the balance has not been met
at what will be done going forward.
• The reserve minimum will be met, with an estimated 18.6% reserve.
At the end of Fiscal Year 2011, at approximately the time we were adopting the FY12 Budget, we were
able to calculate how much budget savings (excess revenues over expenditures) resulted in the General
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
1st 8 Years Actual - Last 2 Years Projected
General Fund - Fund Balance -FY13
16.5% 19.8% 17.9%
13.3%
20.6% 24.3%
14.5%
22.7% 22.6%
18.6%
0%
5%
10%
15%
20%
25%
30%
1st 8 Years Actual - Last 2 Years Projected
Unreserved General Fund Balance
as a % of Revenues
75
Fund. This amount conceptually was Assigned to Future General Fund Capital Projects, noted in our
Capital Improvement Plan Update.
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 (FY12) and future (FY13) reserve
amounts will be. In addition to what was done in FY12, options also include leaving amounts
Unassigned, or Assigning them for other specific purposes. However, at this point, we recommend that
amounts in excess of the estimated minimum reserve be Assigned to the MMIA Dec Action settlement.
General Fund Estimated Minimum Reserve Assigned to Settlement Unassigned
FY13 Recommended $ 3,862,145 $ 442,599 $ -
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.
We accumulated, and are now utilizing, dollars for plant design and construction, which is estimated to
cost approximately $40.7 million over the next 3 years, borrowing cash and utilizing savings for
construction. FY13 budget projects an ending balance of $5.6 Million.
WASTEWATER FUND
As seen by the graph of the wastewater fund on the next page, the fund’s working capital balance has
been steadily growing over the past 10 years. The FY09 spending on construction of the plant brings
the working capital balance to its lowest level in 10 years. This is to be expected, considering that the
-$500,000
$1,500,000
$3,500,000
$5,500,000
$7,500,000
$9,500,000
$11,500,000
1st 8 Years Actual - Last 2 Years Projected
Water Fund - Working Capital
76
treatment plant project represents the most substantial investment in the City’s wastewater facility in
decades. FY13 ending working capital balance is estimated at $2.9 Million.
SOLID WASTE FUND
The graph of the Solid Waste Fund working capital begins with a healthly balance, accumulated to plan
for the eventual closure of the landfill and to provide for an alternative for solid waste disposal. In FY07,
$1.5M was utilized to purchase the Lamme Library Property, after the City Commission decided to
discontinue land-filling operations, and join the County’s regional Solid Waste District. The FY09 budget
anticipated closing and capping the Landfill, and beginning a curbside 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. 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. The FY13 budget will result in an ending working capital balance of approximately
$ 780,000.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
1st 8 Years Actual - Last 2 Projected
Wastewater Fund - Working Capital
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
1st 8 Years Actual - Last 2 Years Projected
Solid Waste Fund - Working Capital
77
REVENUE & EXPENDITURE DETAILS FOR EACH FUND
FY11 FY12 FY13
ActualsAmendedApproved
010 - General Fund
Revenues
Property Taxes 10,776,901 10,435,004 11,290,355
Gallatin County Option 987,283 875,000 875,000
Business/Animal Licenses and Permits 300,572 278,250 285,250
Grants 224,980 113,985 -
County Shared 476,761 476,761 481,528
State Shared 5,345,216 5,177,090 5,177,090
General Government 1,637,223 1,508,681 1,514,191
Public Safety 163,573 156,554 156,554
Public Welfare 581,918 495,700 474,350
Library Fines 46,283 45,000 45,000
Police Court Fines 1,155,573 1,061,500 1,091,500
Weed Mowing Fines - -
Parking Fines 74,645 85,000 75,000
Animal Control Fines 28,903 35,000 30,000
Snow Removal Fines - -
Miscellaneous Fines 85 -
Interest Income 33,399 70,000 30,000
Admin Reimbursement -
Cash Over/Short 8 -
Donations 2,630 -
Miscellaneous Revenue 5,138 5,000 5,000
Refunds & Reimbursements 4,400 25,000 25,000
Rents and Royalties 1,217 1,500 1,500
Sales/Unclaimed Property 4,365 15,000 15,000
Street & Alley Vacation - -
Transfers 2,250,795 2,080,567 1,600,649
Proceeds-Asset Disposition 4,167 - -
Compensation for Loss -
Total Revenues 24,106,035 22,940,592 23,172,967
Expenditures
Personnel & Benefits 16,053,562 15,334,188 15,164,694
Operations 4,561,653 7,251,446 6,582,245
Capital 536,456 1,294,153 1,853,320
Debt Service 357,581 150,000 150,000
Transfers 818,956 712,150 439,186
Total Expenditures 22,328,208 24,741,937 24,189,445
Special Revenue Funds
100 - Planning Fund
Revenues
Property Taxes 167,573 164,124 167,538
Grants 6,000 5,500 5,500
County Shared - -
State Shared 90,259 71,000 71,000
Charges for Services 187,121 125,960 112,000
Interest Income 2,967 -
Refunds & Miscellaneous Revenue 20,217 33,000 33,000
Transfers 257,182 312,000 334,036
Total Revenues 731,319 711,584 723,074
78
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
Expenditures
Personnel & Benefits 627,771 587,382 636,926
Operations 63,375 74,023 97,103
Capital -
Transfers
Total Expenditures 691,146 661,405 734,029
103 - Health-Medical Insurance
Revenues
Property Taxes 2,048,170 1,849,219 1,932,530
Tranfers 80,000 -
Total Revenues 2,048,170 1,929,219 1,932,530
Expenditures
Transfers 1,777,346 2,002,219 2,021,149
Total Expenditures 1,777,346 2,002,219 2,021,149
108 - Community Transportation
Revenues
Grants 239,069
Donations 5,000
Transfers 37,797 22,160 30,150
Total Revenues 281,866 22,160 30,150
Expenditures
Personnel & Benefits -
Operations 698 10,515 30,515
Capital 276,125
Total Expenditures 276,823 10,515 30,515
109 - Highway Safety Improvement Projects
Revenues
Interest Income 259 -
Total Revenues 259 -
Expenditures
Operations - -
Total Expenditures - -
110 - Gas Tax
Revenues
State Shared 660,960 660,960 650,400
Interest Income 4,553 7,500 4,000
Total Revenues 665,513 668,460 654,400
Expenditures
Operations 229,075 216,500 229,500
Capital 409,306 440,000 430,000
Total Expenditures 638,381 656,500 659,500
111 - Street Maintenance
Revenues
Penalty & Interest 15,701 - -
Permits 5,250 15,000 15,000
State Shared 934 - -
Public Service 2,208,956 2,616,504 2,741,676
Interest Income 6,960 7,500 7,500
Other Financing Sources - 1,509,600 -
Refunds & Reimbursements 5,038 - -
Proceeds-Asset Disposition - -
Total Revenues 2,242,839 4,148,604 2,764,176
79
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
Expenditures
Personnel & Benefits 1,164,526 1,192,586 1,212,875
Operations 859,655 888,993 864,720
Capital 63,616 1,667,100 537,723
Debt Service 92,127 135,000 225,197
Total Expenditures 2,179,924 3,883,679 2,840,515
112 - Tree Maintenance
Revenues
Penalty & Interest 2,783 2,000 2,000
Intergovernmental 5,728
Public Service 415,480 416,000 422,129
Interest Income 2,433 3,500 2,000
Refunds & Reimbursements 648
Sales 6,300 10,000 10,000
Other Financing Sources
Total Revenues 433,372 431,500 436,129
Expenditures
Personnel & Benefits 294,181 326,666 336,465
Operations 114,616 112,786 124,750
Capital 51,338 -
Total Expenditures 460,135 439,452 461,215
113 - Fire Impact Fee
Revenues
Public Safety 190,293 150,000 190,000
Interest Income 4,432
Proceeds of Long Term Debt -
Total Revenues 194,725 150,000 190,000
Expenditures
Operations - 17,500 17,500
Capital
Transfers 346,726 150,000 150,000
Total Expenditures 346,726 167,500 167,500
114 - Street Impact Fee
Revenues
Public Service 1,208,135 600,000 921,000
Interest Income 94,886 100,000 85,000
Admin Reimbursement
Total Revenues 1,303,021 700,000 1,006,000
Expenditures
Operations
Capital 657,958 879,400 4,790,500
Total Expenditures 657,958 879,400 4,790,500
115 - Building Inspection Fund
Revenues
Permits 1,002,558 854,600 957,525
State Shared 8,663 - -
General Government 1,653 4,500 1,000
Public Safety - 500 -
Refunds & Reimbursements 105
Interest Income 6,739 10,000 7,000
Total Revenues 1,019,718 869,600 965,525
Expenditures
Personnel & Benefits 585,537 718,486 731,428
Operations 148,810 149,650 155,188
Capital 13,478 100,000
Total Expenditures 747,825 868,136 986,616
80
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
116 - TIFD Downtown Improvement
Revenues
Property Taxes 1,047,037 1,339,000 1,339,000
State Shared 17,310 31,158 31,158
Interest Income 14,462 10,000 12,000
Other Revenues
Total Revenues 1,078,809 1,380,158 1,382,158
Expenditures
Operations 414,755 2,075,000 2,075,000
Other Financing Uses 436,188 424,878 428,388
Total Expenditures 850,943 2,499,878 2,503,388
118 - HUD Projects
Revenues
Interest Income - - -
Loan Principal - - -
Loan Interest - - -
Grants 714,849 - -
Refunds & Reimbursement - - -
Total Revenues 714,849 - -
Expenditures
Operations 714,849 - -
Total Expenditures 714,849 -
119 - Economic Development Loan
Revenues
Interest Income -
Loan Principal 140,827
Loan Interest 42,533
Grants
Refunds & Reimbursement 323,669
Total Revenues 507,029 - -
Expenditures
Operations 31,994
Total Expenditures 31,994 - -
120 - Community Housing Fund
Revenues
Property Tax Revenue 40,000 41,031 41,885
Interest Income 4,495 5,000 5,000
Refunds & Reimbursements - - -
Loan Principal 5,000 5,000 5,000
Total Revenues 49,495 51,031 51,885
Expenditures
Personnel -
Operations 90,000 70,000 40,000
Total Expenditures 90,000 70,000 40,000
81
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
121 - Housing Revolving Loan
Revenues
Interest Income 730 3,000 1,500
Other Revenues - - -
Loan Principal 4,212 4,000 4,200
Loan Interest 786 - -
Total Revenues 5,728 7,000 5,700
Expenditures
Operations 14,400 14,400 14,400
Total Expenditures 14,400 14,400 14,400
125 - Drug Forfeiture Fund
Revenues
Grants 123,350 56,000
Police Court Fines 45,813 40,000 40,000
Miscellaneous Revenue 3,492 7,000 5,000
Other Financing Sources 37,487 140,000 90,000
Total Revenues 210,142 187,000 191,000
Expenditures
Personnel & Benefits 200,327 156,901 90,069
Operations 9,814 9,700 11,300
Total Expenditures 210,141 166,601 101,369
128 - Fish Wildlife & Park Mgmt
Revenues
Grants 5,000
Other Revenue 358 - -
Total Revenues 5,358 - -
Expenditures
Operations - - -
Capital
Total Expenditures - - -
129 - Recovery Act, ARRA
Revenues
Grants 91,634 - -
Transfers In/Other - - -
Total Revenues 91,634 - -
Expenditures
Operations 6,486 - -
Capital 320,056 - -
Total Expenditures 326,542 - -
82
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
130 - Americans with Disability
Revenues
Interest Income 50 - -
Transfers 30,000
Total Revenues 30,050 - -
Expenditures
Operations - - -
Capital
Total Expenditures - - -
131 - Beautification of Bozeman
Revenues
Donations - 1,000 1,000
Interest Income 14 -
Total Revenues 14 1,000 1,000
Expenditures
Operations 372 - -
Total Expenditures 372 - -
132 - Bogert Park Special Revenue
Revenues
Donations 1,140 - -
Other Revenue 71 - -
Transfers & Other Revenue - - -
Total Revenues 1,211 - -
Expenditures
Operating - - -
Total Expenditures - - -
133 - Recreation Special Revenue
Revenues
Interest Income 197 500 200
Donations 270 500 500
Total Revenues 467 1,000 700
Expenditures
Operations 4,873 1,000 1,000
Total Expenditures 4,873 1,000 1,000
135 - Cemetery Special Revenue
Revenues
Interest Income 27 - -
Donations - - -
Total Revenues 27 - -
Expenditures
Operations - - -
Total Expenditures - - -
136 - Park Special Revenue
Revenues
Interest Income 199 500 200
Donations - 5,000 1,000
Total Revenues 199 5,500 1,200
Expenditures
Capital - 12,000 12,000
Transfers to Other Funds - -
Total Expenditures - 12,000 12,000
83
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
137 - Library Special Revenue
Revenues
Grants 1,545 -
Interest Income 209 200 200
Donations 4,881 5,000 500
Refunds & Reimbursements -
Total Revenues 6,635 5,200 700
Expenditures
Operations 3,078 7,900 7,900
Transfers -
Total Expenditures 3,078 7,900 7,900
138 - Law & Justice Center
Expenditures
Operations 19,125 20,000 20,000
Total Expenditures 19,125 20,000 20,000
139 - Police Special Revenue
Revenues
Grants 21,270 -
Public Safety 1,458 -
Interest Income 3,258 4,000 3,000
Donations 130 500 500
Miscellaneous Revenue -
Transfers 100,000 100,000 100,000
Total Revenues 126,116 104,500 103,500
Expenditures
Personnel & Benefits 74,293 69,492 68,259
Operating 11,610 12,660 12,410
Transfers -
Total Expenditures 85,903 82,152 80,669
140 - Police Domestic Violence
Revenues
Grants 63,786 - 255,000
Refunds & Reimbursements
Transfers 25,000
Total Revenues 88,786 - 255,000
Expenditures
Personnel 27,012 62,011 49,756
Operating 36,774 94,290 158,404
Total Expenditures 36,774 94,290 208,160
142 - Sustainability Grant
Revenues
Grants - - -
Total Revenues - - -
Expenditures
Operating 10,880 - -
Total Expenditures 10,880 - -
84
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
143 - TIF N 7th Corridor
Revenues
Property Taxes 253,353 500,000 500,000
Interest Income 3,997 2,000 4,000
Transfers
Total Revenues 257,350 502,000 504,000
Expenditures
Operating 36,375 790,523 790,523
Total Expenditures 36,375 790,523 790,523
144 - TIF NE Urban Renewal District
Revenues
Property Taxes 92,376 79,000 79,000
Interest Income 1,366 500 1,500
Transfers
Total Revenues 93,742 79,500 80,500
Expenditures
Operating 52,675 169,952 169,952
Total Expenditures 52,675 169,952 169,952
145 - TIF Mandeville Farm Industrial
Revenues
Property Taxes 11,620 34,000 5,000
Refunds & Reimbursements
Transfers
Total Revenues 11,620 34,000 5,000
Expenditures
Operating 2,420 - -
Total Expenditures 2,420 - -
146 - Lighting Districts
Revenues
Special Assessments 398,215 315,000 315,000
Interest Income 5,932
Total Revenues 404,147 315,000 315,000
Expenditures
Operating 316,050 315,000 315,000
Total Expenditures 316,050 315,000 315,000
174 - Victim/Witness Advocate
Revenues
Police Court Fines 76,095 70,000 75,000
Interest Income 4,688 6,000 4,500
Total Revenues 80,783 76,000 79,500
Expenditures
Operating 79,319 113,020 122,000
Total Expenditures 79,319 113,020 122,000
85
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
175 - Senior Transportation
Revenues
Property Taxes 84,484 82,400 83,769
State Shared - -
Interest Income 182 -
Total Revenues 84,666 82,400 83,769
Expenditures
Operating 85,053 82,400 83,769
Total Expenditures 85,053 82,400 83,769
176 - BID Downtown Improv Dist
Revenues
Assessments 114,000 114,000 114,000
Penalty & Interest 96
Total Revenues 114,096 114,000 114,000
Expenditures
Operating 114,381 114,000 114,000
Total Expenditures 114,381 114,000 114,000
179 - Disaster Relief (Hail Damage Events)
Revenues
Refunds & Reimbursements 1,129,748
Interest Income 7,031 2,000 10,000
Total Revenues 1,136,779 2,000 10,000
Expenditures
Operating - - -
Total Expenditures - - -
184 - Parks Master Plan/Improvement Grants
Revenues
Transfers 10,223 50,000 75,000
Total Revenues 10,223 50,000 75,000
Expenditures
Capital 234,654 50,000 75,000
Total Expenditures 234,654 50,000 75,000
186 - Development Impacts
Revenues
Transfers In -
Interest Income 7,067 8,000 4,500
Donations -
Total Revenues 7,067 8,000 4,500
Expenditures
Operating 141,602 - -
Total Expenditures 141,602 - -
86
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
187 - Fire Dept Equipment
Revenues
Property Taxes 336,267 328,248 335,076
State Shared -
Interest Income 1,877 5,000 4,500
Total Revenues 338,144 333,248 339,576
Expenditures
Operating
Capital 468,567 - 77,864
Total Expenditures 468,567 - 77,864
188 - City/County Joint Drug Forfeiture
Revenues
Fines 13,985 50,000 5,000
Interest Income 2,403 5,000 2,000
Donations -
Total Revenues 16,388 55,000 7,000
Expenditures
Operating
Transfers to Other Funds - - -
Total Expenditures - - -
189 - Story Mansion Special Revenue
Revenues
Charges for Sevices 24,693 40,000 -
Refunds & Reimbursements - - -
Transfers From other Funds 79,760 - -
Total Revenues 104,453 40,000 -
Expenditures
Operating 101,957 42,127 -
Capital -
Total Expenditures 101,957 42,127 -
191 - Bozeman Tourism BID
Revenues
Special Assessments 201,390 398,000 410,000
Interest Income - - -
Total Revenues 201,390 398,000 410,000
Expenditures
Operations 189,695 398,000 410,000
Total Expenditures 189,695 398,000 410,000
850 - Cash in Lieu of Parkland
Revenues
Cash in Lieu of Parkland -
Interest Income 2,258
Total Revenues 2,258 - -
Expenditures
Capital -
Total Expenditures - - -
87
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
Debt Service Funds
300 - SID Revolving Fund
Revenues
Special Assessments 11,240
Interest Income 29,823 20,000 20,000
Transfers 1,919,827
Total Revenues 1,949,650 20,000 31,240
Expenditures
Operating 10,906 - -
Debt Service - - -
Total Expenditures 10,906 - -
301 - Bond S & I Library
Revenues
Property Taxes 336,692 314,849 275,850
Total Revenues 336,692 314,849 275,850
Expenditures
Debt Service 318,565 316,132 275,850
Total Expenditures 318,565 316,132 275,850
302 - Bond S & I 1995 Trans Proj
Revenues
Property Taxes 496,164 469,088 429,088
Personal Property
County Shared
State Shared
Interest Income -
Transfers -
Total Revenues 496,164 469,088 429,088
Expenditures
Operating
Debt Service 420,810 428,066 429,088
Total Expenditures 420,810 428,066 429,088
305 - 2007 Downtown TIF Bonds
Revenues
Interest Income 1,269
Transfers In 426,188 424,878 428,388
Total Revenues 427,457 424,878 428,388
Expenditures
Operating
Debt Service 423,388 424,878 428,388
Total Expenditures 423,388 424,878 428,388
310-444 - SID Funds
Revenues
Special Assessments 1,134,049 1,500,000 1,500,000
Interest Income 16,090
Miscellaneous Revenue
Transfers
Total Revenues 1,150,139 1,500,000 1,500,000
Expenditures
Transfers
Debt Service 678,704 1,500,000 1,500,000
Total Expenditures 678,704 1,500,000 1,500,000
88
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
Construction Funds
504-561 - Construction Funds
Revenues
Grants - - -
Interest Income - - -
Other Revenues - - -
Other Financing Sources 243,722 - -
Total Revenues 243,722 - -
Expenditures
Operating
Capital 291,481 - 31,000
Total Expenditures 291,481 - 31,000
Enterprise Funds
600 - Water Fund
Revenues
Grants - - -
State Shared 1,466 - -
Utility Charges 6,013,239 6,245,817 6,588,212
Interest Income 146,105 94,000 105,000
Miscellaneous Revenue - 45,450 45,450
Refunds & Reimbursements 18,342 1,030 1,030
Rents and Royalties - - -
Cash in Lieu of Water Rights - - -
Contriubted Capital/Other 3,181,393 - -
Proceeds of Long Term Debt - 19,500,000
Total Revenues 9,360,545 6,386,297 26,239,692
Expenditures
Personnel & Benefits 1,828,903 1,873,706 2,036,977
Operating 9,734,545 2,316,176 2,353,964
Capital 3,318,762 11,399,216 16,956,712
Debt Service 30,062 - 786,699
Transfers 350,215 - -
Total Expenditures 15,262,487 15,589,098 22,134,352
610 - Water Impact Fee
Revenues
Utilities & Enterprise 713,388 775,000 775,000
Interest Income 98,554 75,000 75,000
Admin Reimbursement
Total Revenues 811,942 850,000 850,000
Expenditures
Operating 85,120
Capital 56,809 5,250,000 3,075,290
Transfers - -
Total Expenditures 141,929 5,250,000 3,075,290
89
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
620 - Waste Water Fund
Revenues
Grants 436,500
State Shared 1,225
Utility Charges 5,940,019 6,227,995 6,662,794
Interest Income 145,997 101,000 102,000
Miscellaneous Revenue 85,429 23,380 5,200
Refunds & Reimbursements 176,461 30,300 30,603
Contriubted Capital/Other 3,568,128 - -
Proceeds of Long Term Debt - - -
Total Revenues 10,353,759 6,382,675 6,800,597
Expenditures
Personnel & Benefits 1,534,635 1,768,860 1,757,903
Operating 8,074,226 1,993,324 2,732,233
Capital 18,014,815 1,894,680 999,500
Debt Service 1,100,298 1,365,000 1,237,480
Transfers 350,215 - -
Total Expenditures 29,074,189 7,021,864 6,727,116
630 - Waste Water Impact Fee
Revenues
Utility Charges 636,878 820,000 820,000
Interest Income 31,844 -
Admin Reimbursement -
Total Revenues 668,722 820,000 820,000
Expenditures
Operating 25,234
Capital 224,616
Debt Service - 404,000 820,000
Total Expenditures 249,850 404,000 820,000
640 - Solid Waste Fund
Revenues
Recycling Revenue 119,829 119,743 127,150
Collection Route Assessments 2,410,816 2,317,281 2,382,829
Tipping Fees - -
Interest Income 30,488 50,000 24,000
Roll-Off Container Rental 6,633 7,787 7,000
Miscellaneous Revenue 750 2,000 10,000
Rents and Royalties - -
Other 1,843 -
Total Revenues 2,570,359 2,496,811 2,550,979
Expenditures
Personnel & Benefits 1,022,493 1,054,680 1,061,018
Operating 1,555,615 1,532,362 1,462,728
Capital 153,334 - 70,000
Debt Service
Transfers
Total Expenditures 2,731,442 2,587,042 2,593,746
650 - Parking Fund
Revenues
Licenses and Permits 163,344 162,850 174,500
Fines and Forfeitures 212,373 150,000 295,000
Charges for Services 35,083 - -
Other 6,473 23,500 18,500
Transfers from other Funds 10,000 -
Total Revenues 417,273 336,350 488,000
Expenditures
Personnel & Benefits 194,485 202,283 210,637
Operating 797,228 190,407 203,232
Capital - -
Total Expenditures 991,713 392,690 413,869
90
Revenue and Expenditure Details For Each Fund
FY11 FY12 FY13
ActualsAmendedApproved
670 - Storm Water Fund - NEW in FY13
Revenues
Utility Charges - - 225,000
Interest Income - - -
Admin Reimbursement - - -
Total Revenues - - 225,000
Expenditures
Personnel & Benefits - 73,296
Opeartions - 70,844
Capital - 130,000
Total Expenditures - - 274,140
Internal Service Funds
710 - Vehicle Maintenance
Revenues
State Shared 200
General Government 766,145 794,164 773,191
Refunds & Reimbursements 129,838 -
Transfers In 787,021 -
Total Revenues 1,683,204 794,164 773,191
Expenditures
Personnel & Benefits 246,082 296,208 296,098
Operating 536,522 452,508 476,723
Capital 700,431 - 9,400
Total Expenditures 1,483,035 748,716 782,221
720 - Health-Medical Insurance
Revenues
Premium Revenue 3,454,814 3,452,000 3,551,000
Interest Income 908 -
Refunds & Reimbursements 347 28,000 35,000
Total Revenues 3,456,069 3,480,000 3,586,000
Expenditures
Operating 3,196,717 3,490,000 3,590,000
Total Expenditures 3,196,717 3,490,000 3,590,000
Permanent Funds
800 - Cemetery Perpetual Care
Revenues
Public Welfare 9,005 84,000 25,000
Interest Income 6,713 8,000 8,000
Transfers from Other Funds 40,000 -
Total Revenues 15,718 132,000 33,000
Expenditures
Transfers 6,713 - -
Total Expenditures 6,713 - -
865-881 - Public Welfare Grants
Revenues
Intergovernmental 11,910 - -
Total Revenues 11,910 - -
Expenditures
Operating 11,910 - -
Total Expenditures 11,910 - -
91
LONG RANGE FINANCIAL PLANS
___________________________________________________________________
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
FY14‐FY18 Capital Improvement Plan.
The FY13‐17 CIP contained scheduled projects totaling $82.4 Million, and unscheduled projects of $112
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
Tree Maintenance Fund
Water Fund
Wastewater Fund
Storm Water Fund
Solid Waste Fund
Vehicle Maintenance Fund
Water Impact Fee Fund
Wastewater Impact Fee Fund
Fire Impact Fee Fund
Street Impact Fee Fund
New this year: Parking Fund &
CTEP (Community Transportation
Enhancement Program)
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:
Street Maintenance Fund
Tree Maintenance Fund
Water Fund
Wastewater Fund
Storm Water Fund
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.
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. Beginning in Fiscal Year 2006, the budget oversight and supervision of the City Clerk function
was moved from the City Commission department to that of the City Manager
Major Objectives:
• To work closely with the administration and other government officials to lobby for state legislation beneficial to cities.
• To develop broadly-based city-wide support for economic development and to foster coordination of public and private resources
as a means of enhancing economic prosperity and environmental quality.
• To improve public facilities and the quality of services delivered to the public in order to meet the needs of the citizenry.
• To cooperate with other governmental entities in order to provide services efficiently and effectively and in a manner resulting in
the most equitable distribution of the tax burden.
• To ensure that all decisions are protective of the health, safety and general welfare of the citizens of this community.
Budget Highlights:
• More emphasis on the Records Management of City Records, including expanded public access to records.
• $4,500 in Election costs to ask the voters to approve a Parks and Trail Bond Issue.
Accomplishments:
• In conjunction with the Clerk’s Office, the City Commission supported costs for the Re-Codification of the Bozeman Municipal Code
(BMC), which assisted with bringing the project to completion in Fiscal Year 2012.
• Continued support will be sought for keeping the City’s Code as up to date as possible for public access.
PROGRAM INFORMATION
93
Department:CITY COMMISSION
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL1 ORDINANCES PASSED 22 25 25
Average over the last 3 years.
25
Source/Notes:
WL2 RESOLUTIONS PASSED 75 85 85 60
Source/Notes:
WL3 COMMISSION MEETINGS HELD 49 52 55
Policy Meetings wrapped into regular meetings. County meetings not as frequent.
50
Source/Notes:
WL4 PUBLIC HEARINGS HELD 49 52 55
In conjunction with Regular Meetings
50
Source/Notes:
WL5 HOURS OF MEETINGS 245 250 270
Meetings tend to begin at 5 p.m. more often. Also, many end at 10:30.
280
Source/Notes:
WL6 PAGES OF MINUTES 735 800 820
Pages have reduced due to ability to link to Audio and only capture action.
600
Source/Notes:
WL7 EXECUTIVE SESSIONS 9 5 5
These have increased.
7
Source/Notes:
WL8 HOURS OF EXECUTIVE SESSIONS 18 10 10
Executive Minutes tend to be more detailed content.
15
Source/Notes:
WL9 PAGES OF MINUTES FROM EXECUTIVE SESSIONS 27 15 15 30
Source/Notes:
94
Department:CITY COMMISSION
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
10.15%$79,066 $87,093Salaries & Benefits $78,958 $8,027
-26.09%$73,400 $54,250Operating$88,462 ($19,150)
0.00%$0 $0Capital$0 $0
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $167,420 $152,466 $141,343
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
1110 City Commission ($11,123)-7.49%$164,951 $148,466 $137,343
1130 Special Bodies/Study Commission/Ethics
Board
$0 0.00%$2,469 $4,000 $4,000
Totals $167,420 $152,466 $141,343
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund ($11,123)-7.30%$167,420 $152,466 $141,343
Totals $167,420 $152,466 $141,343
95
Department:CITY MANAGER
Activity:General Government
Program Description:
The purpose of the staff of the City Manager’s Office is to provide overall leadership, direction, coordination, and support of the
activities for the City’s workforce.
The City Manager’s Office also ensures that quality, effective, and efficient services are provided within the law, the policies of the
Bozeman City Commission, and the resources of the City. The City Manager provides information to the City Commission that
supports their ability to make informed policy decisions.
The purpose of the Office of Personnel is to support City functions by ensuring the capability and stability of the workforce. The
Director supports administrators and workforce members with current lawful information that provides sound recruitment practices
and protects the employment rights of the City and the workforce member.
The 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.
For Fiscal Year 2012, the Economic Development division has been moved to the Community Development section of the budget.
Major Objectives:
In support of the seven “Goals” of the City the staff of the City Manager’s office will:
Communicate Bozeman City Government activities to the public by:
• Increasing the amount of current information available on the city’s website
Maintain a current knowledge of regulations pertaining to employment and their effect on that resource by:
• The director of Human Resources, the City Attorney and the City Manager attending relevant professional conferences;
• Subscribing to and reading relevant professional journals;
• Conducting in-house training for supervisors;
• Conducting in-house training for staff covering “work place violence,” “sexual harassment in the work place” and other relevant
topics.
Provide opportunities to organization members for continual professional improvement by:
• Attending relevant professional conferences;
• Bringing the best presenters and educators to Bozeman for the benefit of the full organization;
• Encouraging continuing education at Montana State University and the College of Technology;
• Acknowledge our limited resources and constantly develop, implement, and review plans to address needs through efficiency in
assignments, cross training and other means.
Provide opportunities and training for senior level staff to ensure seamless governmental operations in the absence of any
department head by:
• Anticipating future service demands and resource deficiencies and be proactive in addressing them.
• Provide technical and coordination assistance in all spatially oriented projects within the City.
The outcomes of our investment will be:
• A well-led, coordinated, and trained workforce;
• Secure, consistent governmental operations;
• Lawful, equitable, and effective allocation of City resources;
• An informed and involved City Commission;
• An informed and involved community;
• Open, transparent government.
PROGRAM INFORMATION
96
Department:CITY MANAGER
Activity:General Government
Budget Highlights:
• Laserfiche Records and Agenda Management Software - $9,500 annual licensing.
• Annual amount for Codification Updates - $3,300.
• Annual city-wide Leadership Training - $10,000.
Accomplishments:
FY2011 ACCOMPLISHMENTS:
• Inclusion of Payroll Officer (HR Associate) in HR Office, and
• Hiring of an Economic Development Director.
• Beginning of Bozeman Municipal Code Codification project.
FY2012 ACCOMPLISHMENTS:
• Hiring of new Human Resource Director, Public Works Director, and Parks & Recreation Director.
97
Department:CITY MANAGER
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM1 The City Commission will be supported in their decision
process by always receiving unbiased, accurate research and
data from the staff a minimum of seven days prior to the
introduction of an item as an agenda item
80%98%98%98%98%
Source/Notes:
PM2 Citizens will be assured 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%100%
Source/Notes:
PM3 An open local government will be supported by a visible City
Manager who meets regularly with the County Commissioners,
leadership of MSU, the Chamber of Commerce, economic
development organizations, the Bozeman School District, and
civic groups.
100%100%100%100%100%
Source/Notes:
PM4 Public resources will be allocated effectively and lawfully.
Qualified independent auditors will perform annual audits, the
budgeting process will be a public process, and the budget will
emphasize outcomes consistent with the city’s adopted goals
and work plan.
100%100%100%100%100%
Source/Notes:
PM5 Employee matters will be handled in an
equitable and lawful manner that minimizes
the risk of loss to the City and its employees.
100%100%100%100%100%
Source/Notes:
PM6 The recruitment process will protect the work force and City
rights, and results in matching appropriate hires with
appropriate jobs. Turnover will be kept low resulting in a
stable workforce. Continual skill improvement training will
result in a competent, effective and efficient workforce.
100%100%100%100%100%
Source/Notes:
PM7 Opportunities to participate in world class leadership skills
training seminars by senior 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%100%
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Contracts Negotiated with Bargaining Units 1 3 3
Total of 4 Bargaining Units, 3 contracts expire in FY15, 1 expires in FY16
0
Source/Notes:
WL02 COMMISSION MEETINGS ATTENDED 72 69 69 69
Source/Notes:
98
Department:CITY MANAGER
Activity:General Government
WL03 Telephone & Email Contacts
CM and Assistant CM
25000 25000 25000 25000
Source/Notes:
WL04 Meetings with County Administration 20 20 20 20
Source/Notes:
WL05 Meetings with Civic Groups and Citizens 75 75 75 75
Source/Notes:
WL06 Meetings with MSU 10 10 10 10
Source/Notes:
WL07 Meetings with the Chamber 24 24 24 24
Source/Notes:
WL08 Meetings with other MT City Managers 3 3 3 3
Source/Notes:
99
Department:CITY MANAGER
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
0.93%$713,851 $720,472Salaries & Benefits $744,450 $6,621
-2.36%$107,165 $104,640Operating$115,900 ($2,525)
166.67%$7,500 $20,000Capital$8,875 $12,500
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $869,225 $828,516 $845,112
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
1210 City Administration $4,009 1.03%$380,562 $387,578 $391,587
1220 City Clerk $24,647 15.62%$144,540 $157,805 $182,452
1230 Human Resources $1,540 0.57%$254,820 $269,533 $271,073
1260 Neighborhood/Economic Development
Programs
($13,600)-100.00%$89,303 $13,600 $0
Totals $869,225 $828,516 $845,112
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund $16,596 2.00%$869,225 $828,516 $845,112
Totals $869,225 $828,516 $845,112
100
Department:MUNICIPAL COURT
Activity:General Government
Program Description:
The Court budget unit 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, establish general provisions for a municipal court.
Section 3-6-103 sets forth the jurisdiction of the municipal court which includes: jurisdiction coordinate and coextensive with the
justice' courts; original jurisdiction of all civil and criminal actions and proceedings provided for in 3-11-103; concurrent jurisdiction
with the district courts in actions arising under Title 70, chapters 24 through 27; applications for search warrants and complaints
charging commission of a felony; tax collection under $5,000; money due the city or; 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 and 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.
•To maintain an efficient collection system concentrating on Municipal Services Bureau and collection of fines and restitution.
•To continue effective communications with the city attorney, prosecutor, law enforcement, and Public Defender’s Office.
•Maintain updates of computer program.
•Maintain West Law for court use.
•Periodically update new bond book with new offenses and fine increases.
•Increase security measures for courtroom and staff.
•Co-operate with Commissioners toward establishing adequate space for increased court operations and location with Bozeman
Police Department.
Budget Highlights:
• Law & Justice Center Maintenance - Courtroom #1 and Clerks office - $47,396
• Law & Justice Center Space Lease & Maintenance - Courtroom #2 - $26,250
• Purchase of safe for safekeeping of cash and electronic records.
Accomplishments:
Anticipated for Fiscal Year 2012:
•To implement a mode of an efficient collection system concentrating on collections and monitoring restitution.
•To maintain a current and efficient criminal docket; expedite jury trials and trial resolutions.
•To continue effective communications with the City Attorney, City Prosecutor, Public Defenders Office, and Law Enforcement
Agencies.
•Additional training to all staff.
•Maintain updates of computer program, jury program, scanning records.
•Periodically update new bond book with new offenses and fine increases.
•Maintain improved access to archive records.
•Efficiently handle increased volume of motions, motions hearings, and trials.
PROGRAM INFORMATION
101
Department:MUNICIPAL COURT
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
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
** per police dept request, scheduling judge trials around
officers’ days off to reduce OT
< 1 Mo.
10-15 wks
<6 Mos.
<1 mo.<1 mo.
Source/Notes:
PM02 % of cases resolved on first appearance N/A 70%60%60%
Source/Notes:
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%100%
Source/Notes:
PM04 Amount of time spent to initialize time pay agreement 10 min per case 1 min per 1 min per 1 min per
Source/Notes:
PM05 % of daily time devoted to time pay (phone, counter,
summons, warrant), per clerk
10%/clerk 35%50%50%
Source/Notes:
Efficiency Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM06 Number of:
Judge trials
Jury trials
Open court
Misc. hearings
3 days wkly
2 days wkly
3 days wkly
3 days wkly
Source/Notes:
PM07 Ticket entry per hour 20 15-25 15-25 15-25
Source/Notes:
PM08 Processing of open court paperwork (amount of time needed
to complete the processing of all paperwork created during
that day’s open court session and is based on a standard of ½
day per clerk to complete one average day’s paperwork from
open court proceedings) & Judge Trials
1/2 DAY 1/2 DAY 3/4 DAY 3/4 DAY
Source/Notes:
PM09 Municipal Court Trials – amount of Clerk Time in Court Room
w/Judge trials during trial
10%10%20%30%
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Court Citations 7994 5173 10000
Source/Notes:
102
Department:MUNICIPAL COURT
Activity:General Government
WL02 Judge Trial Requests 290 211 300
Source/Notes:
WL03 Jury Trial Requests 702 389 600
Source/Notes:
WL04 Pre-Trial Hearings (suppression, omnibus etc.)
New procedure for FY11, instead of auto set Jury trial
--1434 2500
Source/Notes:
WL05 Open Court Proceedings – hourly 10-11 hrs wkly10-11 hrs wkly10-11 hrs wkly
Source/Notes:
WL06 Judge Trials Held 123 151 150
Source/Notes:
WL07 Jury Trials Held 14 24 30
Source/Notes:
WL08 Temporary orders of protection 24 38 60
Source/Notes:
WL09 Summons Issued 1279 2406 3000
Source/Notes:
WL10 Warrants Issued 536 2177 2500
Source/Notes:
WL11 Appeals 5 9 13
Source/Notes:
WL11 Open Court appearances (daily average)27.94 25.40 28.00
Source/Notes:
WL12 Municipal Infractions 1005 2050 700
Source/Notes:
103
Department:MUNICIPAL COURT
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
5.10%$474,250 $498,421Salaries & Benefits $428,045 $24,171
1.53%$149,600 $151,891Operating$154,825 $2,291
0.00%$0 $0Capital$0 $0
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $582,870 $623,850 $650,312
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
1310 Municipal Court $26,462 4.24%$582,870 $623,850 $650,312
Totals $582,870 $623,850 $650,312
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund $26,462 4.24%$582,870 $623,850 $650,312
Totals $582,870 $623,850 $650,312
104
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 oversees litigation involving the city conducted by appointed counsel.
The City Attorney and legal department staff:
• Represent the city before all courts, administrative agencies, and all legal proceedings involving the City;
•Prosecute misdemeanors including DUI, domestic violence related cases, and traffic offenses committed within City limits;
•Provide legal advice to the City Commission, City Manager, and all departmental staff and boards; and prepare or review contracts,
deeds, resolutions, ordinances, and other municipal documents.
Vision: Team based integrated legal support to the Organization.
Mission: To promote and enhance Bozeman’s quality of life through excellence in professional, ethical and credible legal
representation, advice and counsel.
Goals:
• Provide quality legal services.
• Promote an understanding of what the City Attorney’s Office does and understand what other departments do.
• Develop resources, materials and personnel within each team.
• Train for consistency in leadership for continuous operations.
• Promote areas of specialization.
• Integrate into the City’s departments.
• Provide sufficient resources for each staff member to do their job so they can enjoy Bozeman’s quality of life.
• Optimize efficiency.
• Anticipate change.
• Maximize coordination.
Values/Expectations:
Honesty: Do what is right/good/just for community, Integrity: Provide service to community and citizens Zealousness (perseverance)
Strive for a just result, Diligence: Demonstrate a strong work ethic Effective Communication Provide quality service Proficiency: Be
tolerant Loyalty to City goals and organization teamwork, Teamwork: Be fair to everyone, Professionalism: Communicate effectively,
Coordinate with other departments and strive for mutual understanding
Major Objectives:
• To work with the Bozeman Police Department and MSU Police Department to enforce state laws and city ordinances pertaining to
misdemeanors and traffic violations committed within the city limits.
• To work with other city personnel and officials in enforcing city ordinances including zoning, building code, fire code, and business
licensing.
• To review legitimate complaints from citizens for the filing of criminal offenses and, if approved by the City Attorney's Office,
prosecute the violations in court.
• To prosecute criminal cases in a timely, firm, and efficient manner which serves the best interests of justice, to include the best
interest of the citizens of Bozeman while providing justice for the victims.
• To serve as the city's legal counsel and legal representative before all courts, administrative agencies, and in all legal proceedings
involving the city, and to provide oversight of cases where the city or a city insurance carrier retains special legal counsel.
• To provide legal advice to the City Manager, Mayor, City Commission, departmental staff, and city boards concerning legal matters
that arise with respect to city governmental services and operations.
• To perform legal research and issue legal opinions.
• To review or prepare contracts, deeds, resolutions, ordinances, and other municipal documents relating to governmental
agreements, services, and operations of the city.
• To attend City Commission meetings and provide legal advice.
• To practice preventative law by being integral members of the city’s departmental teams and by providing legal risk management
services and proactive legal advice.
PROGRAM INFORMATION
105
Department:CITY ATTORNEY
Activity:General Government
Budget Highlights:
FY 13 REQUESTED BUDGET HIGHLIGHTS
• Fully Fund Victim/Witness Program - $122,000. Provide city share of Domestic Violence Prosecutor salary/benefits not provided by
federal grant (25%)* This amount includes the City’s share of Gallatin County’s Victim/Witness Program per the 2011 Interlocal
Agreement. In addition, the Montana Board of Crime Control Grant that funds a significant portion of Gallatin County’s
Victim/Witness program may be reduced for FY13 by approximately $30,000. If so, a request of approximately an additional $20,000
in addition to the amount listed here will be made to fund the V/W program at current staffing levels for FY13. This request will be
made from current V/W cash reserves and will not be for an additional general fund allocation. In addition, a federal grant awarded
to the City and contracted to Gallatin County provides partial funding for a domestic violence victim advocate. The city’s share of the
funding for this position of is also included.
• Summer Legal Intern - $ 6,000. The contributions of summer interns to the legal department cannot be understated. In addition to
the benefits provided to the Montana legal community from mentoring a law student intern, the interns provide substantial benefit
to the city of Bozeman by providing legal research on important criminal and civil matters, covering ministerial procedures in
municipal court to free up prosecutor time, and taking assigned lower difficulty misdemeanor cases during a period of significant
vacation time. FY13 will be the fourth straight year a pre-third year law student will be hired. The intern must be eligible for work
study. The city of Bozeman’s contribution for FY13 will be approximately $6,000 for 12 weeks of full time work.
• Fees for Outside Counsel/Litigation Costs - $40,000. The FY12 budget included $25,000 in funds to cover fees and costs for outside
counsel related primarily to City of Bozeman v. MMIA et al. The FY13 request adds funds to pay for the water rights counsel as the
amount of time billed by the water rights counsel in FY12 will be substantially lower than in FY13.
Accomplishments:
FY 12 PRIMARY ACCOMPLISHMENTS
• Stabilized department staffing and increased internal department efficiency and effectiveness through integration of new
prosecutors and new administrative staff.
• Continued to further integrate legal services into all facets of City operations.
• Continued weekly criminal staff meetings to increase communication, cooperation, refine procedures and overall effectiveness of
criminal services team.
• Worked to better inform police officers and other witnesses of cancelled or amended dates for hearings and trials.
• Developed training and discussion sessions with police officers on matters of criminal procedure.
• Completed code codification and trained city staff, officials, and public on the new municipal code.
• Actively participated in Bozeman Solvent Site regulatory process with anticipation of obtaining record of decision toward end of
FY11.
• Implemented policy to complete all requests for prosecution within 30 days of receipt.
• Implemented policy to complete all requests for confidential or public criminal justice information within time period required by
district court.
• Increased oversight of and active participation in civil litigation handled by outside counsel.
106
Department:CITY ATTORNEY
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 New Cases 1073 692 1040
Source/Notes:
WL02 Open Cases 1648 1800 1800
Source/Notes:
WL03 Judge Trials 113 61 90
Source/Notes:
WL04 Jury Trials 25 18 27
Source/Notes:
WL05 Change of Plea Hearings 984 571 990
Source/Notes:
WL06 Omnibus Hearings 1317 915 1350
Source/Notes:
WL07 Various Other Hearings 208 207 300
Source/Notes:
WL08 Requests for Confidential Criminal Justice Information 12 8 12
Source/Notes:
WL09 Requests for Prosecution 47 22 45
Source/Notes:
WL10 Calendar Call 432 261 390
Source/Notes:
WL11 Domestic Cases Prosecuted 40 20 30
Source/Notes:
WL12 DUI's Proscuted - 1st Offense 346 164 250
Source/Notes:
WL13 DUI's Prosecuted -- 2nd Offense 60 39 60
Source/Notes:
WL14 DUI's Prosecuted -- 3rd Offense 10 3 10
Source/Notes:
WL15 Aggravated DUI - 1st Offese N/A N/A N/A
New charge in FY13
15
Source/Notes:
WL16 Aggravated DUI - 2nd Offense N/A N/A N/a
New charge in FY13
5
Source/Notes:
107
Department:CITY ATTORNEY
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
-3.68%$645,830 $622,053Salaries & Benefits $514,367 ($23,777)
6.30%$201,745 $214,450Operating$164,310 $12,705
0.00%$0 $0Capital$7,695 $0
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $686,372 $847,575 $836,503
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
1410 City Attorney ($20,052)-2.83%$581,567 $708,055 $688,003
1430-1446 Civil Litigation $0 0.00%$25,464 $25,000 $25,000
1460 Criminal Prosecution - General $0 0.00%$22 $1,500 $1,500
1462 Criminal Prosecution - Victim/Witness $8,980 7.95%$79,319 $113,020 $122,000
Totals $686,372 $847,575 $836,503
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund ($20,052)-2.73%$607,053 $734,555 $714,503
174 Victim Witness Advocate $8,980 7.95%$79,319 $113,020 $122,000
Totals $686,372 $847,575 $836,503
108
Department:FINANCE
Activity:General Government
Program Description:
The Finance Department budget unit accounts for the general fund costs associated with the overall financial administration of the
city. The Finance Department also functions with Grants/Sustainability staff, who's budget is included in the Community
Development section of the budget.
The Finance Department is comprised of three divisions:
• Administration,
• Accounting, and
• Treasury
The department provides support services to other departments including: financial planning, budgeting, insurance administration,
accounting and financial statement preparation, data processing, collection and investment of city funds, debt administration, utility
billing, special improvement district accounting, business license administration, development of internal controls, information
technology services, GIS services, and data processing services.
The purpose of the Administration division 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 Finance Department as a whole, including Grants and Sustainability efforts.
The purpose of the Accounting division 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.
The purpose of the Treasury division is to properly bill and collect amounts owed to the City. The Treasury division collects and
invests all city funds, bills utility charges to customers and special improvement district assessments to property owners. The division
also issues business & pet licenses, collects parking tickets, and records cemetery lot sales.
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 Generally Accepted Accounting Principles.
• 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's grants for compliance with federal and state regulations and reporting requirements.
• To develop a system of sound internal controls in all city departments.
• To provide all city departments budgetary and expenditure information on a timely basis to enable the departments to operate
within appropriation levels established by the City Commission.
• To assure efficient and effective management of the public's resources by providing quality financial services.
• To safeguard and account for City assets and to provide accurate and timely budgetary and financial data to management, City
Commission, and the citizens of Bozeman.
• To provide knowledgeable and courteous customer service to all individuals who contact the Finance Department with questions or
concerns.
• To safeguard the City's financial assets through prudent investing, budgeting and expenditure control.
Budget Highlights:
•General Fund share of Annual Audit costs - $24,000
•Software Contract for Enterprise software - $66,750
•IBM Support for Enterprise server - $2,000
•Decrease in printing budget to focus on more electronic dissemination of budget and CIP documents ($1,000)
PROGRAM INFORMATION
109
Department:FINANCE
Activity:General Government
Accomplishments:
Fiscal Year 2012:
•Close monthly accounting functions by the 20th day of the following month.
•Receive a clean audit opinion with no continuing or new audit comments.
•Document the procedures for all Finance Department functions.
•Properly account for ARRA/Stimulus dollars.
•Successful replacement of the Enterprise-wide Financial System server.
•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.
110
Department:FINANCE
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Receive Distinguished Budget Presentation
Award for the Government Finance
Officer's Association
RECEIVE RECEIVED RECEIVED RECEIVED WILL APPLY
Source/Notes:
PM02 Receive Certificate of Achievement for
Excellence in Financial Reporting from the
Government Finance Officer's Association
RECEIVE RECEIVED RECEIVED WILL APPLY WILL APPLY
Source/Notes:
PM03 City's Bond Rating - Downtown Tax Increment District Rating BBB BBB+BBB+
Standard and Poors rating. Issued in 2008, upgraded in 2010, and reaffirmed in 2011.
BBB+
Source/Notes:
PM03 City's Bond Rating - General Obligation A2 A2 Aa3
Rated by Moodys May 2012, Affirmed existing rating.
Aa3
Source/Notes:
PM05 % of monthly checklist items done correctly
the first time
95%99%99%99%99%
Source/Notes:
PM09 % of accounts receivable statements mailed
by the 15th of the month
98%100%100%100%100%
Source/Notes:
PM10 Average # of water customers on
shut-off list per month
<10 <20 <20 <20
We assign the parameters for Shut Off.
<20
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 SID Statements Issued & Processed 15816 16000 16000
Source/Notes:
WL02 Utility Bills Issued & Processed 135000 135000 135000
Source/Notes:
WL03 Accounts Payable Checks Processed 11000 11000 11000
Source/Notes:
WL05 Federal Awards (Grants) Expended $1.3 Million $3.8 Million $500,000
Highly Dependant on Federal Grants received.
500,000
Source/Notes:
WL06 IRS Informational Returns 120 120 120
Source/Notes:
WL07 Business Licenses (Calendar Year)4260 3750 4250
Source/Notes:
111
Department:FINANCE
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
1.66%$628,707 $639,124Salaries & Benefits $596,936 $10,417
-1.55%$193,785 $190,780Operating$164,638 ($3,005)
0.00%$1,000 $1,000Capital$86,571 $0
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $848,145 $823,492 $830,904
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
1510 Finance Administration ($76)-0.05%$140,246 $150,442 $150,366
1520 Accounting $1,027 0.28%$409,281 $365,424 $366,451
1530 Treasury $6,461 2.10%$298,618 $307,626 $314,087
Totals $848,145 $823,492 $830,904
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund $7,412 0.90%$848,145 $823,492 $830,904
Totals $848,145 $823,492 $830,904
112
Department:PLANNING
Activity:General Government
Program Description:
The Department of Planning and Community Development (DPCD) accounts for the costs of administering the City’s long range
planning, current planning, and community development programs.
Major elements of the City’s Planning and Community Development program include:
• Long Range Planning: DPCD staff leads the long range planning activities of the City, including: preparation and updating of a
transportation plan and comprehensive “growth policy” for the City of Bozeman, in accordance with Part 6, Chapter 1, Title 76 MCA);
providing assistance and coordination to other departments with the preparation of Capital Improvements Plans; providing
assistance to other boards and departments with the preparation of strategic plans for land-use and development related programs,
such as parks and open space planning; providing staff support and technical assistance to Urban Renewal Boards; coordinating
planning efforts with other public and private organizations and agencies; and, developing implementation strategies to achieve
community planning goals and objectives. DPCD also serves as the City’s liaison with the U.S. Census Bureau.
• Annexation: DPCD staff is responsible for the implementation of the City’s Annexation Policies, as set forth in City Resolution No.
3137and Chapter 2, Title 7, Montana Codes Annotated (MCA). Subdivision Review: DPCD staff administers the Subdivision Ordinances
of the City and provides project management services for all applications for subdivision of land within the City in accordance the
Montana Subdivision and Platting Act (Sections 76-3-101 through 76-3-625, MCA).
• Zoning Ordinance Administration: DPCD staff administers the Zoning Ordinances of the City and provides project management
services for all applications for site development, including Conditional Use Permits, Planned Unit Developments, Site Plan reviews,
Certificates of Appropriateness, requests for variances and deviations, zone map amendments, and zone code amendments. This
program element also includes Code Compliance operations, to ensure compliance with adopted Zoning Ordinances. Zoning
Ordinance Administration also includes requirements for commercial signage and landscaping.
• Historic Preservation: DPCD staff, working with the Historic Preservation Advisory Board, serves as an advocate for preservation and
creates public and civic awareness of preservation through presentations, programs, media outreach, newsletters, nomination of
historic properties to the National Register of Historic Places, an annual historic preservation awards program, and historic
preservation week. The Historic Preservation Officer reviews proposals for structural modifications within Bozeman's neighborhood
conservation overlay district and for historic properties elsewhere in the City for compliance with locally adopted planning
regulations; maintains inventories of recognized historic properties within the city and makes this information available to the public
upon request; provides technical assistance to persons wishing to modify or maintain local historic resources; and, pursues grant and
other funding opportunities to support historic preservation activities.
• Impact Fees: DPCD staff administers the City’s impact fee program, including required updates to the Impact Fee Studies as
required by statute.
• Affordable Housing: DPCD staff, working with the Community Affordable Housing Advisory Board, prepares and implements the
City’s Affordable Housing Needs Assessment and Strategic Plan. This program element requires partnerships with other public
agencies and non-profits, including the Human Resources Development Council, Montana Board of Housing, HAVEN, Habitat for
Humanity, Western Montana Mental Health Center, and others.
• Economic Development: DPCD staff assists the City’s Economic Development Director on several programs, including staff support
of the Economic Development Team, coordination of business licensing and services, public outreach and education, and preparation
and implementation of economic development plans and policies.
• Boards / Commissions Served: DPCD staff provides technical support and professional assistance to a variety of advisory boards and
commissions to carry out the above-described program elements. These Boards and Commissions include:
City Commission, Planning Board, Zoning Commission, Board of Adjustment, Design Review Board, Development Review Committee,
Transportation Coordinating Committee, Historic Preservation Advisory Board, Beautification Board, North Seventh Urban Renewal
Board, Northeast Urban Renewal Board, Impact Fee Advisory Committee, Parks and Recreation Advisory Board, and Community
Affordable Housing Advisory Board.
Major Objectives:
LONG RANGE PLANNING: To engage the community to prepare and periodically update a “Growth Policy” (Comprehensive Plan) and
Transportation Plan for the City of Bozeman, and to provide technical support and information to the Planning Board, City
Commission, and other departments on all matters pertaining to long-range comprehensive planning.To develop and evaluate the
Unified Development Code to ensure effective and efficient implementation of the Comprehensive Plan while balancing the
PROGRAM INFORMATION
113
Department:PLANNING
Activity:General Government
community’s values for the highest quality built environment and a diverse economic base.To assist other departments and agencies
with Capital Improvements planning to ensure appropriate linkages between infrastructure and land use planning.To assist Urban
Renewal Boards to implement applicable Tax Increment Financing (TIF) District Plans, including annual budgeting, program
administration, and construction management.To prepare and implement special studies, reports and sub-area plans to provide a
policy framework for land use regulations, capital improvements, and program development.To coordinate with public and private
organizations and agencies to implement long range planning objectives effectively and efficiently. CURRENT PLANNING: To provide
customer service to residents, businesses, development professionals, and other interested parties to make the planning process
accessible, understandable, and efficient.To evaluate and make recommendations to the Planning Board, City Commission, and /or
Director of Public Service on all applications for annexations and subdivisions of land, and to provide accurate and current maps for
planning, subdivision, and annexation projects.To evaluate and make recommendations to the Development Review Committee,
Design Review Board, Board of Adjustment, Zoning Commission and City Commission on all proposals for site development. To
provide zoning code administration and support to staff and the public to insure compliance with, and resolution of non-conformities
from, the Bozeman Municipal Code.To review business licenses and building permit applications for compliance with the Zoning
Ordinance and to coordinate issuance of licenses and permits with other City departments.To aid the City Commission and the
Community Affordable Housing Advisory Board in implementing regulatory reform to increase the stock of affordable housing in the
City Of Bozeman.To develop a visually appealing and historically rich community by encouraging the preservation of Bozeman’s
historic landmarks, districts, and neighborhoods through Administrative Design Review within the Neighborhood Conservation
Overlay Districts and the Entryway Overlay Districts.To facilitate and coordinate the City’s Development Review and Design Review
processes, to ensure compliance with the City’s regulatory and design related policies.To continue to promote local historic
preservation education through various public forums, including slide shows, lectures, tours, school presentations, the Historic
Preservation Office resource library, and the publication of Heritage Preservation News.To review historic and architectural
appropriateness of alterations, rehabilitations, and restorations of historic buildings, structures, objects, landscapes, districts, and
neighborhoods.To research and inventory local historic properties and, when appropriate, nominate them to the National Register of
Historic Places.To administer the City’s impact fee program, including required update to the impact fee studies as required by
statute. COMMUNITY DEVELOPMENT: To assist and coordinate with other departments, public agencies and non-profits as needed
with various grant writing proposals and administration.To participate in the City’s affordable housing programs, including
participation on the Community Affordable Housing Board (CAHAB) and implementation of the Affordable Housing Needs
Assessment and Strategic Plan.To participate in the City’s economic development programs by assisting new and existing businesses
with the licensing and planning process, participating on the Economic Development Team, reviewing commercial development
proposals, and providing census and other technical data to various entities as needed.
Budget Highlights:
Section 76-1-407 MCA authorizes a city levy, not to exceed 2 mills, for funding of the City planning program. The balance of funding
for DPCD activities comes from the general fund, fees, and grant administration monies.
• Addition of 0.25 FTE for existing 0.75 FTE Planner I.
This additional FTE will accomplish the following: a) Existing Planner I position: i) Efficient review of residential building permits,
based upon continued trends of increased single family construction. Ii) No decrease in support to TIF Boards, based upon expansion
of TAG, rehabilitation, and demolition grant programs and construction of streetscape improvements. Iii) Implementation of a system
for over the counter approvals for small projects that do not require public notice. Iv) Support to front office staff for more technical
walk in and telephone inquiries.
• The department has attempted wherever possible to offset additional budget items with cuts in other operational areas. The
increases are in three areas, summarized as follows: a) Improvements to customer service through training for more effective of the
City’s enterprise and permitting software. B) Maintenance of software licenses and additional software.
• No Capital Improvements are planned for FY13.
• Continued administration and management of the Neighborhoods Program by DPCD staff.
• Continued administration and management of the Urban Renewal/Tax Increment Financing District Boards by DPCD staff.
Accomplishments:114
Department:PLANNING
Activity:General Government
Accomplishments:
1) Implementation of community development customer service delivery improvements, including the following components: a)
Reorganization of the reception and front counter area of the Stiff building to consolidate planning and engineering customer service
functions. b) Implementation of a system of cross training for reception and front counter staff. c) Administration of the Business
License program, including providing a single point of contact for all business license and associated permitting inquiries. d) Utilizing
existing Sungard enterprise software to improve collaboration between departments and divisions, resulting in increased efficiencies
and more effective service to customers and citizens. e) Fundamental evaluation of the City’s systems for code compliance to provide
greater responsiveness to the public and improved resolution of quality of life issues in the community.
2) Continued excellent project management of current workload (project reviews for annexations, subdivision, and zoning proposals,
impact fee administration, design review, and historic preservation activities).
3) Review and target revisions to the City’s Unified Development Ordinance (UDO) to advance community goals and Commission
direction, as follows: a) Expand Planning Director administrative approvals; b) Exempt small projects based on specific criteria; c)
Implement over the counter approval system; d) Simplify the reuse process; e) Reduce conditional uses; f) Evaluate approaches for
conversion of condominium lots to townhome lots; g) Implement administrative deviation process; and, h) Consolidate regulatory
structure of zone district standards and overlay district guidelines.
4) Continue implementation of Bozeman Community Plan.
5) Implementation of City of Bozeman Economic Development Plan (in conjunction with Economic Development Ombudsman and
the Economic Development Council).
6) Continue implementation of Downtown Bozeman Improvement Plan, in conjunction with Downtown Business Partnership and
other partners.
7) Complete update process for the four impact fee studies.
8) Complete Affordable Housing Needs Assessment and Strategic Plan.
9) Complete Mandeville Farm/DNRC Properties Master Plan and Feasibility Study.
10) Complete Historic Preservation Program Analysis and Strategic Plan.
11) Continue staffing Urban Renewal/Tax Increment Finance District Boards.
12) Continue staffing support of Neighborhood Program.
13) Continue staff support of Economic Development Team and City Economic Development plans and policies.
14) Continued coordination and cooperation on planning issues with Gallatin County, School District 7, Montana State University,
Montana Department of Transportation, Gallatin Valley Land Trust, and other public and private organizations.
15) Special projects as directed.
115
Department:PLANNING
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Subdivision Pre-applications 5
Planning Staff is not requiring pre-applications for reentitlement of most expired
preliminary plats, to improve the efficiency of the review process.
4
Source/Notes:
WL02 Minor Subdivision Pre. Plats 1 2
Source/Notes:
WL03 Major Sub-Preliminary Plats 1
Source/Notes:
WL04 Final Plats 5
Recent UDC amendments allowed many applications that were previously processed as
final plats to be processed as subdivision exemptions.
4
Source/Notes:
WL05 Master Plan Amendments 0 1
Source/Notes:
WL06 Annexations 1 2
Source/Notes:
WL07 Exemptions 15
Recent UDC amendments allowed many applications that were previously processed as
final plats to be processed as subdivision exemptions.
15
Source/Notes:
WL08 Preliminary Plat Lots Approved 86
The absorption rate for lots is still low. Most lots approved will likely be redesign and
reentitlement of expired preliminary plats for the foreseeable future until excess supply
is reduced.
100
Source/Notes:
WL09 Final Plat Lots Approved 3
Recent UDC amendments allowed many applications that were previously processed as
final plats to be processed as subdivision exemptions.
50
Source/Notes:
WL10 Number of public forum opportunities for special projects 0
Planning Staff held a public forum on the Affordable Housing Needs Assessment in
FY12. Approximately 30 members of the public participated. Other opportunities for
public participation have been provided at advisory board and committee meetings on
a variety of planning subjects.
2
Source/Notes:
WL11 Number of literature/information requests pertaining to
impact fees
90
A significant amount of information about impact fees is now available through the
department’s web page, reducing the number of general inquiries to staff.
100
Source/Notes:
WL12 Number of participants in forums 0
Planning Staff held a series of four public education forums in FY12 focused on recent
changes to the UDC. Public participation was good, with approximately 80 total
attendees.
100
Source/Notes:
WL13 Number of projects assessed impact fees 823 1000
Source/Notes:
WL14 Number of estimates for impact fees 60 100
Source/Notes:
116
Department:PLANNING
Activity:General Government
WL15 Site Plans 28
This represents the total number of approved final site plans.
25
Source/Notes:
WL16 Conditional Use Permits 10
Recent amendments to the UDC provided more administrative approval authority for
modification of approved CUPs, reducing the number of applications.
10
Source/Notes:
WL17 Planned Unit Developments 2
Planning Staff is trying to reduce the use of PUDs because of the inefficiency of the
process and the ongoing staffing requirements necessary to administer these types of
approvals. Recent UDC amendments will allow staff to use the Master Site Plan
process for large scale, complex, and/or phased approvals.
1
Source/Notes:
WL18 Certificates of Appropriateness 327
Recent amendments to the UDC exempted small projects meeting specific criteria from
COA requirements, reducing the number of applications.
250
Source/Notes:
WL19 Sign Reviews (permanent and temp)348 300
Source/Notes:
WL20 Variances/Appeals 11 5
Source/Notes:
WL21 Zone Map Amendments 9 5
Source/Notes:
WL22 Zone Text Amendments 5
Staff continues to make progress in amending the UDO to accomplish goals of the City
Commission Work Plan to increase procedural efficiencies and clarity while maintaining
high quality built environment outcomes. Staff will continue to bundle these text
amendments to attempt to convey the big picture to the Commission, advisory boards
and the public.
5
Source/Notes:
WL23 Concept Plan Review/Informal Review 18
Staff continues to recommend the informal review application to identify issues as
early as possible in the design and review process.
25
Source/Notes:
WL24 Number of site visits and/or signage consultations evaluating
allowable signage
500 400
Source/Notes:
WL25 Special Temporary Use Permits (STUPs)11
Staff is attempting to reduce the use of the STUP process, instead focusing on other
methods for approving projects that provide compliance with the UDC and a
permanent approval.
10
Source/Notes:
WL26 Reuse Permits 35 20
Source/Notes:
WL27 HISTORIC PRESERVATION - Office Visitations 195 150
Source/Notes:
WL28 HISTORIC PRESERVATION - Presentations (slides, wlaking tours,
etc.)
8 10
Source/Notes:
WL29 HISTORIC PRESERVATION - Newsletters/articles 3 4
Source/Notes:
WL30 HISTORIC PRESERVATION - Advisory Board Meetings 58 Hours 60 Hours
Source/Notes:
117
Department:PLANNING
Activity:General Government
WL31 HISTORIC PRESERVATION - Staff work with Volunteers 58 Hours 60 Hours
Source/Notes:
WL32 HISTORIC PRESERVATION - Certified Local Government Hours 300 Hours 300 Hours
Source/Notes:
118
Department:PLANNING
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
8.43%$587,382 $636,926Salaries & Benefits $627,771 $49,544
9.16%$74,023 $80,803Operating$63,375 $6,780
0.00%$0 $0Capital$0 $0
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $691,146 $661,405 $717,729
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
1610 Planning Operations ($48,477)-25.65%$95,845 $188,985 $140,508
1620 Subdivision Review $8,167 6.64%$119,577 $122,939 $131,106
1630 Long-Range Planning $1,532 2.85%$51,126 $53,829 $55,361
1640 Annexation $1,950 4.03%$45,697 $48,417 $50,367
1650 Code Enforcement $19,980 #Div/0!$78,947 $0 $19,980
1660 Historic Preservation $4,279 5.02%$79,575 $85,208 $89,487
1670 Zoning Operations $36,005 22.22%$195,474 $162,027 $198,032
1680 Neighborhoods $32,888 #Div/0!$24,905 $0 $32,888
Totals $691,146 $661,405 $717,729
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
100 Planning Fund $56,324 8.52%$691,146 $661,405 $717,729
Totals $691,146 $661,405 $717,729
119
Department:FACILITIES MANAGEMENT
Activity:General Government
Program Description:
The Facilities Management budget unit accounts for costs associated with maintaining city owned buildings and grounds. Buildings
that fall under budget unit include: City Hall, , 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 Citizen's Center.
Facilities Management is also responsible for coordinating remodeling, renovations and new construction projects. Current
construction projects include: building damage from the June 30, 2010 hail storm, Shop Complex remodel and renovations, and the
grant funded city-wide energy retrofits. Work in this area includes solicitation of professional design and engineering services;
selection of contractors and trades-people for project specific activities; and monitoring progress and processing claims for services.
The majority of the costs in the Facilities’ budget category are included in utility charges, building repairs and maintenance. While the
Facilities staff has become more hands on in our approach over the last year, current staffing levels still require that the majority of
the service needs are accomplished through contracted services. Contracted services include such activities as: janitorial services,
snow removal, lawn care, building systems including elevator and fire suppression systems and heating, ventilation and air
conditioning systems and mechanical controls. The department also assists other divisions with building related projects and
construction related services.
Major Objectives:
• To provide a safe, comfortable, and professional working environment for all city employees, elected officials, building tenants and
the public.
• To maintain all buildings and related equipment in good working condition in a proactive manner that will help extend their useful
life.
• To maintain a proactive approach for long-term facility planning, and project scheduling in order to avoid the costly problems of
deferred maintenance.
• To upgrade and renovate buildings and related equipment as needed to meet the future needs of the various city departments.
• To assure city buildings meet or exceed all applicable building codes, OSHA, and ADA requirements.
• To implement building design, maintenance, and operational practices that result in energy saving measures.
• To act as the City’s representative on building construction projects, secure consultant services for these projects, process claims
and monitor progress.
Budget Highlights:
ADA Improvements at City Buildings - $15,000
City Building Facility Condition Index - $14,000
Fire Station #1 Condensing Unit Air Conditioner - $75,000
Professional Building Re-Roof - $44,000
Senior Center Mechanical Improvements - $40,000
Senior Center Flooring Repairs - $15,000
Accomplishments:
FY 11 ACCOMPLISHMENTS
1. Complete construction and close out the Lower Yard Vehicle Maintenance Building and HRDC Bus Barn project.
2. Renovation of the Senior Center Fire Alarm System to current code standards.
3. Storage Room Renovations at City Hall.
PROGRAM INFORMATION
120
Department:FACILITIES MANAGEMENT
Activity:General Government
4. City Court remodel at the Law and Justice Building.
5. Reconfigure Finance Department work stations.
6. Electrical run for sand storage facility.
7. Replacement of City Hall IT air conditioner.
8. Kitchen remodel at Fire Station #2.
9. Isurance re-roof of Fire Station #2.
10. Insulate 2nd and 3rd floors and attic at Story Mansion.
11. Install basement stair drain at Senior Center.
12. Repair entrance damage caused by delivery vehicle at the Senior Center.
13. Modify conference room and establish Commissioner and Mayor’s Office at City Hall.
14. Separate utility connections from Fire Station #1 and old City Hall.
15. Re-bid elevator maintenance contract at the Library.
16. Upgrade mechanical control systems at the Library.
17. Install a transfer disconnect switch on main electrical power at the Shop Complex.
18. Professional Building handrails on the north side entrance.
19. Replace roof top access ladder with metal unit.
20. Replace the heating, ventilation, and air conditioning unit at the Landfill building.
FY12 ANTICIPATED ACCOMPLISHMETNTS
1. Secure bids and sign contracts for hail damage repair for city buildings.
2. Begin renovation and remodel of the city Shop Complex.
3. Begin city-wide energy retrofit project.
4. Complete the second round update of the city Facility Condition Index.
5. Upgrade mechanical control equipment at the Senior Center.
6. Re-roof the Professional Building.
7. Replace worn flooring at the Senior Center.
8. Continue identified ADA improvements from the Facilities Condition Index.
121
Department:FACILITIES MANAGEMENT
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Average response time for emergency repairs 30 Minutes 90%90%90%
Provided an additional hire in Facilities is approved.
92%
Source/Notes:
PM02 Average response time for minor non-emergency repairs (in-
house)
3 DAYS 95%90%95%95%
Source/Notes:
PM03 Average response time for minor non-emergency repairs
(contracted)
12 DAYS 80%93%95%95%
Source/Notes:
PM04 % of facility users that rate the quality of their areas as
excellent or good
90%88%83%85%85%
Source/Notes:
PM05 Review and approval of payments of claims from City
Construction projects
6 DAYS 96%95%95%95%
Source/Notes:
122
Department:FACILITIES MANAGEMENT
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
13.33%$232,508 $263,506Salaries & Benefits $229,983 $30,998
-17.36%$1,128,388 $932,546Operating$796,208 ($195,842)
-7.11%$250,528 $232,720Capital$5,000 ($17,808)
0.00%$150,000 $150,000Debt Service $357,581 $0
0.00%$0 $0Transfers$30,000 $0
Totals $1,418,772 $1,761,424 $1,578,772
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
1810 City Hall $147,367 38.93%$372,106 $378,495 $525,862
1820 Fire Station #1 ($136,194)-74.54%$56,261 $182,719 $46,525
1830 Shops Complex $42,446 16.31%$91,008 $260,264 $302,710
1840 Professional Building ($21,900)-14.11%$120,633 $155,175 $133,275
1850 Senior Center ($107,522)-56.82%$102,317 $189,222 $81,700
1860 Library ($126,121)-34.89%$247,749 $361,521 $235,400
1870 Fire Station #2 $18,182 99.80%$27,411 $18,218 $36,400
1880 Fire Station #3 $3,615 1.92%$389,287 $188,380 $191,995
1890 Vehicle Maintenance Facility ($2,525)-9.21%$12,000 $27,430 $24,905
Totals $1,418,772 $1,761,424 $1,578,772
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund ($182,652)-10.37%$1,418,772 $1,761,424 $1,578,772
Totals $1,418,772 $1,761,424 $1,578,772
123
Department:INFORMATION TECHNOLOGY
Activity:General Government
Program Description:
The Information Technology provides customer-focused information technology services and business solutions to local government
and citizens. The department’s primary responsibilities are in the areas of providing reliable, efficient information technology
systems.
This is accomplished by developing and implementing recommended standards for information technologies, by developing and
enforcing security policies, and through strategic acquisition of information technology resources.
The department’s mission is to yield the highest level of customer service and operate the City’s central information technology
systems and networks for City Departments so they can use technology and share information to perform their daily business
operations.
The purpose of the GIS division is to provide accurate and complete spatial data for the City of Bozeman. The GIS division will use this
data to stimulate intelligent growth and management decisions while promoting the use of electronic data publicly in a fair, efficient,
and effective manner.
All departments within the City organization as well as the public will benefit from the efficiencies of coordinating interdepartmental
data for use in a variety of applications and projects.
Major Objectives:
• To manage and operate the City’s Enterprise Applications and Networking services.
• To provide secure, dependable information technology services to City departments and customers.
• To provide support, training, and research for City Staff with their desktop applications, both data and voice.
• To manage and maintain the daily operations of the data centers.
• To ensure 99% uptime for all Information Technology Service.
• To manage and maintain a functional web site for both citizens and staff.
• To deliver accurate and complete spatial data for the City of Bozeman and its citizens.
Budget Highlights:
• Switch and Router Replacements - $25,000
• VMWare Server Replacements - $30,000
• Personal Computer Device Replacements - $100,000
• General Computer Supplies (cables, memory, parts, racks, etc.) - $37,000
• Citywide Information Technology Maintenance Contracts - $125,600
• Software to connect the City's Enterprise (Sungard) system with GIS - $6,150
Accomplishments:
Anticipated for FY13:
1. Completion of aerial photography project (funded in FY12).
2. Development of work plan to address storm water mapping needs.
3. Integration (real-time) of Sungard & GIS (benefits several projects including the Solid Waste customer information system and
the Integrated Water Resource Plan).
4. Creation of a water demand & usage reporting tool for the Integrated Water Resource Plan.
5. Support implementation of Economic Development applications (Bozeman Site Selector).
6. Analysis of Department of Revenue taxable market value data in preparation for 2012 certification process.
7. Continue upgrades to City Website to enhance the public’s access to City information.
8. Continue upgrade and maintenance to the City VoIP phones and gateways.
9. Continue the migration of physical servers to virtual servers and continue upgrades to aging routers and switches at selected
locations.
PROGRAM INFORMATION
124
Department:INFORMATION TECHNOLOGY
Activity:General Government
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Number of Help Desk calls resolved 99%99%99%99%99%
Source/Notes:
PM02 Phone system uptime 99%99%99%99%99%
Source/Notes:
PM03 Data network uptime 99%99%99%99%99%
Source/Notes:
PM04 Point to Point links uptime (Fiber and Copper)99%99%99%99%99%
Source/Notes:
PM05 Enterprise Application uptime 99%99%99%99%99%
Source/Notes:
PM06 Server uptime 99%99%99%99%99%
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Number of Help Desk calls created and completed N/A 1200 1200 1200
Source/Notes:
WL02 Number of hours phone system is in service; Possible available
= 8760
8660 8660 8660 8660
Source/Notes:
WL03 Number of hours data network is in service; Possible available
= 8760
8660 8660 8660 8660
Source/Notes:
WL04 Number of Point to Point links on the network (Fiber and
Copper) in service
16 16 17 17
Source/Notes:
WL05 Number of hours Enterprise Applications are available;
Possible available = 8760
8660 8660 8660 8660
Source/Notes:
WL06 Number of hours Server Farm is available; Possible available =
8760
8660 8660 8660 8660
Source/Notes:
125
Department:INFORMATION TECHNOLOGY
Activity:General Government
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
2.94%$503,094 $517,905Salaries & Benefits $469,310 $14,811
-1.66%$399,829 $393,211Operating$391,592 ($6,618)
-38.89%$90,000 $55,000Capital$114,342 ($35,000)
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $975,244 $992,923 $966,116
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
1910 Information Technology $18,428 2.24%$872,364 $824,205 $842,633
1920 Graphical Information Systems ($45,235)-26.81%$102,880 $168,718 $123,483
Totals $975,244 $992,923 $966,116
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund ($26,807)-2.70%$934,199 $992,923 $966,116
555 Technology Construction $0 0.00%$41,045 $0 $0
Totals $975,244 $992,923 $966,116
126
Department:POLICE
Activity:Public Safety
Program Description:
General: The Bozeman Police Department budget 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 of the year and handle emergency calls for service
along with proactive foot and bicycle patrols, property checks, public assists and citizen education. Additionally, the traffic unit
investigates motor vehicle crashes and helps ensure the safety of our roadways through traffic education and enforcement.
Additional specialty assignments include K9, Special Response Team, Field Training Officers and Crisis Intervention Team.
Detective Division: Our Detective Division is responsible for investigating felony criminal activity, conducting public education,
performing background investigations on prospective employees, carrying out internal affairs investigations and assisting other
agencies with investigations. Support Services Division: The Support Services Division administers animal control education and
enforcement, parking education and enforcement, fleet maintenance, department training, uniforms and equipment, and the
recruitment and hiring of police officers. This division oversees community outreach programs such as National Night Out, Teenager
Distracted Driving course, Citizen's Police Academy, the Bozeman Police Business League and actively participates in the community’s
neighborhood associations.
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 Interlocal 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.
D.A.R.E: .The Drug Abuse Resistance Education (D.A.R.E.) budget accounts for the expenditure of restricted revenues of the police
department. Some of the police special revenue budget unit is funded by donations and some non-Bozeman school reimbursements
that are restricted to the operation of the D.A.R.E. program and activities associated with it.
Major Objectives:
General
• Create and maintain a continued feeling of safety 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 who are 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
search warrants.
• Resolve day-to-day conflicts among family, friends, neighbors and 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 to improve information sharing,
PROGRAM INFORMATION
127
Department:POLICE
Activity:Public Safety
public safety, and strong working partnerships.
• Maintain a working environment where every employee's integrity, competency, and commitment to service are self-evident.Drug
Forfeiture
• 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. DARE
• Provide DARE curriculum to all 3rd and 5th grade students in the Bozeman school district.
• Make public awareness presentations to parents, teachers, and community organizations.
• Provide DARE curriculum to rural schools in Gallatin County.
• Continue to pursue alternative means of funding the DARE program.
Budget Highlights:
Replacement of three (3) fully equipped patrol vehicles - $ 156,000
Continue design of municipal law and justice facility - $250,000 authorized immediately, $250,000 approved after resolution of MMIA
Declaratory Action.
Accomplishments:
• Establish and begin implementation of a multi-year strategic plan.
• Continue our recruiting efforts to hire, train and fully staff our department.
• Evaluate and implement programs to reduce unsafe driving:
o Maintain a year around dedicated traffic enforcement unit.
o Identify and train two new motorcycle patrol officers to reach full staffing level of the traffic enforcement unit.
• Continue to monitor and improve patrol beats utilizing computer aided dispatch technology and mobile data terminals to increase
the efficiency of the patrol division.
• Implement the use of the Automated Fingerprint Identification System (AFIS) as a timely and effective investigative tool.
• Continue the full implementation of the electronic ticketing and report writing programs.
• Leverage technology toward increased operational efficiency and communication:
o Evaluate the feasibility of on-line crime reporting.
o Implement web-based reporting for traffic and parking complaints.
• Continue to improve community outreach through a proactive approach to crime response, public education and partnerships.
Anticipated Accomplishments for FY12:
• Complete the evaluation of the Law and Justice Center Master Plan to identify deficiencies, space needs and options for our law
enforcement facilities.
• 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.
• Continue seeking and obtaining federal, state and local grants in an effort to offset general fund expenditures.
128
Department:POLICE
Activity:Public Safety
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Respond to officer complaints/concerns 24 hours 100%100%100%100%
Source/Notes:
PM02 Increased Officer presence ot ensure public safety of
pedestrians and vehicles on city streets by utilizing bicycle and
motorcycle patrols
7 mo/yr 100%100%100%
Source/Notes:
PM03 Maintain dedicated traffice enforcement unit to investigate
vehicle crashes and provide traffic education and enforcement
services
12 mo/yr 25%100%100%
Source/Notes:
PM05 Homicide Reported Crime Closed/Cleared/Leads Exhausted 100%n/a n/a
Source/Notes:
PM06 Sexual Crime Reported Crime Closed/Cleared/Leads Exhausted 65%65%75%
Source/Notes:
PM07 Aggravated Assault Reported Crime Closed/Cleared/Leads
Exhausted
90%90%90%
Source/Notes:
PM08 Burgulary Reported Crime Closed/Cleared/Leads Exhausted 85%85%90%
Source/Notes:
PM09 Counterfeiting/fogery Reported Crime Closed/Cleared/Leads
Exhausted
75%75%75%
Source/Notes:
PM10 Criminal Mischief 90%90%90%
Source/Notes:
PM11 Motor Vehicle Theft Reported Crime Closed/Cleared/Leads
Exhausted
85%85%85%
Source/Notes:
PM12 Drug/Narcotic Reported Crime Closed/Cleared/Leads
Exhausted
95%95%95%
Source/Notes:
PM14 Robbery Reported Crime Closed/Cleared/Leads Exhausted 75%75%90%
Source/Notes:
PM15 Percent of Investigation Cases Cleared 90%90%90%90%
Source/Notes:
PM16 Drug Forfeiture: Dedicate two officers to full time drug
investigations
100%100%100%100%100%
Source/Notes:
PM17 Drug Forfeiture: Devote 25% of investigation time to assisting
smaller counties with investigations
100%100%100%100%100%
Source/Notes:
129
Department:POLICE
Activity:Public Safety
PM18 Drug Forfeiture: Target juvenile drug use (zero tolerance) by
having juveniles comprise 5% of total Task Force arrests
100%100%100%100%100%
Source/Notes:
PM19 Drug Forfeiture: Attend weekly inter-agency meetings 100%100%100%100%100%
Source/Notes:
PM20 DARE: Provide Instruction to all 5th grades 100%100%100%100%100%
Source/Notes:
PM21 DARE: Provide Instruction to all 3rd grades 100%100%100%100%100%
Source/Notes:
PM22 DARE: Percent of 5th grade graduates 100%99%99%99%99%
Source/Notes:
PM23 DARE: Percent of 3rd grade graduates 100%100%100%100%99%
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Full staff meetings Monthly 100%80%100%100%
Source/Notes:
WL02 Response to emergency calls/average 5 minutes 4.8 min 5.7 min 4.5 min
Based on prior full calendar year.
5.0 min
Source/Notes:
WL03 Response to non-emergency calls/average 10 minutes 7.8 min 11.5 min 10.3 min
Prior calendar year.
10 min
Source/Notes:
WL04 Total Calls for Service (break-down shown below)43385 45131 48404
FY12 shows updated projection, based on July-Dec Actuals. FY13 estimated to be
similar to FY12.
48404
Source/Notes:
WL05 Aggravated Assault/Assault with Weapon 20 34 32 32
Source/Notes:
WL06 Alarm 864 304 276 276
Source/Notes:
WL07 Animal Complaint 1919 2271 2460 2460
Source/Notes:
WL08 Arrest (non warrant)1686 1665 1610 1610
Source/Notes:
WL09 Arrest (warrant)652 660 456 456
Source/Notes:
WL10 Arson 10 1 1 1
Source/Notes:
WL11 Assault (other)102 304 276 276
Source/Notes:
WL12 Burglary 112 134 148 148
Source/Notes:
WL13 Animal Citations Issued 562 586
Previously combined with Parking Citations, FY09 & FY10
586
Source/Notes:
130
Department:POLICE
Activity:Public Safety
WL14 Criminal Trespass 301 539 604 604
Source/Notes:
WL15 Criminal Mischief/Vandalism 513 625 776 776
Source/Notes:
WL16 Disorderly Conduct 680 501 612 612
Source/Notes:
WL17 Disturbance/Loud Party 1192 1200 1514 1514
Source/Notes:
WL18 Driving Under the Influence of Alcohol/Drugs 466 428 340 340
Source/Notes:
WL19 Identity Theft/Deceptive Practice/Forgery 42 421 476 476
Source/Notes:
WL21 Homicide 0 0 0 0
Source/Notes:
WL22 Parking Citations Issued 3980 3649 3400 3400
Source/Notes:
WL23 Motor Vehicle Theft 46 69 98 98
Source/Notes:
WL24 Parking/Abandon Vehicle Complaint 1994 1999 2070 2070
Source/Notes:
WL25 Partner/Family Member Assault 72 288 260 260
Source/Notes:
WL26 Public Education Presentations 96 175 292 292
Source/Notes:
WL27 Sexual Crime/Rape 21 73 60 60
Source/Notes:
WL28 Robbery 16 8 6 6
Source/Notes:
WL29 Agency Assist 1319 1380 1380
Source/Notes:
WL30 Subject Stop 2154 2260 2264 2264
Source/Notes:
WL31 Theft 1188 1181 1442 1442
Source/Notes:
WL32 Traffic Citation Issued 3311 4504 5988 5988
Source/Notes:
WL33 Traffic Crash 1194 1486 1362 1362
Source/Notes:
WL34 Traffic Stop 10702 10,036 10,104 10,104
Source/Notes:
WL35 Civil Assist 601 630 630
Source/Notes:
131
Department:POLICE
Activity:Public Safety
WL36 Public Assist 1754 2026 2026
Source/Notes:
WL37 Suspicious Circumstances 1151 1260 1260
Source/Notes:
WL38 Drugs (Possession and Paraphernalia)308 330 330
Source/Notes:
132
Department:POLICE
Activity:Public Safety
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
-3.52%$5,365,917 $5,176,988Salaries & Benefits $5,729,023 ($188,929)
1.45%$1,025,962 $1,040,882Operating$898,053 $14,920
268.28%$178,125 $656,000Capital$147,659 $477,875
0.00%$0 $0Debt Service $0 $0
-100.00%$240,000 $0Transfers$137,487 ($240,000)
Totals $6,912,222 $6,810,004 $6,873,870
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
3010 Police Operations $354,335 6.58%$5,355,472 $5,384,182 $5,738,517
3020 Crime Control & Investigations ($219,690)-22.44%$1,081,368 $978,840 $759,150
3030 DARE ($1,483)-1.81%$83,941 $82,152 $80,669
3040 Drug Forfeiture ($79,432)-43.93%$210,141 $180,801 $101,369
3070 Animal Control $10,136 5.51%$181,300 $184,029 $194,165
Totals $6,912,222 $6,810,004 $6,873,870
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund $92,922 1.46%$6,533,267 $6,370,750 $6,463,672
125 Drug Forfeiture ($79,432)-43.93%$210,141 $180,801 $101,369
138 Law & Justice Center Prepaid Rent $0 0.00%$19,125 $20,000 $20,000
139 Police Special Revenue ($1,483)-1.81%$85,903 $82,152 $80,669
140 Police Domestic Violence $51,859 33.18%$63,786 $156,301 $208,160
188 City-County Drug Forfeiture $0 0.00%$0 $0 $0
Totals $6,912,222 $6,810,004 $6,873,870
133
Department:FIRE
Activity:Public Safety
Program Description:
The fire department budget unit accounts for the costs associated with meeting the following mission:
To minimize life loss, injury, and property loss by rendering advanced life support emergency medical care, rescue services, fire code
inspections, code enforcement, public fire safety/survival education, fire suppression, fire cause/arson investigation, hazardous
materials mitigation and response, and disaster management.
We will provide these services at the highest national standards consistent with community needs and available public and private
resources.
Major Objectives:
CONTINUE ORGANIZATIONAL RESTRUCTURING RELATED TO 3 STATION OPERATIONS.
• Promoting Battalion Chiefs in support of our three stations, as authorized by the voters In the 2007 mill levy. For FY13,
Commission authorized 1 Battalion Chief to be hired, starting April 2013.
PROVIDE ADEQUATE RESOURCES, TRAINING AND EDUCATION TO ASSURE EFFECTIVE LEVEL OF SERVICE DELIVERY AND TO PROMOTE
EMPLOYEE HEALTH AND SAFETY.
• Continue development and refinement of the department’s comprehensive training program encompassing all Fire Department
operations and services, which include but are not limited to, DES, fire prevention, fire suppression, hazardous materials, emergency
medical and rescue services.
• Implement employee succession plan/career development plan. • Maintain all current professional certifications.
• Maintain all training, equipment, and personnel requirements for state licensure to provide advanced life support, non-transport
(ALS), emergency services. Continue development of the Department’s minimum company standards (MCS).
TO PLAN AND PREPARE FOR CURRENT AND FUTURE SERVICE DELIVERY NEEDS THROUGH THE IMPLEMENTATION OF THE ADOPTED
FIRE PROTECTION MASTER PLAN.
• Work closely with other departments to identify current and future service trends and what resources are, and will be, needed to
address the community’s emergency service needs.
• Continue long term planning for Fire Station 4 and our Training facility.
CONTINUE TO CREATE, REFINE AND MAINTAIN EFFECTIVE ADMINISTRATIVE SUPPORT FOR ALL FIRE DEPARTMENT OPERATIONS AND
ACTIVITIES.
• Encourage Fire and Emergency Services as a City Commission priority.
• Continued implementation of the Commission adopted Fire Protection Master Plan.
• Review and reorganize responsibilities of administrative staff based on organizational need.
• Review Hazardous Materials and Disaster and Emergency Services Agreements between the City and County.
• Study the feasibility, methods and opportunities for fire department accreditation, and continued emergency service delivery
improvements.
• Expand program planning and performance measure budgeting within the department.
TO ENHANCE AND UPGRADE DEPARTMENT FIRE PREVENTION PROGRAMS.
• To more comprehensively meet our fire prevention and inspection obligations through the continued development of a Fire
Prevention Bureau.
• To continue to improve and enhance the department’s life safety inspections and required self inspection program, home
inspection programs, and other code enforcement activities.
TO MAXIMIZE UTILIZATION, EFFECTIVENESS, AND EFFICIENCY OF THE DEPARTMENT'S SERVICES.
• Continue implementation of the fire apparatus and equipment replacement program.
• Continue to implement mobile data computer system.
• Enthusiastically participate in joint training and operations with mutual aid departments.
PROGRAM INFORMATION
134
Department:FIRE
Activity:Public Safety
• Improve project review record keeping process and emergency response record keeping by providing a seamless interface with the
Building Department and 9-1-1 Center’s RMS.
• Enthusiastically support the Department’s shift based commercial inspection program.
• Meet all contractual and performance requirements for regional hazardous materials response teams.
• Continue to support and participate in the Gallatin County Fire Investigation and Arson Task Force.
DEVELOP INTERNAL SYSTEM ACTION PLANS THAT MAXIMIZE EXISTING RESOURCES AND SERVICES.
• Meet with current staff to agree on yearly goals calendar and identify action steps and time frames to achieve those goals. Meet
regularly with staff to evaluate timeframes and current effectiveness. Review and revise as necessary.
Budget Highlights:
For FY11:
• Completed Insurance Services Organization (ISO) evaluation resulting in an improved ISO rating of 3. This lower rating is a direct
result of adding Station 3 and its related staffing and equipment and improvements to our department from last years and past
budgets.
• Successfully promoted 1 Captain and hired replacement firefighter due to a retirement.
• Completed initial live fire training at the training facility.
• Improved Fire Department website to maximize usefulness to community
Accomplishments:
Anticipated for FY13:
• Continue construction of Training Facility at lower yards.
• Continue Implementation of 2006 Fire Protection Master Plan Organizational Recommendations.
• In coordination with the Police Department, build and improve community/Public Safety relations through the development and
implementation of new programs consistent with community need.
• Conduct audit of provided services, delivery methods, and fees of the fire inspection program. (efficiency, productivity,
accountability)
• Continue refinement of 3 station response districts to reduce response times city wide.
• Complete fleet mapping and portable/mobile radio re-programming related to trunked radio.
• Work with water department to implement comprehensive community wide access to defibrillation program.
• Continue review of current administrative roles and responsibilities and work load to identify opportunities for improved efficiency
and service delivery.
• Continue refinement of special operations programs including confined space rescue, trench rescue, low and high angle rescue, and
collapsed building response.
• Explore opportunities for use of social media when communicating with citizens.
• Complete Fire Department Annual Report.
135
Department:FIRE
Activity:Public Safety
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Emergency Operations - Response time within 6 minutes 100% of city within 6
minutes(commission
adopted)
68.1%78.1%80%
Commission Adopted response time standard.Source/Notes:
PM02 Fire Prevention (FP) High Risk Locations requiring inspection
brought to completion: Bars - Fire inspections
100%24%50%100%
Source/Notes:
PM03 FP: Bars - Occupancy Checks 100%100%100%100%
Source/Notes:
PM04 FP: Sororities & Fraternaties 100%100%100%100%
Source/Notes:
PM05 FP: Schools 100%100%100%100%
Source/Notes:
PM06 FP: Montana State University 100%100%100%100%
Source/Notes:
PM07 FP: Business License Inspections 100%100%100%100%
Source/Notes:
PM08 Training (T) % of Firefighters completing certification of those
required to attend specific classes: Haz Mat IC
100%100%100%100%
Source/Notes:
PM09 T: Haz Mat Technician 100%100%100%100%
Source/Notes:
PM09 T: EMT/Paramedic Refersher 100%100%100%100%
Source/Notes:
PM10 T: Firefighter 1 100%100%90%90%
Source/Notes:
PM11 T: Firefighter 2 100%100%20%70%
Source/Notes:
PM12 T: Car Seat Safety 100%100%100%100%
Source/Notes:
Efficiency Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM13 Fire Prevention: 3365 Properties Subject to Inspection
Number of inspections per year as a percentage of properties
in need of inspection (not including new construction)
Total properties requiring inspection: 3365
50%22.5%25%30%
Source/Notes:
136
Department:FIRE
Activity:Public Safety
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Fires 81 75 75
*Calendar Year CallsSource/Notes:
WL02 Rupture/Explosion 2 1 1
*Calendar Year CallsSource/Notes:
WL03 EMS/Rescue 1441 1483 1483
*Calendar Year CallsSource/Notes:
WL04 Hazardous Condition 165 202 202
*Calendar Year CallsSource/Notes:
WL05 Service Call 145 187 187
*Calendar Year CallsSource/Notes:
WL06 Good Intent Call 675 498 498
*Calendar Year CallsSource/Notes:
WL07 False Call 241 270 270
*Calendar Year CallsSource/Notes:
WL08 Severe Weather/other 28 36 36
*Calendar Year CallsSource/Notes:
WL09 Total Calls 2778 2752 2752
*Calendar Year CallsSource/Notes:
137
Department:FIRE
Activity:Public Safety
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
-4.53%$3,796,540 $3,624,448Salaries & Benefits $4,417,548 ($172,092)
5.76%$386,952 $409,236Operating$358,643 $22,284
#Div/0!$0 $121,964Capital$615,808 $121,964
0.00%$0 $0Debt Service $0 $0
0.00%$150,000 $150,000Transfers$460,587 $0
Totals $5,852,586 $4,333,492 $4,305,648
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
3110 Fire Administration $25,765 4.96%$903,928 $519,285 $545,050
3120 Fire Operations ($91,004)-2.40%$4,922,443 $3,785,142 $3,694,138
3130 Operational Readiness $32,395 224.42%$16,963 $14,435 $46,830
3140 Fire Prevention $5,000 66.84%$8,889 $7,480 $12,480
3160 Hazardous Materials $0 0.00%$363 $7,150 $7,150
3170 Disaster & Emergency Services $0 0.00%$0 $0 $0
Totals $5,852,586 $4,333,492 $4,305,648
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund ($88,208)-2.12%$4,801,163 $4,165,992 $4,077,784
113 Fire Impact Fees ($17,500)-10.45%$346,726 $167,500 $150,000
183 Fire Department Special Revenue $0 0.00%$122,269 $0 $0
187 Fire Capital & Equipment Replacement $77,864 #Div/0!$468,567 $0 $77,864
560 Fire Station #3 Construction Fund $0 0.00%$113,861 $0 $0
Totals $5,852,586 $4,333,492 $4,305,648
138
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 and 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 includes one Chief Building Official, two Plans Examiners, three Building Inspectors,
one Code Compliance Officer, one Project Permit Coordinator and one Permit Technician. 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; 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.
The Code Compliance Officer also conducts building and occupancy inspections for each new City Business License Application. 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.
• Work with the Planning Department to promote adoption of the International Property Maintenance Code during the current fiscal
year.
• Provide technical advice and consultation for all city departments to help facilitate in house/city projects and minimize costs to
the taxpayer.
• Upgrade technology as described below…
3. Technology:
• Integrate handheld devices or laptops into field inspection procedures to allow for more efficient and consistent field inspections
and inspection documentation.
Budget Highlights:
• Monitor and adjust division staffing levels (up or down) as required by current building division building permit activity and
workload.
• Restructure Building Division fee and valuation tables as recommended by revenue/expenditure and process/task efficiency
analysis reports and the Administrative Rules of Montana in section 24.301.138, Calculation of Fees.
PROGRAM INFORMATION
139
Department:BUILDING INSPECTION
Activity:Public Safety
• Revaluate and adjust the Division operational budget to eliminate any unnecessary spending but ensure funding for all of the
necessary/required Division expenditures.
Accomplishments:
Work to accomplish department's major objectives throughout the year.
140
Department:BUILDING INSPECTION
Activity:Public Safety
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Percent of Plan Reviews done within Standard (Residential)75% w/in 2 weeks 91%91%100%
Estimating FY13 Similar to FY12
100%
Source/Notes:
PM02 Percent of Plan Reviews done within Standard (Commercial)75% w/in 4 weeks 100%100%100%
Estimating FY13 Similar to FY12
100%
Source/Notes:
PM03 Percent of Fast Track plan reviews done within standard 90% w/in 1 week 92%100%100%
Estimating FY13 Similar to FY12
100%
Source/Notes:
PM04 Percent of frame inspections done within standard
(1 audit/month/employee)
90%NA 90%95%
Estimating FY13 Similar to FY12
95%
Source/Notes:
PM05 Percent of commercial plan checks done within standard
(1 audit/month/employee)
90%90%92%95%
Estimating FY13 Similar to FY12
95%
Source/Notes:
PM06 Percent of residential plan checks done within standard
(1 audit/month/employee)
90%90%95%98%
Estimating FY13 Similar to FY12
98%
Source/Notes:
PM07 Percent of final inspections done within standard
(1 audit/month/employee)
90%90%95%95%
Estimating FY13 Similar to FY12
95%
Source/Notes:
Efficiency Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM11 Total average Inspections per day for each inspector.15 16.33 16.45 20.53
Staffing Shortage in FY12; estimate full staffing in FY13
16
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Commercial Permits: Number 252 802 486
Estimating based on FY12 Q1 and Q2 Actuals
486
Source/Notes:
WL02 Commercial Permits: Value $39 Million $88 Million$23.8 M Actuals for Q1 & Q2
Estimating FY13 to be Similar to FY12.
Similar to FY12
Source/Notes:
WL03 Residential Permits: Number 879 2812 1976
Estimating based on FY12 Q1 and Q2 Actuals
1976
Source/Notes:
WL04 Residential Permits: Value $46 Million $54 Million $70 Million
Estimating based on FY12 Q1 and Q2 Actuals
$70 Million
Source/Notes:
WL05 New Permits - Single Family Dwellings 144 147 174
Estimating based on FY12 Q1 and Q2 Actuals
???
Source/Notes:
WL06 New Permits - Multi-Unit Dwellings 59 10 50
Estimating based on FY12 Q1 and Q2 Actuals
???
Source/Notes:
141
Department:BUILDING INSPECTION
Activity:Public Safety
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
1.80%$718,486 $731,428Salaries & Benefits $585,537 $12,942
-18.76%$191,032 $155,188Operating$148,810 ($35,844)
#Div/0!$0 $100,000Capital$13,478 $100,000
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $747,825 $909,518 $986,616
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
3210 Building Inspection Operations $77,098 8.48%$747,825 $909,518 $986,616
3220 Life Safety $0 0.00%$0 $0 $0
Totals $747,825 $909,518 $986,616
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
115 Building Inspection Fund $77,098 8.48%$747,825 $909,518 $986,616
Totals $747,825 $909,518 $986,616
142
Department:PARKING
Activity:Public Safety
Program Description:
Under the authority of the Bozeman Parking Commission, the Parking Enterprise Fund consists of Downtown Parking, the MSU
Residential Parking District, and the High School Residential Parking District. Additional jurisdiction of the BPC is Bridger Park
Downtown, the City’s 435-space downtown parking garage.
The BPC directly supervises the City’s parking manager, who, in turn, oversees the Parking Enforcement staff (2.75 FTE).
There are three sources of revenue: citations, permits for the MSU and high school residential districts, 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; and seasonal snow removal.
Downtown Parking: The downtown parking consists of the business district bounded by Broadway to the east, 5th Avenue to the
west, Mendenhall Street to the north, and Babcock Street to the south. Enforcement is done six days per week.
Enforcement consists of timed parking using a vehicle with a digital tracking system and walking patrols. Primary infractions include
overtime violations, handicapped parking violations, and restricted zone violations.
Montana State Residential Parking District: The district encompasses approximately 212 city block faces, primarily north and west of
the MSU campus. Enforcement is done five days a week, year round. Primary violations include failure to purchase or affix residential
permit and restricted zone violations.
High School Residential Parking District: The district encompasses approximately 58 city block faces, primarily east of the high school.
Enforcement is possible five days a week during the school’s academic year, but generally consists of two or three patrols per week,
on a varying schedule. Primary violations include failure to purchase or affix residential permit and restricted zone violations.
Major Objectives:
Mission Statement of the Parking Commission: 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 of the Parking Commission:
• Improve and maintain public parking assets.
• Seek to acquire additional public parking as needed.
• Make the parking system fiscally sound and self-sufficient.
• Manage spaces to best serve the needs of customers.
• Provide consistent treatment regarding parking enforcement.
• Educate parking users to minimize parking conflicts.
• Make parking areas attractive and easy to use.
• Plan for and respond to changing needs in the districts.
• Provide parking options for bicycles, motorcycles, and other transportation alternatives.
• Work cooperatively with local government partners.
• Provide for the safe movement of pedestrian and vehicle traffic.
Budget Highlights:
Contrary to past years, FY11 turned out to be a fiscally positive 12 months for the Parking Enterprise. In the past, this fund had not
been self sufficient for several years. Because of that, the Parking Commission charged the City’s parking manager with an annual
goal of reducing the debt. In FY11, the debt was more than reduced, in fact there was a net gain of approximately $15,000. Prior year
deficits were $123,000 in FY09 and $40,000 in FY10. In fact, FY11 was budgeted to be approximately $30,000 in arrears. Likewise, the
estimated deficit for FY12 was $20,000. By maximizing the effort to collect unpaid citations and because of downtown Bozeman’s
robust economy, both FY11 and FY12 (expected) were turned upside down. The increased revenue occurred at the same time as a
PROGRAM INFORMATION
143
Department:PARKING
Activity:Public Safety
vaunted effort to minimize expenses. The fund’s deficit was forecasted to be erased by FY14, but that schedule has been accelerated
through the efforts of a dedicated enforcement staff and vigilance to minimized expenses. While FY11 was fiscally positive, FY12
should see revenue exceed expenses by approximately $6,000. Likewise, FY13’s budget calls for a similar net revenue of about
$5,000.
Bridger Park Downtown continues to be a major source of positive revenue. The parking garage came online in April 2009, and
continues to see monthly increases in revenue and usage. At the request of merchants, downtown streets have offered two hours of
free parking for decades. In October 2010 the Parking Commission opted to standardize free parking downtown and set the first two
hours in Bridger Park Downtown as free also. This change increased usage in the garage, but did not have an impact on revenue.
Additionally, in January 2011, the Parking Commission opted for a courtesy ticket policy, where first-time downtown violators of the
overtime ordinance are given a courtesy ticket. In calendar year 2011, 2,526 courtesy ticket were written in the downtown core. This
has been very well received by the downtown businesses, and as expected, led to a decline in citations issued. However, there has
been an increased drive to collect unpaid citations through a collection agency, boot letters that warn violators their vehicle is at risk
of being immobilized, and efforts by the parking manager to collect citation revenue via direct contact with violators.
Labor expenses were reduced in FY12 with a cutback from 2.75 FTE to 2.5 FTE. This was done without a significant reduction in tickets
issued, and the labor reduction occurred due to fewer violators on the downtown streets. At one time, there were very few options
for long-term parking downtown, but Bridger Park Downtown has given customers, employees, and visitors a solution to park longer
than the two hours posted on the street. The savings in personnel costs helped FY12 have a positive cash flow and will do the same
with FY13.
In the past, the City has struggled to keep the full complement of enforcement staff. Under the guidance of the parking manager and
Parking Commission instead of the Bozeman Police Department, for the first time in recent history, the enforcement staff is solid and
gaining experience daily.
Accomplishments:
In calendar year 2011, 2,526 courtesy tickets were issued in downtown Bozeman. Revenue exceeded expenses in FY11 and should do
the same in FY12.
Further, FY13 is budgeted to have positive cash flow. These positive numbers are in stark contrast to the years of operating in the red.
144
Department:PARKING
Activity:Public Safety
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Courtsey Citations Written (no charge)n/a n/a 2526
For the first time, the Parking Commission created a Courtesy Ticket Policy for first-
time violators of the downtown overtime parking infraction. This policy took place in
January 2011 and for calendar year 2011, 2,526 courtesy tickets were issued.
2500
Source/Notes:
WL02 Number of Parking Lot Spaces Managed & Maintained 174 174 174
The Parking Department is responsible for maintaining the four downtown surface lots
with a capacity of 174 spaces.
174
Source/Notes:
WL03 Number of Parking Lots Managed & Maintained 4 4 4
The Parking Department is responsible for maintaining the four downtown surface lots
with a capacity of 174 spaces.
4
Source/Notes:
WL04 Number of Parking Garages Managed & Maintained 1 Downtown Garage 1 1 1
Bridger Park Downtown, the 435-space, 5-level parking structure on East Mendenhall
Street in downtown Bozeman, is managed and maintained by the Parking Department.
1
Source/Notes:
WL06 Total Citations Written 8,768 9,700 9,600
Parking enforcement covers the 650 on-street timed spaces and the 174 off-street
timed spaces in the downtown core. These 814 spaces have mostly 2-hour restrictions.
In addition, parking enforcement covers 214 blocks in the Montana State University
Residential District.
9600
Source/Notes:
145
Department:PARKING
Activity:Public Safety
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
4.07%$205,271 $213,618Salaries & Benefits $194,485 $8,347
6.74%$190,407 $203,232Operating$797,228 $12,825
0.00%$0 $0Capital$0 $0
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $991,713 $395,678 $416,850
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
3310 Parking Administration $15,564 8.27%$167,153 $188,201 $203,765
3320 Parking Operations/Enforcement $2,558 1.86%$137,653 $137,827 $140,385
3330 Parking Garage Operations $3,050 4.38%$686,907 $69,650 $72,700
Totals $991,713 $395,678 $416,850
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
650 Parking Enterprise Fund $21,172 5.35%$991,713 $395,678 $416,850
Totals $991,713 $395,678 $416,850
146
Department:PUBLIC SERVICES ADMINISTRATION
Activity:Public Service
Program Description:
The public services/engineering budget includes the director of public services, engineering, weed enforcement, and sidewalk snow
removal. The director of public services has oversight responsibilities for water and sewer utilities, streets maintenance, signs and
signals, vehicle repair, solid waste utility, forestry, and engineering.
As delegated by the City Manager, the 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; the
DEQ-mandated Phase II storm water program; and administers the city’s flood plain ordinance, sidewalk repair and installation
programs, and the sidewalk snow and weed enforcement 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 the newly created Deferred Maintenance Programs.
Major Objectives:
• To coordinate the activities of the public services department divisions.
• To establish and maintain policies, procedures and protocol for conducting the department's functions.
• To assist the city manager and finance director in reviewing enterprise funds revenue and expense forecasts for rates setting
purposes.
• To provide general oversight of department activities affected by new federal and state mandates.
• To assure the city’s long-term master plans for water, wastewater, storm water, 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.
Budget Highlights:
FY12: Implementation of the new Deferred Maintenance programs for Street Reconstruction and increased Water & Wastewater
Annual Upgrades. Obtained Record of Decision and Administrative Order of Consent for Bozeman Solvent Site. Successful completion
of vehicle maintenance facility and city shops complex remodel.
Accomplishments:
FY12: Continued administration and substantial completion of the $54 Million Water Reclamation Facility construction contracts.
Successful Bid and start of construction of the $40 Million Water Treatment Plant construction contracts.
Administration and successful completion of the College & 11th Roundabout project. Administration of $959,200 contract for water
renovations.
Re-write and adoption of Bozeman Municipal Code provisions regarding public use of rights-of-way. Issued approximately 100 Public
Assembly/Parade/Open Container Waiver permits and 90 downtown sidewalk encroachment permits.
PROGRAM INFORMATION
147
Department:PUBLIC SERVICES ADMINISTRATION
Activity:Public Service
Design, bid and administration of South 8th Avenue street reconstruction contract.
Began administration of Integrated Water Resource Planning efforts.
Installed LED street lighting pilot project and study.
Oversaw rehabilitation of blast alley.
148
Department:PUBLIC SERVICES ADMINISTRATION
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Workload reflected in the following charts of total public
infrastructure projects.
Attached
Source/Notes:
149
PRIVATE WATER AND SEWER PROJECTS 1/1/11 TO 12/31/11
WATER (LF)SEWER (LF)$VALUE 1
1Northside Granary Fire Service Line 76 3,040
2Deaconess Hospital Fire Service 42 1,680
3Holy Rosary Church Fire Service Line 160 6,400
4Safeway Fire Service Lines 98 3,920
5Norton East Ranch Subdivision 14350 7005 784,150
6Bioscience Labs Fire Service Line 33 1,320
7Buffalo Restoration Fire Service Line 244 9,760
8Goodwill Building Fire Service Line 20 800
9Aarons Fire Service Line 229 9,160
10GM Building Fire Service Line 275 11,000
11Petra Academy 430 17,200
12Chrysler Building Fire Service Line 375 15,000
13National Coating Fire Service Line 76 3,040
14Kohls Fire Service Line 336 13,440
15Gallatin Valley Seed Co. Fire Service Line 30 1,200
16Deaconess Hospital Main Relocation 475 19,000
17Nissan Building 275 11,000
18Petra Academy Fire Service Line 255 10,200
19Resurrection Parish Fire Service Line 41 1,640
20Mountain View Building Fire Service Line 333 13,320
TOTAL 18,153 7,005 936,270
Total 2010 24,745 12,073 1,351,990
PUBLIC WATER AND SEWER PROJECTS 1/1/11 TO 12/31/11
WATER (LF)SEWER (LF)$VALUE 1
1WTP Upgrade N/A 26,879,130
2 WWTP Modifications N/A 36,362,233
32011 Water Renovations 5841 979,859
TOTAL 5841 064,221,222
PRIVATE STREET AND STORM SEWER PROJECTS 1/1/11 TO 12/31/11
STREETS (LF)STORM SEWER (LF)$VALUE 1
1Norton East Ranch 13589 3315 1,184,962
2Petra Academy 1020 30 78,000
TOTAL 14,609 3,345 1,262,962
Total 2010 29,911 7,925 2,613,612
SIGNALIZATION/INTERSECTION IMPROVEMENTS
Location Description $Value
S. 11th/W. College Roundabout 670,932
Total 670,932
PUBLIC STREET AND STORM SEWER PROJECTS 1/1/11 TO 12/31/11
STREETS (LF)STORM SEWER $VALUE 1
*S. 8th Ave Reconstruction 3,268 720 1,509,289
* S. Willson Curb Replacement 3,484 240,000
TOTAL 6,752 720 1,749,289
ENGINEERING DEPARTMENT
DETAILED 2011 WORK LOAD SUMMARY
I. CONSTRUCTION PROJECTS
150
Page 2
1 Unless actual costs are known, projects are valued at $40/LF for water, $30/LF for sewer, $75/LF for
streets, and $50/LF for storm sewer
* Plan review only - project not under construction
Work Description Final Cost
2011 Street Improvements $459,199.00
Mill and overlays, chip seals, and
pavement markings
1 Misc. Curbcut/Sidewalk Permits Issued: 25
2 2011 Weed Abatement/Sidewalk Obstruction Enforcement:
126 notifications (236 lots)
143 complied (lots)
93 did not comply (lots)
$10,420 contractor costs for mowing/hedge trimming
3 Encroachment Permits Processed:37
4 Street Cut Permits Processed:39
Permit Fee Total:$5,274.45
Degradation Fee Total:$3,974.45
5 Lower Yards Paving (design and admin)$63,130.00
6 Flood Plain Permits Processed 6
PROJECT ENGINEER FEE EST. COMP.
1 Lyman Creek Reservoir Improve.MM $362,385 2010
2 WWTP Construction HDR/MM $4,767,571 2012
3 Sourdough Dam Great West $97,000 2011
4 WTP Upgrade HDR/MM $3,197,819 2013
COST SUBTOTAL $8,424,775
***************STREET/TRANSPORTATION/MISC.************
5 College St./ S. 11th RoundaboutRPA $201,831 2011
6 N. 7th Lighting MM $58,733 2012
7 Sourdough Timber Mgmt. Implement.Peak Forestry $10,000 2012
8 E. Peach Street Design MM $36,941 2012
COST SUBTOTAL $307,505
********************LANDFILL***************************
9 Gas/Groundwater Monitoring,Tetratech $55,000 On going
Well Abandoment, Gas Control
10 Landfill Closure Plan Great West $7,500 On going
COST SUBTOTAL $62,500
2011 TOTAL SERVICE CONTRACTS $8,794,780
2010 TOTAL SERVICE CONTRACTS $8,696,349
SIDEWALKS / CURBCUTS / WEEDS / MISC.
II SERVICE CONTRACTS OVERSIGHT
*******************WATER & SEWER****************
CITY OF BOZEMAN STREET IMPROVEMENTS/MAINTENANCE
151
Department:PUBLIC SERVICES ADMINISTRATION
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
-62.28%$37,902 $14,297Salaries & Benefits $385,460 ($23,605)
3.23%$39,535 $40,812Operating$29,936 $1,277
0.00%$0 $0Capital$0 $0
0.00%$0 $0Debt Service $54,654 $0
0.00%$0 $0Transfers$1,547,433 $0
Totals $2,017,483 $77,437 $55,109
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
4010 Public Services Administration ($28,773)-85.04%$36,126 $33,835 $5,062
4020 Engineering $14 0.04%$361,317 $31,840 $31,854
4030 Snow Removal Enforcement $6,431 62.97%$16,754 $10,212 $16,643
4040 Weed Cutting Enforcement $0 0.00%$1,200 $750 $750
4050 Sidewalk Repair Program $0 0.00%$0 $800 $800
4060 Sidewalk & Curb Construction $0 0.00%$3 $0 $0
4070 Construction $0 0.00%$1,602,083 $0 $0
Totals $2,017,483 $77,437 $55,109
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund ($22,328)-28.83%$415,397 $77,437 $55,109
500 Construction Funds $0 0.00%$1,602,086 $0 $0
Totals $2,017,483 $77,437 $55,109
152
Department:STREETS
Activity:Public Service
Program Description:
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. Each year, assessments are levied on each piece of property within the city limits. The assessments
are placed on the property owners' SID notices each year. The collections in November and May provide the revenues for the street
maintenance district program. Any unexpended balance will be available for reappropriation next fiscal year. The assessment for the
costs and expenses incurred in maintaining streets, alleys, and other public places within the maintenance district is assessed against
each lot or parcel within the district for that part of the cost which its assessable area bears to the assessable area of the entire
district, exclusive of streets, avenues, alleys, and public places.
GAS TAX FUND: The gas tax division accounts for the expenditure of the city's share of state collected gas tax funds allocated to the
city by the Montana Department of Transportation. Section 15-70-101 MCA provides that the Montana Department of
Transportation shall allocate gas tax revenues to cities, towns, and counties. One-half of the city's allocation is based on population
and one-half is based on street and alley mileage. The funds may be used only for construction, reconstruction, maintenance, and
repair of streets and alleys. The funds may not be used for equipment purchases. The goal of the street maintenance division is to
help provide for a network of safe roadways for the traveling public. To provide access to desired destinations such as emergency
services, schools, employment, shopping, community services, or other facilities in a quick, convenient, safe and comfortable manner
for all population groups in the community with a minimum of harmful effects on the environment.
Major Objectives:
• To implement an efficient pavement management plan, which would help develop yearly maintenance programs for failing street
infrastructure.
• To develop and design efficient truck by-pass routes and effective arterial and collector street networks for moving traffic through
the city.
• To maintain streets and alley right-of-ways to allow traffic to move in a safe and prudent manner.
• To improve the quality of summer and winter street maintenance work to resolve traffic congestion and vehicle movements by
implementing better street routing and signalization procedures.
• 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:
For FY13:
•Purchase of Conveyor for safe stacking of road materials - $35,000.
•Shared purchase of Mini Excavator (with Water/Sewer Operations) for working in tighter areas, less damage and disturbance to
areas of repair - $25,000.
•Replace the 1978 Fiat Loader - $175,500.
•Replace 1986 truck, 26-years old, with new One-Ton with plow and sander - $47,250.
•Continue Sweeper Leases - $65,000.
•Lease Motor Grader, replacing our 1981, 31-year old, model - $50,000.
Projects:
•Bike Lane striping on either South 23rd, North 11th, or South Willson.
•Median Maintenance improvements of the new South 8th Median and possibly Kagy.
Gas Tax Paving/Pavement Management Program:
•Overlay Kagy (Highland to Bozeman Trail).
•Mill and Overlay South Bozeman (Olive to Story) with curb replacement on east side.
•Chip seal Davis Lane, Cattail St and Catron St in the Cattail Subdivision.
•Chip seal Catamount and N 27th.
PROGRAM INFORMATION
153
Department:STREETS
Activity:Public Service
Accomplishments:
In FY12:
• Continue sidewalk panel repair and replacement program
• Increase use of alternative fuels when available and affordable.
• Decrease time to plow all City streets.
• Continue pro-active pothole patching program to repair pavement defects before they happen.
• Improve quality of discharge into Bozeman Creek.
• Continue sharing of equipment between departments so as to utilize seasonal equipment year round.
• Repairing and improving of medians and boulevards.
• Mill and overlay business and commercial alleys.
• Continue bike lane sweeping route and schedule.
• Work with Streamline on bus stops and signage.
154
Department:STREETS
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Percentage of Pothole Repairs still holding 6 months later:
Summer Patches
90%90%90%95%95%
Source/Notes:
PM02 Percentage of Pothole Repairs still holding 6 months later:
Winter Patches
50%30%35%50%50%
Source/Notes:
PM03 Percentage of citizen-called-in Pot holes repaired in target of 7
working days.
90%100%85%100%100%
Source/Notes:
PM04 Percentage that find ease of travel by: Car 100%40%NA 45%
100= Excellent, 0= Poor. By Survey. No survey in FY11
60%
Source/Notes:
PM05 Percentage that find ease of travel by: Bicycle 100%45%NA 45%
100= Excellent, 0= Poor. By Survey. No survey in FY11. BABAB to survey in FY13
60%
Source/Notes:
PM06 Percentage that find ease of travel by: Walking 100%65%NA 65%
100= Excellent, 0= Poor. By Survey. No survey in FY11.
70%
Source/Notes:
PM07 Percentage of Snow Routes completed: Arterials and Collector
Routes
100%100%100%100%
Target – 100% Plowed & Sanded within 4 hours of notification – 5 person crew
100%
Source/Notes:
PM08 Percentage of Snow Routes completed: Commercial Route 100%100%100%100%
Target – 100% Plowed & Sanded within 4 hours of notification – 5 person crew
100%
Source/Notes:
PM09 Percentage of Residential Street Snow Plowing completed 100%80%80%80%
Target – Plowed and sanded 56 hours after snowfall ceases-5 person crew/16 hr. shifts.
80%
Source/Notes:
PM10 Respond to emergency calls within 1 hour of notification
(weekdays)
100%100%100%100%100%
Source/Notes:
PM11 Percentage of Right Of Way mowing completed within 3 weeks
of startup
Target 100% initial mowing 90%90%90%100%
Source/Notes:
Efficiency Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM13 Labor hours per pothole repair Target < 0.5 hrs 0.6 hrs 0.6 hrs 0.6 hrs 0.5 hrs.
Source/Notes:
PM14 Repair Pothole > 3” deep & 6” wide within 2 working days of
notification
2 2 2 2 2
Source/Notes:
PM15 Repair Pothole < 3” deep & 6” wide within 7 working days of
notification
7 7 5 5 5
Source/Notes:
PM16 Shoulder blocks of Right-of-way mowed per day 20-25 23 23 23 25
Source/Notes:
155
Department:STREETS
Activity:Public Service
PM17 Alley blocks trimmed of brush & debris per day 15-20 20 20 20
This is now being done by Forestry crews.
20
Source/Notes:
PM18 Graveled streets graded 1,000 900 900 1,000
Feet per hour.
1000
Source/Notes:
PM19 Alley blocks graded and surface material placed per day 8-10/grader 12 12 12 12
Source/Notes:
PM20 Crack sealing of asphalt streets – lineal feet per labor hour 80-90 feet 100 100 100
This includes prepping the cracks
100
Source/Notes:
PM21 Curb miles of streets swept per day 35-40 miles 50 50 50 50
Source/Notes:
PM22 Streets Plowed and Sanded - Normal Snowfall 14 lane-miles/hr 14 12 14 14
Source/Notes:
PM23 Streets Plowed and Sanded - Heavy Snowfall 10 lane-miles/hr 9 8 10 10
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Street & Alley Mileage 235 235 237 246
Source/Notes:
WL02 Lineal Feet of Curb Replaced 0 0 630 740
Source/Notes:
WL03 # of Pedestrian Ramps Installed 10 41 40 4
Source/Notes:
WL04 Miles Chip Sealed 1.91 2.9 3 3.5
Source/Notes:
WL05 Miles Paved (Includes Asphalt Millings)1.88 1.49 1.50 1.25
Source/Notes:
WL06 Miles Graveled 3 3 3 2.5
Source/Notes:
WL07 Miles of Street Millings 1.88 1.49 1.20 1.25
Source/Notes:
WL08 Pounds of Crack Sealer Used 5700 4200 5700 6000
Source/Notes:
WL09 # of Signs Installed 750 187 220 250
Source/Notes:
WL10 # of Signs Repaired NA 535 500 550
Source/Notes:
WL11 Lane Miles Painted 40 40.3 41 40.3
Source/Notes:
WL12 Lane Miles Plowed and Sanded 1020 1100 1150 1200
Source/Notes:
WL13 # of Crosswalks Painted 100 78 90 95
Source/Notes:
156
Department:STREETS
Activity:Public Service
WL14 # of Crosswalks Hot Tape Applied 25 25 45 50
Source/Notes:
WL15 Miles of Yellow Curb Painted 10.5 11 11 11
Source/Notes:
WL18 Curb Miles of Streets Swept 10000 10000 10500 12,000
Source/Notes:
WL19 Signal Lights Maintained 66 67 68 70
Source/Notes:
WL20 Flashing Yellow Lights Maintained 26 26 26 26
Source/Notes:
WL21 Dead Animals Picked Up 25 24 20 25
Source/Notes:
WL22 Tons of Leaves Collected 900 1020 1000 1000
Source/Notes:
WL24 Street Closures for Special Events 25 28 28 32
Source/Notes:
WL26 Miles of Sidewalk Plowed 2 2 2 2
Source/Notes:
WL27 # of Signal Repairs NA 340 370 380
Source/Notes:
157
Department:STREETS
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
2.59%$1,238,351 $1,270,442Salaries & Benefits $1,164,526 $32,091
3.56%$1,513,508 $1,567,324Operating$1,411,189 $53,816
94.73%$2,957,100 $5,758,223Capital$1,679,900 $2,801,123
100.15%$135,000 $270,197Debt Service $92,127 $135,197
-49.37%$59,550 $30,150Transfers$45,824 ($29,400)
Totals $4,393,566 $5,903,509 $8,896,336
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
4110 Street Operations $4,144,949 132.59%$2,142,358 $3,126,026 $7,270,975
4120 Street Maintenance $3,000 0.46%$916,987 $656,500 $659,500
4130 Street Construction ($1,159,403)-76.27%$737,490 $1,520,115 $360,712
4140 Snow & Ice Removal $0 0.00%$0 $0 $0
4150 Street Lighting $0 0.00%$381,942 $373,000 $373,000
4171 Traffic Signs & Markers $4,281 1.88%$214,789 $227,868 $232,149
Totals $4,393,566 $5,903,509 $8,896,336
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund ($44,496)-28.09%$45,805 $158,415 $113,919
108 Community Transportation Fund $20,000 190.20%$276,823 $10,515 $30,515
110 Gas Tax Fund $3,000 0.46%$638,381 $656,500 $659,500
111 Street Maintenance Fund ($896,777)-23.09%$2,179,924 $3,883,679 $2,986,902
114 Street Impact Fees $3,911,100 444.75%$657,958 $879,400 $4,790,500
129 Special Projects $0 0.00%$272,895 $0 $0
146 Lighting Districts $0 0.00%$321,770 $315,000 $315,000
500 Construction Funds $0 0.00%$19 $0 $0
Totals $4,393,575 $5,903,509 $8,896,336
158
Department:STORM WATER
Activity:Public Service
Program Description:
The Storm Water department is being created to better manage the City's ongoing state and federal storm water permit
requirements. Prior to creation of this department (in the years up-to Fiscal Year 2013), storm water issues have been addressed by a
number of departments: Street Maintenance, Engineering, Public Services Administration, Water and Sewer Operations, Planning -
Code Enforcement, and GIS/Information Technology. In the first few years of this department, we anticipate both a migration of
duties from other departments, a sharing of expertise and equipment, as well as the initiation of new storm water system
improvement efforts.
Major Objectives:
To better maintain the City's existing storm water infrastucture.
To improve the quality of the City's mapped storm water data.
To plan for and construct necessary storm water improvements.
To ensure compliance with State and Federal standards and permit requirements.
Budget Highlights:
Proposed Creation of a Storm Water Utility - a funding source and operation dedicated to ensuring our compliance with Storm Water
regulations and best practices.
Transfer of Street Sweeper capital replacement to the Storm Water Utility.
Transfer of 80% of Street Sweeping labor and maintenance costs to the Storm Water Utility.
Hiring One (1) GIS Specialist full-time dedicated to mapping Storm Water Infrastructure.
Hiring Four (4) MSU Interns to assist in infrastructure mapping during summer months.
Accomplishments:
The Storm Water Utility will fund an operational program that is proposed to accomplish the following:
Start-Up, Phase I: Intense Storm Water Infrastructure Mapping program. Anticipated in Years 1-4.
Assessment, Phase II: Use of Televising Van and other methods to assess the condition of mapped infrastrucutre. Anticipated in
Years 2 and beyond.
Repair and Maintenance, Phase III: With the use of mapped information and condition assessments, develop a repair, maintenance
and replacement program for Storm Water Infrastructure. Anticipated Years 3 and beyond.
PROGRAM INFORMATION
159
Department:STORM WATER
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 % of Storm Water Infrastructure System Mapped 100%20%20%20%40%
Source/Notes:
PM12 Percentage of citizens rating street cleanliness as satisfactory 90%47%NA 60%
100 = Excellent, 0 = Poor. By Survey. No survey in FY11.
75%
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL16 Number of Storm Inlets Maintained 5350 5350 5500 5550
Source/Notes:
WL17 Number of Storm Manholes Maintained 348 356 364 370
Source/Notes:
WL23 Frequency of Residential Streets Swept 2 3 3 4
Source/Notes:
WL25 Miles of Creek Maintained 1 1 1 1
Source/Notes:
160
Department:STORM WATER
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
#Div/0!$0 $73,296Salaries & Benefits $0 $73,296
#Div/0!$0 $43,844Operating$0 $43,844
#Div/0!$0 $130,000Capital$0 $130,000
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $0 $0 $247,140
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
4510 Admin, Enforc. + Mapping $117,140 #Div/0!$0 $0 $117,140
4520 Operations and Mtc $130,000 #Div/0!$0 $0 $130,000
4530 Construction $0 0.00%$0 $0 $0
Totals $0 $0 $247,140
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
670 Storm Water Fund $247,140 #Div/0!$0 $0 $247,140
Totals $0 $0 $247,140
161
Department:WATER PLANT
Activity:Public Service
Program Description:
The water plant budget unit accounts for the costs associated with maintaining a quality drinking water supply for the City of
Bozeman. The City of Bozeman has two treatment plants: The 15 MGD Sourdough Plant and the 3.7 MGD Lyman Creek Plant.
The Sourdough WTP was completed in 1983 and had a rated capacity of ten million gallons per day. The water plant was expanded
during FY-93 to add an additional five million gallons per day for a total capacity of 15 million gallons per day. Major operating
expenses of the water plants include staffing, maintenance, chemicals and utilities. The plants are operated 24 hours per day, 365
days per year. There are 5 operators, 1 lead worker, 2 forepersons and a superintendent as of FY- 12. The WTP operators are also
responsible for all monitoring of the 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 12,500 water quality test 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. The new Hyalite raw water intake, pipeline, and connection building was completed in FY07.
The Hilltop Tank painting project was completed in October 2008.
A membrane piloting project for a 22 million gallon/expandable to 36 million gallon per day membrane filtration plant was
completed early in FY-10. Final design of that plant was completed in FY- 11. Construction started FY-12 and is expected to be
completed in FY-14. This is a replacement for the current 15 million gallon per day direct filtration/granular media Sourdough Water
Treatment Plant. The Lyman Creek WTP underwent a 2.6 million dollar upgrade in 2003-04, which included a roof and a liner for the 5
million gallon reservoir, a new building for chlorine and fluoride addition, radon removal, and an effluent water quality monitoring
building. The system was put on-line June 1st of 2004.
The Lyman Creek Plant expansion project was completed in FY10. The plant capacity was increased to 3.7 MGD. The Lyman Tank
Leakage Dechlorination Project was completed in FY12. 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.
Construction of guardrails on the Hyalite Canyon Road for protection of the Hyalite source water was completed in FY 10. This was a
cooperative project between the City and the US Forest Service. The City, through the use of a $100,000 grant, provided funding for
the design of the guardrails. The Forest Service provided funding for construction.
A holistic water-resources planning project is slated to begin in FY12, this is the Intergrated Water Resource Plan.
Continuous Monitoring Includes: 1) WTP Influent & Effluent Flow rate; 2) Filters #1 - #12 Effluent Turbidity; 3) WTP Effluent Turbidity;
4) WTP Chlorine Residual; 5) First Service Chlorine Residual; 6) Raw Water Flow Rate; 7) Raw Water Turbidity; 8) 2 MG + 4 MG Water
Tank Levels; 9) Clear Well Level; 10) Coagulant and Coagulant Aid (Chemical Dosages); 11) Effluent pH Level; 12) Lyman Influent &
Effluent Flow Rate; 13) Lyman Reservoir Inlet Chlorine Residual: 14) Lyman Reservoir Outlet Chlorine Residual; 15) Lyman Influent
Turbidity; 16) Lyman Reservoir Level.
Major Objectives:
Mission: to protect the public health through optimization of the Sourdough Creek and Lyman Creek Water Treatment Plants.
To maintain high-quality drinking water of low turbidity, void of contaminants.
To meet the water supply demands of the city of Bozeman.
Monitor and maintain water treatment plant facilities to insure current needs are met and to anticipate future water quality and
quantity needs.
Budget Highlights:
• Replacement Sourdough Water Treatment Plant Construction - $18.6M (portion this year)
• Water Conservation - $50,000
PROGRAM INFORMATION
162
Department:WATER PLANT
Activity:Public Service
• Integrated Water Resource Plan - $150,000
•Lyman Tank Door replacement-$30,000
•Cleaning and Repair of Finished Water Tanks-$15,000
•Sourdough Plant Sludge Disposal-$40,000
Accomplishments:
Anticipated for FY12:
• Provide adequate quantity and quality water to our Ratepayers with zero State or Federal Violations
• Continue implementing the Water Facility Plan
• Continue to optimize the Sourdough Water Treatment Plant
• Continue Construction on the Replacement Sourdough Water Treatment Plant
• Continue Implementing a Water Conservation Program
• Begin developing a Integrated Water Resource Plan
163
Department:WATER PLANT
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Provide adequate drinking and fire fighting
water in reserve tanks:
Requires 40% tank reserves
100%100%100%100%100%
Source/Notes:
PM02 Maintain fluoride level in distribution system
between .85 and 1.25 PPM daily average
100%86%90%100%100%
Source/Notes:
PM03 Maintain chlorine residual according to EPA
requirements for inactivate Giardia cysts
100%100%100%100%100%
Source/Notes:
PM04 Optimize water quality by maintaining lowest
possible WTP effluent NTU: State Requirement < 0.3 NTU
100%100%100%100%100%
Source/Notes:
PM05 Optimize water quality by maintaining lowest
possible WTP effluent NTU: WTP daily average, Goal = < 0.11
98%100%100%100%100%
Source/Notes:
PM06 Optimize water quality by maintaining lowest
possible WTP effluent NTU: WTP High Daily Individual Filter,
Goal = < 0.21
98%100%100%100%100%
Source/Notes:
PM07 Unscheduled repair/maintenance completed
within 2 weeks (dependent on vendor schedule)
number if items not completed:
100%100%2 100%100%
Source/Notes:
PM08 Scheduled repair/maintenance completed
within 7 days
95%98%98%100%98%
Source/Notes:
PM09 Maintain operator certificaiton 10 hours of training/year 100%100%100%100%100%
Source/Notes:
PM10 Sample and test distribution system water quality per state
and federal requirements:
10,000 readings/tests per year
100%100%100%100%
We are currently running 12,000 + test per year
100%
Source/Notes:
Efficiency Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM11 Price per million gallons of water treated
(Highly dependent upon the weather)
$983 $894 $925 $914
Source/Notes:
PM12 Plant capacity per day 15M gallons 18.7M gallons
The completion of the Lyman Plant Expansion Project increased the combined nominal
capacity of the two plants to 18.7M gallons.
18.7M gallons
Source/Notes:
PM13 Maximum water demand per day gallons 9,872,000 10,890,000 11,000,000 11,000,000
Source/Notes:
164
Department:WATER PLANT
Activity:Public Service
PM14 Average water demand per day gallons 4,858,000 4,693,000 5,205,000 5,205,000
Source/Notes:
PM15 Total water demand per year Billion gallons 1.768 1.713 1.900 1.900
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Plant Operation Avg Hrs/Day 22.0 22.3 24.0 24.0
Source/Notes:
WL02 Laboratory Analysis & Collection Avg Hrs/Day 6.5 6.5 6.5 7.5
Source/Notes:
WL03 Monitor Water Quality:
Sourdough &Lyman Creek WTP’s.
Avg Hrs/Day 24.0 24.0 24.0 24.0
Source/Notes:
WL04 Diversion & Reservoir Monitoring Avg Hrs/Day 3.0 3.0 3.0 3.0
Source/Notes:
165
Department:WATER PLANT
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
11.77%$625,654 $699,319Salaries & Benefits $667,605 $73,665
4.83%$1,172,930 $1,229,618Operating$1,441,102 $56,688
24.01%$15,050,854 $18,664,488Capital$3,299,041 $3,613,634
#Div/0!$0 $786,699Debt Service $0 $786,699
0.00%$0 $0Transfers$0 $0
Totals $5,407,748 $16,849,438 $21,380,124
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
4610 Water Plant Operations $917,052 50.99%$2,150,288 $1,798,584 $2,715,636
4620 Water Plant Construction $3,613,634 24.01%$3,257,460 $15,050,854 $18,664,488
Totals $5,407,748 $16,849,438 $21,380,124
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
600 Water Fund $6,705,396 57.81%$5,283,560 $11,599,438 $18,304,834
610 Water Impact Fees ($2,174,710)-41.42%$124,188 $5,250,000 $3,075,290
Totals $5,407,748 $16,849,438 $21,380,124
166
Department:WATER OPERATIONS
Activity:Public Service
Program Description:
The water operations budget unit accounts for the costs associated with operation and maintaining the city's water transmission and
distribution system.
The water operations division is responsible for locating, maintenance and repair of existing water lines and appurtenances,
overseeing installation of new lines, and reading all meters monthly.
The water operations division is responsible for maintaining the city’s 2 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:
• To 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.
• To repair and replace water infrastructure as needed: hydrants, mains, valves, etc.
• To inspect all new infrastructure following installation prior to acceptance.
• Maintain a valve replacement program for leaky or inoperative valves.
• Maintain a Valve Exercise Program – operating approximately 50% of all valves annually.
• Maintain an effective water main directional flushing program in conjunction with a fire hydrant operation.
• To flush 25% of all fire hydrants annually.
• To inspect all new water service installations in a timely manner.
• To leak detect and repair the distribution system in a timely manner.
• To replace service lines as needed.
• To continue a curb stop verification and serviceability program for customer service lines.
• To accurately read all meters monthly.
• To resolve meter reading problems on a timely basis.
• To maintain a Backflow prevention and testing program.
• To respond to water distribution problems 24 hours a day 7 days a week.
• To develop and maintain a comprehensive and cost effective security system for our water distribution system.
• To respond to all locate requests in a timely manner and accurately locate all water infrastructure
Budget Highlights:
•Significant Increase in Annual Pipe Replacements - $1,205,270
•Implementation of the fixed base water meter reading system - $90,000
Accomplishments:
•Increased replacement of water distribution system pipes, significanly enhances maintenance of the water distribution system.
•Implementation and use of at least 2 fixed base water meter receivers at Fire Station #1 and 911 center, other site locations are
being investigated .
PROGRAM INFORMATION
167
Department:WATER OPERATIONS
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Repair main breaks/leaks within four hours of discovery 100%100%100%100%5 100%
Source/Notes:
PM02 Operate every valve (recommended annually)100%33%57%35%2,777 60%
Source/Notes:
PM03 Operate every Fire Hydrant (recommended bi-annually)100%30%12%31%700 30%
Source/Notes:
PM04 Flush every main (recommended annually)100%20%20%20%20%
Source/Notes:
PM05 Read every meter once per month 100%100%100%100%100%
Source/Notes:
PM06 Damage to other utilities 0 0 0 0 0
Source/Notes:
PM07 New Water Service Inspections 2 Hr X 1 with 4 hr Response 90%90%90%90%150 90%
Source/Notes:
Efficiency Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM08 Man-Hour cost per hydrant flow $59.78 $83.53 $62.00 350 $70.00
Source/Notes:
PM09 Man-Hour cost per hydrant replace $3,490 $2,811.10 $2,300 5 $2,500
Source/Notes:
PM10 Man-Hour cost per hydrant repair $304 $474.22 $305 40 $350
Source/Notes:
PM11 Man-Hour cost per curb box repair $445 $409.60 $450 50 $450
Source/Notes:
PM12 Man-Hour cost per water service repair $1,200 $826.55 $1,000 35 $1000
Source/Notes:
PM13 Man-Hour cost per water main repair/break $3,100 $26,825 $3,500 4 $3,500
Source/Notes:
PM14 Man-Hour cost per renewed water service $3,192 $2,613 $3,000 15 $3,000
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 New Service Main Taps 16 3 20 15 $130.00
Source/Notes:
WL02 Renewal Service Installations 7 5 7 15
Source/Notes:
WL03 Meter Replacement/Repair 650 467 650 550
Source/Notes:
168
Department:WATER OPERATIONS
Activity:Public Service
WL04 Valve Operation 800 2639 850 2777
Source/Notes:
WL05 One-Call Location Request 3528 3597 3100 3750
Source/Notes:
WL06 Hydrant Flushing 770 290 700 350
Source/Notes:
WL07 Hydrant Replacement 6 3 7 5
Source/Notes:
WL08 New Water Service Line Inspections 140 167 160 150
Source/Notes:
WL09 Water Main Repairs 7 8 10 5
Source/Notes:
WL10 Fire Hydrant Repairs 68 62 80 75
Source/Notes:
WL11 Water Main Valves Replaced 13 7 15 10
Source/Notes:
WL12 Water Main Valve Box Repairs 36 66 50 50
Source/Notes:
WL13 Water Service Line Repairs 14 27 20 35
Source/Notes:
WL14 Curb Box Repairs 39 43 50 50
Source/Notes:
WL15 Water Main Breaks 4 1 4 4
Source/Notes:
WL16 Commercial Cross Connection Survey 146 91 150 150
Source/Notes:
169
Department:WATER OPERATIONS
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
7.18%$1,248,052 $1,337,658Salaries & Benefits $1,161,298 $89,606
-1.65%$1,143,246 $1,124,346Operating$8,378,563 ($18,900)
-14.44%$1,598,362 $1,367,514Capital$76,530 ($230,848)
0.00%$0 $0Debt Service $30,387 $0
0.00%$0 $0Transfers$350,551 $0
Totals $9,997,329 $3,989,660 $3,829,518
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
5010 Water Operations ($299,847)-12.03%$2,368,465 $2,492,692 $2,192,845
5020 Utility Locates ($1,948)-21.18%$8,178 $9,198 $7,250
5030 Water Services $0 0.00%$19,303 $35,000 $35,000
5040 Water Construction $205,720 20.57%$7,121,896 $1,000,000 $1,205,720
5050 Reservoirs $0 0.00%$46,932 $0 $0
5060 Meter Reading ($64,067)-17.42%$358,821 $367,770 $303,703
5070 Hydrants $0 0.00%$39,023 $50,000 $50,000
5080 Water Valves $0 0.00%$18,422 $15,000 $15,000
5090 Main Repairs $0 0.00%$15,964 $20,000 $20,000
Totals $9,997,004 $3,989,660 $3,829,518
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
500 SID Construction Funds $0 0.00%$336 $0 $0
600 Water Fund ($160,142)-4.01%$9,978,927 $3,989,660 $3,829,518
610 Water Impact Fees $0 0.00%$17,741 $0 $0
Totals $9,997,004 $3,989,660 $3,829,518
170
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 wastewater operations division maintains a program of inspecting, cleaning, root cutting, repairing sanitary sewer mains,
manholes, and tapping for new wastewater stubs.
The wastewater operations division is responsible for maintaining the city’s 7 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 recommend repairs and prioritize capital improvements.
This enables us to minimize emergency callouts and customer service problems.
Major Objectives:
• To adequately maintain and locate the City's wastewater system including manholes, wastewater collection and transmission
systems, and lift stations.
• To flush our entire collection system annually, minimizing stoppages.
• To televise the existing sewer infrastructure to determine problems and the overall condition of sewer mains. This enables us to
make needed repairs in a timely manner and prioritize renovation projects funded through CIP.
• To control sewer main root intrusion with an aggressive root cutting program.
• To repair breakdowns in mains.
• To rebuild/replace manholes as needed.
• To televise and inspect all new infrastructure following installation prior to acceptance.
• To replace service lines as required due to deficiencies caused by age, roots, etc.
• To tap new service lines for contractor installation.
• To respond to sanitary sewer problems 24 hours a day 7 days a week.
• To respond to all locate requests in a timely manner and accurately locate all sanitary and storm sewer infrastructure
Budget Highlights:
•Significant Increase in Annual Pipe Replacements - $886,000
•Solvent Site Bio Remediation - $658,611
Accomplishments:
•Increased replacement of wastewater collection system pipes, significanly enhances maintenance of the wastewater collection
system.
PROGRAM INFORMATION
171
Department:WASTEWATER OPERATIONS
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Flush every main in city
(trunk line not included)
Once/year 81 miles 78 miles 90 miles 90 miles
Source/Notes:
PM02 Root cut affected mains in city
(do not root cut PVC only root cut in areas
with large trees)
Once/year 54 miles 49 miles 54 miles 50 miles
Source/Notes:
PM03 Respond to sewer backup calls
(normally on scene within 30 minutes)
< 30 Min 100%100%100%10 100%
Source/Notes:
PM04 Install new service within 10 working days 100%100% 100%100%5 100%
Source/Notes:
PM05 TV inspection of new mains prior to
acceptance (we will televise all our new
infrastructure to determine the quality of
installation)
100%100%100%100%0 miles
Source/Notes:
Efficiency Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM06 Man-Hour cost per sewer repair
(3 men x 7 hrs)
$1,884 $1,742 $1,500 15 $1,500
Source/Notes:
PM07 Man-Hour cost per new sewer tap
(2 men x 1 hr)
$873 $100 $200 7 $110
Source/Notes:
PM08 Man-Hour cost per manhole repair
(2 men x 12 hrs + Material)
$1,330 $380 $1,000 2 $1000
Source/Notes:
PM09 Man-Hour cost per sewer backup call
(2men x 2 hrs)
$101 $131 $108 10 $135.00
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Main Line Flushing 81 miles 78.26 miles 90 miles 90 miles
Source/Notes:
WL02 Manhole Inspection (ring/lid/steps)100%100%100%100%
Source/Notes:
WL03 Main Line Root Cutting 54 miles 49 miles 54 miles 50 miles
Source/Notes:
WL04 Main Line Inspection TV 26.63 miles 19 miles 30 miles 30 miles
Source/Notes:
172
Department:WASTEWATER OPERATIONS
Activity:Public Service
WL05 Manhole Ring Replacement/Overlay Project 18 3 18 10
Source/Notes:
WL06 New Infrastructure TV 1 mile 0 mile 1 mile 0 mile
Source/Notes:
WL07 Sewer Manhole Repairs 13 2 10 2
Source/Notes:
WL08 Main Line Repairs 18 10 25 15
Source/Notes:
WL09 New Service Taps 5 4 10 7
Source/Notes:
WL10 One Call Location Requests 3528 3597 3100 3750
Source/Notes:
173
Department:WASTEWATER OPERATIONS
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
-5.64%$757,502 $714,771Salaries & Benefits $503,235 ($42,731)
-4.12%$1,359,150 $1,303,182Operating$6,596,879 ($55,968)
-17.51%$1,162,000 $958,500Capital$342,770 ($203,500)
0.00%$0 $0Debt Service $350,233 $0
0.00%$0 $0Transfers$0 $0
Totals $7,793,117 $3,278,652 $2,976,453
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
5210 Wastewater Operations $497,801 20.52%$2,794,394 $2,425,652 $2,923,453
5220 Utility Locates $0 0.00%$2,708 $3,900 $3,900
5230 Wastewater Services $0 0.00%$3,839 $8,000 $8,000
5240 Wastewater Construction ($800,000)-100.00%$4,975,509 $800,000 $0
5250 Manholes $0 0.00%$9,058 $25,000 $25,000
5260 Televising $0 0.00%$5,194 $8,100 $8,100
5280 Main Repairs $0 0.00%$2,415 $8,000 $8,000
Totals $7,793,117 $3,278,652 $2,976,453
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
620 Wastewater Fund ($302,199)-9.22%$7,414,495 $3,278,652 $2,976,453
621 Wastewater EPA Grant $0 0.00%$128,772 $0 $0
630 Wastewater Impact Fees $0 0.00%$249,850 $0 $0
Totals $7,793,117 $3,278,652 $2,976,453
174
Department:WATER RECLAMATION FACILITY (WRF)
Activity:Public Service
Program Description:
The water reclamation facility budget accounts for the costs associated with the treatment of the City’s domestic, commercial, and
industrial wastewater. The Bozeman Water Reclamation Facility (WRF) is an award-winning plant that serves to protect and enhance
the water quality of the East Gallatin River.
The purpose of the water reclamation facility is to ensure strict environmental compliance by discharging thoroughly treated water
that meets or surpasses all State and Federal environmental standards. Through its beneficial reuse program, the Bozeman WRF also
maintains compliance with EPA Part 503 Biosolids regulations. All plant biosolids are thoroughly digested and then land applied as a
beneficial fertilizer or composted for soil enhancement.
The Bozeman WRF is now nearing completion of a significant plant expansion and technology upgrade in order to meet the growing
demand for wastewater services in our community. This plant enhancement will also enable 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:
• To protect and enhance the water quality of the East Gallatin River.
• To consistently achieve compliance with all aspects of the city’s Montana Pollutant Discharge
Elimination System (MPDES) permit administered by the Department of Environmental
Quality.
• To maintain the mechanical reliability of the water reclamation facility to ensure uninterrupted
operations.
• To optimize the operational performance of each treatment process and maximize removal
efficiency.
• To comply with all EPA 503 Biosolids land application requirements and regulations.
• To minimize unpleasant odors.
Budget Highlights:
• Reach 100% completion of our BNR plant upgrade and continue to coordinate all aspects of the Phase 1 Williams Bros Construction
project. As of 2/01/12 this massive project is approximately 95% complete. Total project cost ~ $36,555,965.
• Reach 100% completion of our new anaerobic Digester No.3 and Solids Dewatering Building currently being constructed by
McAlvain Constructors. Start up operations and begin producing a dewatered biosolids cake product which can be land applied or
composted for beneficial reuse of these nutrients. Total project cost ~ $5,321,792.
• Purchase one replacement draft tube mixer for #1 Anaerobic Digester. Estimated Cost ~ $41,000.
Accomplishments:
In FY13 our staff will continue to be engaged in a host of construction management activities as we move closer to the completion of
two simultaneous construction projects. The coordination of a project of this magnitude requires constant, daily interaction with the
general contractor, tailgate meetings with foremen from a variety of industry trades, and weekly construction meetings with HDR and
Morrison & Maierle Engineering. This work which will be completed in calendar year 2012 represents the culmination of over 4.5
years of planning, design, and construction in order to successfully bring a state-of-the-art treatment facility to the City of Bozeman.
PROGRAM INFORMATION
175
Department:WATER RECLAMATION FACILITY (WRF)
Activity:Public Service
The City’s new BNR facility will include a new high efficiency bar screen and vortex grit removal system, a new primary effluent
pumping station, two new BNR bioreactor basins, a new anaerobic digester, standby emergency power, a screw-press dewatering
facility, and UV disinfection. Also, with the addition of our new Lachat laboratory auto-analyzer, our WRF staff has now started
analyzing a host of new nutrient tests which were previously sent to outside labs.
176
Department:WATER RECLAMATION FACILITY (WRF)
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Meet final effluent discharge permit parameters for Ph 100%100%100%100%100%
Source/Notes:
PM02 Meet final effluent discharge permit parameters for Ammonia
Nitrogen
100%100%100%100%100%
Source/Notes:
PM03 Meet final effluent discharge permit parameters for E. Coli 100%100%100%100%
New UV Disinfection system is now on line and performing well.
100%
Source/Notes:
PM04 Meet final effluent discharge permit parameters for CBOD 5 100%100%100%100%100%
Source/Notes:
PM05 Meet final effluent discharge permit parameters for TSS 100%100%100%100%100%
Source/Notes:
PM06 % CBOD removal (% of carbonaceous biochemical oxygen
demand removed is a measure of the effectiveness of the
plant)
85%98%99%97%97%
Source/Notes:
PM07 % of total suspended solids removed 85%97%98%96%97%
Source/Notes:
PM08 % of Acute Whole Effluent Toxicity Tests passed on final
effluent
100%100%100%100%100%
Source/Notes:
PM09 Number of Plant Bypasses 0 0 0 0 0
Source/Notes:
PM10 Meet EPA’s Part 503 Biosolids Regulations 100%100%100%100%100%
Source/Notes:
Efficiency Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM11 Million gallons of wastewater flow treated per day (MGD)5.78 5.52 5.64 5.65 5.70
Source/Notes:
PM12 Total gallons of wastewater flow treated per fiscal year (MG)2,110 2,015 2,059 2,062 2081
Source/Notes:
PM13 CBOD Plant Loading (lbs/day)8,580 11,888 11,186 12,400 12,000
Source/Notes:
PM14 TSS Plant Loading (lbs/day)7,220 11,403 10,255 11,900 11,500
Source/Notes:
PM17 Total O & M dollars spent per million gallons of wastewater
flow treated per year
NA $902 $886 $982 $ 930
Source/Notes:
PM18 Total salary and benefit dollars spent per million gallons of
wastewater flow treated per year
NA $426 $463 $446 $472
Source/Notes:
177
Department:WATER RECLAMATION FACILITY (WRF)
Activity:Public Service
PM19 Total energy dollars spent per million gallons of wastewater
flow treated per year
NA $141 $136 $184 $155
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Preventive Maintenance & Lubrication Tasks 928 956 1140+1020
Source/Notes:
WL02 Corrective Maintenance Tasks 44 12 70+40
Source/Notes:
WL03 Bldg. & Grounds Maintenance Tasks 412 412 unknown
Plant grounds and landscaping are not completed yet.
unknown
Source/Notes:
WL04 BNR / Nutrient Removal Process Control Tests Tasks 4745 5370 7300+
BNR process has only been on line 3 months
Unknown
Source/Notes:
WL05 Required MPDES Regulatory Tests Tasks 6550 6550 6550 6550
Source/Notes:
WL06 Calibration of Lab Equipment Tasks 730 782 835+850
Source/Notes:
WL07 Population Served 41,800 42,600 43,700 44,200
Source/Notes:
WL08 Influent Flow (MGD)5.52 5.64 5.65 5.70
Source/Notes:
WL09 BOD Loading (lbs per day)11,888 11,186 12,400 12,000
Source/Notes:
WL10 TSS Loading (lbs per day)11,403 10,255 11,900 11,000
Source/Notes:
WL11 Biosolids Injected (Metric tons)626 627 unknown
Without knowing the date of screw press startup future estimates cannot be
accurately predicted.
unknown
Source/Notes:
WL12 Acres Injected 488 439 unknown
Without knowing the date of screw press startup future estimates cannot be accurately
predicted.
unknown
Source/Notes:
178
Department:WATER RECLAMATION FACILITY (WRF)
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
3.14%$1,011,358 $1,043,132Salaries & Benefits $1,031,400 $31,774
4.17%$1,371,854 $1,429,051Operating$1,502,581 $57,197
-8.89%$45,000 $41,000Capital$17,896,661 ($4,000)
16.31%$1,769,000 $2,057,480Debt Service $1,100,298 $288,480
0.00%$0 $0Transfers$0 $0
Totals $21,530,940 $4,197,212 $4,570,663
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
5610 WRF Operations $1,308,217 66.39%$1,824,407 $1,970,370 $3,278,587
5620 Laboratory ($1,198)-0.68%$215,902 $176,789 $175,591
5630 Sludge Injection $15,432 5.62%$90,447 $274,553 $289,985
5640 Pretreatment $0 0.00%$1,387 $6,500 $6,500
5650 WRF Construction ($949,000)-53.65%$19,398,797 $1,769,000 $820,000
Totals $21,530,940 $4,197,212 $4,570,663
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
620 Wastewater Fund ($42,549)-1.12%$21,268,921 $3,793,212 $3,750,663
625 Wastewater EPA Grant $0 0.00%$262,019 $0 $0
630 Wastewater Impact Fees $416,000 102.97%$0 $404,000 $820,000
Totals $21,530,940 $4,197,212 $4,570,663
179
Department:SOLID WASTE COLLECTION
Activity:Public Service
Program Description:
The Solid Waste Division provides services to the citizens of Bozeman, protecting 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.
Major Objectives:
Continue the highest quality service to the citizens of Bozeman Promote waste reduction thru recycling efforts Optimize operational
efficiencies
Budget Highlights:
• Complete the Solid Waste Services and Rate Design Project
• Complete final closure of Class IV Cell at Story Mill Road Landfill
Accomplishments:
•Evaluation and rate design based on the results of consultant Rate Study in the spring of 2012.
•Improved employee safety awareness leading to a reduction of accidents Offering bulky item/Brush removal Refuse collection
services at community events
PROGRAM INFORMATION
180
Department:SOLID WASTE COLLECTION
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Residential Accounts 7130 7092 7240 7493
Source/Notes:
WL02 Commercial Accounts 268 271 281 285
Source/Notes:
WL03 Commercial Cardboard Collection Accounts 400 456 550 542
Source/Notes:
WL04 Number of containers emptied weekly 7219 7363 7538 7778
Source/Notes:
WL05 Yearlly Tonnage Collected: Collection Program 10657 10920 11248 11000
Source/Notes:
WL06 Number of Collection Vehicles 7 7 7 7
Source/Notes:
WL07 Roll-off Program
# of roll-offs serviced
400 573 1000
Decrease attributable to the end of hail storm work.
650
Source/Notes:
WL08 Number of Roll-off Trucks 4 4 4 4
Source/Notes:
WL09 Yearly Tonnage Collected: Rolloff Program 1800 2346 2774 2603
Source/Notes:
181
Department:SOLID WASTE COLLECTION
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
0.45%$1,000,732 $1,005,220Salaries & Benefits $926,698 $4,488
29.47%$860,955 $1,114,678Operating$1,458,589 $253,723
0.00%$0 $0Capital$152,984 $0
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $2,538,271 $1,861,687 $2,119,898
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
5810 Solid Waste Collection $258,211 13.87%$2,538,271 $1,861,687 $2,119,898
Totals $2,538,271 $1,861,687 $2,119,898
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
640 Solid Waste Fund $258,211 13.87%$2,538,271 $1,861,687 $2,119,898
Totals $2,538,271 $1,861,687 $2,119,898
182
Department:SOLID WASTE RECYCLING
Activity:Public Service
Program Description:
The Solid Waste Division’s recycling program encompasses a wide variety of services to the public for recycling opportunities and
thereby reducing the volume of solid waste being landfilled.
These services include:
*Curbside Recycling of paper, cardboard, plastic, tin & aluminum cans
*Bulk curbside recycling opportunities within the Bozeman Public Schools
*Bulk curbside recycling opportunities within multi-family housing
*Compost collection during summer months
*Brush & pallet removal, which gets recycled
*Commercial cardboard collection
*Bulky item/appliance removal, which gets recycled
*Roll-off discounts for large volume recycling projects
*Offering ClearStream bins for recycling opportunities at community events
Major Objectives:
To educate and promote recycling opportunities available to the community Minimize the amount of solid waste going to the landfill
for disposal.
To expand the City’s curbside recycling program
Budget Highlights:
•Purchase of a backup recycling truck $70,000
Accomplishments:
• Evaluation and rate design changes based on the results of consultant Rate Study in the spring of 2012.
• Commodities recycled thru curbside program increased by 22% Partner with Recyclebank to improve & reward community
recycling habits.
• Developing curbside recycling opportunities to commercial & multi-family housing Expand opportunities for recycling of office
paper, books and e-waste
PROGRAM INFORMATION
183
Department:SOLID WASTE RECYCLING
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Total Number of Customers 965 970 1000 1100
Source/Notes:
WL02 Cardboard (tons)65.61 65.6 75.0 76.0
Source/Notes:
WL03 Paper (tons)115.07 115.0 112.0 150.0
Source/Notes:
WL04 Cans (tons)12.64 12.6 14.0 15.0
Source/Notes:
WL05 Plastics (tons)19.32 19.3 21.0 26.0
Source/Notes:
WL06 Total Tons of Recyclables collected (curbside program)212.64 212.63 235.00 300.00
Source/Notes:
184
Department:SOLID WASTE RECYCLING
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
3.43%$53,948 $55,798Salaries & Benefits $42,877 $1,850
-3.60%$45,175 $43,550Operating$68,914 ($1,625)
#Div/0!$0 $70,000Capital$350 $70,000
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $112,141 $99,123 $169,348
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
5940 Recycling $70,225 70.85%$112,141 $99,123 $169,348
Totals $112,141 $99,123 $169,348
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
640 Solid Waste Fund $70,225 70.85%$112,141 $99,123 $169,348
Totals $112,141 $99,123 $169,348
185
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.
The vehicle maintenance staff consists of four full-time mechanics that are responsible for keeping the city vehicles in proper working
condition.
The vehicle maintenance budget unit operates under an internal service fund. Charges are assessed against departments which have
vehicles repaired. The receipts are deposited in the vehicle maintenance fund and used to support salary and operating costs.
The goal of the vehicle maintenance division is to maintain vehicles and equipment in good running condition, which will enable
department personnel to perform their daily assignments safer and without delay due to mechanical failure or breakdown. The
division also emphasizes the importance of having a well-structured preventative maintenance program online for all equipment and
vehicles.
The Vehicle Maintenance Department also administers the waste oil and used antifreeze program free of charge to the public.
Major Objectives:
• To maintain a sound preventive maintenance program for city vehicles.
• To ensure those departmental requests to maintain city vehicles in good operating condition are satisfied.
• To maintain and utilize a sound vehicle management program including inventory, vehicle status and operating statistics, and
replacement schedules.
• To maintain accurate city vehicle maintenance records (service orders) in an efficient and easily accessible manner.
• To manage and assist customers with the used waste oil and antifreeze station.
Budget Highlights:
For FY12:
• Maintained high quality of repairs and keep comebacks at less than 1%.
• ASE certification of all mechanics.
• Decreased contracted out repairs by 20%.
Accomplishments:
Anticipated for FY13:
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.
PROGRAM INFORMATION
186
Department:VEHICLE MAINTENANCE
Activity:Public Service
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Percentage of Repair/Maintenance work Orders completed
within 4 days of receipt: Light Equipment
95%95%90%95%95%
Source/Notes:
PM02 Percentage of Repair/Maintenance work Orders completed
within 7 days of receipt: Heavy Equipment
95%95%90%95%95%
Source/Notes:
PM03 Percentage of Returns for Rework <0.5%0.5%0.45%0.5%0.3%
Source/Notes:
PM04 Percentage of Mechanics Certified 100%100%100%100%100%
Source/Notes:
PM05 Percentage of Waste Oil Customers Attended to complete 100%100%100%100%100%
Source/Notes:
PM06 Percentage of Emergency Repairs Responded to within 24
hours of Notification
90%95%100%100%100%
Source/Notes:
PM07 Respond to Service Requests (oil change & lube) within 2 work
days
90%80%80%85%90%
Source/Notes:
PM08 Preventative Maintenance Program complete for City Fleet 100%100%100%100%100%
Source/Notes:
PM09 Fleet Operational Time - Streets Dept 99%95%90%95%97%
Source/Notes:
PM10 Fleet Operational Time - Water/Sewer Dept 99%98%98%98%98%
Source/Notes:
PM11 Fleet Operational Time - Police Dept.95%89%95%
Source/Notes:
187
Department:VEHICLE MAINTENANCE
Activity:Public Service
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
-0.04%$296,208 $296,098Salaries & Benefits $246,082 ($110)
5.35%$452,508 $476,723Operating$536,522 $24,215
#Div/0!$0 $9,400Capital$700,431 $9,400
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $1,483,035 $748,716 $782,221
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
6010 Vehicle Maintenance Shop $33,505 4.47%$1,483,035 $748,716 $782,221
Totals $1,483,035 $748,716 $782,221
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
710 Vehicle Maintenance Fund $33,505 4.47%$1,483,035 $748,716 $782,221
Totals $1,483,035 $748,716 $782,221
188
Department:CEMETERY
Activity:Public Welfare
Program Description:
The cemetery budget unit accounts for the costs of operating and maintaining the city's cemetery, which includes 65 developed
acres, and 75 undeveloped acres. The cemetery division includes a foreman, two maintenance workers, and seasonal employees.
Employees are responsible for burials, cemetery development and maintenance.
Sunset Hills Cemetery Mission Statement: Sunset Hills Cemetery is dedicated to excellence in the provision of professional and
dignified interment services in a serene and beautiful surrounding that helps survivors through the bereavement process. The
cemetery staff is dedicated to the provision of ongoing services & perpetual care essential to maintain the cemetery grounds in a
manner that is highly regarded by surviving family members and the citizens of Bozeman.
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 Maintenance
• 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 developed 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:
• Dedication of Lot Sale dollars to the Perpetual Care Fund.
• Re-investment of Perpetual Care interest earnings in the Perpetual Care Fund.
• Capital Improvements for new Columbarium and Memorial Garden.
Accomplishments:
FY12 Anticipated Accomplishments:
Ordinance Changes to implement Perpetual Care Fund changes.
Creation of the new Memorial Garden to increase services for Cemetery patrons.
PROGRAM INFORMATION
189
Department:CEMETERY
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Burials and disinterment’s
(Full, Ash and Columbarium)
As Scheduled 100%100%100%100%
Source/Notes:
PM02 Grave reclamation and repair:
(Compaction, level and re-sod)
Est. 25-30x/yr 50%50%50%50%
Source/Notes:
PM03 Mowing - Formal Cemetery 1/week 60%75%60%80%
Source/Notes:
PM04 Mowing - Cemetery Trails and perimeter 2/year 50%50%50%75%
Source/Notes:
PM05 Fertalize Formal Cemetery 2/year 50%50%34%
The 34% is a typo- should read 50%
50%
Source/Notes:
PM06 Irrigation – Entire formal cemetery
(above ground pipes and automated)
Est 3x/week 50%75%75%75%
Source/Notes:
PM07 Herbicide Application - Formal Cemetery 2/year 50%50%75%75%
Source/Notes:
PM08 Herbicide Application - Undeveloped Area Perimeter 2/year 75%75%80%
Additional FTE certified for herbicide application
80%
Source/Notes:
PM09 Leaf Mulch & pinecone removal
(weather related)
1x/yr.
(in the fall)
70%50%75%
Early snow and leaves did not drop
75%
Source/Notes:
PM10 Weed eating (Breakdowns, workload)2/year 50%50%75%75%
Source/Notes:
PM11 Police Grounds (flower & trash removal)1x/yr
(in the fall)
75%80%80%80%
Source/Notes:
PM12 Tree and hedge maintenance 5 Days/wk 60%80%80%80%
Source/Notes:
PM13 Response to Complaints and questions:< 2 Days 100%100%100%100%
Source/Notes:
PM14 Response to Memorial and Resolution Compliance < 2 Days 100%85%85%100%
Source/Notes:
PM15 Plowing Highland and Park sidewalks:
(weather and workload related)
By 10AM 75%75%75%
(weather and workload related)
75%
Source/Notes:
PM16 Plow all roads within the cemetery:
(weather and workload related)
By 10AM 75%75%75%75%
Source/Notes:
190
Department:CEMETERY
Activity:Public Welfare
PM17 Assist Parks: plowing parking lots:
(weather and workload related)
Same day 50%50%50%50%
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Burials- Full and Ash 161 150 170 150
Source/Notes:
WL02 New lot development 150 232 162
No plans to open new burial blocks this year
0
Source/Notes:
WL03 Grave repairs and reclamation 20 25 25 25
Source/Notes:
WL04 Formal Turf Acres-acres mowed and
irrigated weekly
51 53 53 53
Source/Notes:
WL05 Undeveloped Acres 54 54 54 54
Source/Notes:
WL06 Miles of Trails 1 1 2
Anticipated trail development has not occurred
1
Source/Notes:
WL07 Miles of trails, sidewalks to plow 4 4 5 5
Source/Notes:
WL08 Number of User Agreements 1 1 1 1
Source/Notes:
WL09 Number of Volunteer Projects 2 2 4 4
Source/Notes:
WL10 Number of parking lots to plow 10 11 11 11
Source/Notes:
WL11 Herbicide application- formal acres 51 53 53 53
Source/Notes:
WL12 Herbicide application – acres-undeveloped 5 5 8 8
Source/Notes:
WL13 Restrooms 1 1 1 1
Source/Notes:
WL14 Parking Lots 2 2 2 2
Source/Notes:
191
Department:CEMETERY
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
-12.38%$357,556 $313,287Salaries & Benefits $316,834 ($44,269)
2.38%$97,826 $100,156Operating$82,027 $2,330
-61.90%$63,000 $24,000Capital$11,638 ($39,000)
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$6,713 $0
Totals $417,212 $518,382 $437,443
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
7210 Cemetery Operations ($80,939)-15.61%$417,212 $518,382 $437,443
Totals $417,212 $518,382 $437,443
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund ($80,939)-15.61%$410,499 $518,382 $437,443
135 Cemetery Special Revenue $0 0.00%$0 $0 $0
800 Cemetery Perpetual Care $0 0.00%$6,713 $0 $0
Totals $417,212 $518,382 $437,443
192
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 improvements.
The Parks Division develops, maintains, and cares for park buildings and restrooms, playground equipment, picnic facilities, sports
fields, trail system, natural areas, skating rinks, tennis courts, swimming/boating ponds and other related equipment and facilities.
The Parks Division along with the Street Division, is responsible for snow removal on all public sidewalks adjoining parks and street
rights-of-way designated as the City’s responsibility.
Major Objectives:
o To maintain the city's parks in a condition of which the city would be proud.
o To participate in the implementation of the master plans for parks approved in 1992.
o To acquire and develop new parks and continue to keep pace with the growth of Bozeman by providing an adequate number of
sports fields.
o To continue adding, upgrading, and maintaining safe, quality sports fields and playground equipment to the city's parks.
o To provide expanded maintenance to restrooms, litter control, pet waste disposal, turf care, and playground equipment.
o To improve, maintain and expand the trail system.
o To oversee and coordinate volunteer, grant funded and neighborhood park improvement projects.
O To assist other Divisions in the City of Bozeman as needed or as directed.
Budget Highlights:
• Christie Fields new restroom/concession building operational
• Increased fertilizer applications to all formal parks
• Trail re-design and construction at the East Gallatin Recreation Area.
Accomplishments:
FY13 Anticipated Accomplishments:
•Replacement of restroom at Lindley Park (approved, but appropriation will carry forward after resolution of MMIA Declaratory
Action)
•New round of Park Improvement Grant projects.
PROGRAM INFORMATION
193
Department:PARKS
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Mowing - Core Parks 1/week 85%80%80%80%
Source/Notes:
PM02 Mowing - Sports Fields 2/week 85%50%70%
Reduction of seasonal staff in FY11
70%
Source/Notes:
PM03 Mowing - Natural Parks 2/year 85%90%80%90%
Source/Notes:
PM04 Fertilize - Core Parks 2/year 33%34%25%
Increase in chemical budget and seasonal staffing
75%
Source/Notes:
PM05 Fertilize - Sports Fields 3/year 50%50%50%
Increase in chemical budget and seasonal staffing
75%
Source/Notes:
PM06 Fertilize - Neighborhood Parks 1/year 0%0%0%
Increase in chemical budget and seasonal staffing
50%
Source/Notes:
PM07 Irrigation – Activate all systems
(Problems related to winter-i.e. cracked pipes.)
by May 15
All Parks
75%75%60%75%
Source/Notes:
PM08 Irrigation – Winterize all systems
(Keeping on for user groups and early snow
Oct 31
All Parks
80%100%80%100%
Source/Notes:
PM09 Leaf Mulch & Pickup All Parks 60%25%65%
Early snow prohibited leaf pick-up
70%
Source/Notes:
PM10 Playground Inspection 1/week 35%75%35%
Workload increase for FY12, yet good seasonal help with experience
75%
Source/Notes:
PM11 Playground Repairs Same Day 75%60%75%
Lost certified playground inspector
60%
Source/Notes:
PM12 Trails - Inspections 2/month 20%30%30%
Flooding dictated repairs, instead of inspections initially
50%
Source/Notes:
PM13 Trails - Maintenance 2/year 40%50%40%50%
Source/Notes:
PM14 Weed Control - Roundup 3/year 50%40%40%
Only item we “round-up” is infields of baseball/softball fields
40%
Source/Notes:
PM15 Weed Control - Boradleaf 2/year 50%20%30%
Both certified sprayer were on the weekend shift (hard to spray when it is busy)
50%
Source/Notes:
PM16 Weed Control - Noxious 2/year 40%20%30%
Both certified sprayer were on the weekend shift (hard to spray when it is busy)
50%
Source/Notes:
PM17 Weed Eating 2/month 50%30%50%
Reduction in seasonal staff fy 11
50%
Source/Notes:
PM18 Garbage Collection 7 days/week 85%85%85%85%
Source/Notes:
194
Department:PARKS
Activity:Public Welfare
PM19 Police All Grounds 5 days/week 10%15%15%
Anticipation of additional seasonal staff to patrol grounds
25%
Source/Notes:
PM20 Building Maint / Repairs Same Day 45%45%40%45%
Source/Notes:
PM21 Restrooms / Clean & Maintain 7 days/week 50%70%50%75%
Source/Notes:
PM22 Response to Complaints Within 2 days 90%90%90%90%
Source/Notes:
PM23 Sidewalk Plowing By 10AM 75%90%70%90%
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Park Reservations per year 280 319 320 350
Source/Notes:
WL02 Formal Turf Acres 120 125 125 125
Source/Notes:
WL03 Natural Parkland Acres 205 210 220 220
Source/Notes:
WL04 Miles of Trails 54 55 55 55
Source/Notes:
WL05 Number of Park Fund Grant Projects 8 active 15 20
FY10 - No Allotments
20
Source/Notes:
WL06 Number of User Agreements 14 14 16 16
Source/Notes:
WL07 Number of Volunteer Projects 2 2 2 4
Source/Notes:
WL08 Miles of Sidewalks to Plow
*2 routes, 16-17 miles to drive each route.
8 8 10 11
Source/Notes:
WL09 Baseball/Softball fields 16 16 16 16
Source/Notes:
WL10 Number of Playgrounds City maintained 20 22 24 21
Source/Notes:
WL11 Number of Playgrounds HOA maintained 11 11 11 12
Source/Notes:
WL12 Number of Ice Rinks 4 3 4
FY12: Lack of snow and temperatures- did not build upper Southside rink
4
Source/Notes:
WL13 Weed Spraying – Acres-undeveloped 165 165 165 165
Source/Notes:
WL14 Weed Spraying – Acres-developed 118 118 118 125
Source/Notes:
WL15 Garbage Collection / Number of Cans 135 140 145
FY13: Added Garbage cans for Rose Park
150
Source/Notes:
195
Department:PARKS
Activity:Public Welfare
WL16 Dog Sanitation Stations 40 42 42 42
Source/Notes:
WL17 Picnic Tables 127 127 127
FY12: Two tables stolen or unaccounted for
125
Source/Notes:
WL18 Pavilions/Shelters 11 12 12 12
Source/Notes:
WL19 Restrooms 13 12 13
FY12: Eliminated vault toilets at Bozeman Ponds
12
Source/Notes:
WL20 Parking Lots 13 14 14 14
Source/Notes:
196
Department:PARKS
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
6.90%$656,582 $701,854Salaries & Benefits $658,666 $45,272
7.06%$453,235 $485,240Operating$376,941 $32,005
275.00%$80,000 $300,000Capital$258,527 $220,000
0.00%$0 $0Debt Service $0 $0
50.00%$50,000 $75,000Transfers$0 $25,000
Totals $1,294,134 $1,239,817 $1,562,094
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
7610 Parks Operations $322,277 25.99%$1,294,134 $1,239,817 $1,562,094
Totals $1,294,134 $1,239,817 $1,562,094
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund $297,277 25.24%$1,036,459 $1,177,817 $1,475,094
108 Community Transportation $0 0.00%$0 $0 $0
128 FWP Management Areas $0 0.00%$194 $0 $0
129 ARRA Projects $0 0.00%$22,827 $0 $0
136 Parks Special Revenue Fund $0 0.00%$0 $12,000 $12,000
144 Cash In Lieu of Parkland $0 0.00%$0 $0 $0
184 Park Improvement Grants $25,000 50.00%$234,654 $50,000 $75,000
558 Story Mansion Construction $0 0.00%$0 $0 $0
Totals $1,294,134 $1,239,817 $1,562,094
197
Department:FORESTRY
Activity:Public Welfare
Program Description:
The tree maintenance district budget unit accounts for the costs of maintaining the city's trees. The tree maintenance district is
financed by a special assessment on all properties within the City of Bozeman.
The use of the funds generated by the assessment is limited to maintaining existing trees on city-owned properties, the planting of
new trees on city-owned properties within the city limits and maintenance of the City’s Tree Inventory.
The tree maintenance district is accounted for in a special revenue fund. Any revenues collected and not expended will remain in the
tree maintenance district fund and will be available for appropriation in a subsequent year.
Major Objectives:
• To provide systematic pruning and protection for Bozeman's public trees.
• To remove or correct all hazardous tree conditions.
• To identify and correct sight distance, traffic sign, and sidewalk clearance problems related to trees and hedges.
• To detect, identify, and eradicate harmful tree insects and disease.
• To establish and perpetuate master tree plan for all public areas.
• To implement the arboricultural specifications manual.
• To maintain and update a city-wide tree inventory.
• To pursue state and federal grants for forestry related activities.
• To coordinate the city’s cost share tree and other planting programs.
• To provide educational materials to the public on the care and maintenance of trees and the benefits of a healthy urban forest.
• To assist other Divisions in the City of Bozeman when called on or as needed.
• To continue to promote Arbor Day activities and Tree City USA certification
• Continue International Society of Arboriculture certification and staff education.
Budget Highlights:
For FY12:
• 100 Cost Share Trees $7,000
• Continued Dead Tree Replacement Vouchers (200) $7,500
• 10 Trees Planted in Boulevards Fronting Open Space $1,000
Accomplishments:
• Continued cyclic pruning of boulevard, park and cemetery trees.
• Continued trimming for sidewalk clearance, traffic signs, sight triangles and construction projects.
• Continue Cost-Share and voucher program of 300 trees planted.
• Continue ISA Certified Arborist education.
• Provide information to the public on appropriate planting practices, species selection, code requirements related to public and
private tree plantings, and the benefits of the urban forest.
• Increased effectiveness of the Planting Permit process with Planning and Building Departments.
• Integrate GPS technology into new tree inventory program.
• Continue Arbor Day activities and Tree City USA accreditation.
• Work injury free.
• Continued use of alternative fuels when available and affordable.
• Promote use of trees in Storm Water management.
• Continue “Welcome to Home Ownership” free tree program.
PROGRAM INFORMATION
198
Department:FORESTRY
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Response to citizen requests within two days. Assessed and
Prioritized.
100%90%95%95%100%
Source/Notes:
PM02 Response to Emergency Call Outs – on site within an hour 100%100%100%100%100%
Source/Notes:
PM03 Response to Damage – within a day
Assessed and Prioritized
100%95%95%95%100%
Source/Notes:
PM04 Survey for hazardous tree situations Bi-monthly 95%100%100%
Notification by citizens is an important element in identifying potential problems
100%
Source/Notes:
PM05 Maintain and update tree inventory Bi-monthly 50%75%75%
Grant funded through MT. DNRC
75%
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Trees Trimmed 200 380 250 250
Source/Notes:
WL02 Tree Removed 120 650 200
Large amount of removals due to weather events of 10/2009
200
Source/Notes:
WL03 Trees Planted 110 110 110
Cost share and Arbor Day plantings
135
Source/Notes:
WL04 Emergency Storm Damage Tons 10 8 10 10
Source/Notes:
WL05 Christmas Trees – Tons
Chipped and Composted
35 40 35
FY 13 estimate- chips are now being dumped at WRF- no scale at this facility
35
Source/Notes:
WL06 Cost Share Trees 100 100 100
25% increase in the program
125
Source/Notes:
WL07 Tree Vouchers 80 200 200 225
Source/Notes:
WL08 Miscellaneous/Arbor Day/Tree Spade, etc 10 10 10
Arbor Day tree planting is funded through a grant from MT. DNRC
10
Source/Notes:
WL09 Sidewalk, sight triangle, or street sign encroachments
addressed
550 450 400
All trimming from ground
400
Source/Notes:
WL10 Planting Permits 75 50 75
Anticipated growth
75
Source/Notes:
WL11 DRC Reviews 75 50 80 80
Source/Notes:
199
Department:FORESTRY
Activity:Public Welfare
WL12 Vandalism 10 10 10 10
Source/Notes:
WL13 Service Requests 400 1000 750
Cost share, voucher program, insect and disease, trimming
800
Source/Notes:
WL14 Trees Inventoried 1600 3500 2000
*Grant funded effort in FY11,FY12, FY13
3000
Source/Notes:
200
Department:FORESTRY
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
3.00%$326,666 $336,465Salaries & Benefits $294,181 $9,799
10.61%$112,786 $124,750Operating$114,616 $11,964
0.00%$0 $0Capital$51,338 $0
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $460,135 $439,452 $461,215
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
7710 Tree Maintenance $21,763 4.95%$460,135 $439,452 $461,215
Totals $460,135 $439,452 $461,215
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
112 Tree Maintenance Fund $21,763 4.95%$460,135 $439,452 $461,215
Totals $460,135 $439,452 $461,215
201
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.
Library Mission Statement The Bozeman Public Library provides the community with free, open and equal access to general
information on a broad array of topics; resources to promote personal growth and lifelong learning; popular materials to meet
cultural and recreational needs; and the training needed to find, evaluate and use information effectively.
Major Objectives:
o To provide effective and efficient management of the Bozeman Public Library.
o To provide a dynamic collection of library materials in all formats to meet the informational, educational, and recreational needs of
all residents of the library's service area.
o To provide library services and programming for people of all ages that will encourage use of the Library and lifelong learning.
o To provide courteous, accurate and timely check-out, check-in, and re-shelving of library materials.
o To insure that new materials are ordered, cataloged, processed, and made available for public use in an accurate and timely
manner.
o To provide professional, quality, and courteous service by ensuring that the knowledge and skills of library staff are kept up-to-date
through on-the-job training, workshops, seminars, conferences, and reading professional journals.
O To publicize library services and programs through a coordinated marketing plan.
Budget Highlights:
•Books & Reference Materials $106,500;
•DVDs & Electronic Resources $60,200;
•Printing of Library Newsletter, Brochures, Annual Reports, Bookmarks - $9,000
Accomplishments:
FY13 Anticipated Accomplishments:
•To finalize & develop implementation for the Library Grounds Master Plan;
•To implement increased hours of library service to the public;
•To continue to successfully serve the public during the Library re-roofing project;
•To evaluate the use of Library staff, volunteers and participants of community-based work programs in current staffing patterns and
seek additional staff as needed;
•To develop a coordinated marketing plan to promote Library services and programs;
•To review, revise and create library policies as needed, and make all policies available in electronic format;
•To analyze current Library outreach activities and develop a coordinated outreach plan based on community needs;
•To begin working on a long-range strategic plan.
PROGRAM INFORMATION
202
Department:LIBRARY
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Efficiency Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Circulation of Materials, per Full- Time Equivalent Employee
(FTE)
20000/FTE 31734 34626 38264 35780
Source/Notes:
PM02 Registered Borrowers 1000/FTE 1362 1330 1346 1362
Source/Notes:
PM03 Total volumes 4000/FTE 6285 6695 6672 6925
Source/Notes:
PM04 Reference transactions 2000/FTE 4962 4986 5143 5078
Source/Notes:
PM05 Interlibrary loan transactions 200/FTE 316 175 184 175
Source/Notes:
PM06 Children’s program attendance 650/FTE 979 930 1158 970
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
Materials Renewed 45480 45585 44991
Checkout time increased from 3 to 4 weeks; more time means fewer renewals
44500
Source/Notes:
WL01 Library Materials Circulated 671501 747259 828808 775000
Source/Notes:
WL02 Children's Programs Provided 630 641 668 650
Source/Notes:
WL03 Attendance at Children's Programs 20772 19910 25073 21000
Source/Notes:
WL04 Reference Questions Answered 104995 107881 111389 110000
Source/Notes:
WL05 Interlibrary Loan Transactions 6693 3728 3989 3800
Source/Notes:
WL06 Registered Borrowers 28817 28600 29161 29,500
Source/Notes:
WL07 New Library Materials Cataloged 10854 11574 16085 15000
Source/Notes:
WL08 Materials Reserved 10809 11295 13859
Fewer reserves means that more books are available
11000
Source/Notes:
203
Department:LIBRARY
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
-4.75%$1,185,188 $1,128,937Salaries & Benefits $1,034,202 ($56,251)
9.28%$341,605 $373,318Operating$323,471 $31,713
#Div/0!$0 $31,000Capital$14,648 $31,000
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$257,035 $0
Totals $1,629,356 $1,526,793 $1,533,255
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
7810 Library Operations $126,252 27.32%$704,255 $462,130 $588,382
7820 Technical Services ($9,802)-3.24%$260,657 $302,913 $293,111
7830 Information Services ($75,627)-26.22%$230,022 $288,441 $212,814
7840 Children's Services ($45,553)-22.40%$140,241 $203,394 $157,841
7850 Circulation Services $11,192 4.15%$266,220 $269,915 $281,107
7899 Library Construction $0 0.00%$27,961 $0 $0
Totals $1,629,356 $1,526,793 $1,533,255
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund ($24,538)-1.62%$1,598,317 $1,518,893 $1,494,355
137 Library Special Revenue Fund $0 0.00%$3,078 $7,900 $7,900
152 Library Depreciation Fund $31,000
542 Library Construction Fund $31,000 #Div/0!$27,961 $0 $31,000
Totals $1,629,356 $1,526,793 $1,564,255
204
Department:RECREATION
Activity:Public Welfare
Program Description:
Administration-The City of Bozeman Recreation Department provides opportunities for the entire community that encourage both
individuals and families to actively recreate. In addition, the Department works with the Recreation and Parks Advisory Board and
other recreation groups in anticipating recreation demands. The department provides additional opportunities for the citizens
through its operation of the Beall Park Recreation Center and Lindley Center rentals.
Recreation Programs - The Recreation Department offers year round programs that teach lifelong skills and healthy living habits that
help fight childhood obesity. Classes are offered in a variety of interest areas such as art, music, sports and outdoor activities. Adult
programs are being developed and will showcase this summer.
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 program also contributes to life-long fitness and health by introducing
patrons to the many opportunities available. The Fitness program provides encouragement and opportunity to individuals of all ages
in programs such as water fitness, water jogging, and lap swimming. The Professional Water Safety program trains local and area
lifeguards, swim instructors, and professional rescuers, thus promoting and sharing the basics of water safety with the entire
community.
Bogert Pool - Bogert Pool was built in 1939, and after 72 years is still a family tradition. This great facility is staffed with professional
lifeguards who provide a wide variety of aquatic activities. Bogert Pool offers one of the best learn-to-swim programs for all ages. The
pool offers lap swimming, swim team workouts, water fitness, and recreation swimming for all ages. Bogert Pool serves as a rental
facility for the Bozeman Barracudas age-group swim team and the Bozeman Masters Swim Club.
Major Objectives:
Recreation Administration and Programs
• To improve conditions in our community by offering recreation opportunities that enhance the quality of life.
• To provide economic benefits to the city by generating revenue for the general fund, the business community and by reducing
community healthcare costs.
• Through our recreation programs encourage individual respect and acceptance of people of different ages, abilities, income levels,
races, religions, cultures and beliefs.
• To offer opportunities for people of all abilities to experience fun, socialization, challenges, community awareness, life-long learning
and family involvement.
• To provide opportunities that will promote health, well-being, relaxation, and assist in the reduction of stress.
• To provide recreation activities that are essential to the development of our community. Our programs offer opportunities for
youth to build self-esteem, self-reliance, positive self-images, resiliency factors, lifetime skills, leadership, reduce negative social
activity, encourage cooperation and provide exposure to the arts, sports, science and nature.
• To train a productive, efficient and effective workforce.
Aquatics: Swim Center and Bogert Pool “For all your fun and fitness needs.”
• To provide a safe, clean and user-friendly facility.
• To provide affordable recreational and fitness opportunities for families to interact in an aquatics environment.
• To provide children affordable opportunities.
• To offer individuals the opportunity to improve and or maintain their physical health and provide social opportunities.
• To train the community, ages 3 months and older, in current swimming technique and how to be safe in and around the water.
• To schedule the aquatic facilities at an affordable rate for groups; i.e. swims teams, synchronized swim team, SCUBA, kayak, and
others.
• To offer a setting for individuals to have a sense of accomplishment, be creative, and improve their psychological well-being.
• To provide aquatic recreation opportunities for teenagers so as to reduce negative social activity.
• To offer leadership, social and work skills for teenagers.
PROGRAM INFORMATION
205
Department:RECREATION
Activity:Public Welfare
Budget Highlights:
FY 12 BUDGET HIGHLIGHTS
o Lindley Center deck replacement
o Recreation and Aquatics Facility Feasibility Study
o New Recreation Software with online registration
o Beall Park Recreation Center floor enhancement project
o Swim Center heater replacement o Swim Center mold in showers removed and retiled
o All funded positions filled
o Worked with Finance to zero out household credit accounts by refunding active balances.
O School District agreement renegotiated for 3 years.
Accomplishments:
FY 13 ANTICIPATED ACCOMPLISHMENTS
o Moving forward with recommendations from the feasibility study
o Exterior paint at Lindley Center
o Proposed Division restructure finalized
o Adult programs successfully implemented
206
Department:RECREATION
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 Aquatics' scehduled maintenance (air filter exchanges, pumps
greased, etc.)
Performed on scheduled day 50%75%95%
Source/Notes:
PM02 Swim Center Sidewalk Plowing by 5:30 am n/a 85%95%
FY12 was a low snow event year.
85%
Source/Notes:
PM03 Beall Sidewalk and entrance shoveling by 8:30a n/a 40%90%
Staff shortage in FY11. More staff in FY2, and low snow event year.
80%
Source/Notes:
PM04 Swim Center parking lot plowing by 5:00 am n/a 0%0%100%
Source/Notes:
PM05 Risk Management Reports - Recreation Facilities 1 per week 30%60%
Shortage of staff in FY11, more staff in FY12.
95%
Source/Notes:
PM06 Risk Management Reports - Aquatics Facilities 1 per week n/a 85%90%99%
Source/Notes:
PM07 Lindley and Beall Scheduled Maintenance 3:1 week sessions per year n/a 0 0 3
Source/Notes:
PM08 Recreation Programs - % of classes cancelled Less than 8%n/a 4%4%
FY13: Increase for adult program development.
5%
Source/Notes:
PM09 Recreation Programs - Staff to participant ratios 1:8 Preschool, 1:10 Youth,
1:15 Adult
Meets StandardMeets StandardMeets StandardMeets Standard
Source/Notes:
PM10 Staff certified in CPR and First Aid 100%100%100%100%100%
Source/Notes:
207
Department:RECREATION
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
-4.19%$769,331 $737,127Salaries & Benefits $691,807 ($32,204)
-4.06%$462,025 $443,288Operating$564,654 ($18,737)
78.79%$99,000 $177,000Capital$168,362 $78,000
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $1,424,823 $1,330,356 $1,357,415
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
8010 Recreation Operations ($42,320)-5.14%$717,738 $823,265 $780,945
8020 Swim Center ($37,999)-13.50%$443,628 $281,462 $243,463
8030 Bogert Pool $158,945 182.27%$100,160 $87,205 $246,150
8040 Facilities: Lindley, Beall, & Story ($77,447)-62.45%$141,918 $124,024 $46,577
8050 Recreation Programs $25,880 179.72%$21,379 $14,400 $40,280
Totals $1,424,823 $1,330,356 $1,357,415
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund $69,186 5.37%$1,317,993 $1,287,229 $1,356,415
133 Recreation Special Revenue Fund $0 0.00%$4,873 $1,000 $1,000
189 Story Mansion Operating Fund ($42,127)-100.00%$101,957 $42,127 $0
Totals $1,424,823 $1,330,356 $1,357,415
208
Department:COMMUNITY DEVELOPMENT
Activity:Public Welfare
Program Description:
Economic Development: In concert with Commission Goals, the Economic Development & Public Relations position is now a director-
level position, has been moved out of the City Manager’s department, and moved to its own division in the Community Development
department of the budget. This position is leading 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.”
Tax Increment Financing: The Downtown Improvement District, Northeast Improvement District, and North 7th Improvement District
account for the costs of the Improvement District Boards and their activities.
American’s with Disabilities: The Americans with Disabilities Act (ADA) was signed into law on July 26, 1990. The act provides
comprehensive civil rights protection for people with disabilities. The law prohibits covered entities, including the City of Bozeman,
from excluding people from jobs, services, activities or benefits based on disability.
Structures: The city completed a self assessment evaluation of all programs and services for accessibility. These self assessments were
supplemented by an inventory of all city owned facilities pursuant to an Adaptive Environments Center and Barrier Free
Environments checklist, which strictly follows Americans with Disabilities Act Accessibility Guidelines. Remedial actions range from
simply relocating activities to reconstructing certain facilities to assure compliance. The problems are being approached on a priority
basis as follows:
PRIORITY 1: PROVISION OF AN ACCESSIBLE ENTRANCE
PRIORITY 2: PROVISION OF ACCESS TO GOODS AND SERVICES
PRIORITY 3: USABILITY OF REST ROOMS
PRIORITY 4: ADDITIONAL ACCESS PROVISION
Economic Development Revolving Loan Fund: The Economic Development Revolving Loan Fund division accounts for the costs of
administration and use of program income received from the pay back of various Economic Development Community Block Grant
awards.
City Commission Resolution #2852 provides that the program income earned from the various Economic Development Grants the city
has received from the Department of Commerce shall be utilized in compliance with the guidelines established by the resolution,
which includes a loan limit of $100,000. Interest earnings and income generated from future investments will continue to be
reinvested in the fund and those funds will be loaned to local businesses for the purpose of furthering economic development in the
Bozeman Jurisdictional Area.
The functions necessary for this administration include solicitation and review of applications; assisting the Loan Review Committee
in the selection of proposals; preparations of necessary legal documents; and project monitoring. The city has contracted with
Prospera, Inc. to perform these administrative functions and with HRDC to monitor the number and type of jobs created and filled.
Housing Revolving Loan Fund: The revolving loan fund budget unit accounts for the costs of administration and use of program
income received from the 1984 Community Development Block Grant Program.
City Commission Resolution No. 2736 provides that the program income earned from the 1984 CDBG Program shall be utilized to
further the housing efforts initiated by the City Commission. No greater than 18% of the program income earned may be utilized for
administration of the fund. The remaining funds are utilized to assist low and moderate income people, rehabilitate selected housing
projects through the use of low-interest loans, or in certain cases, grants. The fund is currently administered by HRDC under contract
with the City of Bozeman.
The functions necessary for this administration include recruitment of eligible property owners for participation in the program;
assist the Community Affordable Housing Advisory Board in the selection of proposals; preparation of work write-ups, bids, and cost
estimates; assistance in selecting contractors; performance of site inspections; completion and filing of appropriate loan papers; and
payment to the contractors.
Major Objectives:
PROGRAM INFORMATION
209
Department:COMMUNITY DEVELOPMENT
Activity:Public Welfare
Major Objectives:
Tax Increment Financing:
To strengthen the economic vitality of Urban Renewal Districts.
To recognize that community partnership is fundamental to district success.
To improve the safety, security and health of the districts.
To improve accessibility.
To facilitate diversity.
To weigh the cost of projects against their benefits.
To make the districts more user friendly.
To continuously improve the image of the districts.
To nurture and expand cultural activities within the districts.
American’s with Disabilities:
To comply with the Americans with Disabilities Act with respect to structures, programs, access to goods and services, and other
provisions of the act.
Economic Development Revolving Loan Fund:
To receive, process, and administer loans in compliance with established guidelines.
To work closely with the Gallatin Development Corporation, Capital Opportunities, and lending institutions to keep businesses
advised of the eligibility requirements and the availability of funds.
To assist the Loan Review Committee in reviewing applications and selecting recipients of loans.
To continually upgrade guidelines as the need occurs.
Housing Revolving Loan Fund:
To recruit eligible property owners for participation in the housing program.
To assist the Community Affordable Housing Advisory Board in the selection of proposals.
To prepare work write-ups, bids, and cost estimates and work closely with local contractors.
To perform on-site inspections of work being completed, in conjunction the city building officials.
To complete and file appropriate loan papers.
To consult with local banking institutions regarding the possibility of combining funds for larger projects.
To coordinate activities with the finance and building departments.
To monitor the repayment of loans made & assure the on-going strength of the program.
To develop a list of affordable housing priorities each year for presentation to the City Commission.
Community Development:
Enhance community involvement through the facilitation of neighborhood meetings.
Administer the TEA-21 program, and provide administrative oversight of the CDBG program.
Support city staff with grant application guidance and assistance as needed.
Promote city economic development and housing activities.
Provide additional citizen board support as needed.
Administer the City’s Work Force Housing Program.
Budget Highlights:
Funding Commitment for Gallatin College Program - $126,000
Community Climate Plan Initiatives- $15,000
•Energy Reduction Challenge - $10,000
•Begin Development of a Renewable Energy Plan - $5,000
Road to Home - Community Housing Program administration - $40,000
Staff development and assistance in the possible creation of the MSU - Innovation Campus Technology Tax Increment District.
210
Department:COMMUNITY DEVELOPMENT
Activity:Public Welfare
Accomplishments:
Assist in bringing 2-year College programs to Bozeman, through the Gallatin College.
Continue to implement recommendations from the Community Climate Plan.
Continue with Economic Development Plan efforts.
211
Department:COMMUNITY DEVELOPMENT
Activity:Public Welfare
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Number of Tax Increment Districts 4 4 4
FY13: Potential Innovation Campus Tax Increment District
5
Source/Notes:
212
Department:COMMUNITY DEVELOPMENT
Activity:Public Welfare
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
3.18%$169,405 $174,791Salaries & Benefits $59,605 $5,386
-11.21%$3,833,075 $3,403,346Operating$1,827,497 ($429,729)
0.00%$0 $0Capital$36,185 $0
0.00%$0 $0Debt Service $0 $0
6.71%$424,878 $453,388Transfers$451,188 $28,510
Totals $2,374,475 $4,427,358 $4,031,525
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
8210 Downtown Improvement District ($378,204)-9.52%$1,246,489 $3,972,353 $3,594,149
8220 Americans with Disabilities $0 0.00%$0 $0 $0
8230 Urban Development & Housing ($30,000)-35.55%$865,389 $84,400 $54,400
8240 Economic Development $16,205 6.05%$127,675 $267,782 $283,987
8250 Grants Administration ($3,834)-3.73%$134,922 $102,823 $98,989
Totals $2,374,475 $4,427,358 $4,031,525
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund $12,371 3.34%$63,016 $370,605 $382,976
116 Downtown TIF District ($502,890)-20.12%$850,943 $2,499,878 $1,996,988
118 Community Housing $0 0.00%$714,849 $0 $0
119 Economic Development $0 0.00%$31,994 $0 $0
120 Community Housing Fund ($30,000)-42.86%$90,000 $70,000 $40,000
121 Housing Revolving Loans $0 0.00%$14,400 $14,400 $14,400
129 Special Projects $0 0.00%$6,486 $0 $0
130 Americans with Disabilities Fund $0 0.00%$0 $0 $0
142 Climate Protection Grant $0 0.00%$10,880 $0 $0
143 North 7th Corridor TIF District $76,326 9.66%$36,375 $790,523 $866,849
144 North East Urban Renewl TIF District $36,360 21.39%$52,675 $169,952 $206,312
213
Department:COMMUNITY DEVELOPMENT
Activity:Public Welfare
145 Mandeville Farm TIF $0 0.00%$2,420 $0 $0
176 Downtown BID $0 0.00%$114,381 $114,000 $114,000
186 Development Impacts (Big Box)$0 0.00%$141,602 $0 $0
190 Energy Grants $0 0.00%$54,759 $0 $0
191 Tourism BID $12,000 3.02%$189,695 $398,000 $410,000
Totals $2,374,475 $4,427,358 $4,031,525
214
Department:NON-DEPARTMENTAL
Activity:Other
Program Description:
The non-departmental program accounts for expenditures that are not associated with a specific city department. Examples include
insurance premiums paid by the city, costs of leave pay-outs for terminating employees, contingency funds, etc.
Major Objectives:
To accurately budget and account for non-departmental costs.
Budget Highlights:
The budget includes the following general fund items:
• General fund contribution to the band $6,000.
• Contingency appropriation $150,000.
• Transfer to Police & Fire (state contributions to retirement systems) $1,750,000.
The budget includes the following Special Revenue Fund items:
• Transfer from Permissive Medical Levy Fund to the General Fund $2,021,149
• Mill levy for senior transportation $83,769
The budget includes the following Health Medical Insurance Fund items:
• Appropriation authority of $3,590,000 for health/medical claims and an administrative cost allocation.
Accomplishments:
FY11: Closing of pass-through levy special revenue funds (Liability Insurance, PERS, Police & Fire Pension Funds) in compliance with
new GASB Statement No. 54.
PROGRAM INFORMATION
215
Department:NON-DEPARTMENTAL
Activity:Other
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Health Insurance Plan Options Offered 1 5 5
Through MMIA Employee Benefits Program
5
Source/Notes:
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL02 Number of Pension Plans Participated In 3 3 3
PERS, FURS - Fire, MPORS - Police
3
Source/Notes:
216
Department:NON-DEPARTMENTAL
Activity:Other
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
0.00%$0 $0Salaries & Benefits $0 $0
2.33%$5,809,291 $5,944,874Operating$3,598,808 $135,583
0.00%$0 $0Capital$24,334 $0
0.00%$0 $0Debt Service $0 $0
-1.63%$2,394,219 $2,355,185Transfers$2,133,116 ($39,034)
Totals $5,756,258 $8,203,510 $8,300,059
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
8910 Insurance $134,214 3.51%$3,507,383 $3,820,891 $3,955,105
8920 City Band $0 0.00%$6,000 $6,000 $6,000
8940 Other/Contingencies $0 0.00%$0 $1,900,000 $1,900,000
8960 Transfers ($39,034)-1.63%$2,133,116 $2,394,219 $2,355,185
8970 Senior Transportation $1,369 1.66%$85,053 $82,400 $83,769
8980 General $0 0.00%$24,706 $0 $0
Totals $5,756,258 $8,203,510 $8,300,059
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
010 General Fund ($23,750)-0.90%$678,608 $2,628,891 $2,605,141
103 Permissive Medical Levy Fund $18,930 0.95%$1,777,346 $2,002,219 $2,021,149
104 Liability Insurance Fund $0 0.00%($6,172)$0 $0
105 PERS Pension Fund $0 0.00%$24,334 $0 $0
106 Police Pension Fund $0 0.00%$0 $0 $0
107 Fire Pension Fund $0 0.00%$0 $0 $0
131 Beautification of Bozeman $0 0.00%$372 $0 $0
175 Senior Transportation Fund $1,369 1.66%$85,053 $82,400 $83,769
720 Employee Health Insurance $100,000 2.87%$3,196,717 $3,490,000 $3,590,000
Totals $5,756,258 $8,203,510 $8,300,059
217
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 $5 million transportation general obligation bonds were sold on April 4, 1995.
The first series of library general obligation bonds were sold in December 2002. The second library general obligation bonds were
sold in April 2003. Both series were part of the voter-approved levy that was approved in November 2002.
Major Objectives:
• To accurately account for principal and interest payments on general obligation bonds.
• To maintain adequate fund balance levels in the two debt service funds.
Budget Highlights:
We anticipate refinancing all of our oustanding GO Bond Debt in June 2012 to realize interest-rate savings for taxpayers. Estimated
savings for FY13 are ~$75,000.
• The transportation bonds will be paid off on July 2014.
• The 1st series library bonds will be paid off on July 2021.
• The 2nd series library bonds will be paid in fill in July 2021.
Accomplishments:
On-time payment of debt.
PROGRAM INFORMATION
218
Department:GENERAL OBLIGATION (G.O.) BONDS DEBT SERVICE
Activity:Other
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Number of GO Bond Issues 3 3 3
Refunding of all Three Issues expected in June of FY12.
3
Source/Notes:
219
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 FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
0.00%$0 $0Salaries & Benefits $0 $0
0.00%$0 $0Operating$0 $0
0.00%$0 $0Capital$0 $0
-6.35%$744,198 $696,937Debt Service $739,375 ($47,261)
0.00%$0 $0Transfers$0 $0
Totals $739,375 $744,198 $696,937
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
9310 G.O. Bonds ($47,261)-6.35%$739,375 $744,198 $696,937
Totals $739,375 $744,198 $696,937
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
301 Library Bonds ($41,283)-13.06%$318,565 $316,132 $274,849
302 Transportation Bonds ($5,978)-1.40%$420,810 $428,066 $422,088
Totals $739,375 $744,198 $696,937
220
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:
o To secure prompt payment of any special improvement district bonds or sidewalk, curb, and alley approach warrants issued in
payment of improvements made therein and the interest thereon as it becomes due.
o To meet the requirements of state law.
Budget Highlights:
In FY12, this funded used surplus money to finance the South 8th Street Special Improvement District, totalling $185,000. This
money will be repaid, with interest earnings, back to the revolving fund.
Accomplishments:
oProvided low-cost financing to the South 8th SID property owners.
oMinimum Fund requirements are met on an annual basis.
PROGRAM INFORMATION
221
Department:SPECIAL IMPROVEMENT DISTRICT REVOLVING FUND
Activity:Other
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Effectiveness Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
PM01 State Minimum Fund Balance Requirement Met 5%Yes Yes Yes Yes
Source/Notes:
222
Department:SPECIAL IMPROVEMENT DISTRICT REVOLVING FUND
Activity:Other
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
0.00%$0 $0Salaries & Benefits $0 $0
0.00%$0 $0Operating$10,906 $0
0.00%$0 $0Capital$0 $0
0.00%$0 $0Debt Service $0 $0
0.00%$0 $0Transfers$0 $0
Totals $10,906 $0 $0
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
9510 SID Bonds Revolving $0 0.00%$10,906 $0 $0
Totals $10,906 $0 $0
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
300 SID Revolving Fund $0 0.00%$10,906 $0 $0
Totals $10,906 $0 $0
223
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 for the anticipated repayment of SID & TIF bonds principal and interest.
Accomplishments:
Timely payment of debt requirements.
PROGRAM INFORMATION
224
Department:SPECIAL DISTRICT DEBT
Activity:Other
Department Performance Measures:
PERFORMANCE - WORKLOAD INFORMATION
Workload Measures Standard FY10 Actual FY11 Actual FY12
Budget
FY13
Estimate
WL01 Number of Tax Increment District Bond Issues 1 1 1
Working on the possible creation of MSU Innovation TIF. Don't anticipate bond
issuance in FY13.
1
Source/Notes:
225
Department:SPECIAL DISTRICT DEBT
Activity:Other
Department Expenditures by Category
Department Expenditures by Division
Department Expenditures by Fund
FINANCIAL INFORMATION
Category FY11 Actual FY12 Budget FY13 Approved
Budget
$ Change % Change
0.00%$0 $0Salaries & Benefits $0 $0
0.00%$0 $0Operating$0 $0
0.00%$0 $0Capital$0 $0
0.18%$1,924,878 $1,928,388Debt Service $1,102,092 $3,510
0.00%$0 $0Transfers$4,412,073 $0
Totals $5,514,165 $1,924,878 $1,928,388
$ Change % ChangeFY11 Actual FY12 Budget FY13 Approved
BudgetDivision
9710 SID Bonds $0 0.00%$5,090,777 $1,500,000 $1,500,000
9720 TIF Bonds $3,510 0.83%$423,388 $424,878 $428,388
Totals $5,514,165 $1,924,878 $1,928,388
% Change$ ChangeFundFY11 Actual FY12 Budget FY13 Approved
Budget
310 SID Bond Funds $0 0.00%$5,090,777 $1,500,000 $1,500,000
605 Downtown TIF Bonds $3,510 0.83%$423,388 $424,878 $428,388
Totals $5,514,165 $1,924,878 $1,928,388
226
APPENDIX
___________________________________________________________________
The Appendix includes:
• Capital Expenditures Summary
• Water and Wastewater Rate Increase Table
• Consumer Price Index Table
• Debt Service Schedules
• Glossary of Terms
227
CAPITAL EXPENDITURES SUMMARY
Object Description
M&E:COMPUTER SOFTWARE
BLD:BUILDINGS+BLDG DESIGN
M&E:COMPUTER HARDWARE
BLD:BUILDINGS+BLDG DESIGN
VEH:AUTOS + LIGHT TRUCKS
BLD:BUILDINGS+BLDG DESIGN
M&E:COMPUTER HARDWARE
M&E:MACH+EQUIP/HEAVY TRUK
BLD:BUILDINGS+BLDG DESIGN
IMP:INFRASTRUCTURE+IMPROV
M&E:MACH+EQUIP/HEAVY TRUK
BLD:BUILDINGS+BLDG DESIGN
IMP:INFRASTRUCTURE+IMPROV
IMP:INFRASTRUCTURE+IMPROV
M&E:MACH+EQUIP/HEAVY TRUK
VEH:AUTOS + LIGHT TRUCKS
IMP:INFRASTRUCTURE+IMPROV
M&E:COMPUTER HARDWARE
BLD:BUILDINGS+BLDG DESIGN
BLD:BUILDINGS+BLDG DESIGN
M&E:MACH+EQUIP/HEAVY TRUK
BLD:BUILDINGS+BLDG DESIGN
IMP:INFRASTRUCTURE+IMPROV
M&E:COMPUTER HARDWARE
M&E:MACH+EQUIP/HEAVY TRUK
VEH:AUTOS + LIGHT TRUCKS
BLD:BUILDINGS+BLDG DESIGN
BLD:BUILDINGS+BLDG DESIGN
IMP:INFRASTRUCTURE+IMPROV
M&E:MACH+EQUIP/HEAVY TRUK
VEH:AUTOS + LIGHT TRUCKS
M&E:MACH+EQUIP/HEAVY TRUK
M&E:MACH+EQUIP/HEAVY TRUK
M&E:MACH+EQUIP/HEAVY TRUK
M&E:MACH+EQUIP/HEAVY TRUK
GRAND TOTAL - CAPITAL EXPENDITURES $28,766,809.00
STORM WATER NEW CIP STRM03: RETROFIT TV VAN $130,000.00
OPERATIONS ADVANCED DIAGNOSTIC SCAN TOOL $9,400.00
$70,000.00RECYCLING PURCHASE OF A USED BACKUP RECYCLING TRK
SLUDGE INJECTION PURCHASE NEW DIGESTER DRAFT TUBE MIXER $41,000.00
WASTEWATER OPERATIONS CIP WW03 1/2 TON FLEX FUEL TRUCK $25,000.00
WASTEWATER OPERATIONS WW23 MINI EXCAVATOR & TRAILER $25,000.00
WASTEWATER OPERATIONS CIP WW08-13: WASTERWATER PIPE REPLACEMENT PROGRAM $886,000.00
WASTEWATER OPERATIONS CIP WW07 ENGINEERING/DESIGN FOR ANNUAL WASTEWATER $22,500.00
WATER TRTMENT PLANT PLUS FINAL SPENDING FOR COMPLETION $5,788,344.00
WATER TRTMENT PLANT CIP W07: WATER TREATMENT PLANT $3,075,290.00
WATER TRTMENT PLANT REPLACEMENT WTP ENGINEERING & CONSTRUCTION FY13 $9,800,854.00
WATER OPERATIONS CIP WW23 MINI EXCAVATOR & TRAILER $25,000.00
WATER OPERATIONS CIP W12 1 TON TRUCK WITH HOIST $46,794.00
WATER CONSTRUCTION CIP W04-13 WATER PIPE REPLACEMENT PROGRAM $1,205,720.00
WATER OPERATIONS CIP W24 FIXED BASE METER READ SYSTEM $90,000.00
LIBRARY OPERATIONS CIP LIB01: LIBRARY PA SYSTEM $31,000.00
FIRE OPERATIONS CIP FE03: STATION #1 SCHEMATIC DESIGN $42,864.00
FIRE OPERATIONS CIP FE05: DEFIBTILLATOR REPLACEMENT $35,000.00
BLDG INSPECTION CIP BI02: HARDWARE AND SOFTWARE $100,000.00
PARK OPERATIONS FY13 BUDGET TO EXPEND PARK IMPROVEMENT GRANTS $75,000.00
STREET OPERATIONS CIP SIF06: COLLEGE STREET CONST -NET OF URBAN FUN $4,490,500.00
STREET OPERATIONS CIP SIF28: N 27TH STREET CONNECTOR $200,000.00
STREET OPERATIONS CIP STR01: 1 TON 4WH DRIVE WITH PLOW AND SANDER $47,244.00
STREET OPERATIONS CIP SIF01: R.O.W. ACQUISITION $100,000.00
STREET OPERATIONS CIP WW23: MINI EXCAVATOR AND TRAILER $25,000.00
STREET OPERATIONS REPLACE RUSTED SANDER IF IT CAN'T BE REPAIRED $10,000.00
STREET OPERATIONS CIP STR09: LOADER $175,479.00
STREET OPERATIONS CIP STR21: CONVEYOR $35,000.00
STREET OPERATIONS CIP STR20: BIKE LANES AND BIKE BOULEVARDS $25,000.00
STREET CONSTRUCTION CIP REC01: BAXTER LANE (19TH TO BUCKRAKE)$175,000.00
STREET MAINTENANCE CURB,GUTTER AND SIDEWALK REPLACEMENT PROGRAM.$50,000.00
STREET OPERATIONS CIP STR11: MEDIANS & BOULEVARD MTC $45,000.00
STREET MAINTENANCE PEDESTRIAN RAMPS-ADA $25,000.00
STREET MAINTENANCE THERMOPLASTIC LANE MARKING PROJECTS $25,000.00
STREET MAINTENANCE CHIP SEAL, MILL AND OVERLAY PROJECTS.$330,000.00
BOGERT POOL BOGERT POOL REPAIR OR DESIGN $177,000.00
PARK OPERATIONS CIP GF092 -PLAYGROUND UPGRADE (JARRETT PARK)$50,000.00
PARK OPERATIONS CIP GF034 - LARGE DECK MOWER $50,000.00
CEMETERY OPERATIONS CIP GF010: CONTINUED MOWER REPLACEMENT $13,000.00
PARK OPERATIONS CIP GF084: RESTROOM UPGRADE (REPLACE LINDLEY)$175,000.00
FIRE OPERATIONS THERMAL IMAGING CAMERA FOR LADDER ONE $9,100.00
CEMETERY OPERATIONS CIP GF133: 4WHEELER W/ PLOW (PLOWING AND HERBICIDE $11,000.00
OPERATIONAL READINESS CIP GF162: LIFE FIRE TRAINING PROP $15,000.00
FIRE OPERATIONS PURCHASE THREE MDT'S AND THE RELATED SOFTWARE $20,000.00
POLICE OPERATIONS CIP GF053: REPLACEMENT OF 3 PATROL VEHICLES $156,000.00
POLICE OPERATIONS NEW POLICE & MUNI COURT FACILITY
ADMINISTRATION VMWARE REPLACEMENT SERVERS (4 SERVERS)$30,000.00
POLICE OPERATIONS CIP GF050: FY13 SHARE(TO TOTAL $1M) DESIGN OF $500,000.00
FIRE STATION #2 CIP GF159: FIRE STATION #2 WNDOWS & DOOR REPLCMTS $20,000.00
ADMINISTRATION CIP GF080: SWITCH AND ROUTER REPLACEMENTS $25,000.00
PROFESSIONAL BUILDING CIP GF158: MECHANICAL SYSTEM CONTROL REPLACEMENT $30,000.00
$135,000.00
SHOP COMPLEX CIP GF135: SHOPS COMPLEX SIDEWALKS $32,720.00
CITY HALL - NEW BUILDING CIP GF103: CITY-WIDE ADA $15,000.00
CITY HALL - NEW BUILDING PURHCASE OF PROPERTY ADJACENT TO CITY HALL
CITY CLERK AGENDA/MINUTE AUTOMATION SOFTWARE ESTIMATE $14,000.00
Division Description Miscellaneous Data FY13
APPROVED
CITY CLERK 20 RETREIVAL LICENSES (INCLUDES 1YR SUPPORT)$6,000.00
228
WATER & WASTEWATER RATE INCREASES
___________________________________________________________________
Calendar 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 APPROVED 4.5% 6%
2012 APPROVED 4.5% 6% NEW! Utility Created
229
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
1999 169.4 2.7%
2000 174.0 3.4%
2001 176.7 1.6%
2002 180.9 2.4%
2003 184.3 1.9%
2004 190.3 3.3%
2005 196.8 3.4%
2006 201.8 2.5%
2007 210.0 4.1%
2008 210.2 0.1%
2009 216.0 2.7%
2010 219.2 1.5%
2011 225.7 3.0%
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
1999 168.9 2.7%
2000 174.8 3.5%
2001 181.2 3.7%
2002 184.7 1.9%
2003 188.6 2.1%
2004 193.0 2.3%
2005 198.9 3.1%
2006 205.7 3.4%
2007 212.2 3.2%
2008 219.6 3.5%
2009 218.8 (0.4%)
2010 221.2 1.1%
2011 227.5 2.9%
230
TRANSPORTATION G.O. BOND SCHEDULE
___________________________________________________________________
Payment Principal Interest Interest Semi-Annual Principal Date Payment Rate Payment Payment Balance
April 15, 2003 $3,480,000
July 1, 2003 $41,235 $41,235 3,480,000
January 1, 2004 49,483 49,483
July 1, 2004 49,483 49,483 3,480,000
January 1, 2005 49,483 49,483
July 1, 2005 $280,000 1.300 49,483 329,483 3,200,000 January 1, 2006 47,663 47,663
July 1, 2006 310,000 1.700 47,663 357,663 2,890,000
January 1, 2007 45,028 45,028
July 1, 2007 315,000 2.100 45,028 360,028 2,575,000
January 1, 2008 41,720 41,720 July 1, 2008 325,000 2.500 41,720 366,720 2,250,000
January 1, 2009 37,658 37,658
July 1, 2009 340,000 2.700 37,658 377,658 1,910,000
January 1, 2010 33,068 33,068
July 1, 2010 350,000 3.150 33,068 383,068 1,560,000 January 1, 2011 27,555 27,555
July 1, 2011 365,000 3.300 27,555 392,555 1,195,000
January 1, 2012 21,533 21,533
July 1, 2012 385,000 3.450 21,533 406,533 810,000
January 1, 2013 14,891 14,891 July 1, 2013 395,000 3.600 14,891 409,891 415,000
January 1, 2014 7,781 7,781
July 1, 2014 415,000 3.750 7,781 422,781 0
TOTALS $3,480,000 $792,955 $4,272,955
231
LIBRARY G.O. BOND #1 SCHEDULE
___________________________________________________________________
Payment Principal Interest Interest Semi-Annual Principal Date Payment Rate Payment Payment Balance
January 1, 2002 $2,315,000
July 1, 2002 $59,130 $59,130 2,315,000 January 1, 2003 50,683 50,683
July 1, 2003 $85,000 3.500 50,683 135,683 2,230,000 January 1, 2004 49,195 49,195
July 1, 2004 90,000 3.500 49,195 139,195 2,140,000
January 1, 2005 47,620 47,620 July 1, 2005 90,000 3.750 47,620 137,620 2,050,000
January 1, 2006 45,933 45,933
July 1, 2006 95,000 4.000 45,933 140,933 1,955,000 January 1, 2007 44,033 44,033
July 1, 2007 95,000 4.000 44,033 139,033 1,860,000
January 1, 2008 42,133 42,133 July 1, 2008 100,000 4.000 42,133 142,133 1,760,000
January 1, 2009 40,133 40,133
July 1, 2009 105,000 4.000 40,133 145,133 1,655,000 January 1, 2010 38,033 38,033
July 1, 2010 110,000 4.000 38,033 148,033 1,545,000 January 1, 2011 35,833 35,833 July 1, 2011 110,000 4.100 35,833 145,833 1,435,000
January 1, 2012 33,578 33,578 July 1, 2012 115,000 4.250 33,578 148,578 1,320,000
January 1, 2013 31,134 31,134
July 1, 2013 120,000 4.300 31,134 151,134 1,200,000 January 1, 2014 28,554 28,554
July 1, 2014 125,000 4.400 28,554 153,554 1,075,000
January 1, 2015 25,804 25,804 July 1, 2015 135,000 4.500 25,804 160,804 940,000
January 1, 2016 22,766 22,766
July 1, 2016 140,000 4.600 22,766 162,766 800,000 January 1, 2017 19,546 19,546
July 1, 2017 145,000 4.750 19,546 164,546 655,000
January 1, 2018 16,103 16,103 July 1, 2018 150,000 4.800 16,103 166,103 505,000
January 1, 2019 12,503 12,503
July 1, 2019 160,000 4.900 12,503 172,503 345,000 January 1, 2020 8,583 8,583
July 1, 2020 170,000 4.950 8,583 178,583 175,000 January 1, 2021 4,375 4,375 July 1, 2021 175,000 5.000 4,375 179,375 0
TOTALS $2,315,000 $1,252,202 $3,567,202
232
LIBRARY G.O. BOND #2 SCHEDULE
___________________________________________________________________
Payment Principal Interest Interest Semi-Annual Principal Date Payment Rate Payment Payment Balance April 15,2003 $1,685,000
July 1, 2003 $24,159 $24,159 1,685,000
January 1, 2004 28,991 28,991 July 1, 2004 $65,000 1.250 28,991 93,991 1,620,000
January 1, 2005 28,585 28,585
July 1, 2005 70,000 1.300 28,585 98,585 1,550,000 January 1, 2006 28,130 28,130
July 1, 2006 70,000 1.700 28,130 98,130 1,480,000
January 1, 2007 27,535 27,535 July 1, 2007 75,000 2.100 27,535 102,535 1,405,000
January 1, 2008 26,748 26,748 July 1, 2008 75,000 2.500 26,748 101,748 1,330,000 January 1, 2009 25,810 25,810
July 1, 2009 80,000 2.750 25,810 105,810 1,250,000 January 1, 2010 24,710 24,710 July 1, 2010 80,000 3.150 24,710 104,710 1,170,000
January 1, 2011 23,450 23,450 July 1, 2011 90,000 3.250 23,450 113,450 1,080,000
January 1, 2012 21,988 21,988
July 1, 2012 90,000 3.500 21,988 111,988 990,000 January 1, 2013 20,413 20,413
July 1, 2013 95,000 3.650 20,413 115,413 895,000
January 1, 2014 18,679 18,679 July 1, 2014 100,000 3.750 18,679 118,679 795,000
January 1, 2015 16,804 16,804
July 1, 2015 95,000 4.000 16,804 111,804 700,000 January 1, 2016 14,904 14,904
July 1, 2016 105,000 4.000 14,904 119,904 595,000 January 1, 2017 12,804 12,804 July 1, 2017 110,000 4.200 12,804 122,804 485,000
January 1, 2018 10,494 10,494 July 1, 2018 115,000 4.250 10,494 125,494 370,000 January 1, 2019 8,050 8,050
July 1, 2019 120,000 4.300 8,050 128,050 250,000 January 1, 2020 5,470 5,470 July 1, 2020 120,000 4.350 5,470 125,470 130,000
January 1, 2021 2,860 2,860 July 1, 2021 130,000 4.400 2,860 132,860 0
TOTALS $1,685,000 $717,004 $2,402,004
233
GLOSSARY OF KEY TERMS
___________________________________________________________________
ACCRUAL BASIS A basis of accounting in which transactions are recognized at the
time they are incurred, as opposed to when cash is received or
spent.
AMERICAN RECOVERY Federal legislation signed in early 2009. Commonly referred to as
& REINVESTMENT ACT the “Stimulus Bill” or “stimulus.”
(ARRA)
APPROPRIATION Legal authorization granted by City Commission to make 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 which have 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 .
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.
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.
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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 on 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.
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.
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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
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
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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
of each year.
FIXED ASSETS Assets of long-term character which are intended to continue to be
held or used, such as land, buildings, machinery, furniture and
other equipment.
FTE See Full Time Equivalent.
FULL FAITH AND CREDIT A pledge of a government’s taxing power to repay debt obligations.
FULL TIME EQUIVALENT Also referred to as FTE. The yearly personnel hours worked by a position
divided by the total available work hours for a full year (2080).
FUND An accounting entity with a self-balancing set of accounts which are segregated
for the purpose of carrying on specific activities or attaining certain objectives in
accordance with special regulations, restrictions or limitations.
FUND BALANCE The excess of assets over liabilties. 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
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
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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.
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.
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.
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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 A desired outcome-oriented accomplishment that can be measured and
achieved within a given time frame, and advances the activity or organization
toward a corresponding goal.
OPERATING BUDGET The portion of the budget that pertains to daily operations that provide 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.
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.
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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.
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.
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.
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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 fro the recipient fund.
UNRESERVED FUND
BALANCE The portion of a fund’s balance that is not restricted for a specific
purpose and is available for general appropriation.
USER CHARGES OR
FEES The payment of a fee for direct receipt of a public service by the party
benefiting from the service.
WORKLOAD
INDICATOR A unit of work to be done (e.g. number of permit applications 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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